Medan — The implementation of e-performance has not been proven to directly improve the performance of Civil Servants (ASN) at the Investment and One-Stop Integrated Service Office (DPMPTSP) of North Sumatra Province. However, the system significantly improves job satisfaction, while organizational culture and job satisfaction have positive and significant effects on ASN performance. The findings come from a study by Evayanti Panjaitan, Prihatin Lumbanraja, and Yeni Absah from the Master of Management Science Program, Faculty of Economics and Business, University of North Sumatra. The study was conducted from February to July 2026 and involved all 82 Civil Servants who received Additional Employee Income (TPP) at DPMPTSP of North Sumatra Province.
Digital transformation in government has encouraged public institutions to change how employee performance is managed and evaluated. E-performance has become one of the systems used to make performance management more transparent, measurable, and accountable. The system allows government institutions to plan targets, record daily performance, monitor achievements, provide feedback, and evaluate ASN performance in a more structured manner.
DPMPTSP of North Sumatra Province has adopted e-performance as part of its digital governance system. However, several challenges remain. The study identified inconsistencies in daily performance reporting, inadequate quality of performance narratives, and differences between planned and actual performance achievements. These conditions are also reflected in the distribution of TPP, as only 32.14 percent of employees received the full amount, while most employees experienced deductions related to performance, attendance, or behavioral assessments.
The study uses TPP as an indicator of ASN performance because it is considered more objective than relying solely on employee perceptions or Employee Performance Target scores. The use of TPP also provides a distinctive feature of the study because the allowance is linked to performance achievement, attendance, and work behavior.
Organizational culture is another factor examined in the study. It includes shared values, beliefs, and norms that shape employee behavior. In Indonesia’s civil service environment, these values are reflected in the ASN BerAKHLAK Core Values, which emphasize integrity, collaboration, service orientation, and professionalism. Previous studies have shown that organizational culture can influence both employee performance and job satisfaction.
A preliminary survey at DPMPTSP North Sumatra found that BerAKHLAK values had not yet been fully internalized. Only 62 percent of employees stated that these values were consistently implemented. Recognition of high-performing employees and a results-oriented work culture were also considered relatively weak. These conditions highlight the importance of examining the relationship between organizational culture, job satisfaction, and ASN performance.
Job satisfaction was then positioned as a factor connecting the work system and organizational culture with performance. The preliminary survey found moderate levels of employee satisfaction, particularly regarding compensation, career development opportunities, supervisory support, and fairness in TPP distribution.
To examine these relationships, Panjaitan, Lumbanraja, and Absah used a quantitative associative approach. Primary data were collected through five-point Likert-scale questionnaires, while supporting data came from institutional documents, government regulations, and relevant literature. Before the main survey, an instrument containing 49 measurement items was tested on 30 respondents with similar organizational characteristics. The research data were then analyzed using Partial Least Squares Structural Equation Modeling, or PLS-SEM, with SmartPLS 4.0.
The measurement results showed that the indicators adequately represented the research variables. The Average Variance Extracted values reached 0.714 for e-performance implementation, 0.711 for organizational culture, 0.801 for job satisfaction, and 0.741 for ASN performance. All values were above the 0.50 threshold. Reliability testing also produced very high Cronbach’s Alpha values: 0.964 for e-performance, 0.966 for organizational culture, 0.977 for job satisfaction, and 0.968 for ASN performance.
The research model showed that e-performance implementation and organizational culture together explained 72.5 percent of the variation in ASN performance. The two variables also explained 52.1 percent of the variation in job satisfaction. These results indicate that the model has strong explanatory power in describing factors related to ASN performance and job satisfaction at DPMPTSP North Sumatra.
However, the direct-effect analysis produced an important finding. E-performance implementation had a coefficient of 0.125, with a t-statistic of 1.440 and a p-value of 0.150. Because the significance value was above 0.05, e-performance was found to have no significant direct effect on ASN performance. In other words, simply having a digital performance system does not automatically improve employee performance.
According to the study’s discussion, the effectiveness of e-performance is still influenced by user readiness, digital literacy, employees’ perceptions of the system’s benefits, and consistency of implementation. A well-designed system requires employees to adapt effectively before it can generate stronger performance outcomes.
Although e-performance did not have a significant direct effect on performance, it had a positive and significant effect on job satisfaction. Its path coefficient reached 0.475, with a t-statistic of 6.296 and a p-value of 0.000. A more transparent, objective, and structured assessment system can strengthen employees’ perceptions of fairness and job certainty, particularly because performance achievements are linked to TPP distribution.
Organizational culture produced a stronger direct effect on ASN performance. The coefficient was 0.311, with a t-statistic of 3.640 and a p-value of 0.000. This finding indicates that values such as integrity, cooperation, responsibility, morality, and service orientation can shape more productive work behavior and support the quality of public services.
Organizational culture also had a positive and significant effect on job satisfaction. The coefficient reached 0.352, with a t-statistic of 3.863 and a p-value of 0.000. A harmonious, supportive, and service-oriented workplace can create greater comfort and strengthen employees’ attachment to the organization.
The most dominant factor explaining ASN performance was job satisfaction. Its effect on performance had a coefficient of 0.536, with a t-statistic of 6.362 and a p-value of 0.000. Its effect size of 0.501 was also categorized as large. This finding indicates that employees’ satisfaction has a stronger practical contribution to performance than simply relying on formal systems or technology.
Job satisfaction also mediated the relationship between e-performance, organizational culture, and ASN performance. The indirect effect of e-performance through job satisfaction reached 0.254, with a t-statistic of 4.649 and a p-value of 0.000. Meanwhile, the indirect effect of organizational culture through job satisfaction reached 0.188, with a t-statistic of 3.020 and a p-value of 0.003. Both indirect relationships were statistically significant.
These findings indicate that digitalization in government work systems cannot rely solely on providing an application. Employees need proper assistance, sufficient understanding of the system, and clarity regarding the relationship between performance achievements, evaluations, and rewards. The researchers recommend that DPMPTSP North Sumatra strengthen e-performance development, provide assistance in preparing performance targets and reports, and establish a consistent feedback mechanism between supervisors and employees.
Transparency in performance assessment and TPP distribution should also be improved. Employees need to understand how performance achievements, work behavior, and rewards are connected. Digitizing documents and work evidence is also important for strengthening accountability and facilitating continuous performance monitoring and evaluation.
For the public sector, the findings demonstrate that technology and organizational culture need to be accompanied by effective employee experience management. Digital systems can make performance assessment more structured, but their impact on performance becomes stronger when employees are satisfied, receive organizational support, and understand the purpose of the system they use.
Overall, the research by Evayanti Panjaitan, Prihatin Lumbanraja, and Yeni Absah shows that e-performance does not have a significant direct effect on ASN performance, but it can improve job satisfaction, which subsequently contributes to better performance. Organizational culture, meanwhile, directly improves performance while also strengthening job satisfaction. Therefore, improving ASN performance at DPMPTSP North Sumatra requires an integrated approach combining technology, organizational culture, and job satisfaction.
Authors
Evayanti Panjaitan — University of North Sumatra.
Prihatin Lumbanraja — University of North Sumatra.
Yeni Absah — University of North Sumatra.
Research Source
Article Title: The Influence of E-Performance Implementation and Organizational Culture on the Performance of State Civil Apparatus with Job Satisfaction as an Intervening Variable at the Investment and One-Stop Integrated Service Office (DPMPTSP) of North Sumatra Province
Journal: East Asian Journal of Multidisciplinary Research (EAJMR), Vol. 5, No. 8, 2026, pp. 3571–3588.
DOI: https://doi.org/10.55927/eajmr.v5i8.249
Journal Link: East Asian Journal of Multidisciplinary Research (EAJMR)
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