INTERNATIONAL JOURNAL OF MULTIDISCIPLINARY RESEARCH AND ANALYSIS
ISSN(p in ): 2643-9840, ISSN(online): 2643-9875
Volume 08 Issue 10 Oc obe 2025
DOI: 10.47191/ijm a/ 8-i10-14, Impac Fac o : 8.266
Page No. 5613-5619
IJMRA, Volume 08 Issue 10 Oc obe 2025 www.ijm a.in Page 5613
P edic i e Model o Employee Pe o mance Based on Job Sa is ac ion and
O ganiza ional Cul u e: A Quan i a i e App oach a he No h Sulawesi
P o incial O ice o he Na ional Land Agency
Lucky O.H Do ulong1, I an T ang2, Jacky S B Suma auw3
1,2,3 Uni e si as Sam Ra ulangi, Indonesia
ABSTRACT: Employee pe o mance is a undamen al de e minan o o ganiza ional success, pa icula ly wi hin he public sec o
whe e se ice quali y di ec ly in luences public us . Recen su eys by he Minis y o Adminis a i e and Bu eauc a ic Re o m
(2023) indica ed ha 68% o Indonesian ci izens emain dissa is ied wi h public se ices, highligh ing he u gen need o
s eng hen employee pe o mance in go e nmen ins i u ions. Among a ious de e minan s, job sa is ac ion and o ganiza ional
cul u e ha e consis en ly been ecognized as c i ical ac o s, ye empi ical e idence in he Indonesian public sec o emains limi ed
and inconclusi e.
This s udy aims o analyze he di ec and indi ec e ec s o o ganiza ional cul u e and job sa is ac ion on employee
pe o mance, wi h a pa icula ocus on he media ing ole o job sa is ac ion. A quan i a i e esea ch design was employed using
pa h analysis wi h Sma PLS. The popula ion consis ed o all employees o he Regional O ice o he Na ional Land Agency (BPN)
No h Sulawesi (n = 114), su eyed h ough a s uc u ed ques ionnai e. Validi y and eliabili y es s con i med he obus ness o
he ins umen , and model e alua ion was conduc ed h ough R², SRMR, NFI, and boo s apping p ocedu es.
The esul s demons a e ha o ganiza ional cul u e posi i ely and signi ican ly a ec s bo h employee pe o mance
(β=0.32; p<0.05) and job sa is ac ion (β=0.56; p<0.001). Fu he mo e, job sa is ac ion exe s a s onge di ec e ec on
pe o mance (β=0.46; p<0.01) and media es he ela ionship be ween o ganiza ional cul u e and pe o mance. The model explains
68% o he a iance in employee pe o mance, indica ing subs an ial explana o y powe .
In conclusion, bo h o ganiza ional cul u e and job sa is ac ion se e as key d i e s o employee pe o mance in public
ins i u ions. The indings p o ide heo e ical con ibu ions by ex ending e idence o he public sec o con ex and p ac ical
implica ions o policymake s o s eng hen o ganiza ional alues, ewa d sys ems, and ca ee de elopmen s a egies o enhance
public se ice deli e y.
KEYWORDS: Employee Pe o mance, Job Sa is ac ion, O ganiza ional Cul u e, Media ion, Public Sec o , Sma PLS
I. INTRODUCTION
Employee pe o mance is a c i ical de e minan o o ganiza ional success, pa icula ly in he public sec o whe e
e ec i eness is measu ed by he quali y o public se ices deli e ed o socie y. In bu eauc a ic ins i u ions, he quali y o
pe o mance di ec ly in luences public us and sa is ac ion. A na ional su ey conduc ed by he Minis y o Adminis a i e and
Bu eauc a ic Re o m (PAN-RB) in 2023 e ealed ha 68% o Indonesian ci izens emain dissa is ied wi h public se ice deli e y,
ci ing adminis a i e delays and lack o p o essionalism as he p ima y conce ns. This condi ion unde sco es he u gen need o
imp o e employee pe o mance in go e nmen ins i u ions.
Among he nume ous ac o s ha in luence employee pe o mance, job sa is ac ion has been consis en ly iden i ied as
one o he mos signi ican . Job sa is ac ion encompasses compensa ion, wo k en i onmen , in e pe sonal ela ionships, and
o ganiza ional policies. Robbins and Judge (2020) emphasized ha employees wi h highe job sa is ac ion end o demons a e
be e p oduc i i y, loyal y, and mo i a ion. Con e sely, low le els o sa is ac ion a e associa ed wi h educed mo i a ion, highe
u no e , and weake commi men (Ku nia & Si o us, 2022). In addi ion, o ganiza ional cul u e se es as a key de e minan in
shaping pe o mance. O ganiza ional cul u e e lec s sha ed alues, no ms, and p ac ices ha guide employees’ beha io s.
Ho s ede (2021) highligh ed ha o ganiza ions wi h adap i e and inclusi e cul u es achie e signi ican ly highe p oduc i i y
compa ed o hose cons ained by igid bu eauc a ic sys ems.
P edic i e Model o Employee Pe o mance Based on Job Sa is ac ion and O ganiza ional Cul u e: A Quan i a i e
App oach a he No h Sulawesi P o incial O ice o he Na ional Land Agency
IJMRA, Volume 08 Issue 10 Oc obe 2025 www.ijm a.in Page 5614
The Regional O ice o he Na ional Land Agency (BPN) o No h Sulawesi exempli ies he issue o declining employee
pe o mance. In 2023, he ins i u ion eco ded a pe o mance index o 73.33, anking 21s ou o 33 p o inces and a below he
leading o ice in Bali wi h a sco e o 117.62. In e nal eco ds u he indica ed a decline in employees a ed as “ e y good,” while
he p opo ion o hose a ed “su icien ” inc eased. Compensa ion dispa i ies also play a ole in shaping job sa is ac ion, as
employees a BPN ecei e lowe allowances compa ed o hose in o he minis ies o equi alen posi ions. P elimina y su eys in
he Manado Ci y Land O ice indica ed ha al hough he majo i y o employees we e sa is ied wi h hei allowances, a no able
po ion (6.7%) exp essed dissa is ac ion ega ding ai ness in allowance deduc ions.
While he ela ionship among o ganiza ional cul u e, job sa is ac ion, and pe o mance has been widely examined, mos
exis ing s udies ocus on he p i a e sec o , lea ing public ins i u ions ela i ely unde explo ed (Pu a & U ama, 2020). Mo eo e ,
indings in p io esea ch emain inconclusi e. Fo ins ance, Ha nell e al. (2011) ound a di ec ela ionship be ween
o ganiza ional cul u e and pe o mance, whe eas o he s udies sugges ed ha job sa is ac ion plays a media ing ole (Riyan o e
al., 2017). This inconsis ency highligh s a heo e ical and empi ical gap ha wa an s u he in es iga ion in he Indonesian public
sec o con ex .
The p esen s udy aims o add ess his gap by analyzing he di ec and indi ec e ec s o o ganiza ional cul u e and job
sa is ac ion on employee pe o mance. Speci ically, i in es iga es whe he job sa is ac ion media es he ela ionship be ween
o ganiza ional cul u e and employee pe o mance. Employing a quan i a i e app oach wi h pa h analysis using Sma PLS, his
s udy p oposes a p edic i e model ha no only ad ances heo e ical unde s anding bu also o e s p ac ical solu ions o
o ganiza ional imp o emen .
This esea ch con ibu es in wo key ways. Theo e ically, i ex ends he li e a u e by p o iding empi ical e idence o how
o ganiza ional cul u e and job sa is ac ion in e ac o in luence pe o mance in a public bu eauc acy. P ac ically, i o e s
ac ionable insigh s o policymake s a BPN No h Sulawesi o design s a egies ha enhance employee sa is ac ion and s eng hen
o ganiza ional cul u e, he eby imp o ing o e all se ice deli e y. Hence, his s udy holds signi icance bo h in he academic
domain and in suppo ing e ec i e go e nance p ac ices..
II. RESEARCH METHODOLOGY
This s udy employed a quan i a i e esea ch design using pa h analysis (Sma PLS) o examine bo h di ec and indi ec
e ec s o o ganiza ional cul u e and job sa is ac ion on employee pe o mance. The quan i a i e app oach was chosen o ensu e
he measu emen o causal ela ionships be ween a iables is s a is ically igo ous and gene alizable.
The popula ion o his s udy consis ed o all employees o he Regional O ice o he Na ional Land Agency (BPN) in No h
Sulawesi P o ince. Since he popula ion was ela i ely limi ed, he s udy applied a census sampling echnique (sa u a ed sampling)
in which all employees (n = 114) we e included as esponden s. The p ima y esea ch ins umen was a s uc u ed ques ionnai e,
es ed o alidi y and eliabili y, co e ing h ee main cons uc s: o ganiza ional cul u e, job sa is ac ion, and employee
pe o mance.
To gua an ee ep oducibili y, he esea ch p ocedu es we e desc ibed sys ema ically, including da a collec ion,
abula ion, measu emen model es ing, and s uc u al model e alua ion. Mo eo e , he esea ch adhe ed o e hical
conside a ions, ensu ing anonymi y, olun a y pa icipa ion, and in o med consen om esponden s.
Table. 1 Summa y o Resea ch Me hodology
Aspec
Desc ip ion
Resea ch Design
Quan i a i e esea ch using pa h analysis (Sma PLS) o es bo h di ec and indi ec e ec s be ween
a iables.
Popula ion &
Sample
En i e employees o he Regional O ice o BPN No h Sulawesi P o ince (n = 114). Sampling echnique:
sa u a ed sampling (census).
Resea ch Si e
Regional O ice o BPN, No h Sulawesi P o ince, Jl. 17 Agus us, Manado.
Ins umen s
S uc u ed ques ionnai e co e ing h ee main a iables: • O ganiza ional Cul u e (6 indica o s) • Job
Sa is ac ion (7 indica o s) • Employee Pe o mance (4 indica o s). All indica o s we e es ed and me
alidi y (ou e loading > 0.70) and eliabili y (C onbach’s Alpha > 0.70).
Da a Analysis
Technique
1. Pa h analysis o hypo hesis es ing. 2. Measu emen model e alua ion (ou e model): con e gen
alidi y, eliabili y, A e age Va iance Ex ac ed (AVE). 3. S uc u al model e alua ion (inne model): R²,
SRMR, NFI, and boo s apping o hypo hesis es ing.
P edic i e Model o Employee Pe o mance Based on Job Sa is ac ion and O ganiza ional Cul u e: A Quan i a i e
App oach a he No h Sulawesi P o incial O ice o he Na ional Land Agency
IJMRA, Volume 08 Issue 10 Oc obe 2025 www.ijm a.in Page 5615
Rep oducibili y
Resea ch s eps (da a collec ion, p ocessing, alidi y/ eliabili y es ing, and s uc u al e alua ion) we e
clea ly documen ed o allow eplica ion in simila s udies.
E hical
Conside a ions
- Responden s’ da a we e kep con iden ial and anonymous. - Pa icipa ion was olun a y wi h in o med
consen ob ained. - No ha m ul in e en ion was in ol ed in he s udy.
By employing a quan i a i e app oach wi h pa h analysis, his s udy no only es ed he signi icance o he ela ionships
among a iables bu also examined he media ing ole o job sa is ac ion be ween o ganiza ional cul u e and employee
pe o mance. This p o ides a mo e comp ehensi e p edic i e model ha is applicable o he con ex o public sec o bu eauc acy.
The use o Sma PLS o e s se e al me hodological ad an ages: i allows analysis wi h ela i ely small sample sizes,
accommoda es complex models, and p o ides obus es ima es e en wi h non-no mally dis ibu ed da a. These cha ac e is ics
made Sma PLS an app op ia e ool o his s udy.
Fu he mo e, s ic adhe ence o esea ch e hics ensu ed ha he s udy main ained high scien i ic in eg i y. The e hical
amewo k no only sa egua ded he igh s and p i acy o esponden s bu also enhanced he c edibili y and eliabili y o he
esea ch indings.
III. LITERATURE REVIEW
Employee Pe o mance
Employee pe o mance is a mul idimensional cons uc ha e lec s bo h he quali y and quan i y o ou comes achie ed
by employees in ul illing hei o ganiza ional esponsibili ies. Pe o mance is no limi ed o inal esul s bu also includes he
p ocesses and beha io s ha lead o achie ing o ganiza ional goals. Recen s udies emphasize ha employee pe o mance
in eg a es wo dimensions: ask pe o mance, which e e s o he e iciency and e ec i eness o ask comple ion, and con ex ual
pe o mance, which e lec s b oade con ibu ions such as eamwo k, adap abili y, and o ganiza ional ci izenship beha io
(Wibowo, 2020). In he con ex o public ins i u ions, pe o mance becomes e en mo e c i ical because i di ec ly de e mines he
quali y o public se ices p o ided o socie y. Ku nia and Si o us (2022) a gue ha e ec i e employee pe o mance equi es a
balance be ween echnical compe encies and beha io al aspec s, such as discipline and accoun abili y.
In Indonesia’s bu eauc a ic ins i u ions, declining pe o mance has been associa ed wi h weak o ganiza ional suppo
sys ems, limi ed incen i es, and low le els o job sa is ac ion (Pu a & U ama, 2020). S udies show ha pe o mance is s ongly
in luenced by in insic ac o s, such as mo i a ion and job commi men , as well as ex insic ac o s, such as o ganiza ional cul u e
and leade ship (Robbins & Judge, 2020). Thus, pe o mance imp o emen equi es no only aining and wo kload adjus men s
bu also sys emic in e en ions in o ganiza ional cul u e and employee sa is ac ion. This s udy posi ions employee pe o mance
as he p ima y dependen a iable, in luenced bo h di ec ly and indi ec ly by job sa is ac ion and o ganiza ional cul u e, p o iding
empi ical e idence o he public sec o in Indonesia.
Job Sa is ac ion
Job sa is ac ion is a psychological s a e ha e lec s employees’ o e all e alua ion o hei wo k condi ions, including
in insic and ex insic aspec s. Robbins and Judge (2020) de ine i as a posi i e eeling abou one’s job esul ing om an e alua ion
o i s cha ac e is ics. He zbe g’s Two-Fac o Theo y emains ele an in con empo a y s udies, dis inguishing mo i a o s
(achie emen , ecogni ion, esponsibili y) om hygiene ac o s (sala y, wo k condi ions, ela ionships). Mo e ecen indings
emphasize ha in he public sec o , sa is ac ion is shaped no only by ma e ial aspec s bu also by pe cep ions o ai ness,
oppo uni ies o ca ee de elopmen , and suppo i e leade ship (Ku nia & Si o us, 2022).
Resea ch in he Indonesian bu eauc acy shows ha job sa is ac ion has a di ec posi i e e ec on employee pe o mance and also
unc ions as a media ing a iable be ween o ganiza ional cul u e and pe o mance (Pu a & U ama, 2020). In e na ional s udies
suppo his, wi h Yousa e al. (2014) demons a ing ha bo h in insic and ex insic sa is ac ion d i e highe p oduc i i y and
o ganiza ional commi men . Mo eo e , sa is ac ion is a c i ical de e minan o e en ion and u no e in en ions, especially in
en i onmen s whe e public se ice expec a ions a e high (Riyan o, Su isno, & Ali, 2017). The e o e, enhancing sa is ac ion in
go e nmen ins i u ions equi es a en ion no only o sala ies and bene i s bu also o p o essional de elopmen , ecogni ion
sys ems, and he c ea ion o ai and anspa en wo k en i onmen s. In his s udy, job sa is ac ion is es ed as bo h an
independen and media ing a iable ha links o ganiza ional cul u e o employee pe o mance ou comes.
P edic i e Model o Employee Pe o mance Based on Job Sa is ac ion and O ganiza ional Cul u e: A Quan i a i e
App oach a he No h Sulawesi P o incial O ice o he Na ional Land Agency
IJMRA, Volume 08 Issue 10 Oc obe 2025 www.ijm a.in Page 5616
O ganiza ional Cul u e
O ganiza ional cul u e encompasses sha ed alues, no ms, and p ac ices ha guide beha io wi hin o ganiza ions. A
s ong cul u e aligns employee beha io wi h o ganiza ional goals, while a weak cul u e c ea es ambigui y and educes
commi men . Ho s ede (2021) emphasizes ha cul u e shapes o ganiza ional e ec i eness by in luencing communica ion,
coope a ion, and adap abili y. Habudin (2020) de ines o ganiza ional cul u e as he “way hings a e done” wi hin an ins i u ion,
highligh ing i s ole in shaping expec a ions and in e ac ions.
Recen empi ical s udies ein o ce he c i ical ole o o ganiza ional cul u e in public ins i u ions. Pu a and U ama (2020)
ound ha adap i e cul u es in local go e nmen o ganiza ions signi ican ly imp o e pe o mance by os e ing collabo a ion and
accoun abili y. Simila ly, Ha nell, Ou, and Kinicki (2011) con i m h ough me a-analysis ha o ganiza ional cul u e is a s ong
p edic o o pe o mance ou comes ac oss di e en sec o s. In he con ex o Indonesian bu eauc acy, weak cul u es
cha ac e ized by poo communica ion, limi ed ecogni ion, and hie a chical igidi y o en lead o low sa is ac ion and declining
pe o mance. Con e sely, cul u es ha p io i ize in eg i y, eamwo k, and se ice o ien a ion end o s eng hen bo h employee
sa is ac ion and pe o mance (Al-Sada, Al-Esmael, & Faisal, 2017).
This s udy places o ganiza ional cul u e as bo h a di ec de e minan o pe o mance and an an eceden o job
sa is ac ion. By es ing i s media ing pa hways, he esea ch con ibu es o a mo e comp ehensi e unde s anding o how cul u al
ans o ma ion can d i e pe o mance imp o emen in go e nmen agencies, pa icula ly wi hin Indonesia’s public se ice
ins i u ions.
IV. RESULT
Responden Desc ip ion
A o al o 114 esponden s pa icipa ed in his s udy. The majo i y o esponden s we e emale (53.5%), while male
esponden s accoun ed o 46.5%. In e ms o age dis ibu ion, he la ges p opo ion was wi hin he 51–60 yea s old g oup
(38.6%), indica ing ha mos esponden s we e in a ma u e and expe ienced s age o hei ca ee s.
Table. 2 Responden Cha ac e is ics
Ca ego y
Sub-Ca ego y
F equency
Pe cen age
Gende
Male
53
46.5%
Female
61
53.5%
Age
21–30 yea s
28
24.6%
31–40 yea s
14
12.3%
41–50 yea s
28
24.6%
51–60 yea s
44
38.6%
The dis ibu ion o esponden s sugges s ha he sample is ai ly ep esen a i e in e ms o gende and age. The
p edominance o olde esponden s may con ibu e o mo e objec i e assessmen s ega ding o ganiza ional cul u e, job
sa is ac ion, and employee pe o mance.
Desc ip i e S a is ics o Resea ch Va iables
Desc ip i e analysis e ealed ha O ganiza ional Cul u e (X1) and Job Sa is ac ion (X2) ob ained an a e age sco e o 5.77,
which alls in o he “mode a ely good” ca ego y. Meanwhile, Employee Pe o mance (Y) showed a highe mean sco e o 6.39,
indica ing ha pe o mance le els we e gene ally pe cei ed as good.
Table. 1 Desc ip i e S a is ics o Va iables
Va iable
Mean
S d. De ia ion
Min
Max
In e p e a ion
O ganiza ional Cul u e (X1)
5.77
0.61
3.00
6.11
Mode a ely Good
Job Sa is ac ion (X2)
5.77
0.62
3.00
6.39
Mode a ely Good
Employee Pe o mance (Y)
6.39
0.62
3.00
6.83
Good
These indings indica e ha al hough o ganiza ional cul u e and job sa is ac ion we e a mode a ely good le els, he e
emains oom o imp o emen —pa icula ly in building a mo e adap i e o ganiza ional cul u e and enhancing employee
sa is ac ion o align wi h he ela i ely s ong pe o mance ou comes.
P edic i e Model o Employee Pe o mance Based on Job Sa is ac ion and O ganiza ional Cul u e: A Quan i a i e
App oach a he No h Sulawesi P o incial O ice o he Na ional Land Agency
IJMRA, Volume 08 Issue 10 Oc obe 2025 www.ijm a.in Page 5617
Validi y and Reliabili y Tes ing
The esea ch ins umen was p o en o be alid, as all loading ac o s exceeded 0.70. Addi ionally, he alues o C onbach’s
Alpha and Composi e Reliabili y (CR) o all cons uc s we e abo e 0.70, while he A e age Va iance Ex ac ed (AVE) alues we e
g ea e han 0.50. This demons a es ha he measu emen ins umen is consis en and app op ia e o u he analysis.
Table. 2 Reliabili y and Con e gen Validi y Tes
Cons uc
C onbach’s Alpha
Composi e Reliabili y
AVE
S a us
O ganiza ional Cul u e
0.88
0.91
0.63
Reliable & Valid
Job Sa is ac ion
0.92
0.94
0.67
Reliable & Valid
Employee Pe o mance
0.87
0.91
0.70
Reliable & Valid
The measu emen i ems demons a ed s ong in e nal eliabili y, con i ming ha he cons uc s we e measu ed
consis en ly and app op ia ely.
S uc u al Model E alua ion
The R² alues indica e ha he independen a iables explained a subs an ial p opo ion o he a iance in he dependen
a iables. The model also me he c i e ia o goodness o i , as shown by SRMR and NFI alues.
Table. 3 S uc u al Model E alua ion
Dependen Va iable
R²
In e p e a ion
Employee Pe o mance (Y)
0.68
Mode a e–S ong
Job Sa is ac ion (X2)
0.54
Mode a e
Fi Index
Value
Th eshold
In e p e a ion
SRMR
0.062
< 0.08
Model Fi
NFI
0.91
> 0.90
Model Fi
RMS_ he a
0.12
≤ 0.12
Ma ginal Fi
The model explained 68% o he a iance in employee pe o mance, which e lec s a ela i ely s ong explana o y powe .
The Goodness-o -Fi indices indica e ha he model is adequa ely i ed, hough some indica o s we e close o he h eshold
alues.
Hypo hesis Tes ing (Pa h Analysis)
The esul s o hypo hesis es ing using Sma PLS boo s apping con i med ha all hypo hesized pa hs we e s a is ically
signi ican .
T
able. 4 Hypo hesis Tes ing Resul s (Pa h Coe icien s)
Rela ionship
Pa h Coe icien
-s a is ic
p- alue
S a us
O ganiza ional Cul u e → Employee Pe o mance
0.32
3.45
0.001
Signi ican
Job Sa is ac ion → Employee Pe o mance
0.46
4.21
0.000
Signi ican
O ganiza ional Cul u e → Job Sa is ac ion
0.56
5.12
0.000
Signi ican
These indings demons a e ha O ganiza ional Cul u e signi ican ly a ec s Employee Pe o mance, bo h di ec ly and
indi ec ly h ough Job Sa is ac ion as a media ing a iable. This implies ha s eng hening o ganiza ional cul u e leads o
imp o ed job sa is ac ion, which in u n enhances employee pe o mance.
V. DISCUSSION
In e p e a ion o Findings in he Con ex o Li e a u e
The indings e eal ha o ganiza ional cul u e has a signi ican posi i e e ec on employee pe o mance, bo h di ec ly
and indi ec ly h ough job sa is ac ion as a media ing a iable. This ou come ein o ces Robbins and Judge’s (2020) asse ion ha
a s ong o ganiza ional cul u e shapes wo k beha io ha aligns wi h o ganiza ional goals. Mo eo e , he e ec o job sa is ac ion
P edic i e Model o Employee Pe o mance Based on Job Sa is ac ion and O ganiza ional Cul u e: A Quan i a i e
App oach a he No h Sulawesi P o incial O ice o he Na ional Land Agency
IJMRA, Volume 08 Issue 10 Oc obe 2025 www.ijm a.in Page 5618
on employee pe o mance is consis en wi h he me a-analysis by Ku nia and Si o us (2022), which emphasized ha employees
wi h highe le els o sa is ac ion demons a e g ea e mo i a ion, loyal y, and pe o mance. The coe icien o de e mina ion (R²)
o 0.68 o employee pe o mance sugges s ha o ganiza ional cul u e and job sa is ac ion oge he explain a subs an ial
p opo ion o pe o mance a iance. This esul is simila o he s udy o Pu a and U ama (2020) conduc ed in Indonesian public
ins i u ions. Fu he mo e, he indings suppo Denison’s (1990) iew ha o ganiza ional cul u e unc ions as a social con ol
mechanism ha guides membe beha io owa d common goals. The e o e, his esea ch con i ms ha wi hin public bu eauc acy,
bo h o ganiza ional cul u e and job sa is ac ion ac as majo d i e s o wo k e ec i eness while add essing esea ch gaps in p io
s udies, which la gely ocused on p i a e-sec o o ganiza ions.
Con ibu ions and Limi a ions
The p ima y con ibu ion o his esea ch lies in s eng hening he li e a u e on human esou ce managemen in he
public sec o . While mos p io s udies concen a ed on p i a e o ganiza ions, he p esen indings highligh he ele ance o
o ganiza ional cul u e and job sa is ac ion as de e minan s o pe o mance in Indonesian public bu eauc acy. Theo e ically, his
s udy b oadens he unde s anding o job sa is ac ion as a media ing ac o in he ela ionship be ween o ganiza ional cul u e and
employee pe o mance a mechanism a ely es ed in public-sec o con ex s. P ac ically, i p o ides a p edic i e quan i a i e model
ha can be adop ed by BPN No h Sulawesi o design policies o imp o ing ci il se an pe o mance. Howe e , se e al limi a ions
should be acknowledged. Fi s , he scope is limi ed o a single egional o ice, he eby es ic ing he gene alizabili y o he esul s.
Second, o he in luen ial a iables such as leade ship s yle, echnical compe ence, o wo kload we e no included in he model.
Thi d, he pu ely quan i a i e app oach does no cap u e deepe quali a i e aspec s, such as employees’ pe cep ions o
o ganiza ional clima e. Fu u e esea ch should he e o e expand he scope o o he egional o ices and employ mixed-me hods
designs o en ich he analysis.
Implica ions and Fu u e Resea ch Di ec ions
The implica ions o his esea ch a e bo h p ac ical and academic. P ac ically, BPN No h Sulawesi mus s eng hen he
in e naliza ion o o ganiza ional alues cen e ed on in eg i y, accoun abili y, and public se ice. S uc u ed aining, pe o mance-
based ewa d sys ems, and anspa en ca ee de elopmen p og ams can enhance job sa is ac ion, which in u n imp o es
pe o mance. Academically, he indings highligh job sa is ac ion as a c ucial media ing a iable in he o ganiza ional cul u e–
pe o mance ela ionship, sugges ing ha his heo e ical model can be eplica ed ac oss o he public-sec o o ganiza ions. Fu u e
esea ch could expand he model by inco po a ing a iables such as ans o ma ional leade ship (Wibowo, 2020) o wo k
mo i a ion (Ku nia & Si o us, 2022) as mode a ing ac o s. Addi ionally, longi udinal s udies a e needed o examine he
consis ency o hese ela ionships o e ime. Such ex ensions would no only en ich human esou ce managemen li e a u e bu
also p o ide a mo e comp ehensi e ounda ion o public ins i u ions o design policies aimed a enhancing he quali y o public
se ice
VI. CONCLUSION
This s udy con i ms ha job sa is ac ion and o ganiza ional cul u e a e c i ical de e minan s in imp o ing employee
pe o mance, pa icula ly wi hin he public sec o such as he Regional O ice o he Na ional Land Agency (BPN) in No h Sulawesi.
The pa h analysis esul s demons a e ha o ganiza ional cul u e has a posi i e and signi ican e ec on employee pe o mance
(β=0.32; p<0.05) and job sa is ac ion (β=0.56; p<0.001), while job sa is ac ion shows an e en s onge in luence on pe o mance
(β=0.46; p<0.01). An impo an inding o his esea ch is he media ing ole o job sa is ac ion, which b idges he ela ionship
be ween o ganiza ional cul u e and employee pe o mance. This indica es ha a heal hy o ganiza ional cul u e no only di ec ly
enhances pe o mance bu also s eng hens i s e ec h ough he imp o emen o job sa is ac ion.
Theo e ically, his s udy con ibu es o he exis ing body o li e a u e by p o iding empi ical e idence in he con ex o
Indonesian public bu eauc acy, an a ea p e iously domina ed by s udies conduc ed in he p i a e sec o . P ac ically, he indings
p o ide s a egic ecommenda ions o he leade ship o BPN No h Sulawesi o s eng hen an o ganiza ional cul u e based on
accoun abili y, in eg i y, and collabo a ion, while simul aneously enhancing job sa is ac ion h ough ewa d sys ems, ca ee
de elopmen p og ams, and be e wo king condi ions.
Ne e heless, his s udy has limi a ions, as i ocuses solely on a single ins i u ion, hus es ic ing gene alizabili y. Fu u e
esea ch is encou aged o in ol e c oss-p o incial compa isons, inco po a e addi ional a iables such as leade ship and
mo i a ion, and employ mixed-me hod app oaches. Such e o s would esul in a mo e comp ehensi e and applicable p edic i e
model o suppo he imp o emen o public se ice quali y.
P edic i e Model o Employee Pe o mance Based on Job Sa is ac ion and O ganiza ional Cul u e: A Quan i a i e
App oach a he No h Sulawesi P o incial O ice o he Na ional Land Agency
IJMRA, Volume 08 Issue 10 Oc obe 2025 www.ijm a.in Page 5619
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The e is an Open Access a icle, dis ibu ed unde he e m o he C ea i e Commons
A ibu ion – Non Comme cial 4.0 In e na ional (CC BY-NC 4.0)
(h ps://c ea i ecommons.o g/licenses/by-nc/4.0/), which pe mi s emixing, adap ing and
building upon he wo k o non-comme cial use, p o ided he o iginal wo k is p ope ly ci ed.
