P-ISSN: 2808-5957
E-ISSN: 2808-6724
ijoms.internationaljournallabs.com
621
ORGANIZATIONAL CULTURE, WORK ETHOS ON EMPLOYEES’ MOTIVATION
AND PERFORMANCE AT UPT SURABAYA ROAD – BRIDGE MANAGEMENT
Auliaillah Ilmi Rahadianto
1
, Slamet Riyadi
2
, Riyadi Nugroho
3
17
th
August University of Surabaya, Indonesia
1
auliaillahpsy@gmail.com
2
slametriyadi10@untag-sby.ac.id
3
riyadi@untag-sby.ac.id
Abstract
Performance can be influenced by the encouragement or motivation of employees to be willing to work harder,
work ethic in accordance with loyalty or a strong sense of love for the values and goals of the organization, and
organizational culture that can trigger or stimulate employee performance to be better. Robbins and Judge
(2015: 358) state that a strong culture will have a great influence on the behavior of its members because the
high level of togetherness and intensity creates an internal climate of high behavioral control. The analysis data
technique used in this research is a quantitative analysis using SEM (Structural Equation Modeling) model or
Structural Equation Model with AMOS 23.0 program. The result of this research is the regression between
organizational culture and work motivation, the CR value (Critical Ratio) is 5.720. The regression between
organizational culture and employee performance has a CR (Critical Ratio) value of 2,508. Between work ethic
and work motivation, the CR (Critical Ratio) value is 2,345. Between work ethic and employee performance, the
CR (Critical Ratio) value is 1.961. Between work motivation and employee performance, the CR (Critical Ratio)
value is 4.298.
Keywords: organizational culture; work ethic; work motivation; employee performance
This work is licensed under CC BY-SA 4.0
INTRODUCTION
Human resources are a very important asset for the company. By having quality human
resources, the company is expected to have the opportunity to win the competition and be able to
achieve success. Improving the quality of human resources is a definite need in line with the
implementation of regional autonomy. Improving the quality of Civil Servants aims to change their
behavior to be more capable of carrying out activities in all fields because basically human
behavior can achieve the goals to be achieved.
Quality employees according to Sumual (2017) will facilitate the work unit in achieving its
goals, both in terms of dedication and service. To realize optimal employee performance as
expected. Ravianto in Sumual (2017) argues that performance can be influenced by the
encouragement or motivation of employees to be willing to work harder, a work ethic that is in
accordance with loyalty, or a strong sense of love for values. Organizational values and goals and
organizational culture can trigger or stimulate employee performance to be better.
Robbins and Judge (2015) state that a strong culture will have a great influence on the
behavior of its members because the high level of togetherness and intensity creates an internal
climate of high behavioral control. The work ethic according to Sinamo (2014) is the work ethic
is the spirit, enthusiasm, and mentality that manifests into a set of positive work behaviors. Simple
motivation according to Hasibuan (2017) can be formulated as things that cause, channel, and
Organizational Culture, Work Ethos on Employees’ Motivation and Performance At UPT Surabaya Road –
Bridge Management
622 Indonesian Journal of Multidisciplinary Science, 1(6), March 2022
support human behavior so that they are willing to work hard and enthusiastically achieve optimal
results.
Based on the background of the problem above, the researcher is interested in researching:
The influence of organizational culture, work ethic on work motivation and employee performance
at the Surabaya Road and Bridge Management Unit.
Organizational Culture
Robbins and Judge (2015) stated that organizational culture concerns how members see the
organization, not whether members of the organization like it or not because members absorb
organizational culture based on what they see or hear in the organization. The seven characteristics
of organizational culture are innovation and risk-taking, attention to detail, outcome-oriented,
people-oriented, team-oriented, aggressiveness, and stability.
Work Ethic
Work ethic according to Jansen Sinamo (2005), is a set of positive behaviors rooted in
fundamental beliefs accompanied by a total commitment to an integral work paradigm. Work Ethic
of five indicators, namely enthusiastic, enjoying work, fully dedicated, excited, and able to learn.
Work Motivation
Robbins and Judge (2015) define motivation as a process that produces an individual
intensity, direction, and persistence in an effort to achieve a goal. Work motivation includes five
indicators, namely physiological needs, safety and security, belongingness, esteem, and self-
actualization.
Employee Performance
Wibowo (2010) stated that performance is the implementation of the plans that have been
prepared. Performance has five indicators, which are work quality, work quantity, punctuality,
effectiveness, and independence.
Conceptual Framework and Hypotheses
Figure 1. Conceptual framework
Organizational Culture, Work Ethos on Employees’ Motivation and Performance At UPT Surabaya Road –
Bridge Management
623 Indonesian Journal of Multidisciplinary Science, 1(6), March 2022
H1: Organizational culture has a significant effect on work motivation of UPT Surabaya Road and
Bridge Management
H2: Organizational culture has a significant effect on employee performance UPT Surabaya Road
and Bridge Management
H3: Work ethic has a significant effect on the work motivation of UPT Surabaya Road and Bridge
Management employees
H4: Work ethic has a significant effect on the performance of UPT Surabaya Road and Bridge
Management employees
H5: Work motivation has a significant effect on employee performance
METHOD
This research is quantitative research with a descriptive approach. Researchers use Saturated
Sampling. The population in this study are employees at UPT Surabaya Road and Bridge
Management office who occupy positions as civil servants, PTT-PK, and outsourcing workers.
Data collecting used a Likert scale 1-5 questionnaire and processed using SPSS to count for
validity and reliability, this research model uses SEM with the AMOS version 23 application
program.
RESULT AND DISCUSSION
Validity test
Validity test the usage correlation of Pearson product-moment (r). If the correlation price
from count r on every declaration question produces have significant (sig.) more than less than 5%
and the statement from this question is patent. Each indicator in each variable has a significance
value of less than 0.05, so it can be said that all statement items used to measure each indicator in
each variable are valid
Reliability Test
Table 1. Reliability Test Results
Variable
Cronbach's Alpha
Information
Organizational Culture
(X1)
0,789
Reliable
Work ethic (X2)
0,689
Reliable
Work Motivation (Z)
0,731
Reliable
Employee Performance (Y)
0,746
Reliable
Rule of thumbs
41
≥ 0,60
The reliability test used correlation (r) Pearson’s product-moment that this correlation r have
more statement to produce the subject than r table have a significant value (sig.) and have less than
5% subject this research is reliable.
Organizational Culture, Work Ethos on Employees’ Motivation and Performance At UPT Surabaya Road –
Bridge Management
624 Indonesian Journal of Multidisciplinary Science, 1(6), March 2022
STS TS Ks S SS
X1.1 0 0 6 200 270 4,491
X1.2 0 0 6 224 240 4,434
X1.13 0 4 63 224 135 4,019
X1.14 0 0 24 232 200 4,302
X2.19 0 0 21 276 150 4,217
X2.20 0 0 9 220 240 4,425
X2.21 0 0 27 248 175 4,245
X2.22 0 4 57 256 105 3,981
Z1.25 0 0 6 276 175 4,311
Z1.26 0 0 30 244 175 4,236
Z1.29 0 0 36 276 125 4,123
Z1.30 0 0 21 264 165 4,245
Y1.35 0 0 18 204 245 4,406
Y1.36 0 0 18 216 230 4,377
Y1.43 0 0 33 272 135 4,151
Y1.44 0 0 15 188 270 4,462
4,274
4,184
4,392
4,307
Organizational
Culture
Work Ethic
Work
Motivation
Employee
Performance
4,462
4,160
4,321
4,113
Variabel
Item
Frekuensi Jawaban
Mean
Item
Mean
Indicator
Descriptive Analysis Result
Table 2. Statistic Descriptive
The descriptive analysis result of this study:
1) The average organizational culture very high;
2) The average work ethic rate as low;
3) The average value of the work motivation variable is very low; and
4) The average value of the employee performance variable is the second highest of all
variables
Outlier Test
SEM is a multivariate method that combines aspect analysis and regression evaluation which
allows researchers to simultaneously see the interrelated effects of signs in measuring latent
constructs by looking at the chain of relationships for the involvement of other latent constructs.
Model Fit Result
Table 3. Overall Model Goodness of Fit Score
Indicator
Cov
Estimate
Descript
Chi-square
0,05
34,53
Good fit
Sign
0,05
0,408
Good fit
CMIN/df
2,00
1,032
Good fit
RMSEA
0,08
0,017
Good fit
Organizational Culture, Work Ethos on Employees’ Motivation and Performance At UPT Surabaya Road –
Bridge Management
625 Indonesian Journal of Multidisciplinary Science, 1(6), March 2022
TLI
0,95
0,997
Good fit
CFI
0,95
0,998
Good fit
GFI
0,90
0,921
Good fit
AGFI
0,90
0,878
Marginal fit
The table saw the evaluation of the suitability model to measurement outcomes in displaying
the index values which are all suitable. The method precisely suits that the model already has an
excellent fit. Marginal fit is the version that continues to be inside the perfect limits of version
suitability.
Figure 2. Overall Model
Tabel 4. Hypothesis Testing
Estimate
C.R.
P
Information
Organizational
Culture
-->
Work Motivation
0,787
5,720
,000
Significant
Organizational
Culture
-->
Work Performance
0,198
2,508
,012
Significant
Work Ethics
-->
Work Motivation
2,116
2,345
,019
Significant
Work Ethics
-->
Work Performance
0,189
0,691
,489
Insignificant
Work Motivation
-->
Work Performance
0,527
4,298
,000
Significant
Organizational Culture, Work Ethos on Employees’ Motivation and Performance At UPT Surabaya Road –
Bridge Management
626 Indonesian Journal of Multidisciplinary Science, 1(6), March 2022
The magnitude of the influence between these variables is used to show and explain the
strong influence of the X variable on Z, the X variable on Y, and the Z variable on Y as evidenced
by the magnitude of the influence value.
Organizational Culture has a positive and significant effect on work motivation, these results
are consistent with the opinion of Robbins and Judge (2015) which states that a strong culture will
have a great influence on the behavior of its members because the intensity creates an internal
climate of high behavioral control. Organizational culture has an effect on employee performance.
This is consistent with the opinion of Gibson in Tewal et al (2017), Organizational culture is what
employees feel and how this perception creates a pattern of beliefs, values, and expectations.
employees or employees as the driving force of the organization's operations, if the employee's
performance is good, the organizational performance will also increase.
Work ethic has an effect on work discipline, meaning that it is higher. This is consistent with
Jansen Sinamo (2005), Work Ethic is a set of positive behaviors rooted in fundamental beliefs
accompanied by a total commitment to an integral work paradigm. Work ethic has an effect but is
not significant on employee performance. similar to the opinion of Hadiansyah Andri and Rini P
Yanwaar (2015) that every person must be equipped with the potential and competence to fulfill
his soul calling. If the work is in accordance with the calling of his soul, the employee will have a
good performance. So it was concluded that the employees of the Surabaya Road and Bridge
Management UPT work not because of their soul calling, but because of various other aspects of
their work ethic.
Work motivation has a significant and influential effect on employee performance. The
results of testing the hypothesis are consistent with Hasibuan's (2017) opinion. Motivation is the
thing that causes, distributes, and supports human behavior so that they want to work hard and
enthusiastically achieve optimal results.
CONCLUSION
The conclusions of this research are:
1) Organizational culture has a significant effect on work motivation at the UPT Surabaya
Road and Bridge Management;
2) Organizational culture has a significant effect on employee performance at the Surabaya
Road and Bridge Management Unit;
3) Work ethic has a significant effect on employee motivation at the Surabaya Road and
Bridge Management Unit;
4) Work ethic has no significant effect on employee performance at UPT Surabaya Road and
Bridge Management; and
5) Work motivation has a significant effect on employee performance at the Surabaya Road
and Bridge Management Unit.
Suggestions to agencies are:
Organizational Culture, Work Ethos on Employees’ Motivation and Performance At UPT Surabaya Road –
Bridge Management
627 Indonesian Journal of Multidisciplinary Science, 1(6), March 2022
1) Creating a program for stimulus in increasing the work ethic of employees by fostering a
sense of love, sincerity, working hard with integrity in doing the work of each employee in
order to achieve the goals agency; and
2) Improving supporting facilities in various programs to complement work activities in each
section of the UPT Surabaya.
REFERENCE
2018 Employee Performance Report, accessed on 6 August 2021, from
https://binamarga.jatimprov.go.id/portal/phocadownload/LAKIP2018/LKjIP2018-.pdf
2019 Employee Performance Report, accessed on August 6, 2021, from
https://binamarga.jatimprov.go.id/portal/phocadownload/LAKIP2019/LKjIP-2019-
FINAL.pdf
Employee Performance Report 2020, accessed on 6 August 2021, from
https://binamarga.jatimprov.go.id/portal/phocadownload/LAKIP2020/LKjIP-2020.pdf
Hadiansyah, A., Yanwaar, R.P. (2015). The Influence of Work Ethic on Employee Performance
at PT. AE. Jurnal AL-AZHAR INDONESIA SERI HUMANIORA, 3(2).
Hasibuan, Malayu S. (2017). Human Resource Management. Revised Edition. Jakarta: Bumi
Aksara.
Robbin & Judge. (2015). Organizational Behavior Issue 16. Jakarta: Salemba Empat.
Sinamo, Jansen. (2015). 8 Professional Work Ethic. Jakarta: PT. Spirit Mahardika.
Sumual, T.E.M. (2017). Human Resources Management. Revised Edition. Surabaya: CV.
R.A.De.Rozarie (Anggota Ikatan Penerbit Indonesia).
Tewal, B., Adolfina, M.C.P., Tawas, H.N. (2017). Organizational Behavior. Bandung: Patra
Media Grapindo CV.
Wibowo. (2010). Work management. Jakarta: Rajawali Pers.
