Organizational Culture and Employee Performance: The Mediating Roles of Work Motivation and Job Satisfaction
DOI:
https://doi.org/10.24256/kharaj.v8i3.12825Keywords:
organizational culture, work motivation, job satisfaction, employee performance, BLU PPK KemayoranAbstract
This study aims to analyze the influence of organizational culture on employee performance with work motivation and job satisfaction as mediating variables at the Kemayoran Complex Management Center Public Service Agency (BLU PPK Kemayoran). This study employed a quantitative approach with an explanatory research design. Primary data were collected through a questionnaire using a six-point Likert scale from 138 employees of BLU PPK Kemayoran. Data were analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM) through the evaluation of the measurement and structural models. The findings indicate that organizational culture has a positive and significant effect on employee performance, with a path coefficient of 0.363 and a p-value of 0.005. Organizational culture also has a positive and significant effect on work motivation, with a coefficient of 0.812 and a p-value of 0.000, and on job satisfaction, with a coefficient of 0.614 and a p-value of 0.000. In contrast, work motivation does not have a significant direct effect on employee performance (coefficient = 0.208; p-value = 0.138), and job satisfaction also does not have a significant effect on employee performance (coefficient = -0.008; p-value = 0.935). The indirect-effect test further shows that work motivation does not mediate the relationship between organizational culture and employee performance (coefficient = 0.003; p-value = 0.972), while job satisfaction also does not significantly mediate the relationship (coefficient = -0.133; p-value = 0.246). These findings indicate that organizational culture has a stronger direct relationship with employee performance than through the mediating mechanisms of work motivation and job satisfaction.
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