Organisational Culture Activates Psychological Drivers of Operational Performance
DOI:
https://doi.org/10.54099/ijdms.v4i1.2003Keywords:
Keywords: work motivation; job satisfaction; work discipline; organisational culture; operational performanceAbstract
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.
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