Bandung – Employee performance in the sales sector is influenced not only by target achievement but also by work motivation and the organizational culture surrounding employees. This situation was examined among sales employees at PT Arista Mitra Lestari, Soekarno Hatta Branch, Bandung, by Zulfatun Ni’mah and Khaerul Rizal Abdurahman from the Management Program, Faculty of Economics and Business, Jenderal Achmad Yani University.
Published in the East Asian Journal of Multidisciplinary Research, Volume 5, Issue 9, in 2026, the study found that work motivation and organizational culture were positively associated with employee performance, both individually and simultaneously. Together, the two factors explained 74 percent of the variation in employee performance within the research model.
Employee performance had become an important concern as performance evaluation results changed between 2024 and 2025. The number of employees receiving “good” and “very good” ratings declined from 15 employees in 2024 to 12 in 2025. At the same time, the number of employees classified as “fair,” “poor,” and “very poor” increased from 21 to 24.
These changes occurred alongside increases in absenteeism and lateness. Company records showed that absences increased from 205 incidents in 2024 to 246 incidents in 2025. Late arrivals also increased, rising from 199 incidents to 235 during the same period.
The implementation of organizational values also showed differences across dimensions. “Treat Customers” and “Servant Leadership” were considered to have been implemented relatively well. However, “Reach for the Stars,” “Uncompromised Integrity,” and “Team First, Individuals Second” had not yet been implemented optimally.
To examine the relationship between these factors, the study involved 35 sales employees and one supervisor. Data were collected through questionnaires, interviews, observations, and documentation. The data were processed using SPSS 25 and analyzed through multiple linear regression.
The research instrument used a five-point scale and measured three main variables: work motivation, organizational culture, and employee performance. Instrument testing showed that all indicators met the validity criteria. Reliability testing also produced acceptable Cronbach’s Alpha values of 0.838 for work motivation, 0.926 for organizational culture, and 0.903 for employee performance.
Work motivation recorded an overall average score of 3.29, categorized as moderate. The achievement dimension recorded the highest average score at 3.64, followed by affiliation at 3.35, while the need for power recorded 2.88.
Organizational culture also fell within the moderate category, with an average score of 3.34. Innovation and risk-taking and results orientation each recorded an average score of 3.50. Stability recorded a relatively lower score of 3.07.
Overall employee performance recorded an average score of 3.01, categorized as fair or satisfactory. Task execution recorded a score of 3.07, responsibility 3.03, work quantity 3.00, and work quality 2.96.
The regression analysis showed that work motivation had a coefficient of 0.221, with a t-value of 2.430 and a significance value of 0.021. Within the research model, this indicates a positive and significant relationship between work motivation and employee performance.
Organizational culture had a regression coefficient of 0.338, with a t-value of 8.925 and a significance value of 0.000. The result indicates a positive and significant relationship between organizational culture and employee performance.
When the two variables were analyzed simultaneously, the F-value reached 47.030 with a significance value of 0.000. This indicates that work motivation and organizational culture were jointly associated with employee performance. The R² value of 0.740 indicates that 74 percent of the variation in employee performance could be explained by the two variables in the model, while the remaining 26 percent was associated with other factors outside the model.
The findings highlight that sales employee performance is not solely connected to sales targets or output. Achievement motivation, relationships among employees, reward systems, organizational values, and consistency in workplace practices are all part of the organizational environment associated with performance.
For the company, the findings provide a basis for strengthening career development, clarifying promotion mechanisms, and developing performance-based rewards. Periodic evaluations may also help ensure that organizational values are applied consistently in employees’ daily activities.
The findings also provide opportunities for future studies to examine additional factors associated with employee performance, investigate different companies or sectors, and involve more diverse samples.
About the Authors
Zulfatun Ni’mah and Khaerul Rizal Abdurahman are affiliated with the Management Program, Faculty of Economics and Business, Jenderal Achmad Yani University.
Source
“The Influence of Work Motivation and Organizational Culture on the Performance of Sales Department Employees at PT. Arista Mitra Lestari, Soekarno Hatta Branch, Bandung.” East Asian Journal of Multidisciplinary Research, Volume 5, Issue 9, 2026, pp. 3715–3730.
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