International Journal of Multidisciplinary Research and Growth Evaluation  |  ISSN (Online): 2582-7138  |  Double-Blind Peer Review  |  Open Access  |  CC BY 4.0

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     2026:7/3

International Journal of Multidisciplinary Research and Growth Evaluation

ISSN (Online): 2582-7138 | Open Access

Influence of Organizational Culture and Workplace Environment on Employee Performance

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Volume: 6 | Issue: 2 | Pages: 425-433

Subject: Management

Country: Indonesia

License: CC BY 4.0

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Abstract

Community Health Centers (Puskesmas) play a crucial role in providing primary healthcare services within their designated areas. The Cirebon City Prosecutor's District oversees four health centers: Prosecutor's Health Center, Jalan Kembang Health Center, Fishermen's Health Center, and Pamitra Health Center. In the first half of 2023, one of these centers reported a Community Satisfaction Index (IKM) score of 75.00, falling short of the target (76.61), indicating room for service improvement. This study examines the impact of organizational culture and work environment on employee performance among 110 Puskesmas employees in the district, using a quantitative correlational design. Data were collected via questionnaires and analyzed through multiple linear regression. Findings indicate that both organizational culture (4.10) and work environment (4.02) are rated as "Good," with overall employee performance also classified as "Good" (4.05). However, organizational culture does not significantly influence performance (Sig. = 0.083), whereas the work environment has a positive and significant effect (Sig. = 0.002). Together, these factors significantly impact performance (Sig. = 0.000), contributing 16.8%, while 79.2% is influenced by other variables. In conclusion, while organizational culture alone does not directly enhance employee performance, a supportive work environment plays a critical role. The combination of both factors positively impacts overall employee effectiveness. 

How to Cite This Article

Vevi Nur Afifah Sanusi, Sri Suwarsi, Subhan Perkasa (2025). Influence of Organizational Culture and Workplace Environment on Employee Performance . International Journal of Multidisciplinary Research and Growth Evaluation (IJMRGE), 6(2), 425-433.

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  1. 21. Theresultsoftheregressionanalysisproducedthefollowingregressionequation: Y=148.493+0. andedenotestheerrorterm, accountingforanydisturbancesorunexplainedvariationsinthemodel. Thisequationindicemployeeperformance(Y\. Thecoefficientof0.252fororganizationalculturesuggeststhatforeveryone-unitincreaseinorganizationalculture, employeeperformanceisexpectedtoincreaseby0.252units, assumingallotherfactorsremainconstant. Similarly, thecoefficientof0.171fortheworkenvironmentimpliesthataone-unitimprovementintheworkenvironmentleadstoanincreaseof0.171unitsinemployeeperformance, providedothervariablesareunchanged. Theconstantvalueof148.493signifiesthebaselinelevelofemployeeperformancewhenbothorganizationalcultureandtheworkenvironmentareatzero. Meanwhile, theerrorterm(e\representsexternalfactorsnotincludedinthemodelthatmaystillinfluenceemployeeperformance. Thesefindingssuggestthatorganizationalcultureandtheworkenvironmentcollectivelycontributetotheenhancementofemployeeperformance. Astrongorganizationalculturefostersasharedsenseofvalues, beliefs, andbehaviorsamongemployees, whichcanleadtohighermotivation, jobsupportiveworkenvironment, ontheotherhand, ensuresthatemployeeshavethenecessaryresources, facilities, andinterpersonalrelationshipstoperformtheirtasksefficiently. Tofurthervalidatetheseresults, additionalstatisticaltestssuchasthet-testforpartialsignificanceandthe F-testforoverallmodelsignificanceshouldbeconducted. Thesetestswillhelpdeterminewhethertheindependentvariablessignificantlyimpactemployeeperformanceindividuallyandcollectively. Moreover, examiningthecoefficientofdetermination(R?\wouldprovideinsightsintohowmuchofthevariationinemployeeperformancecanbeexplainedbyorganizationalcultureandtheworkenvironment, helpingtoassessthemodel'soveralleffectiveness. Byunderstandingtheserelationships, organizationscanimplementtargetedstrategiestostrengthentheircultureandimproveworkplaceconditions, ultimatelyleadingtoenhancedemployeeperformanceandoverallorganizationalsuccess. Theinterpretationofthemultiplelinearregressionequationisasfollows: Thepositiveconstantvalueof148.483indicatesthatifthewillstillexperienceanincrease. Thissuggeststhatthereareotherfactorsinfluencingemployeeperformancebeyondthoseincludedinthismodel. whichis0.252, impliesthatanimprovementinorganizationalculturewillleadtoanincreaseinemployeeperformanceby0.252unitsor25.2%, assumingallothervariablesremainconstant. Thismeansthatfosteringastrongorganizationalculturecharacterizedbysharedvalues, norms, andacohesiveworkenvironmentcansignificantlycontributetoenhancingemployeeperformance. Similarly, thepositivecoefficientfortheworkenvironmentworkenvironmentwillresultinanincreaseinemployeeperformanceby0.171unitsor17.1%, providedothervariablesdonotchange. Thissuggeststhatfactorssuchasworkplacesafety, adequatefacilities, andapositiveinterpersonalatmospherecontributemeaningfullytoan Thesefindingsemphasizethecrucialroleofbothorganizationalcultureandtheworkenvironmentinshapingemployeeperformance. Organizations, especiallyinthehealthcaresector, shouldprioritizecultivatingastrongorganizationalcultureandprovidingaconduciveworkenvironmenttomaximizeemployeeproductivityandoverallinstitutionaleffectiveness. Thecoefficientofdetermination, asshowninthe Model Summary, providesanoverviewofhowwelltheindependentvariablesorganizationalcultureandworkenvironmentexplainthevariationsinemployeeperformance, whichisthedependentvariable. Inotherwords, the Model Summaryhelpsresearchersunderstandtheextenttowhichtheregressionmodelalignswiththeobserveddatawhilealsooutcomes. Inthisstudy, thecoefficientofdetermination(R-Square\is0.168, indicatingthat16.8%ofthevariationsinemployeeperformancecanbeexplainedbytheorganizationalcultureandworkenvironmentvariablesincludedinthemodel. Thissuggeststhatwhilethesetwofactorsdohaveaninfluenceonemployeeperformance, asignificantportion83.2%ofthevariationsinperformanceislikelyinfluencedbyotherfactorsnotaccountedforinthismodel. Thesecouldincludeelementssuchasleadershipstyle, motivation, jobsatisfaction, traininganddevelopmentprograms, andexternaleconomicconditions. Althoughthe R-Squarevalueisrelativelylow, itdoesnotnecessarilymeanthatorganizationalcultureandworkenvironmentareunimportant. Instead, ithighlightsthecomplexityofemployeeperformance, whichisoftenshapedbymultipleinterconnectedvariables. Futureresearchmaybenefitfromincorporatingadditionalpredictorstoimprovetheexplanatorypowerofthemodelandgainamorecomprehensiveunderstandingofthedeterminantsofemployeeperformanceinhealthcaresettings. Inthisstudy, thenumberofindependentvariablesistwoorganizationalcultureandworkenvironmentwhilethenumberofrespondentsis110employees. Aftersubstitutingthesevaluesintotheformula, thedegreesoffreedomaredeterminedas(2;110-2\=(2;108\, whichisthenusedtofindthe F-tablevalueinthe F-distributionstatisticaltable. The F-tablevalueobtainedis3.
  2. 8. International Journalof Multidisciplinary Researchand Growth Evaluationwww. allmultidisciplinaryjournal. com431|Page Theresultsofthesimultaneoustest(F-test\indicatethatthecalculated F-value(F-statistic\is10.800, whichisgreaterthanthe F-tablevalueof3.
  3. 8. Additionally, thesignificancelevelis0.000, whichissmallerthanthethresholdof0.
  4. 5. Basedonthesefindings, itcanbeconcludedthatthethirdhypothesis(H3\isaccepted. Thisresultsuggeststhatcollectivelyhaveapositiveandsignificantinfluenceonemployeeperformanceatthepublichealthcenters(Puskesmas\in Kejaksan District, Cirebon City. Thesefindingsimplythatimprovementsinbothorganizationalcultureandworkenvironmentcontributetoenhancedemployeeperformance. Astrongorganizationalculturefostersasenseofbelonging, sharedvalues, andmotivationamongemployees, whileaconduciveworkenvironmentensuresbetterworkingconditions, supportsystems, andjobsatisfaction. Thesignificantrelationshipidentifiedinthisstudyhighlightstheimportanceofthesefactorsinshapingemployeeproductivityandefficiencywithinhealthcareinstitutions. Futureresearchmayexploreadditionalvariablesthatcouldfurtherenhancetheexplanatorypowerofthismodel, suchasleadershipstyle, jobmotivation, andemployeeengagement. Apartialtest(t-test\isusedtodeterminetheextenttowhichanindividualindependentvariableinfluencesthedependentvariable. Thedecisionismadebycomparingthecalculatedt-valuewiththecriticalvalue, adjustedtoasignificancelevelof0.
  5. 5. Ifthecalculatedt-valueexceedsthet-tablevalueandthesignificancelevelislessthan5%, thenthenullhypothesis(H0\isrejected, andthealternativehypothesis(Ha\isaccepted. Conversely, ifthecalculatedt-valueislowerthanthet-tablevalueandthesignificancelevelisgreaterthan5%, then H0isaccepted, and Haisrejected(Sugiyono,2019\. Thecalculationresultsindicatethatthet-tabledistributionvalueis1.
  6. 982. Thisvalueservesasareferenceforassessingthestatisticalsignificanceoftheindependentvariablesininfluencingemployeeperformance. Bycomparingthecalculatedt-valuesoforganizationalcultureandworkenvironmentwiththist-tablevalue, thestudydetermineswhethereachvariablesignificantlyaffectsemployeeperformanceindividually. Iftheindependentvariablesyieldt-valuesgreaterthan1.982withsignificancelevelsbelow0.05, itconfirmsthatthesevariableshaveameaningfulimpactonperformance. Thisstatisticalapproachhelpsresearchersisolatetheeffectsofeachindependentvariable, ensuringthatanyobservedinfluenceonemployeeperformanceisnotmerelyaresultoftheircombinedeffectbutalsoaconsequenceofeachvariable'sindividualcontribution. Understandingtheserelationshipsprovidesvaluableinsightsfororganizationaldecision-making, particularlyindesigninginterventionstostrengthencorporatecultureandimproveworkingconditionsforenhancedemployeeproductivity. Basedontheresultsofthepartialtest(t-test\, thefindingscanbeexplainedasfollows: Theeffectoforganizationalcultureonemployeeperformancewasfoundtobeinsignificant. Thepartialtestresultsshowthatthecalculatedt-value(1.748\islowerthanthet-tablevalue(1.982\, withasignificancelevelgreaterthan0.05(0.083>0.05\. Thepathcoefficient(beta\is0.
  7. 170. Therefore, thefirsthypothesis(H1\isrejected, andthenullhypothesis(H0\isaccepted, indicatingthatorganizationalperformance(Y\atthe Kejaksan District Health Centerin Cirebon City. Thissuggeststhatvariationsinorganizationalculturedonothaveadirectandmeaningfulimpactonhowemployeesperformtheirduties. Incontrast, theeffectoftheworkenvironmentonemployeeperformancewasfoundtobepositiveandsignificant. Thepartialtestresultsshowthatthecalculatedt-value(3.175\ishigherthanthet-tablevalue(1.982\, withasignificancelevelbelow0.05(0.002<0.05\. Thepathcoefficient(beta\is0.
  8. 308. Thisleadstotheacceptanceofthesecondhypothesispositiveandsignificantinfluenceonemployeeperformance(Y\atthe Kejaksan District Health Centerin Cirebon City. Thismeansthatawell-maintainedandsupportiveworkenvironmentplaysacrucialroleinenhancingemployeeproductivityandeffectiveness. Thefindingsfromthepartialtest(t-test\reinforcethatwhileorganizationalculturedoesnothaveastatisticallysignificantimpactonemployeeperformance, theworkenvironmentdoes. Thecalculatedt-valuefororganizationalculture(1.748\islowerthanthet-tablevalue(1.982\, andthesignificancelevelobtained(0.083>0.05\furtherconfirmsthelackofsignificance. Thepathcoefficient(beta\of0.170alsosupportsthisconclusion. Ontheotherhand, theworkenvironmentwasfoundtobeakeydeterminantininfluencingemployeeperformance, highlightingtheimportanceofensuringconduciveworkingconditionstooptimizeworkforceproductivity. Thisstudyalignswithpreviousresearchconductedby Mewahaini&Sidharta(2022\. Theirstudyalsopresentedt-testresults, wherethecalculatedt-valuewas1.446, whichislowerthanthet-tablevalueof1.678, withasignificanceprobabilityof0.155, whichisgreaterthan0.
  9. 5. Thepathcoefficient(beta\wasfoundtobe0.
  10. 216. Basedonthesefindings, itcanbeconcludedthattheorganizationalculturevariable, whenanalyzedseparately, hasanegativeandinsignificanteffectonemployeeperformance. Thissupportstheresultsofthecurrentstudy, whichalsofoundthatorganizationalculturedoesnothaveameaningfulinfluenceonperformance. Theseconsistentfindingssuggestthatotherfactors, suchastheworkenvironmentorindividualemployeecharacteristics, mayplayamoredominantroleinshapingemployeeproductivityandeffectiveness. Theresultsofthepartialtest(t-test\indicatethattheworkenvironmenthasapositiveandsignificantinfluenceonemployeeperformanceatthe Puskesmasin Kejaksan District, Cirebon City. Thefindingsrevealthatthecalculatedt-value(3.175\isgreaterthanthet-tablevalue(1.982\, withasignificanceleveloflessthan0.05(0.002<0.05\. Additionally, thepathcoefficient(beta\is0.
  11. 308. Theseresultssuggestthatimprovementsintheworkenvironmentcontributedirectlytoenhancingemployeeperformance. Asupportiveandwell-structuredworkplacecanfosterefficiency, motivation, andoveralljobsatisfaction, leadingtohigherproductivity. Thesignificanceofthesefindingsreinforcestheimportanceofcreatingaconduciveworkenvironmentasastrategicfactorinoptimizingemployeeperformance. Thesefindingsalignwithpreviousresearch, whichalsodemonstratedasignificantrelationshipbetweentheworkenvironmentandemployeeperformance. Theresultsofthatstudyindicatedacalculatedt-valueof3.826, exceedingthet-tablevalueof1.975, withasignificancelevelof(0.000<0.05\andapathcoefficient(beta\of0.
  12. 314. Thesefindingsreinforcetheconclusionthattheworkenvironmenthasapositiveandsignificantpartialinfluenceonemployeeperformance. Theconsistencybetweenthisstudyandpreviousresearchhighlightsthecrucialroleoftheworkenvironmentinshapingemployeeproductivityandeffectiveness. Awell-structuredandsupportiveworksettingfostersmotivation, engagement, andoveralljobsatisfaction, International Journalof Multidisciplinary Researchand Growth Evaluationwww. allmultidisciplinaryjournal. com432|Pageultimatelyleadingtoimprovedperformanceoutcomes. Theseresultsemphasizetheneedfororganizationstoprioritizeworkplaceconditionsasastrategicfactorinachievingoptimalemployeeperformance. Theresultsofthesimultaneoustest(Ftest\indicatethatorganizationalcultureandworkenvironmenthaveapositiveandsignificantinfluenceonemployeeperformanceatthe Community Health Center(Puskesmas\in Kejaksan District, Cirebon City. Withan F-calculatedvalueof10.800, whichexceedsthe F-tablevalueof3.08, andasignificancelevelof0.000, whichislessthan0.05, thenullhypothesis(Ho\isrejected, andthealternativehypothesis(Ha\isaccepted. Thisfindingconfirmsthatorganizationalcultureandworkenvironment, whenconsideredtogether, playacrucialroleinshapingemployeeperformance. Asupportiveandwell-structuredworkenvironment, combinedwithastrongorganizationalculture, fostersemployeemotivation, jobsatisfaction, andproductivity. Theseresultshighlighttheimportanceofimprovingbothfactorstoenhanceoverallorganizationaleffectivenessandemployeeoutcomes. Thisstudyalignswiththefindingsofpreviousresearchconductedby Guloetal(2023\. Theirresearchexaminedtheinfluenceoforganizationalcultureandworkenvironmentonemployeeperformanceat PT. Kereta Api Indonesia Divre IISumbar. Theresultsofthe Ftestshowedan F-calculatedvalueof9.802, whichexceededthe F-tablevalueof2.329, withasignificanceprobabilityof0.000, whichislessthan0.
  13. 5. Thesefindingsreinforcetheconclusionthatorganizationalcultureandworkenvironmenttogetherhaveapositiveandsignificantinfluenceonemployeeperformance. Aconduciveworkenvironmentandawell-establishedorganizationalculturecreateconditionsthatenhanceemployeeengagement, motivation, andefficiency. Thisconsistencyacrossdifferentstudiessuggeststhatimprovingbothfactorsisessentialforoptimizingworkforceperformanceandachievingorganizationalgoals. Conclusion Basedonthediscussionpresented, severalkeyconclusionscanbedrawn. First, theorganizationalcultureatthe Puskesmasin Kejaksan District, Cirebon City, fallsintothe"Good"category, withanaveragescoreof4.
  14. 7. The Team Orientationdimensionreceivedthehighestscore(4.19\, indicatingstrongteamwork, whilethelowestscorewasobservedinthe Aggressivenessdimension(3.96\, thoughitstillremainswithinthe"Good"category. Overall, theorganizationalculturedemonstratesasolidfoundationinteamworkandbalancedimplementationacrossvariousaspects. Second, theworkenvironmentisalsoclassifiedas"Good,"withanaveragescoreof3.
  15. 96. Thenon-physicalworkenvironmentreceivedahigheraveragescore(4.12\comparedtothephysicalworkenvironment(3.81\, suggestingroomforimprovement, particularlyinthephysicalworkenvironment. Third, employeeperformanceiscategorizedas"Good,"withanoverallaveragescoreof4.
  16. 3. The Qualitydimensionscoredthehighest(4.10\, whilethe Effectivenessdimensionhadthelowestscore(3.94\, thoughstillwithinthe"Good"classification. Thesefindingsalignwiththe Employee Performance Unit'sevaluationbythe Agencyfor Personneland Human Resource Development, indicatingconsistentperformanceamong Puskesmasemployeesin
  17. 2023. Fourth, organizationalculturedoesnothaveasignificantimpactonemployeeperformanceatthe Puskesmasin Kejaksan District, implyingthattheeffectivenessoftheorganizationalculturedoesnotsubstantiallyinfluenceemployees'workoutcomes. Fifth, theworkenvironmenthasapositiveandsignificanteffectonemployeeperformance, demonstratingthatimprovementsintheworkenvironmentcontributetoenhancedemployeeperformance. Lastly, whenconsideredsimultaneously, organizationalcultureandworkenvironmentexertapositiveandsignificantinfluenceonemployeeperformanceatthe Puskesmas, emphasizingtheimportanceofbothfactorsinfosteringhigherproductivityandoverallworkplaceefficiency. References
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Journal: International Journal of Multidisciplinary Research and Growth Evaluation (IJMRGE)

Publisher: Anfo Publication House

ISSN: 2582-7138 (Online)

Frequency: Bimonthly

Language: English

Open Access: Yes - This article is distributed under the terms of the Creative Commons Attribution 4.0 International License

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