Enhancing Employee Performance through Organizational Culture Motivation and Job Satisfaction Dynamics

Abstract

This study examines the influence of work culture, work motivation, and work allowances on employee performance, with job satisfaction serving as an intervening variable, within the Department of Public Works and Spatial Planning of North Nias Regency. In the context of increasing demands for effective public service delivery, understanding the determinants of employee performance is essential for improving organizational outcomes. A quantitative explanatory research design was employed, involving a census sample of 74 employees. Data were collected by using the structured questionnaires and analyzed using Structural Equation Modeling with a Partial Least Squares (SEM-PLS) approach, including evaluation of measurement and structural models as well as hypothesis testing for direct and indirect effects. The findings reveal that work culture, work motivation, and work allowances significantly and positively influence both job satisfaction and employee performance. Job satisfaction also has a strong positive effect on employee performance and plays a significant mediating role in strengthening the relationships between the independent variables and performance. The model demonstrates high explanatory power, indicating that the selected variables substantially account for variations in job satisfaction and employee performance. These results suggest that organizational efforts to enhance performance should focus not only on improving structural factors such as culture, motivation, and compensation systems but also on fostering higher levels of job satisfaction among employees. Strengthening these aspects can lead to more effective, efficient, and accountable public service delivery.