Organizational culture as the values, principles, traditions and ways of working shared by members of the organization and affect the way they act. Organizational commitment has an important role of employee performance. The commitment can be realized if the individual in the organization, running their rights and obligations according to their duties and functions and functions within the organization, because the achievement of organizational goals is the work of all members of the organization that are collective Vipraprastha, Sudja,  & Yuesti (2018). Respondents in this study are Civil Servants (PNS) at least have been working for 2 years. The number of respondents in this study were 86 respondents using Nonprobability technique that is saturated samples or often called total sampling. This research uses SMARTPLS 3 Structural Equation Modeling (SEM) analysis. The results of this study indicate that: 1) organizational culture has a positive and significant effect on Organizational Citizenship Behavior (OCB); 2) Organizational Citizenship Behavior (OCB) has positive and significant impact on Organizational Citizenship Behavior (OCB); 3) Organizational Citizenship Behavior employee, 4) organizational culture has a positive effect on the performance of employees, either partially or through Organizational Citizenship Behavior (OCB), 5) Organizational commitment has no effect on employee performance.

An employee who has a high performance and better able to support the achievement of the goals and objectives set by the company. Employees can work well if you have a high performance that can produce good work anyway. With the high- performance that employees, is expected to achieve organizational goals. This study examines the effect of compensation and work environment on employee performance with job satisfaction to be intervening variable. Data on compensation, work environment, job satisfaction, and employee performance obtained through observation, record keeping and questioner with respondents. The data obtained are then analyzed using Partial Least Squares (PLS). Statistical tests results showed  (1) the compensation proved significant positive effect on job satisfaction the path coefficient of 0.434 and T-Stats for 4.880, (2) work environment proved to be a significant positive effect on job satisfaction the path coefficient of 0.434 and T-Stats for 4.074, (3) job satisfaction proved to be a significant positive effect on employee performance the path coefficient of 0.264 and T-Stats for 2.458, (4) compensation proved positive and significant effect employee performance the path coefficient of 0.242 and T-Stats for 2.912, (5) work environment proved positive and significant effect employee performance the path coefficient of 0.378 and T-Stats for 3.343. Based on test results obtained statistical results of all variables positive and signicant impact.

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This study aims to measure the impact of service quality on word of mouth (WOM) and repurchase intention mediated by customer satisfaction. Design/methodology/approach: This cross-sectional study was conducted in all branches of Bank BPD Bali in Bali involving 91 Western Union customers at Bank BPD Bali as respondents. The research hypothesis was tested using a second order model processed by Structural Equation Modeling (SEM) analysis techniques with PLS software. Findings: Satisfaction has "tired" itself as a mediating buffer of quality of service to build loyalty or intention to buy back and word of mouth positive. The evidence shows, service quality has a positive and significant effect on word of mouth and repurchase intention, but satisfaction fails to mediate the effect of service quality on word of mouth and repurchase intention. Customer satisfaction does not affect word of mouth and repurchase intention Practical/implications: Service quality programs must be able to consider other effects besides satisfaction to build word of mouth and repurchase intention. Satisfaction is dynamic and difficult to maintain when competition is getting tougher.

The purpose of this study was to determine and test the effect of career development, servant leadership and work motivation on employee performance, to determine and test the effect of career development and servant leadership on employee work motivation at the Human Resources and Human Resources Development Agency in Denpasar City and to know and test the effect career development and servant leadership on employee performance through work motivation as an intervening variable. The population of this research is all permanent employees in the Human Resources Development and Human Resources Agency in Denpasar, which amounted to 48 people. The sampling method uses the census method (saturated sample), so that a sample of 48 people is obtained. Data analysis techniques using Structural Equation Modeling Partial Least Square (SEM-PLS). The results showed that (1) Career development had a positive and significant effect on employee performance; (2) Servant leadership has a positive and significant effect on employee performance; (3) Career development has a positive and positive effect on employee work motivation; (4) Servant leadership has a positive and significant effect on employee work motivation; (5) Work motivation has a positive and significant effect on employee performance; (6) Career development has a positive and significant effect on employee performance; (7); Servant Leadership has a positive and significant effect on employee performance.