The Influence of Work Motivation and Organizational Culture on Employee Performance with Job Satisfaction as a Mediating Variable at Bhayangkara Trijata Hospital Denpasar

Ardianta Rabu, September 09, 2026
Illustration by AI
FORMOSA NEWS

Strong Organizational Culture Directly Boosts Hospital Staff Performance, Study Shows

Organizational culture serves as the primary direct driver of employee performance in hospital settings, while job satisfaction and work motivation fail to directly enhance work output. A study published in 2026 by Gusti Ngurah Adhitya Mahendra from Universitas Mahasaraswati Denpasar demonstrates that job satisfaction does not mediate the relationship between work motivation or organizational culture and staff performance at Bhayangkara Trijata Hospital Denpasar. Conducted between April and June 2026, the research highlights that hospital managers must focus directly on enforcing shared values, clear communication, and operational discipline rather than relying on employee satisfaction to improve healthcare delivery.

Maintaining high-quality healthcare performance remains a persistent challenge for public and private medical institutions worldwide. At Bhayangkara Trijata Hospital Denpasar, internal records from 2025 revealed unstable service quality indicators. Hand hygiene compliance ranged between 86.8% and 90.5%, doctor visitation timeliness varied from 80.25% to 92.17%, and patient satisfaction hovered between 90.63% and 94%. Additionally, outpatient visits experienced sharp fluctuations, dropping from 16,646 in January 2025 to 8,767 in April, before shifting to 12,395 in July. These operational variations underscored the need to evaluate internal organizational systems, discipline, and employee behavioral factors.

To investigate these performance drivers, Gusti Ngurah Adhitya Mahendra from Universitas Mahasaraswati Denpasar designed a quantitative explanatory study. The research surveyed 86 non-physician Civil Servant (PNS) employees at Bhayangkara Trijata Hospital Denpasar who had at least five years of tenure, selecting participants through purposive sampling. Primary data gathered via structured questionnaires were evaluated using Structural Equation Modeling-Partial Least Squares (SEM-PLS) via SmartPLS 4.0 software to assess direct and indirect relationships among work motivation, organizational culture, job satisfaction, and employee performance.

The empirical analysis yielded several crucial findings regarding workforce management in healthcare environments:

  • Direct Impact of Organizational Culture: Organizational culture exerts a statistically significant positive effect on employee performance, recording the strongest direct path coefficient (0.646) in the model. Clear values, leadership, inter-unit communication, and adherence to standard operating procedures directly dictate output quality.
  • Drivers of Job Satisfaction: Both organizational culture (path coefficient 0.618) and work motivation (path coefficient 0.322) significantly boost employee job satisfaction.
  • Motivation Lacks Direct Performance Effect: Work motivation does not have a direct, statistically significant effect on employee performance (p-value 0.457). Individual drive alone cannot overcome structural or procedural limitations in hospital operations.
  • Job Satisfaction Does Not Drive Performance: Job satisfaction displays no significant direct impact on employee performance (p-value 0.290). Feeling satisfied with compensation or supervision does not automatically translate into higher productivity or stricter adherence to healthcare protocols.
  • Absence of Mediating Effects: Job satisfaction fails to mediate the impact of either work motivation or organizational culture on employee performance. Organizational culture directly drives performance outcomes without needing to act through job satisfaction.

The implications of this research provide actionable insights for hospital administrators, public health officials, and human resource practitioners. Leadership at Bhayangkara Trijata Hospital Denpasar and similar medical facilities must prioritize strengthening organizational culture through consistent inter-unit coordination, leadership modeling, and rigorous enforcement of standard operating procedures. While maintaining employee motivation and job satisfaction remains valuable for workplace morale, health administrators should not rely on satisfaction initiatives alone to solve operational inefficiencies or service quality issues.

The researcher emphasized the practical application of organizational values in daily healthcare delivery:

"In a hospital context, improving employee performance is more strongly linked to organizational values, norms, communication, leadership, and compliance with rules. Organizational culture must be translated into daily work behaviors so that core values are reflected in service quality and consistency."

Author Profile

  • Gusti Ngurah Adhitya Mahendra, S.E. – Researcher from the Faculty of Economics and Business at Universitas Mahasaraswati Denpasar, specializing in human resource management, organizational behavior, and healthcare administration.

Research Source

Ardianta

Diposting oleh Ardianta

Posting Komentar

0 Komentar