The Influence of Organisational Culture and Work Discipline on Employee Performance: How Job Satisfaction Helps Explain These Effects
DOI:
https://doi.org/10.59890/ijaamr.v4i9.310Keywords:
Organisational Culture, Work Discipline, Job Satisfaction, Employee Performance, Public Sector, Political and Administrative TensionsAbstract
This study examines how organisational culture and work discipline affect employee performance and whether job satisfaction helps explain these effects at the Secretariat of the Bali Provincial Dewan Perwakilan Rakyat Daerah (DPRD). This setting brings together rigid government rules and shifting political interests. We used a quantitative approach and included all 46 permanent civil servants. We analysed the data with Structural Equation Modelling-Partial Least Squares (SEM-PLS), a method for testing how these factors relate. We also used bootstrapping to check whether the results were statistically significant. Organisational culture and work discipline improve employee performance, both directly and indirectly through job satisfaction (all p < 0.001). The model explains 48.5% of differences in job satisfaction and 56.2% of differences in employee performance. Therefore, regional government leaders should build supportive workplaces and encourage disciplined work habits. This can improve job satisfaction and, in turn, employee performance in settings where government rules and political interests meet. This study adds to research on public sector management: in this setting, job satisfaction matters more for performance than rules or work habits alone.
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