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Hubungan antara budaya organisasi, kepuasan kerja dan kompensasi finansial terhadap kinerja karyawan PT Kereta Api Indonesia (Persero) Daop 3 Cirebon adalah subjek penelitian ini. Pendekatan kuantitatif diterapkan dalam penelitian ini, dengan menggunakan analisis regresi berganda yang diolah melalui perangkat lunak SPSS versi 26. Penelitian ini melibatkan sampel sebanyak 111 orang yang terpilih secara acak dari 153 orang populasi dalam penelitian. Budaya organisasi dan kepuasan kerja memberikan pengaruh signifikan terhadap kinerja karyawan. Budaya organisasi yang kuat juga kepuasan kerja yang tinggi dapat menciptakan lingkungan kerja menjadi menyenangkan, menambah motivasi, kesetiaan, dan produktivitas karyawan. Kompensasi finansial, di sisi lain, memiliki dampak yang tidak signifikan dan bahkan mungkin berkorelasi negatif dengan kinerja karyawan. Ini menunjukkan bahwa ketidaksesuaian antara kompensasi yang diharapkan dan apa yang sebenarnya terjadi dapat mengurangi keinginan untuk bekerja. Oleh karena itu, meningkatkan kinerja karyawan hanya dapat dicapai dengan meningkatkan budaya organisasi dan memastikan bahwa karyawan tetap puas dengan pekerjaan mereka daripada hanya mengandalkan kompensasi.

This study aims to analyze the influence of work discipline and organizational culture on employee job satisfaction at Hotel Sangga Buana. Job satisfaction is a crucial factor in improving performance, productivity, and employee loyalty in the hospitality industry, which demands professionalism and excellent service. The research employed a quantitative approach using a survey method. Data were collected through questionnaires distributed to 30 employees from operational and administrative departments. The data were analyzed using multiple linear regression with the assistance of SPSS version 25. The results reveal that both work discipline and organizational culture have a positive and significant effect on job satisfaction, both partially and simultaneously. Work discipline was found to be the most dominant variable influencing job satisfaction, as high discipline fosters order and accountability in the workplace. Meanwhile, a positive organizational culture contributes to a harmonious work environment and enhances employee motivation. These findings emphasize the importance of implementing strong discipline and cultivating a supportive organizational culture to improve job satisfaction and overall employee performance in the hospitality sector.

This study aims to analyze the influence of organizational culture, work environment, and workplace boredom on employee performance through Cyberloafing behavior among employees at PT Geo Dipa Energi (Persero). The research employed a survey method with a quantitative descriptive approach, enabling systematic collection of numerical data to identify relationships among variables. The sample consisted of 339 employees selected purposively to reflect diverse perceptions regarding organizational culture, working conditions, and levels of boredom. Data analysis was conducted using Partial Least Square-Structural Equation Modeling (PLS-SEM), which allows testing both direct and indirect effects among variables. The results indicate that organizational culture, work environment, and workplace boredom significantly affect employee performance, both directly and through Cyberloafing behavior. Cyberloafing was found to mediate the relationship between organizational culture, work environment, and employee boredom with performance, thereby either strengthening or weakening the influence of these variables on work outcomes. These findings highlight the importance of managing an organizational culture that promotes productivity, improving a conducive work environment, and reducing employee boredom levels. Additionally, controlling Cyberloafing behavior is crucial for optimizing employee performance. The study provides practical implications for the management of PT Geo Dipa Energi (Persero) in designing effective policies and programs to enhance work efficiency and employee satisfaction.

This community engagement activity aims to introduce and promote Es Pisang Ijo, a traditional culinary delight from Makassar, to the mothers of Aisyiyah Ranting Suterejo in Surabaya. The program was implemented through the National KKN-Dik collaboration between Universitas Muhammadiyah Makassar and Universitas Muhammadiyah Surabaya. The method applied was a field study involving several stages—explanation, demonstration, and direct hands-on practice. The activity received a highly positive response, as participants were actively involved in every phase, showing enthusiasm and curiosity. The outcomes of this activity include improved culinary skills, strengthened cultural awareness, and the creation of new opportunities for micro-enterprise development rooted in traditional cuisine. Additionally, this program enhanced cross-cultural communication and strengthened social solidarity among Aisyiyah members. Es Pisang Ijo thus represents not only a dessert but also a symbol of togetherness, women’s empowerment, and cultural preservation. This initiative reaffirms Aisyiyah’s role as an empowered women’s community that contributes to economic independence and cultural resilience through traditional culinary innovation as a medium of empowerment and community development.

This study aims to examine the influence of transformational leadership, work motivation, and organizational culture on organizational commitment at PT Kembang Jawa Permai. The research employs a quantitative approach with an associative causal design, using a survey method and data collected through a questionnaire distributed to all 46 employees as respondents. The sampling technique used is saturated sampling, considering the small population size. Data analysis was performed using multiple linear regression analysis with validity, reliability, and classical assumption tests (normality, multicollinearity, heteroscedasticity, and linearity) conducted beforehand to ensure model accuracy. The results indicate that transformational leadership, work motivation, and organizational culture each have a positive and significant effect on organizational commitment, both partially and simultaneously. Among the three variables, organizational culture shows the most dominant influence, indicating that strong organizational values and teamwork orientation play a key role in strengthening employee commitment. The coefficient of determination (R²) of 0.848 implies that 84.8% of the variation in organizational commitment can be explained by the three independent variables. This study contributes to human resource management theory and provides practical insights for organizations to enhance employee commitment through effective leadership, motivation, and cultural reinforcement.

Restrukturisasi organisasi di Kantor Wilayah Direktorat Jenderal Pemasyarakatan Jawa Timur merupakan dampak dari pemisahan Kementerian Hukum dan Hak Asasi Manusia yang melahirkan Kementerian Imigrasi dan Pemasyarakatan. Tujuan dari artikel ini adalah untuk mengetahui proses restrukturisasi organisasi di Kantor Wilayah Direktorat Jenderal Pemasyarakatan Jawa Timur dengan fokus pada perubahan struktur, sistem, dan sumber daya manusia. Penelitian ini menggunakan pendekatan kualitatif dengan desain studi kasus, dengan teknik pengumpulan data melalui wawancara mendalam, observasi lapangan, dan studi dokumentasi. Hasil penelitian menunjukkan bahwa restrukturisasi menghasilkan struktur yang lebih ramping dengan pembentukan ketua tim (KETIM) yang mempercepat proses pengambilan keputusan. Namun, ditemukan beberapa masalah yang muncul yaitu: 1) ketidaksiapan sumber daya manusia dalam menyesuaikan budaya kerja baru, 2) alur pelaporan yang belum sepenuhnya jelas, 3) resistensi pegawai terhadap perubahan, serta 4) sistem teknologi informasi seperti STAR ASN yang belum sepenuhnya terintegrasi sehingga menyebabkan inefisiensi administrasi. Penelitian ini menegaskan bahwa restrukturisasi memerlukan kebijakan pendukung berupa pelatihan pegawai, sosialisasi yang lebih intensif, serta penguatan integrasi sistem teknologi informasi agar tujuan reformasi birokrasi dapat tercapai secara optimal

This study assesses the influence of organizational culture, physical work environment, and non-physical work environment on employee performance at UD. Sumber Rejeki. Organizational culture is understood as the values, norms, and patterns of behavior agreed upon by members. The physical work environment refers to tangible conditions such as layout, lighting, and cleanliness. The non-physical work environment relates to the psychological climate and social relationships in the workplace. The research design is quantitative with a census or saturated sample technique. All 32 employees were respondents. The instrument was compiled using a Likert scale. The data were processed using SPSS 25. The analysis stages included validity, reliability, normality, multicollinearity, heteroscedasticity, multiple linear regression, t-test for partial effects, f-test for simultaneous effects, and the coefficient of determination R². The partial test results showed that organizational culture did not have a significant effect on employee performance. Conversely, the physical work environment and non-physical work environment had a positive and significant effect. The simultaneous test confirmed that the three variables together had a positive and significant effect on performance. These findings indicate that improvements in physical aspects such as room comfort, equipment, and safety standards, as well as strengthening non-physical aspects such as supervisor support, role clarity, and communication, are more directly related to performance improvement than existing cultural characteristics. In practical terms, management needs to prioritize programs to improve the physical work environment and psychological climate, accompanied by periodic evaluations so that the impact can be measured against performance indicators.

This study aims to determine whether there is an influence on the Impact of the Digital Era (X1), Organizational Culture (X2), and Employee Involvement (X3) on Employee Work Efficiency (Y) at PT Indogadai Prima Tangerang City Branch. The research used in this study is quantitative, with a non-probability sampling technique. The sample consisted of 100 respondents representing different job positions, ranging from area managers, store heads, cashiers, to sales clerks. Data were collected through a structured questionnaire using a Likert scale. Furthermore, the data analysis applied descriptive statistics, validity and reliability tests, classical assumption tests, multiple linear regression, t-tests, and the coefficient of determination using SPSS version 25. The results of this study indicate that the Impact of the Digital Era has a positive but not significant effect on Employee Work Efficiency, Organizational Culture has a significant effect on Employee Work Efficiency, while Employee Involvement does not significantly influence Employee Work Efficiency. Among the independent variables, Organizational Culture is the most influential factor in determining employee efficiency. The findings highlight the importance of strengthening organizational culture to enhance efficiency while ensuring that digital transformation is implemented with strategies that reduce resistance and increase adaptability. This research contributes theoretically to the study of human resource management in the digital transformation era and provides practical recommendations for companies in developing policies to optimize employee efficiency.

This study aims to analyze the effect of workload, organizational culture, and work discipline on employee productivity at UD. Berkah Andita Mandiri II. In today’s competitive business environment, employee productivity is considered a crucial determinant of organizational performance and sustainability. The research employed a quantitative approach using a survey method by distributing structured questionnaires to employees. A total of respondents participated, and the data collected were processed using multiple linear regression analysis to test both partial and simultaneous influences of the independent variables. The findings reveal that workload has a negative and significant impact on employee productivity, indicating that excessive demands can reduce performance and efficiency. On the other hand, organizational culture and work discipline show positive and significant effects on productivity, suggesting that a strong cultural foundation and consistent discipline practices can enhance employee performance. Moreover, the simultaneous test results confirm that workload, organizational culture, and work discipline collectively have a significant effect on employee productivity. These results emphasize the importance of balancing employee workload to prevent burnout, promoting a positive organizational culture that fosters collaboration and motivation, and consistently enforcing discipline to ensure accountability. Overall, the study highlights that effective human resource management practices play a key role in improving employee productivity and, consequently, in achieving organizational goals.

This study aims to determine the influence of communication and organizational culture on employee performance at the Bima City BPKAS Office. The instrument used in this study was a Likert-scale questionnaire. The sample consisted of 40 respondents selected using purposive sampling. Data collection techniques included observation, questionnaires, and literature review. Data analysis used multiple linear regression with SPSS for Windows. The results indicate that, partially and simultaneously, communication and organizational culture significantly influence employee performance at the Bima City BPKAD Office.

This study aims to examine the influence of reputation, organizational culture, and self-development opportunities on athlete loyalty. The sample in this research consists of all active athletes of Hangtuah Jakarta Basketball Club, totaling 60 individuals, selected using the total sampling method. Data were collected through the distribution of questionnaires developed using a Likert scale as the measurement tool. The data were analyzed with the help of SPSS version 22. The results of the study indicate that all three independent variables reputation, organizational culture, and self-development opportunities partially have a significant influence on athlete loyalty at Hangtuah Jakarta Basketball Club. Specifically, the analysis revealed that reputation significantly affects athlete loyalty, as athletes tend to stay loyal to organizations they believe hold a strong public image and credibility. Furthermore, organizational culture was found to play a critical role in fostering loyalty, with athletes expressing greater commitment when they feel aligned with the club’s values and mission. Lastly, opportunities for self-development were also identified as a major determinant, as athletes who perceive the club as providing personal and professional growth are more likely to stay loyal. This study contributes valuable insights into how sports organizations can enhance athlete retention by focusing on these three key areas, thereby fostering long-term commitment and success. The findings are relevant for sports managers and organizations aiming to improve athlete engagement and loyalty in competitive sports environments.

Human resources (HR) play a crucial role in determining the success of an organization. PT Indomarco Prismatama is a leading company in the modern retail sector, operating the Indomaret minimarket network that provides essential daily needs for the community. Within this context, employee performance becomes a critical factor that directly influences business continuity and service quality. However, several issues remain, such as high absenteeism, low motivation, and disharmonious workplace relationships. These conditions highlight the importance of effective leadership styles and a strong organizational culture in enhancing employee performance. This study aims to analyze the influence of leadership style and organizational culture, both partially and simultaneously, on employee performance at PT Indomarco Prismatama, Kelapa Gading Branch. The research employed a quantitative approach with an associative design. The population consisted of 102 employees, with a sample of 81 respondents determined using Slovin’s formula. Data were collected through a Likert-scale questionnaire and analyzed using validity and reliability tests, multiple linear regression, t-tests, and F-tests to examine the relationships among variables. The findings reveal that leadership style significantly influences employee performance, while organizational culture also has a positive and measurable effect. Furthermore, the simultaneous influence of both variables shows a significant impact on improving performance. These results indicate that a combination of effective leadership and a supportive organizational culture plays a vital role in enhancing productivity and achieving organizational goals at PT Indomarco Prismatama, Kelapa Gading Branch.

Employee performance is the result of the work carried out by the employee to fulfill their duties and responsibilities in accordance with the discipline entrusted to them. This research aims to determine and analyze organizational culture, salary, and employee welfare on the performance of employees at the BPBD of Nganjuk Regency. The method used is a quantitative approach with causal research, which is capable of explaining the cause-and-effect relationship between variables. Research data was obtained through the distribution of questionnaires to 50 respondents who are employees of the BPBD of Nganjuk Regency. To ensure data quality, a series of tests were conducted including validity tests, reliability tests, classical assumption tests, multiple linear regression, t-tests, F-tests, and the coefficient of determination (R2) which were processed using SPSS version 25. The research results show that organizational culture has a significant influence on employee performance, indicating that the stronger the applied organizational culture, the better the resulting employee performance will be. Salary also proves to significantly affect employee performance, which shows that providing a decent salary in accordance with job responsibilities can enhance the resulting employee performance. Likewise, employee welfare significantly influences employee performance, indicating that employee welfare, both physically and psychologically, can improve the resulting employee performance. Simultaneously, these three variables have an effect on employee performance. The coefficient of determination value of 0.693 indicates that 69.3% of the influence on the employee performance variable comes from company culture, salary, and employee welfare, while 30.7% comes from other external factors

Organizational culture plays a very important role in determining the level of educational productivity, especially in Islamic educational institutions which have distinctive characteristics in fostering students. This study aims to determine the effect of organizational culture consisting of the SAKTI values (Salafi, Active, Creative, Taqwa, and Innovative) on educational productivity at MI Ma’arif NU Hidayatul Mubtadiin Padangasri Mojokerto. The SAKTI values are believed to create a conducive, harmonious, and motivating work environment, so that educators can work optimally in supporting the achievement of educational goals. This research employs a quantitative approach with a descriptive method. Data were collected through the distribution of questionnaires to all 32 teaching and educational staff as research respondents. Data analysis was carried out using simple linear regression with the help of the SPSS application to determine the extent of the influence of organizational culture on educational productivity. The results of the study show that the SAKTI organizational culture has a significant influence on educational productivity. This is indicated by the value of the coefficient of determination (R²) of 0.650, which means that 65% of the variation in educational productivity can be explained by organizational culture. Meanwhile, the significance value of 0.000 (p < 0.05) and the t-count of 10.211, which is greater than the t-table of 2.042, indicate that the null hypothesis (H₀) is rejected and the alternative hypothesis (Hₐ) is accepted. These findings confirm that the higher the implementation of organizational culture with SAKTI values in madrasah, the higher the level of educational productivity achieved. Therefore, Islamic educational institutions need to continuously instill, internalize, and strengthen organizational culture based on SAKTI values in order to improve the quality of educators and encourage the creation of more effective, efficient, and competitive education.

This study aims to analyze the impact of generational diversity, organizational culture, and leadership style on employee retention at PT Idea Solusi Indonesia in Tangerang City. This research employs a quantitative approach with descriptive data analysis, correlation, and hypothesis testing using multiple linear regression. The sampling method used is Non-Probability Sampling with a Total Sampling technique, where data is collected through questionnaires using a Likert scale. The collected data is then processed using Microsoft Excel software for further analysis. The results of this study show that the generational diversity variable does not have a significant impact on employee retention. Despite differences in age and background among employees, these factors do not significantly affect their decision to stay with the company. On the other hand, organizational culture and leadership style have a significant influence on employee retention. An inclusive organizational culture that supports teamwork, open communication, and recognition of individual contributions has been shown to improve employee satisfaction and loyalty. Additionally, a leadership style that supports individual development, provides support, and focuses on employee empowerment helps strengthen employee commitment to remain with the company. This study offers important managerial implications for PT Idea Solusi Indonesia in formulating policies to improve employee retention. The company needs to strengthen an organizational culture that promotes well-being and inclusivity, while also enhancing leadership styles that motivate and empower employees. By implementing these measures, the company can create a more conducive work environment that not only encourages loyalty but also boosts employee motivation and productivity in the long run. This is expected to improve the overall performance of the company and ensure more stable operational continuity.

This research aims to determine the influence of organizational culture and career development on employee performance at PT Sinergi Aitikom, South Jakarta City, both partially and simultaneously. This study uses quantitative methods. The population is all 81 employees. Sampling uses saturated sampling techniques. The analysis methods used are validity testing, reliability testing, classical assumption testing, multiple regression analysis, correlation coefficient analysis (r), determination coefficient analysis and hypothesis testing t-test, f-test. The results show that organizational culture (t-value 7.597> t-table 1.990; sig. 0.000 <0.05), this means that organizational culture partially influences employee performance. Career development (t-value 8.932> t-table 1.990; sig. 0.000 <0.05), this means that career development partially influences employee performance. The f test shows the calculated f value (244.849 > f table 3.11; sig. 0.000 < 0.05), simultaneously organizational culture and career development influence employee performance. The coefficient of determination is 0.859, meaning that 85.9% of the influence between organizational culture and career development simultaneously on employee performance is 85.9%. While the remaining (100-85.9% = 14.1%) is influenced by other variables not studied.

This study investigates the influence of organizational culture and school leadership on teacher performance through work motivation as an intervening variable at SMA N 2 Pasaman Barat. The research employed a quantitative approach, with the entire population consisting of 46 teachers serving as respondents. Data were analyzed using Structural Equation Modeling (SEM) with the Partial Least Squares (PLS) method, including assessments of both the outer and inner models, as well as hypothesis testing. Data processing was conducted with the SmartPLS 3 software package to ensure accuracy and reliability in statistical analysis. The findings reveal that organizational culture has a significant positive effect on work motivation, indicating that a supportive and constructive organizational environment fosters higher levels of teacher motivation. Similarly, school leadership demonstrates a substantial impact on work motivation, emphasizing the importance of principals in inspiring and guiding teachers to remain engaged in their professional roles. Furthermore, the analysis shows that organizational culture significantly affects teacher performance, suggesting that strong cultural values and shared norms within the school enhance overall effectiveness in teaching. In contrast, the results indicate that school leadership does not have a direct significant effect on teacher performance, highlighting that leadership influence may be indirect, primarily channeled through motivational factors. Additionally, work motivation itself is found not to exert a substantial effect on teacher performance, suggesting that motivation alone may be insufficient without being supported by other organizational and contextual factors. When tested as an intervening variable, work motivation does not significantly mediate the relationship between organizational culture and teacher performance, nor between school leadership and teacher performance. Overall, the study contributes to the understanding of how organizational culture and leadership interact with teacher motivation and performance, with implications for educational management strategies aimed at enhancing teacher outcomes in secondary schools.

In an organization, human resources are the main asset that plays an important role in achieving organizational goals. One of the factors that affect the effectiveness of employees' work is organizational culture. Organizational culture reflects the values, norms, and habits that are embraced by the same and serves as a code of behavior for all members of the organization. A strong and positive culture can create a conducive work environment, improve work morale, as well as encouraging employee loyalty and productivity. Conversely, a culture that is not aligned with organizational goals can lower motivation and negatively impact performance. Therefore, it is important to understand the extent to which organizational culture affects employee performance. In general, this study aims to analyze the extent to which organizational work culture affects employee performance in the Wiringpalennae Village Office, Tempe District, Wajo Regency The purpose of this study is to assess how good the Organizational Culture is to Employee Performance in the Wiringpalennae Village Office, Tempe District, Wajo Regency, as well as to measure the influence of Organizational Culture on Employee Performance in the Wiringpalennae Village Office, Tempe District, Wajo Regency. The research method applied is quantitative associative. The research sample involved 19 respondents. Data was collected through questionnaires or questionnaires and data analysis was carried out using quantitative descriptive analysis techniques, associative analysis, and simple linear regression analysis. The findings in the study stated that Organizational Culture has a positive and significant influence on Employee Performance at the Wiringpalennae Village Office, Tempe District, Wajo Regency. The analysis also shows that the Organizational Culture at the Wiringpalennae Village Office, Tempe District, Wajo Regency is in the good category, and the Performance of Employees at the Wiringpalennae Village Office, Tempe District, Wajo Regency is in the very good category.

This study aims to analyze the role of organizational culture in optimizing employee performance in Lebak Bulus Village, South Jakarta. A strong organizational culture is considered to have a significant contribution in improving the effectiveness of government officials and the quality of public services to the community. This study uses a qualitative descriptive approach with a phenomenological method, which emphasizes an in-depth understanding of the experiences, views, and behaviors of employees in carrying out their duties in their work environment. The research focuses on actors (employees), social situations, and activities that occur within the village environment. Data collection techniques were carried out through observation, in-depth interviews with key and primary informants, and documentation. Data validity was tested through triangulation of sources and techniques to increase the validity of the research results. The results show that the organizational culture in Lebak Bulus Village has strengths in the aspects of innovation and risk-taking, orientation towards results, orientation towards people, and stability. However, several weaknesses were still found, such as low individual initiative, lack of attention to detail, weak team orientation, minimal levels of aggressiveness, and limited employee experience and accuracy. Opportunities for improvement can be pursued through ongoing training and the digitalization of public services, although challenges remain, including a passive work culture and resistance to policy change. Overall, organizational culture plays a crucial role in supporting employee performance improvement, but a sustainable strategy is needed to strengthen professionalism and build a more adaptive and progressive work culture. Efforts to address identified weaknesses, such as improving communication between employees, developing leadership skills, and enhancing discipline in carrying out tasks, are essential for the continued development of a positive organizational culture. Furthermore, awareness of the importance of collaboration across organizational divisions must be instilled to create a more productive and efficient work environment.

The leadership of the Head of Madrasah refers to the leader's ability to motivate and influence people to be willing to take actions aimed at achieving goals through the courage to make decisions about the activities that need to be undertaken. A productive organizational culture is a way to achieve better results for the organization, groups, and individuals by understanding and managing performance in accordance with planned targets, standards, and specified competency requirements. This research is descriptive qualitative. The results of this study show that the leadership of the Head of Madrasah enhances the Culture of Productive Organizations, it has been well implemented, including activities such as preparing to develop the organizational structure through the vision and goals of the madrasah, defining the roles of teachers in the organizational structure and providing intellectual stimulation, and carrying out the leadership of the Head of Madrasah with innovation by offering individual support and examples of organizational values through activities aimed at improving communication with educators and educational staff regarding the achievements to be attained, always providing motivation for task execution, especially in the implementation of the madrasah's organizational culture, and conducting supervision to encourage participation in decision-making.