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All Journal International Journal of Digital Marketing Science
Endang Mawar Melati
Sekolah Tinggi Ilmu Ekonomi Indonesia
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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Organisational Culture Activates Psychological Drivers of Operational Performance Endang Mawar Melati; Khuzaini Khuzaini
International Journal of Digital Marketing Science Vol. 4 No. 1 (2027)
Publisher : Asosiasi Dosen Peneliti Ilmu Ekonomi dan Bisnis Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54099/ijdms.v4i1.2003

Abstract

Purpose: This study examines the effects of work motivation, job satisfaction, and work discipline on employee operational performance and tests whether organisational culture moderates these relationships. Methodology: An explanatory quantitative survey was administered to 182 operational employees of PT Mulia Oto Partindo, selected through simple random sampling from a population of 335 employees. Data were measured on five-point Likert scales and analysed using multiple linear regression with interaction terms. Findings: Motivation and job satisfaction positively and significantly affected operational performance, whereas work discipline had a positive but statistically insignificant effect. Organisational culture strengthened the effects of motivation and job satisfaction, but did not moderate the discipline–performance relationship. The model explained 50.0 per cent of performance variance (adjusted R² = 0.483). Novelty/value: The findings distinguish psychologically activated performance drivers from compliance-based behaviour. Organisational culture amplifies discretionary energy generated by motivation and satisfaction, yet adds little to discipline that is already embedded in standard operating procedures. This boundary condition clarifies why a strong culture does not uniformly enhance every human-resource practice and directs managers to combine cultural reinforcement with structural discipline controls.
Co-Authors Khuzaini Khuzaini