Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance

Abstract

The study investigates by empirical methods the effect of motivation, leadership, and organizational culture on job satisfaction, and employee performance at Wahana Resources Ltd North Seram District, Central Maluku Regency, Indonesia. This examination intends to be a critical review for academics researching the field of human resources management (HRM). The study's sample consisted of 155 employees who were selected using the Proportionate Stratified Random Sampling method. At the same time, data were collected using a questionnaire and then analyzed using the Structural Equation Modeling on Amos. The results of data analysis showed that work motivation and organizational culture had a positive and significant effect on performance, but did not significantly influence employee job satisfaction. While leadership has a substantial impact on employee job satisfaction, it does not affect performance. The results of testing the coefficient of determination show that job satisfaction is influenced for 57.4% by motivation, leadership, and culture variables, while employee performance variables are influenced for 73.5% by motivation, leadership, culture, and job satisfaction variables. Other factors outside this study influence the rest. Motivation, leadership, and organizational culture of employees need to be improved to increase job satisfaction. Invariably, if employee job satisfaction increases, employee performance will also increase.

Factors Affecting Innovative Work Behavior: Mediating Role of Knowledge Sharing and Job Crafting

“…Furthermore, this has the potential to promote innovative work behavior by employee motivation, creation of conducive atmosphere, creativity and innovation development, leading to competitive advantages for organizations (Patiar & Wang, 2016;Schuckert et al, 2018;. In addition, leaders have the ability to adapt to environmental changes, stimulate intrinsic motivation and influence subordinates creativity by providing resources and a favorable work environment (Padayachee, 2009;William et al, 2017;Paais & Pattiruhu, 2020)).…”

Organizational Citizenship Behavior and Performance: The Role of Employee Engagement

“…leave the company voluntarily. Therefore, an organization or company must pay more attention to employees because the company will have better competitiveness if it has good human resources and good employee performance, therefore, the company must be able to see the success of employee performance (Paais & Pattiruhu, 2020). Some previous literature found that there are two important variables to improve employee performance, namely Organizational Citizenship Behavior (OCB) (Harwiki, 2016;Muzakki et al 2019;Bagyo, 2018;Affandi et al 2018, Lestari, 2018Hidayah & Harnoto, 2018;Haerani et al, 2020) and Employee Engagement (EE) (Bedarkar & Pandita, 2014;Tensay, 2020;Anitha, 2014;Koech & Cheboi, 2018;Kuruppuge & Gregar, 2017;Torku & Dai, 2020).…”

Employee Performance Optimization Through Transformational Leadership, Procedural Justice, and Training: The Role of Self-Efficacy

“…Future research could also look at other variables that can affect the performance of employees such as motivation and organizational culture (Paais & Pattiruhu, 2020) where the results show that employee performance has a higher tendency to be built on motivation, leadership, organizational culture and job satisfaction. An increased employee performance will be obtained along with increased job satisfaction, which is the result of motivation, leadership and organizational culture.…”