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All Journal COUNT: Journal of Accounting, Business and Management
Muhammad Hifny
Program Studi Magister Manajemen Program Pascasarjana, Universitas Pamulang
Economics, Econometrics & Finance

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ANALYSIS OF WORK ENVIRONMENT, ORGANIZATIONAL CULTURE, AND TRAINING ON EMPLOYEE PERFORMANCE THROUGH JOB SATISFACTION AT PT MULTI UTAMA RISETINDO Muhammad Hifny; Agustina Mogi; Rian Sri Rahayu
Count : Journal of Accounting, Business and Management Vol. 3 No. 4 (2026): COUNT: Journal of Accounting, Business and Management
Publisher : CV. Fahr Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61677/count.v3i4.966

Abstract

Work environment, organizational culture, and training are widely cited as drivers of employee performance, yet the pathway through which job satisfaction carries these effects remains unsettled. This study examines that pathway at PT Multi Utama Risetindo, testing whether work environment, organizational culture, also training shape both job satisfaction and employee performance, and whether job satisfaction in turn translates into performance outcomes. Data were drawn from 192 employees, sampled via simple random sampling from a population of 370 using the Slovin formula, and obtained through a Likert-scale questionnaire. PLS-SEM, run in SmartPLS version 4.1.1.8, provided the analytical framework. The findings show that work environment, organizational culture, also with training each exert a positive together with significant influence on both job satisfaction and employee performance. Job satisfaction, however, does not significantly predict employee performance on its own. Bootstrapped tests of specific indirect effects reinforce this pattern: job satisfaction fails to mediate any of the three relationships, with indirect-effect coefficients of 0.044 (t = 0.596; p = 0.551) for work environment, 0.039 (t = 0.591; p = 0.555) for organizational culture, and 0.037 (t = 0.600; p = 0.548) for training. The model explains job satisfaction strongly (R² = 0.809) and employee performance to a moderate degree (R² = 0.516). Taken collectively, these findings indicate that work environment, organizational culture, and training influence employee performance through direct channels rather than through job satisfaction, which does not serve  as a significant mediating variable in this setting.
Co-Authors Agustina Mogi Rian Sri Rahayu