The Role of Organizational Culture on Civil Servant Performance: The Mediating Effect of Job Satisfaction

Abstract

Human resources (HR) play a crucial role in sustaining organizational operations and are widely regarded as one of the primary assets determining organizational success. In the context of rapid technological advancement and scientific development, the demand for highly competent and skilled human resources has become increasingly significant. Within public sector institutions, employee performance represents a fundamental indicator of organizational effectiveness, reflecting the extent to which leadership provides guidance, supervision, and developmental support. Performance evaluation not only measures work outcomes but also serves as a mechanism to enhance motivation, strengthen work commitment, and encourage employees to achieve optimal results. Employee performance is influenced by various organizational and psychological factors, among which organizational culture and job satisfaction are particularly significant. Organizational culture shapes shared values, norms, and behavioral expectations that guide employees’ attitudes and actions within the workplace. A strong and positive organizational culture fosters collaboration, discipline, and a sense of belonging, which in turn can enhance individual and collective performance. Meanwhile, job satisfaction reflects employees’ emotional and cognitive responses to their work environment, responsibilities, leadership, and rewards. Higher levels of job satisfaction are generally associated with improved productivity, stronger organizational commitment, and better performance outcomes. This study aims to examine: (1) the effect of organizational culture on job satisfaction; (2) the effect of organizational culture on the performance of civil servants (Aparatur Sipil Negara/ASN); (3) the effect of job satisfaction on ASN performance; and (4) the mediating role of job satisfaction in the relationship between organizational culture and ASN performance. The research adopts a quantitative approach using an explanatory (causal) descriptive design. Data were collected from 114 employees through structured questionnaires. The analysis was conducted using Structural Equation Modeling based on Partial Least Squares (SEM-PLS), enabling the examination of both direct and indirect relationships among variables within the proposed research model. The results indicate that: (1) organizational culture has a positive and significant effect on job satisfaction; (2) organizational culture also has a positive and significant effect on ASN performance; (3) job satisfaction positively and significantly influences ASN performance; and (4) job satisfaction mediates the relationship between organizational culture and ASN performance. These findings suggest that strengthening organizational culture not only directly improves performance but also enhances job satisfaction, which subsequently reinforces employee performance in the public sector context.