*Corresponding Author THE ROLE OF ORGANIZATIONAL CULTURE IN INFLUENCING EMPLOYEE PERFORMANCE: EMPIRICAL RESEARCH AT PT KAYULAPIS INDONESIA Tristiana Rijanti* University of Stikubank, Indonesia tristianar@edu.unisbank.ac.id Askar Yunianto University of Stikubank, Indonesia askar@edu.unisbank.ac.id Siska Dwi Safitri University of Stikubank, Indonesia safitri@edu.unisbank.ac.id Ali Maskur University of Stikubank, Indonesia maskur@edu.unisbank.ac.id Bambang Sudiyatno University of Stikubank, Indonesia bsud@edu.unisbank.ac.id Abstract This research aimed to examine the influence of workload and motivation on employee performance, with organizational culture serving as the moderating factor. In order to achieve the aim, an analysis was conducted using a quantitative method on a sample size comprising 133 employees from the jumbo veneer production line of PT Kayulapis Indonesia. Data was collected through the distribution of questionnaires, which were compiled using a Likert scale with 5 (five) alternative answers. Furthermore, the research instruments were tested for both validity and reliability and the Advances in Business-Related Scientific Research Journal, Volume 15, No. 2, 2024 2 analytical tools adopted in the context of the investigation comprised multiple regression. The results showed that both workload and motivation positively influenced employee performance. It was also observed that organizational culture effectively moderated the influence of workload and motivation on employee performance. The results provided empirical evidence, which emphasized the role of organizational culture in strengthening the influence of workload and motivation on improving employee performance. Key Words Employee performance; motivation; organizational culture; workload; quantitative method. INTRODUCTION Human resources is a very important element, specifically when considering organizational efforts toward the attainment of set goals. In accordance with this statement, Akinyele (2007) conducted an investigation where the substantial importance of human assets in the 21st century was emphasized. Another previous research asserted that management practitioners consider this form of resource as the most invaluable and volatile for any organization (Amha & Brhane, 2020). As observed, the effective and efficient use of human, material, financial, and information resources leads to the attainment of success within an organization (Oshagbemi, 2003). In accordance, it is important to establish that the quality of employees within an organization significantly influences the entire organizational performance. A very critical factor used to determine this quality includes the level of adaptability possessed by the employees to the work environment. As a result, in the current era of Industry 4.0, organizations are compelled to be discerning in the selection of high-quality and competitive human resources, given the strategic role each employee would be playing in the organizational framework. Ideally, each organization is expected to take immediate steps and make relevant efforts toward the enhancement and cultivation of employee performance in order to actualize set goals. Based on this understanding, it can be concluded that employee performance occupies a very important position in an organizational hierarchy. Generally, the attainment of quality human resources is anchored upon the level of correspondence existing between the workload and capabilities of employees. Organizations usually carry out this activity to foster the augmentation and refinement of employee skills and performance in line with task exigencies and the fundamental priorities or set goals. It is important to also establish that employee performance is susceptible to the influence of workload, and situations where assigned tasks are accompanied by specific completion timeframes. In this situation, the ability of employees to fulfill assigned tasks and adapt Advances in Business-Related Scientific Research Journal, Volume 15, No. 2, 2024 3 to responsibilities mitigates the transformation of tasks into burdensome workloads. However, failure to meet task requirements leads to the amplification of workload burdens. In addition to workload, motivation plays a significant role in influencing employee performance. This factor typically creates intense passion driven by interests and aspirations that are aimed at enhancing employee performance. It fosters the development, acceleration, and adoption of attitudes and influences, thereby prompting shifts in behavior toward more favorable actions. It can be concluded that a proper understanding of employee motivation is important for harmonizing employee behavior with organizational expectations, specifically considering how both aspects shape attitudes and, consequently, performance. Employee performance is simply a combination of effectiveness and efficiency in executing primary tasks, thereby making a substantial contribution to organizational performance. Various research has examined different factors influencing performance, for instance, Mathis & Jackson (2006) elucidated that work design was the primary element influencing employee performance (Mathis & Jackson, 2006). Excessive workload can impede employee focus and undermine performance. As defined by Gibson et al. (2012), issues related to workload are often a result of the assignment of an excessive number of duties and the allocation of insufficient time for the completion of the assigned tasks. According to Robbins et al. (2013), motivation refers to the willingness of employees to give high levels of effort toward organizational goals, contingent upon the capacity of such efforts to satisfy individual needs. During the course of this investigation, organizational culture was also observed to play a crucial role in achieving shared objectives in an organization. This attribute provides an organization with a distinctive character that sets it apart from others in the same domain. The unique identity also fosters a sense of belonging among members, thereby nurturing loyalty both among the constituents and towards the organization as a whole. As stated by Robbins and Judge (2016), organizational culture represents a collective meaning system adopted by the organization. By leveraging this culture, members of an organization can be organized to collaborate effectively towards common goals, using it as a tool for coordination. In other words, the presence of standards and principles in an organization serves to guide and regulate its employees in pursuit of shared objectives. The presence of an intact organizational culture fosters a stronger sense of belonging among employees, leading to a greater probability of prioritizing organizational goals and delivering optimum performance. Therefore, instilling organizational culture would typically promote an increased sense of ownership, and in turn, this increased sense fortifies the organization's entire strength. Based on observation, when employees become more deeply integrated into the organizational ethos and are inclined to be wholeheartedly dedicated to the objectives, work performance improves significantly. Therefore, this research aims to explore the ways in which organizational culture moderates the influence of workload and motivation on employee performance. Advances in Business-Related Scientific Research Journal, Volume 15, No. 2, 2024 4 LITERATURE REVIEW In the era of Industry 4.0 and economic globalization, business organization is compelled to cultivate competitive advantages to ensure survival and relevance in the market. Central to this effort is the crucial role of human resources, as elucidated by Rich et al. (2010). Competitive advantage, in this regard, hinges on the presence of employees who possess the requisite skills and competencies capable of making substantial contributions to organizational growth and goal attainment (Liao & Chang, 2004). Based on this understanding, organizations are compelled to concentrate on factors that positively enhance employee performance, with the aim of fostering and sustaining a competitive edge in the market (Dahkoul, 2018). Relationship between workload and employee performance Workload is invariably a determining factor influencing employee performance. Typically, employees burdened with high workloads often encounter challenges in completing assigned tasks in a designated timeline. This arises due to an imbalance between the mental capacity to process additional resources and the requisite abilities for task completion. When the ability to process additional resources falls short of the demands posed by the assignment, it leads to work overload. Previous research investigating the relationship between workload and employee performance, such as those conducted by Adrianto et al. (2020), Lutvi et al. (2021), and Abdullah and Halik (2023), found a positive and statistically significant effect. However, opposing observations have been made from research conducted by Ibrahim et al. (2022) and Tannady (2023), where no significant influence was found between workload and employee performance. Drawing upon the theoretical rationale underpinning the relationship between workload and employee performance and the observations from previous research, Hypothesis 1 (H1) was formulated as follows: H1: Workload has a negative influence on employee performance Relationship between motivation and employee performance Motivation manifests as an urge that emerges within employees, whether consciously or unconsciously, to pursue an action with a specific objective in mind. Based on this understanding, it can be seen that motivation plays a crucial role in influencing employees' enthusiasm for assigned work, thereby significantly influencing performance. Acting as an active driving force, motivation compels employees to carry out actions aimed at fulfilling personal needs and attaining desired goals, leading to the derivation of satisfaction from performed tasks. Based on observation, this phenomenon yields positive repercussions for organizations, as evidenced by the fact that increased employee motivation correlates with enhanced performance to foster the achievement of organizational success. Several investigations Advances in Business-Related Scientific Research Journal, Volume 15, No. 2, 2024 5 have been conducted with the aim of exploring the relationship between motivation and employee performance. Some of these investigations include Gitongu et al. (2016), Adrianto et al. (2020), and Harefa and Saputra (2023), all of which identified a positive influence of motivation on employee performance. However, an opposing observation was made by Ibrahim et al. (2022), stating that motivation had no significant influence on employee performance. Drawing upon the conceptual elucidation and theoretical rationale underpinning motivation, in addition to the findings gleaned from previous research, Hypothesis 2 (H2) is formulated as follows: H2: Motivation has a positive influence on employee performance The relationship between workload, motivation, and employee performance as a moderator of organizational culture According to Shahzad et al. (2017), organizational culture encapsulates the shared values and beliefs of employees, which are reflected across all levels of an organization. This notion was further elaborated by Warrick (2017), who emphasized that an organizational environment shapes how members think, behave, and perceive assigned work. Nikpour (2017) defined organizational culture as a composite of beliefs, values, and experiences that manifest in the material arrangements and behaviors of the members of an organization. Furthermore, in organizational culture, distinct manifestations such as innovative and bureaucratic cultures coexist (Tuffaha, 2020). According to Son & Vy (2022), an effective organizational culture serves as a catalyst for inspiring employees toward shared goals and objectives in an organization, thereby harmonizing employee behavior with the organizational strategic trajectory (Son & Vy, 2022). Typically, an innovative culture fosters a creative, results-oriented, and challenging work environment, while a bureaucratic culture embodies organizational structures that are systematic, procedural, and regulated. Both cultures have been observed to thrive in organizations that uphold shared values as an intrinsic part of identity. By cultivating shared values and beliefs in an organizational environment, which, in turn, impacts employee cognition and behavior, organizational culture presents the capability to significantly enhance the influence on employee performance. Based on this observation, Hypotheses 3 and 4 (H3 and H4) can be formulated as follows: H3: Organizational culture moderates the influence of workload on employee performance H4: Organizational culture moderates the influence of motivation on employee performance METHOD This research is based on motivation theory, which was empirically tested in the context of organizational practice. Therefore, the results obtained from Advances in Business-Related Scientific Research Journal, Volume 15, No. 2, 2024 6 the present investigation are anticipated to either corroborate and fortify this theory or challenge the validity. In accordance, the exploration was carried out using a combination of primary and secondary data. Primary data, serving as the primary dataset, was directly collected from selected respondents through the distribution of questionnaires aimed at soliciting pertinent information. Meanwhile, secondary data was obtained from external sources beyond the scope of the research object and incorporated to provide comprehensive analytical support. Sample and procedure The random sampling method was used in this research with the primary aim of gathering relevant data from employees of PT Kayulapis Indonesia working in the jumbo veneer production line. The research design adopted a cross-sectional method, which included the collection of data at a single point in time. Accordingly, it is important to state that out of 200 employees in the observed section, a total of 133 valid survey questionnaires were distributed and collected in September 2023. The primary data collection method used a questionnaire designed with a 1-5 Likert scale. Meanwhile, secondary data, which was sourced from journals, literature, and other relevant sources, complemented the primary data, providing supplementary knowledge to support the research efforts. Measures The initial step in ordinary least squares regression analysis includes determining the measurements of the research variables. Subsequently, the reliability and validity of each construct were assessed. This evaluation comprises examining the internal consistency, reliability, convergent validity, and discriminant validity of each indicator. Table 1 shows the measurement of research variables using a 1-5 Likert scale. Table 1: Variable measures Variable Measures (Question Items) Scale (Likert) (Score: 1-5) Dimensions Indicator Workload (Koesomowidjojo,2017) 1. Working Conditions 2. Use of Working Time 3. Targets a. Work environment b. Work equipment c. Work facilities d. Work completion time e. Time left after work f. Work volume g. Work time balance 1= strongly disagree 2 = disagree 3 = neutral 4 = agree 5 = strongly agree Motivation Mc Clelland, 1976) 1. Achievement a. Desire to achieve Advances in Business-Related Scientific Research Journal, Volume 15, No. 2, 2024 7 2. Affiliate 3. Power b. Recognition of achievements c. Interaction with coworkers d. Interaction with leadership e. Influence others f. Desire to become a leader Organizational Culture Employee Performance (Mangkunegara, 2017) 1. Quality 2. Quantity 3. Reliable 4. Cooperative Attitude a. Accuracy b. Accuracy c. Skills d. Cleanliness e. Number of works f. Lots of time g. Reliable h. Following Instructions i. Be careful and thorough j. Want to collaborate k. Communication Organizational culture (Robbins, 2016) 1. Innovation and risk- taking 2. Attention to detail 3. Results orientation 4. Orientation to individuals 5. Team Orientation 6. Aggressiveness 7. Stability a. New thoughts/ideas b. Innovation c. Working method d. Standards of success e. Improved results f. Achieving targets g. Rewards h. Needs of each employee i. Solidarity j. Team success k. Organizational progress l. Work hard m. Work challenges n. Consistency o. Shared vision Statistical Tool This research adopts the concept of pure moderation, solely examining the moderating influence without assuming a direct influence of the moderating variable on the dependent variable. According to a previous investigation, pure moderation simplifies interpretation, as it comprises only the interaction between the independent and moderating variables to be elucidated (Aiken & West, 1991). Furthermore, the analytical tool used for hypothesis testing is ordinary least squares regression analysis, adhering to normality requirements and all classical assumptions. It is also important to establish that the collected data was independent, satisfying the prerequisite for independent responses (Nwanzu & Babalola, 2019). EP = b 11WL + b 12MTV + e 11 Advances in Business-Related Scientific Research Journal, Volume 15, No. 2, 2024 8 EP = b21WL + b22 WL*OC + e21 EP = b31MTV + b32 MTV*OC + e31 Here, EP is employee performance, WL is workload, MTV is motivation, and OC is organizational culture. RESULTS Respondent profile The demographic breakdown of respondents shows that the majority were male, comprising 70 individuals, accounting for 52.6% of the sample. Additionally, a significant portion of the respondents had a considerable length of service, with the majority having worked for more than 15 years. In terms of age distribution, 58 respondents, accounting for 43.6% of the sample, were aged over 40 years. This demographic profile showed that a substantial proportion of the observed respondents possess sufficient work experience. Validity test Factor analysis was used to conduct validity tests on the variables under investigation, namely workload, motivation, performance, and organizational culture. Based on the analysis, Kaiser-Meyer-Olkin (KMO) values for all variables exceeded 0.5, signifying adequate sample adequacy. Additionally, the loading factor values for each variable were greater than 0.4, confirming the legitimacy and relevance of the analysis. Table 2: Indicators, loadings and validity Construct KMO Indicator Loading Validity Workload 0.867 WL1 0.843 Valid WL2 0.862 Valid WL3 0.862 Valid WL4 0.861 Valid WL5 0.756 Valid WL6 0.725 Valid Motivation 0.868 MTV1 0.862 Valid MTV 2 0.885 Valid MTV 3 0.785 Valid MTV 4 0.841 Valid MTV 5 0.901 Valid MTV 6 0.778 Valid Employee Performance 0.875 EP1 0.819 Valid EP2 0.882 Valid EP 3 0.878 Valid EP 4 0.689 Valid EP 5 0.710 Valid EP 6 0.842 Valid EP 7 0.828 Valid EP8 0.706 Valid EP 9 0.784 Valid Advances in Business-Related Scientific Research Journal, Volume 15, No. 2, 2024 9 EP10 0.794 Valid EP 11 0.809 Valid Organizational Culture 0.877 OC 1 0.724 Valid OC 2 0.791 Valid OC 3 0.821 Valid OC 4 0.821 Valid OC 5 0.801 Valid OC 6 0.617 Valid OC 7 0.558 Valid OC 8 0.596 Valid OC 9 0.750 Valid OC 10 0.698 Valid OC 11 0.698 Valid OC 12 0.820 Valid OC 13 0.767 Valid OC 14 0.794 Valid OC 15 0.747 Valid Reliability test Based on the results of the reliability test, all variables under research, including workload, motivation, performance, and organizational culture, had Cronbach's alpha values exceeding 0.7. As a result, it can be concluded that all variables demonstrated high reliability. Regression test A regression test was carried out to determine the influence of the relationship between the variables in the model. The strength of this relationship is detailed in Table 3. Table 3: Regression test results Equation Model Adj. R Square F-test T-test Conclusion EP=b 11WL + b 12MTV + e 11 0.616 F Statistic Sig β Sig Model Fit 107.047 000 Workload on EP 0.606 0.000 Rejected Motivation on EP 0.233 0.003 Accepted EP = b 21WL + b 22 WL*OC + e 21 Interaction of Organizational Culture with Workload 0.470 0.019 Accepted EP = b 31MTV + b 32 MTV*OC + e 31 0.834 0.000 Accepted Model test The data presented in Table 3 shows that the model test outcomes indicated an Adjusted R Square value of 61.6%. This value signifies a substantial portion of the variance in employee performance being explained by workload and motivation. Additionally, the F test results showed a significance value (sig-F) of 0.000, which is less than 0.05, satisfying the goodness-of-fit requirements for Ordinary Least Squares (OLS) regression analysis. Advances in Business-Related Scientific Research Journal, Volume 15, No. 2, 2024 10 Hypothesis testing The analysis result showed that employee performance was positively influenced by workload, with a regression coefficient of 0.606 at a significance level of 0.000. This observation led to the rejection of Hypothesis 1, which stated a detrimental influence of workload on performance. Employee performance was also found to be positively influenced by motivation, as evidenced by a regression coefficient of 0.233 at a significance level of 0.003, leading to the acceptance of Hypothesis 2. Furthermore, the influence of workload on employee performance was effectively moderated by organizational culture, as evidenced by a regression coefficient of 0.470 at a significance level of 0.019, all of which supported the acceptance of Hypothesis 3. Organizational culture, was also found to effectively moderate the influence of motivation on employee performance, with a regression coefficient of 0.834 and a significance level of 0.000, leading to the acceptance of Hypothesis 4. DISCUSSION This research investigates the role of organizational culture as a moderator among employees of PT Kayulapis Indonesia to assess the influence of workload and motivation on employee performance. In order to achieve its aim, a regression test was carried out and the results showed a negative correlation between employee performance and workload. This suggests that the performance of an employee would decline proportionally if the assigned workload exceeds the capacity of the individual. These results support the assertion by Gibson et al. (2012) that excess workload is characterized by the assignment of too many tasks and insufficient timeframes to complete the given tasks. Theoretically, the phenomenon implies that an increase in workload leads to a decrease in employee performance, and decreased performance can also be attributed to the increased work stress resulting from excessive tasks. Excessive workload may elicit negative emotional reactions such as headaches, dyspepsia, impatience, as well as physical and mental exhaustion. However, it is also important to establish that an insufficient workload may result in boredom due to a lack of engagement. The results of this research showed a contrary perspective, indicating the role of increased workload in enhancing employee performance. The present observation is supported by the workload indicator with the highest mean, which reflected a safe, comfortable, and conducive work environment. Typically, wiithin a conducive environment, employees do not feel pressured even when facing a workload exceeding the organization's target, specifically when sufficient time is allocated for task completion. The majority of the research respondents, which were aged over 40 years further support these results, as the mature age of the respondents leads to an inherent equipping with deeper knowledge and understanding of the assigned work. The age bracket also showed respondents’ commitment to the organization. The obtained results Advances in Business-Related Scientific Research Journal, Volume 15, No. 2, 2024 11 are in line with previous research conducted by Adrianto et al. (2020), Lutvi et al. (2021), Rusmiyati et al. (2021), Sipayung and Purba (2021), Muslih and Hardani (2022), Abdullah and Halik (2023), Harefa and Saputra (2023), and Usman et al. (2023). However, the findings were inconsistent with those of Tannady (2023) and Ibrahim et al. (2022), where such effects were not observed. Further analysis was conducted on the collected data with the aim of examining the positive influence of motivation on employee performance. The results obtained from this analysis suggest that employee performance is positively correlated with the level of employee motivation. As a result, it can be inferred that the motivational strategies adopted by organizations prove highly effective in elevating and improving employee performance. Motivation serves as the driving force behind the efforts dispensed by individuals towards the use of inherent skills and potential for the achievement of either personally or organizationally assigned objectives. According to the respondents, an indicator contributing to increased employee motivation in the observed organization is the opportunity to assume a supervisory role. With the ability to influence others, employees can better organize work for each team member, ensuring a balance between available time and target completion. This is evident from indicators receiving low responses, such as excessive demands for employees to undertake diverse tasks. The results of this present research are also consistent with Veliu et al. (2015), Gitongu et al. (2016), Festiningtyas and Gilang (2020), Adrianto et al. (2020), Amha and Brhane (2020), Ryandini and Nurhadi (2020), Sipayung and Purba (2021), Usman et al. (2023), Tannady (2023), and Harefa and Saputra (2023), all of which emphasized motivation as a positive influencer of employee performance. However, the investigation conducted by Ibrahim et al. (2022) reported otherwise and contradicted the results of this research. Following the data analysis, a moderation regression test was carried out during the course of the investigation. The results showed the moderating influence of organizational culture on the relationship between workload, motivation, and employee performance. Organizational culture, which comprises shared values adopted by all employees and served as a behavioral reference to attain organizational goals, was observed to amplify the influence of workload on employee performance. Additionally, this factor functions as a guiding framework that shapes the attitudes and behaviors of employees. The organizational culture emphasized in this research centers on a shared vision in executing duties and responsibilities. With a shared vision, employees can seamlessly fulfill assigned duties, while staying motivated because of the correspondence between personal aspirations and organizational goals. The moderation regression test also showed that organizational culture effectively moderated the influence of motivation on performance. It was found that an improved reward system for employee performance enhances organizational culture. CONCLUSIONS Advances in Business-Related Scientific Research Journal, Volume 15, No. 2, 2024 12 In conclusion, this research was carried out with a primary focus on the positive influence of workload and motivation on employee performance, with organizational culture serving as the moderating variable. In order to achieve the aim, stepwise multiple regression analysis was performed, and the results showed empirical evidence of the adverse influence of workload on employee performance, with a substantial correlation between high workload and reduced performance. This influence was further amplified by organizational culture, which was found to reinforce the decline in performance under high workload conditions. Accordingly, the analysis also showed a favorable association between employee performance and motivation, where high motivation levels correspond to increased performance. Based on the observation made, organizational culture reinforced this relationship by enhancing the role of motivation in improving employee performance. These findings corroborated a previous investigation carried out by Rijanti et al. (2020), which further reinforced the conclusions drawn in the current research. Theoretical contribution This research enriches the resource management literature, particularly in exploring the intricate relationship between workload, motivation, organizational culture, and employee performance. The investigation was carried out in line with the theory of learning motivation. The theory states that the engagement of individuals in learning activities arises from the desire to attain achievements. This implies that high levels of achievement orientation among employees lead to improved work outcomes and increased performance. It is also important to state that the results resonate with Maslow's theory of human motivation, emphasizing the inherent drive to fulfill various needs as a fundamental influencer of behavior in the workplace. Limitations and recommendations for future research This research used online questionnaires for data collection, which might introduce biases in responses. Future research could mitigate these limitations by incorporating interviews to directly engage participants and address shortcomings associated with online systems. Additionally, the scope of the present investigation was limited to employees in the jumbo veneer production line, and this invariably suggests caution in generalizing results to other work sectors. To address the stated limitation, future investigation could explore various occupational groups, by adopting longitudinal research to examine the stability of workload and the influence of motivation on employee performance over time. Longitudinal research would also facilitate the exploration of the consistency and stability of organizational behavior, as a moderator influencing employee performance across different time frames. Practical implications Advances in Business-Related Scientific Research Journal, Volume 15, No. 2, 2024 13 The results obtained from this research offer valuable practical knowledge for organizations to effectively manage employee workload, motivation, and organizational culture. The findings emphasize the importance of balancing high workloads with adequate rewards in order to sustain employee enthusiasm and enhance performance. Based on the observations made, it is suggested that organizations prioritize efforts to continually motivate employees using relevant rewards to foster morale and productivity. 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