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All Journal International Journal Administration, Business & Organization IIJSE International Journal of Economics, Accounting, and Management
Yayan Hadiyat
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Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Environmental Science Social Sciences

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Influence of Organizational Culture & Workload On The Performance Of ASN Employees in The Directorate General of Immigration in The Directorate of Visas & Travel Documents With Work Motivation as an Intervening Variable Imam Prawira; Yayan Hadiyat; Radjab Tampubolon
International Journal of Economics Accounting and Management Vol. 2 No. 3 (2025): IJEAM - September 2025
Publisher : PT. INOVASI TEKNOLOGI KOMPUTER

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.60076/ijeam.v2i3.1466

Abstract

workload on the performance of ASN employees in the Visa and Travel Documents Directorate of the Directorate General of Immigration, with work motivation as an intervening variable. The approach used is quantitative with a causal-descriptive design, and the entire population of 94 people was sampled through census technique. Data were collected through closed questionnaires and analyzed using the Structural Equation Modeling method with the help of SmartPLS 4.1.1.4. The research results show that organizational culture has a positive and significant impact on work motivation and employee performance, both directly and indirectly. Conversely, workload has a negative and significant impact on work motivation, but does not significantly and directly affect employee performance. Work motivation has been proven to play a significant mediating role in the relationship between organizational culture and performance, as well as between workload and employee performance. The research model has a high goodness of fit value, with strong predictive capability. The research results emphasize the importance of strengthening a positive organizational culture and managing a balanced workload to enhance employee motivation and performance sustainably
Job Design And Organizational Climate : Does Job Satisfaction Really Matter For Employee Performance? Almadella; Widodo Sunaryo; Yayan Hadiyat
International Journal of Economics Accounting and Management Vol. 2 No. 4 (2025): IJEAM - November 2025
Publisher : PT. INOVASI TEKNOLOGI KOMPUTER

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.60076/ijeam.v2i4.1666

Abstract

This research aims to analyze the influence of Job Characteristics and Organizational Climate on Employe Performance thru Job Satisfaction as an intervening variable at PT XYZ in Bogor. The background of this research stems from the importance of strengthening job characteristics and a conducive organizational climate in improving employe satisfaction and performance in the manufacturing industry environment. The research method used is a quantitative approach with path analysis techniques. Data was collected by distributing questionnaires to 157 respondents who are employes at PT XYZ. The research results indicate that Job Characteristics and Organizational Climate have a positive and significant effect on Job Satisfaction. However, the effect of Job Satisfaction on Employe Performance is positive but not significant. Nevertheless, Job Characteristics and Organizational Climate still have a direct positive influence on Employe Performance. This finding indicates that improving job characteristics and creating a positive organizational climate can boost employe performance, although the effect thru job satisfaction is not yet maximized. The conclusion of this research is that strengthening Job Characteristics and Organizational Climate needs to be a primary focus in the strategy for improving employe performance at PT XYZ
Employee Performance Improvement Strategy Through Strengthening Employee Engagement, Organizational Support, and Work Motivation (Research Using Path Analysis and the SITOREM Method on Permanent Employees of PT Sun Tak Indonesia) Ramdan Jaya; Soewarto Hardhienata; Yayan Hadiyat
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 2 (2025): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i2.6458

Abstract

The research population was all permanent employees at PT. SUN TAK INDONESIA totaling 148 people, The results of the path analysis show a) there is a positive and significant direct influence of employee engagement and work motivation with a path coefficient value of β = 0.359, b) there is a positive and significant direct influence of organizational support and work motivation with a path coefficient value of β = 0.633, c) there is a positive and significant direct influence of work motivation and employee performance with a path coefficient value of β = 0.291, d) there is a positive and significant direct influence of employee engagement and employee performance with a path coefficient value of β = 0.303, e) there is a positive and significant direct influence of organizational support and employee performance with a path coefficient value of β = 0.399, f) there is a positive and significant indirect influence of employee engagement and performance through work motivation with a Zcount value of 2.556> Ztable 1.96 and a path coefficient of β = 0.104, it can be concluded that work motivation plays an effective role as a mediating variable, g) there is a positive and significant indirect influence of organizational support and performance through work motivation with a Zcount value of 3.049 > Ztable 1.96 and path coefficient of β=0.186, it can be concluded that work motivation plays an effective role as a mediating variable. The results of Sitorem's analysis show that the indicators of employee performance, employee engagement, organizational support, and work motivation that need improvement are: 1st; Providing Justice. 2nd; Working Conditions 3rd; Rewards from the Organization. 4th; Leadership Support. 5th; Career Development. 6th;Vigor. 7th; Concern for Productivity. 8th; Dedication. 9th; Ownership. 10th; Loyalty & Commitment. 11th; Absorption. 12th; Responsibility. 13th; Compensation. 14th; Achievement. 15th; Organizational procedures. 16th; Recognition. 17th; Working conditions. 18th; Status. 19th; Progress. 20th; Quality. 21st; Quantity. 22nd; Effectiveness. 23rd; Efficiency. 24th; Punctuality.
Strategy for Enhancing Organizational Citizenship Behavior (OCB) Through Strengthening Organizational Culture, Transformational Leadership, and Work Motivation at the Soekarno-Hatta Type C Main Customs and Excise Service Office Hatta Insan Pribadi; Nancy Yusnita; Yayan Hadiyat
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 3 (2025): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i3.6533

Abstract

This study aims to analyze strategies for improving Organizational Citizenship Behavior (OCB) through the strengthening of organizational culture, transformational leadership, and work motivation at the Soekarno-Hatta Type C Main Customs and Excise Service Office. The research method used is a quantitative approach using a survey method. The analysis technique used is Structural Equation Modeling (SEM). The population in this study consists of operational inspection employees, including functional Customs and Excise inspectors who are civil servants (ASN) within the Soekarno-Hatta Type C Main Customs and Excise Office, with a sample size of 138 respondents using the Probability Sampling technique. The results of the study show that organizational culture has a direct, positive, and significant effect on work motivation but does not have a significant effect on OCB. Transformational leadership has a direct, positive, and significant effect on both work motivation and OCB. Work motivation has a direct, positive, and significant effect on OCB. In addition, it was found that work motivation significantly mediates the relationship between organizational culture and OCB as well as between transformational leadership and OCB, although its effectiveness is lower compared to the direct effect of transformational leadership on OCB. These findings affirm that strengthening organizational culture and transformational leadership can enhance work motivation, which ultimately has a positive impact on improving employees' OCB. The implications of this research are expected to serve as a foundation for designing organizational policies to promote proactive and collaborative work behavior within the Customs and Excise environment.
The Influence of Organizational Culture and Personality on the Performance of Wahana Kalpika Jakarta Cooperative Microtrans Drivers with Job Satisfaction as an Intervening Variable Roy Rozinaldo Pattikawa; Nancy Yusnita; Yayan Hadiyat
International Journal of Economics Accounting and Management Vol. 2 No. 5 (2026): IJEAM - January 2026
Publisher : PT. INOVASI TEKNOLOGI KOMPUTER

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.60076/ijeam.v2i5.1800

Abstract

This study aims to analyze the influence of organizational culture and personality on the performance of Mikrotrans drivers, with job satisfaction as an intervening variable, at the Wahana Kalpika Cooperative in Jakarta. The approach used is quantitative with a survey method. The sampling technique used simple random sampling, with a research sample of 330 Mikrotrans KWK drivers in East Jakarta, considered representative of the population. Data was collected thru questionnaires and analyzed using SmartPLS software version 4 with the Partial Least Squares–Structural Equation Modeling (PLS-SEM) method. The research results indicate that organizational culture and personality have a positive and significant impact on driver performance. Job satisfaction has a positive but non-significant effect on performance. Additionally, organizational culture has a positive and significant effect on job satisfaction, while personality has a positive but non-significant effect on job satisfaction. Indirectly, organizational culture significantly affects performance thru job satisfaction, while personality does not show a significant mediating effect thru job satisfaction.
Determinants of Verification Performance: The Role of Structure and Resilience in Indonesia's Oil & Gas Domestic Content Compliance Supriyatno; Nancy Yusnita; Yayan Hadiyat
International Journal Administration, Business & Organization Vol 7 No 1 (2026): IJABO
Publisher : Asosiasi Ahli Administrasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61242/ijabo.26.655

Abstract

The purpose of this study is to formulate strategies for enhancing employee performance at Oil and Gas Industry in Indonesia regarding the fulfillment of Domestic Content Requirements (Tingkat Komponen Dalam Negeri or TKDN) through the optimization of the TKDN verification process. Achieving performance targets in TKDN verification is a critical objective for Oil and Gas Industry as part of its compliance with applicable regulations. This study examines the influence of Organizational Structure and Adversity Quotient on Employee Performance, with Work Motivation serving as an intervening variable. A quantitative approach was employed using a survey of 80 respondents, with data analyzed using Descriptive Statistics and Structural Equation Modeling (SEM). The results demonstrate that both Organizational Structure and Adversity Quotient have a significant direct positive effect on Employee Performance, and both significantly influence Work Motivation. However, Work Motivation does not have a significant effect on Employee Performance, indicating that the mediating role of Work Motivation is not supported. These findings suggest that strengthening TKDN verification performance is more effectively achieved by optimizing organizational mechanisms through the implementation of effective work procedures and supervision/coordination as well as by enhancing individual resilience during the verification process. Such measures are essential to ensuring that this Oil and Gas Industry meets its TKDN achievement targets and remains compliant with prevailing regulations.
The Role of Organizational Structure, Efficacy and Trust as Antecendents of Employee Performance Selly Marlina; Nancy Yusnita; Yayan Hadiyat
International Journal Administration, Business & Organization Vol 7 No 1 (2026): IJABO
Publisher : Asosiasi Ahli Administrasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61242/ijabo.26.674

Abstract

This study aims to analyze the influence of organizational structure and self-efficacy on employee performance with trust as an intervening variable in the Cianjur Regency Manpower and Transmigration Office. The phenomenon of fluctuating and suboptimal performance achievement encourages the importance of a comprehensive understanding of the interaction of structural, psychological, and relational factors in public organizations. The study used a quantitative approach with a total sampling of all active employees. Data were collected through a Likert scale questionnaire and analyzed using path analysis and Sobel test to test the effects of mediation. The results of the study show that organizational structure has a direct effect on performance but not on trust. Self-efficacy has a significant effect on confidence but does not have a direct effect on performance. Trust has proven to be the most dominant predictor and mediates the relationship between self-efficacy and performance. These findings confirm that optimizing employee performance requires an integrative approach that balances structural system improvement with strengthening trust-based social capital to improve the quality of public services.
Enhancing Employee Performance through Organizational Culture Strengthening, Transformational Leadership, and Job Satisfaction: An Empirical Study at PT Lotus Boga Lima Bagus Nurkholis; Nancy Yusnita; Yayan Hadiyat
International Journal Administration, Business & Organization Vol 7 No 1 (2026): IJABO
Publisher : Asosiasi Ahli Administrasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61242/ijabo.26.677

Abstract

This study aims to examine the integrated effect of organizational culture and transformational leadership on employee performance through the mediating role of job satisfaction in a labor-intensive service context. Unlike previous studies that tend to analyze these variables separately, this research develops a comprehensive structural model that simultaneously tests direct and indirect relationships within a single framework. Using a quantitative approach and Structural Equation Modeling (SEM), data were collected from 145 non-permanent employees at PT Lotus Boga Lima, Indonesia. The findings reveal that organizational culture and transformational leadership significantly influence both job satisfaction and employee performance. Job satisfaction emerges as the strongest predictor of performance and acts as a partial mediator in both relationships. The novelty of this study lies in integrating organizational culture, transformational leadership, and job satisfaction into a unified model, validating mediation mechanisms in a labor-intensive service sector, and providing empirical evidence from non-permanent employees in an emerging economy context. These findings extend existing organizational behavior literature by highlighting dual pathways direct and indirect through which organizational factors influence performance.
Compensation, Intrinsic Motivation, and Performance: The Mediating Role of Work Discipline among Vocational High School Administrative Staff Sari, Hani Chotfia; Herdiyana; Yayan Hadiyat
International Journal Administration, Business & Organization Vol 7 No 1 (2026): IJABO
Publisher : Asosiasi Ahli Administrasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61242/ijabo.26.694

Abstract

This research investigates how compensation and intrinsic work motivation influence the performance of educational support staff in private vocational high schools, while also testing whether work discipline serves as a mediating mechanism. The study stems from the critical role of human resource management in sustaining the effectiveness of educational services, particularly through the contributions of non-teaching staff. Using a quantitative survey design with total sampling, questionnaires were distributed to all 160 staff members, and 115 usable responses were obtained. Data were processed using descriptive statistics and Structural Equation Modeling (SEM). The findings show that compensation does not significantly predict work discipline, whereas intrinsic motivation positively and significantly predicts work discipline. In addition, compensation and intrinsic motivation each have a positive and significant effect on staff performance. Conversely, work discipline does not significantly affect performance. Mediation analysis further confirms that work discipline does not transmit the effects of compensation or intrinsic motivation to performance. Overall, the results imply that performance enhancement efforts should prioritize an equitable compensation system and the strengthening of intrinsic motivation, as work discipline is not supported as the mediating pathway in this context.
Co-Authors Almadella Bagus Nurkholis Herdiyana Imam Prawira Insan Pribadi Nancy Yusnita Radjab Tampubolon Ramdan Jaya Roy Rozinaldo Pattikawa Sari, Hani Chotfia Selly Marlina Soewarto Hardhienata Supriyatno Widodo Sunaryo