Analyzing the Impact of Organizational Culture on Work Discipline and Its Implications for Employee Performance

Abstract

This study aims to examine the direct and indirect effects of organizational culture on employee performance, with a particular focus on the mediating role of work discipline. A quantitative explanatory approach was employed using census sampling of 44 civil servants at the Regional Development Planning Agency (BAPPEDA) in Indragiri Hilir Regency. Data were gathered through structured questionnaires and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS). The results demonstrate that organizational culture has a significant positive effect on both work discipline and employee performance. Work discipline itself significantly enhances employee performance and mediates the relationship between culture and performance. This indicates that cultural values must be reinforced behaviorally through discipline to achieve optimal outcomes. The originality of this research lies in its integration of cultural and behavioral constructs within a mediating framework and its application to a local government context in Indonesia—an area often overlooked in previous studies. This study contributes to the growing body of knowledge by demonstrating how intangible cultural elements can translate into measurable performance outcomes through structured behavioral mechanisms. From a practical perspective, the findings suggest that public managers should institutionalize cultural values through consistent leadership, ethical guidance, and performance-based evaluations. Policymakers are advised to promote a culture-driven public administration strategy that encourages accountability and procedural discipline. Future reforms in public institutions should emphasize not only structural adjustments but also internal cultural development as a foundation for performance improvement.