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This study aims to analyze the influence of organizational culture on employee performance through job satisfaction at the Banda Aceh City Environmental, Sanitation, and Beautification Office. This study employs a quantitative approach using an associative method. The study population consisted of 44 civil servants, all of whom were included in the sample using a census method. Data collection was conducted via a questionnaire using a Likert scale, supplemented by observations and interviews. The data analysis techniques employed included path analysis, t-tests, the coefficient of determination (R²), and the Sobel test to examine the mediating role. The results of the study indicate that organizational culture has a positive and significant effect on employee performance, with a significance value of 0.004 and a calculated t-value of 3.014. Organizational culture also has a positive and significant effect on job satisfaction, with a p-value of 0.003 and a t-statistic of 3.940. Furthermore, job satisfaction has a positive and significant effect on employee performance with a significance value of 0.000 and a t-value of 5.174. A mediation test using the Sobel test indicates that job satisfaction significantly mediates the effect of organizational culture on employee performance with a t-value of 3.818 (>1.96). The coefficient of determination of 0.832 indicates that 83.2% of the variation in employee performance can be explained by organizational culture, job satisfaction, and their interaction, while the remainder is influenced by other variables outside the scope of this study. Thus, it can be concluded that organizational culture has a strong influence on improving employee performance, both directly and through job satisfaction as a mediating variable.

The availability of quality human resources provides an opportunity for leaders to select the best employees for strategy implementation. However, the effectiveness of strategy implementation depends not only on human resources but also on the organizational culture and leadership style applied. Based on the results of the first hypothesis test, it was found that the organizational culture variable has a positive and significant effect on employee performance at the Pesisir Selatan Regency DPMDPPKB. Therefore, in this study, the first hypothesis (H1) is accepted. Based on the results of the second hypothesis test, it was found that the leadership style variable has a positive and significant effect on employee performance at the Pesisir Selatan Regency DPMDPPKB. Therefore, in this study, the second hypothesis (H2) is accepted. Organizational culture partially has a positive and significant effect on employee performance. Therefore, it can be concluded that if organizational culture improves, employee performance will also improve. Leadership style has a positive and significant effect on employee performance. Therefore, it can be concluded that if leadership style improves, employee performance will also improve. Organizational Culture and Leadership Style simultaneously have a positive and significant effect on employee performance at the Pesisir Selatan Regency DPMDPPKB. Therefore, it can be concluded that if Organizational Culture and Leadership Style improve simultaneously, employee performance will also improve.

Ethical leadership is a crucial foundation for building an organizational culture of integrity, especially in this era of technological disruption and socio-economic complexity. This study examines how ethical leadership is implemented at Kopdit Bintang Timur, a credit union in Sikka Regency, to shape an organizational culture of integrity. Employing a descriptive narrative method with interview and observation techniques targeting managers and deputy managers, this research finds that ethical values such as honesty, fairness, and mutual cooperation are instilled through leader role modeling, transparent financial management, and active member participation. Key challenges include the difficulty of maintaining ethics amidst personal interests; however, routine oversight systems and fair complaint handling help to maintain integrity. The results indicate that ethical leadership contributes to member trust and organizational sustainability. Recommendations for development include formal ethics training programs and the utilization of technology to enhance transparency.

Penelitian ini bertujuan untuk menganalisis dampak dari kepemimpinan transformasional, motivasi kerja, dan budaya organisasi terhadap kinerja karyawan di Noms Kopi Semarang Timur. Seluruh populasi karyawan yang berjumlah 40 orang digunakan sebagai sampel, mengadopsi pendekatan sensus. Untuk pengumpulan data, kuesioner disebarkan kepada karyawan dengan respons yang diukur menggunakan skala Likert lima poin. Analisis data dilakukan menggunakan regresi linier berganda dengan bantuan perangkat lunak SPSS. Hasil penelitian menunjukkan bahwa kepemimpinan transformasional memiliki pengaruh yang positif dan signifikan terhadap kinerja karyawan (Sig. 0.001 < 0.05; thitung​ 6.161 > ttabel​ 2.028). Serupa, motivasi kerja juga menunjukkan pengaruh yang positif dan signifikan (Sig. 0.001 < 0.05; thitung​ 4.928 > ttabel​ 2.028). Sebaliknya, budaya organisasi ditemukan memiliki pengaruh yang negatif namun signifikan terhadap kinerja karyawan (Sig. 0.001 < 0.05; thitung​ -7.939 > ttabel​ 2.028). Lebih lanjut, secara simultan, ketiga variabel tersebut (kepemimpinan transformasional, motivasi kerja, dan budaya organisasi) secara kolektif memberikan pengaruh yang signifikan terhadap kinerja karyawan (Sig. 0.001 < 0.05; Fhitung​ 44.839 > Ftabel​ 2.87).  

This study aims to examine the influence of regulation, incentives, accounting control, organizational culture, and management commitment on the performance accountability of government agencies in Riau Province. A quantitative approach was applied by distributing questionnaires to 120 respondents consisting of echelon II, III, and IV officials. Data were analyzed using WarpPLS 7.0 through measurement model testing (outer model), structural model testing (inner model), and hypothesis testing. The results indicate that regulation, accounting control, organizational culture, and management commitment have a significant positive effect on performance accountability, while incentives exert a significant negative effect. The R-square value of 0.700 demonstrates that the independent variables explain 70% of the variance in performance accountability, with the remaining 30% influenced by other factors outside the model. These findings emphasize the critical role of consistent regulation, effective accounting control, supportive organizational culture, and strong management commitment in enhancing the performance accountability of government institutions. 

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 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.

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 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.

The development of information technology has had a significant impact on changes in the structure of modern organizations. Technology is no longer seen merely as a supporting tool but has become the core driver of business and operational transformation across various industries. This literature review provides a comprehensive discussion of how organizational technology influences structure, culture, and work processes within organizations, as well as the adaptive strategies employed to address the challenges of the digital era. Using a descriptive-qualitative approach, this study examines the role of technology in enhancing operational efficiency, strengthening cross-functional collaboration, and accelerating data-driven decision-making. Additionally, this research presents several implementation studies of technology in today's digital business landscape, offering a practical overview of the evolving dynamics. This discussion aims to serve as a reference for academics, practitioners, and organizations in understanding and strategically leveraging technology to achieve sustainable competitive advantage.

This research aims to determine the influence of organizational culture on employee work discipline at PT Wira Mas Permai in Banggai Regency. The research employs a quantitative method, with data processed using descriptive statistics, classical assumption tests, and hypothesis testing. The data were analyzed using simple linear regression with the assistance of IBM SPSS 21 software. The type of data used in this research is primary data, which was collected through questionnaires distributed to the employees of PT Wira Mas Permai in Banggai Regency. This research consists of a dependent variable, namely employee work discipline at PT Wira Mas Permai in Banggai Regency, and an independent variable, namely organizational culture. The results indicate that the organizational culture variable has a positive and significant influence on employee work discipline. The regression analysis indicates a positive coefficient of 0.651, which means that every increase in organizational culture will improve employee work discipline. Organizational culture contributes 42% to employee work discipline, while the remaining 58% is influenced by other factors such as leadership, motivation, and the work environment.

The management of village funds in Indonesia is a crucial issue due to the high potential for fraud at the village level, despite the fact that the funds distributed each year continue to increase. In Sojol Subdistrict, Donggala Regency, cases of corruption involving village officials show that even though regulations have been established, practices in the field are still prone to irregularities that directly impact the welfare of the village community. This study aims to examine the influence of moral sensitivity, whistleblowing systems, official competence, and organizational culture on fraud prevention in village fund management. This study uses a quantitative approach, with data collected through a questionnaire distributed to 54 respondents consisting of village officials and members of the Village Council (BPD). The results of this study indicate that moral sensitivity, whistleblowing systems, official competence, and organizational culture simultaneously have a significant impact on fraud prevention in village fund management, although the level of influence of each varies. This underscores the importance of moral integrity and reporting systems, as well as strengthening competence and organizational culture at the village level.

The English language teaching at Pondok Pesantren Nurul Falah aims to improve the students' communication skills in English through an approach that is more adaptive to the organizational culture. This pesantren has a habit of using Arabic in daily life, so in the teaching of English, Arabic terms such as “huwa,” “huma,” and “huna” are used in teaching pronouns. The method applied involves interactive teaching, adapted to the students’ habits, where each session begins with an explanation of English concepts, which are then linked to Arabic terms that the students are already familiar with. This activity took place over four meetings per month, with morning and afternoon sessions. The results of the teaching activity showed an improvement in the students' understanding of basic English concepts, especially in teaching pronouns, which were easier to understand when linked to Arabic. The discussion in this activity revealed that adapting the language of instruction to the local culture, in this case, Arabic, can create a more comfortable atmosphere and support the students' enthusiasm for learning. Students, who initially felt less confident in speaking English, became more active and open to practicing. In conclusion, English teaching that is adapted to the organizational culture, especially through the use of Arabic in teaching, has proven effective in improving students' understanding and communication skills in English, as well as creating a learning environment that is more enjoyable and relevant to their needs

This study aims to examine the influence of organizational culture, work environment, and leadership style on loyalty in Volunteers Teaching of the Jakarta Window Community. Sampling in this study used the slovin formula for 86 respondents. Data was collected through a questionnaire with a Likert scale processed using Microsoft Excel 2013 and SPSS version 22. The research method used is multiple linear regression. The results of this study show that Organizational Culture has a significant effect on Loyalty, while Work Environment and Leadership Style have no effect and are not significant to Loyalty.

This community service activity aims to improve the understanding and implementation of organizational work culture at PT Aras Bina Energi in order to create a more productive and harmonious work environment. This program is carried out through three main stages, namely socialization, technical training, and assistance in implementing organizational work culture. Initial socialization was conducted to raise the awareness of leaders and employees regarding the importance of work culture in supporting organizational effectiveness. Furthermore, technical training was provided to equip employees with skills in adopting work culture values that are in accordance with organizational characteristics. The final stage was assistance in implementing the work culture, with monitoring and evaluation to ensure the sustainability of positive changes. The results showed that employees' understanding of work culture increased from 40% to 85% after socialization. The implementation of a more adaptive work culture also had an impact on increasing compliance with company regulations, reducing the rate of late work from 18% to 7%, and increasing employee productivity. In addition, changes in a more democratic leadership style improved work motivation and employee satisfaction, with satisfaction scores increasing from 3.2 to 4.1 on a scale of 5. This program demonstrates that systematic and sustainable management of an organization's work culture can have a positive impact on its employees

In the competitive business world, organizational culture is a key factor affecting employee performance, especially in startup companies that often face challenges in growth and innovation. This study aims to analyze the influence of organizational culture on employee performance in startup companies, focusing on elements such as communication, collaboration, and managerial support. A strong organizational culture is believed to increase employee motivation and productivity, which in turn will contribute to the company's success. The results show that a positive organizational culture, including collaborative, innovative, and open values, contributes significantly to increased employee motivation and productivity. Employees who engage in a positive organizational culture tend to be more productive and have a higher retention rate because they feel supported by their company. The practical implication of this study is that startup companies need to actively create and build a productive work atmosphere to increase employee motivation.

The purpose of this study is to analyze the influence of organizational culture and non-physical work environment on the work-life balance of Generation Z employees in Bekasi. Generation Z, born between 1997 and 2012, has unique characteristics and special needs that companies need to understand in the world of work. An integrative and collaborative organizational culture and a flexible, adaptable, and non-physical work environment are believed to play an important role in achieving work-life balance. The research method used is quantitative with data collection using a questionnaire of 50 respondents, then processing it using SmartPLS to test validation, reliability, and relationships between variables. The results show that organizational culture significantly affects work life balance, while the non-physical work environment has no significant effect on work life balance.

This article examines the importance of building a good organizational culture within school internal administration framework. It aims to investigate efficient methods for building and maintaining an organizational culture that supports student and educator growth. Through an in-depth literature review, several key elements are identified, including visionary leadership, shared vision-mission formulation, and staff empowerment. The article emphasizes the importance of creating a cooperative work environment to foster innovation and creativity. Key aspects examined include learning-supportive physical space design, positive psychological atmosphere creation, reward systems, and conflict management strategies. The research also discusses main obstacles such as resistance to change and generational differences, while presenting practical solutions to address them. In conclusion, building a good organizational culture is an ongoing effort requiring dedication from all parties involved. This research provides important perspectives for education practitioners and policymakers in improving overall educational standards.