Organizational Culture and Work Discipline Boost Employee Satisfaction at XYZ Cooperative

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Cimahi – Organizational culture and work discipline have been shown to positively influence employee job satisfaction in the Artificial Insemination and Animal Health Department of XYZ Cooperative. The finding comes from research by Nabila Rahmawati and R.M. Juddy Prabowo of the Faculty of Economics and Business, Universitas Jenderal Achmad Yani, published in 2026. The study involving 36 employees found that organizational culture and work discipline influence job satisfaction both individually and simultaneously.

Job satisfaction has become an important issue amid challenges facing Indonesia’s dairy sector. The article notes that fresh cow’s milk production in Indonesia declined between 2020 and 2024, falling from more than 946 thousand metric tons in 2020–2021 to approximately 808 thousand metric tons in 2024. Such conditions may increase pressure related to workloads, performance targets, productivity, and organizational stability.

Cooperatives play an important role in maintaining livestock businesses and supporting milk production. Amid business pressures, human resource management becomes an essential part of organizational sustainability. Employees who feel valued and supported by their organization tend to develop stronger commitment toward their work.

This issue was also identified at XYZ Cooperative. Internal data used in the study showed that the number of employees leaving the Artificial Insemination and Animal Health Department increased from three people in 2024 to five people in 2025. The turnover rate also increased from 8 percent to 13.70 percent, moving from the normal category to the high category based on the criteria used in the study.

Rahmawati and Prabowo examined organizational culture and work discipline as two factors associated with employee job satisfaction. Organizational culture in the study covers innovation, attention to work, results orientation, employee orientation, teamwork, initiative, and stability. Work discipline was assessed through punctuality and employee responsibility.

The findings show that organizational culture was categorized as strong, with an average score of 4.13. The people-oriented aspect recorded the highest score at 4.24, while stability recorded the lowest score at 4.04. The results indicate that organizational culture was generally well implemented, although consistency in applying organizational values still needs to be strengthened.

Work discipline was also categorized as high, with an average score of 4.14. Responsibility recorded a score of 4.16, while punctuality reached 4.11. The researchers noted that compliance with working hours remains an area that can be improved to ensure more consistent implementation of workplace discipline.

Meanwhile, employee job satisfaction was categorized as satisfied, with an average score of 4.13. The absenteeism aspect recorded the highest score at 4.17, while employee turnover and organizational size each recorded 4.11. These results indicate that employees were generally satisfied with their jobs, although turnover and organizational aspects still require attention.

Statistical analysis further supported these findings. Organizational culture had a positive regression coefficient of 0.418 with a significance level of 0.000. This indicates that stronger organizational culture was associated with higher employee job satisfaction. Work discipline also showed a positive influence, with a regression coefficient of 0.499 and a significance level of 0.010. Both factors were found to have significant effects on job satisfaction.
When considered together, organizational culture and work discipline explained 68 percent of the variation in employee job satisfaction. This figure was classified as a high or strong effect. The remaining 32 percent was associated with other factors not included in the study. The simultaneous test also produced an F value of 35.135 with a significance level of 0.000, confirming that the two factors jointly influence job satisfaction.

The findings indicate that improving employee satisfaction requires more than formal workplace rules. Organizational values need to be practiced consistently in daily activities, while discipline should be supported through punctuality, responsibility, and compliance with established procedures.

Rahmawati and Prabowo recommend that XYZ Cooperative strengthen values such as innovation, openness, camaraderie, and inclusivity among all employees, including field personnel. Work discipline can also be strengthened through clearer working-hour enforcement, regular training, and reward systems for disciplined employees. These measures are expected to improve job satisfaction, reduce turnover, and support sustainable organizational performance.

Author Profiles

Nabila Rahmawati — Faculty of Economics and Business, Universitas Jenderal Achmad Yani.

R.M. Juddy Prabowo — Faculty of Economics and Business, Universitas Jenderal Achmad Yani.

Research Source

Article title: “Job Satisfaction Among Employees in the Artificial Insemination and Animal Health Department at the XYZ Cooperative: Is Influenced by Organizational Culture and Work Discipline”

Journal: International Journal of Scientific Multidisciplinary Research (IJSMR), Vol. 4, No. 9, 2026, pp. 2073–2090.

DOI: https://doi.org/10.55927/ijsmr.v4i9.156

Journal link: https://journalijsmr.my.id/index.php/ijsmr

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