Lensa Ilmiah Ae Jurnal Manajemen dan Sumberdaya (EISSN: 2964-7.
Volume 5.
Issue 1.
February 2026, pp.
The Effect of Competence.
Motivation, and Organizational Culture on Employee Performance Muhammad HifnyA, *Rangga Adhitia HermawanA.
Wahyu Hidayat3 1,2,3Graduate Program in Master of Management.
Universitas Pamulang.
Indonesia Email correspondence: ranggaadhitiahermawan@gmail.
Article Info Article History Submission: 2025-11-10 Accepted: 2026-02-24 Published: 2026-02-28 Keywords:
Competence.
Work motivation.
Organizational culture.
Employee performance.
Facility services industry.
Abstract This study examines the associations between competence, work motivation, organizational culture, and employee performance at PT Esefa Semesta Facility, a facility services company characterized by strict adherence to standard operating procedures, consistent field service delivery, and responsiveness to client demands.
The study employed a quantitative explanatory cross-sectional design using a structured questionnaire distributed to all employees through saturated sampling .
= .
Data were analyzed using multiple linear regression in SPSS 26 following instrument validity, reliability, and classical assumption testing.
The findings indicate that competence (B = 0.
p = 0.
, work motivation (B = 0.
p = 0.
, and organizational culture (B = 0.
p = 0.
are positively and significantly associated with employee performance.
Simultaneously, the regression model is statistically significant (F = p < 0.
and demonstrates substantial explanatory power (Adjusted RA = 0.
indicating that 83.
3% of the variance in employee performance is explained by the three These results suggest that enhancing job-relevant competencies, maintaining sustainable work motivation, and fostering an adaptive organizational culture constitute practical managerial levers for minimizing service variability and strengthening performance in facility service operations.
However, causal interpretation should be made cautiously due to the cross-sectional nature of the study design.
This is an open access article under the CC BY-SA license.
INTRODUCTION
Human resources constitute the most strategic component in determining organizational success, particularly within the service sector, where output quality heavily depends on individual behavior and In service organizations, employee performance not only influences internal productivity but also determines the quality of service perceived by Therefore, effective human resource management becomes a central agenda when companies face increasing demands for efficiency and professionalism.
In this context, strengthening human resources is positioned as the most realistic competitive lever, as it directly affects daily operational processes.
This perspective aligns with the argument that human factors play a decisive role in organizational performance across various work PT Esefa Semesta Facility operates in the facility services sector, where service quality is closely linked to operational discipline, strict compliance with standard operating procedures (SOP.
, and consistent work behavior in the field.
Companies in this sector typically face dynamic client requirements, tight service targets, and procedural adaptability demands.
Under such conditions, successful performance tends to depend on employeesAo readiness to consistently implement service standards, rather than merely completing administrative tasks.
Accordingly, employee capacity development must ensure alignment between capability, willingness to work, and shared work norms.
The focus on HR strengthening is particularly relevant because it directly influences service process quality and customer perception of the company.
http://journal.
org/index.
php/lms Employee performance serves as a key indicator of organizational effectiveness, reflecting work achievement, productivity, and individual contribution to corporate goals.
Performance evaluation functions as a basis for assessing work quality, accountability, and service process improvement.
In service companies, employee performance is closely tied to organizational reputation, as customers often assess service quality through field-level interactions and outputs.
At PT Esefa Semesta Facility, this aspect is especially critical, since employeesAo work outcomes directly represent the companyAos service quality.
Thus, employee performance is appropriately positioned as the primary dependent variable in evaluating HR management One frequently discussed determinant in HR management literature is competence.
Competence reflects employeesAo knowledge, skills, and work attitudes necessary to perform tasks effectively.
facility services, competence extends beyond technical capability to include behavioral competencies such as SOP compliance, work communication, and responsiveness to operational issues.
Therefore, competencies align with job demands and established service standards.
This argument is consistent with the view that competence is a fundamental factor influencing employeesAo ability to execute tasks However, high competence alone does not automatically translate into optimal performance if not accompanied by strong work motivation.
In practice, capable employees may not demonstrate peak performance without sufficient drive to achieve and Lensa Ilmiah Ae Jurnal Manajemen dan Sumberdaya (EISSN: 2964-7.
Volume 5.
Issue 1.
February 2026, pp.
sustain work effort.
At this juncture, work motivation functions as a psychological mechanism that directs the intensity, direction, and persistence of work Motivation influences how employees interpret work targets, respond to pressure, and maintain consistency with service standards.
Consequently, discussions of competence must be complemented by the motivation variable to avoid incomplete explanations of performance.
Work motivation may be understood as the driving force that encourages employees to initiate, sustain, and enhance effort toward work objectives.
In service contexts, motivation manifests in employeesAo readiness to comply with service standards, maintain interaction quality, and complete tasks within designated time Strong motivation may also reduce service variability, as employees tend to perform procedures Conversely, weak motivation often results in decreased work intensity, non-compliance with SOPs, and service quality decline.
Thus, work motivation represents a critical explanatory variable in employee performance models.
In addition to competence and motivation, organizational culture shapes work behavior patterns that function as Auinformal rulesAy within the organization.
An adaptive, disciplined, and collaborative culture fosters responsibility, strengthens commitment, and facilitates inter-unit coordination.
In service companies, organizational culture also influences how service standards are collectively interpreted and consistently implemented across operational situations.
A strong culture reduces behavioral deviations, as employees share common value references in decision-making.
Therefore, organizational culture is a relevant variable in explaining performance differences, even when competence and motivation levels are relatively Previous studies have examined the relationships among competence, motivation, organizational culture, and performance across various contexts.
For example.
Sagala et al.
tested competence, motivation, and culture within a unified model.
Sulastri et al.
and Dewi et al.
examined culture and motivation alongside other variables in different organizational settings.
and Ain et al.
explored similar variables within the educational sector.
However, generalization to SOP-intensive facility services remains limited.
Variations in sectoral context, work characteristics, and performance indicators restrict the applicability of existing findings to fieldbased work environments that heavily depend on procedural consistency and service stability.
Many HR studies rely on perception-based performance indicators, making it important to clarify the indicators used to enable readers to assess relevance and comparability.
Therefore, this study aims to test an integrative model of competence, motivation, and organizational culture within an SOP-intensive service context .
acility service.
that demands service The contribution of this study lies not merely in replicating established variable relationships, but in strengthening empirical evidence within a specific operational context.
Methodologically, the study adopts a crosectional design, with all variables measured through questionnaires administered at a single point in time http://journal.
org/index.
php/lms and from the same respondents.
Consequently, potential common method bias is acknowledged, and findings are interpreted as statistical associations rather than causal claims.
Mitigation procedures are addressed in the methodology section.
The unit of analysis consists of employees within a facility services company, using saturated sampling of all employees.
Respondent characteristics are presented descriptively to enable readers to assess contextual boundaries and generalization limits.
Based on the above rationale, the research questions are formulated as follows: .
How does competence influence employee performance? .
How does work motivation influence employee performance? .
How does organizational culture influence employee performance? and .
How do competence, motivation, and organizational culture simultaneously influence employee performance? The study aims to analyze both partial and simultaneous effects of these variables on employee performance within an SOP-intensive facility services context.
II.
METHOD
This study employed a quantitative explanatory design using a cross-sectional associative approach to examine the relationships between competence (X.
, work motivation (X.
, organizational culture (X.
, and employee performance (Y) at PT Esefa Semesta Facility.
The primary data were collected through a structured questionnaire.
In addition to the main variables, respondent characteristicsAisuch as gender, age, tenure, work unit/assignment, and positionAiwere gathered to provide contextual information for assessing sample representativeness and the scope of The study population consisted of all employees of PT Esefa Semesta Facility.
A saturated sampling .
technique was applied due to the relatively small population size, resulting in a total sample of n = 62 respondents.
Data were collected questionnaire distribution.
Participation was voluntary, and respondents were assured of anonymity and confidentiality to minimize social desirability bias.
The research instrument utilized a five-point Likert scale .
= strongly disagree to 5 = strongly agre.
Each construct was measured using indicators developed based on established human resource management and service operations concepts.
Competence encompassed knowledge, skills, and work attitudes.
work motivation captured drive and persistence.
organizational culture reflected shared norms and and employee performance focused on quality, quantity, timeliness, and teamwork.
The number of items for each variable was as follows:
, motivation .
, organizational culture .
, and performance .
Prior to hypothesis testing, instrument feasibility tests were conducted.
Item validity was assessed using itemAetotal correlation with the criterion r_calculated > r_table, while reliability was evaluated using CronbachAos Alpha with a threshold of > 0.
address potential common method bias arising from measuring all variables through a single questionnaire at the same time, procedural remedies were Lensa Ilmiah Ae Jurnal Manajemen dan Sumberdaya (EISSN: 2964-7.
Volume 5.
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February 2026, pp.
anonymity, emphasizing that there were no right or wrong answers, and avoiding leading or suggestive wording in questionnaire items.
Additionally, an exploratory statistical test .
HarmanAos single-factor tes.
was conducted as a supplementary verification Data analysis was performed in three stages.
First, descriptive statistics .
ean and standard deviatio.
and Pearson correlation analysis were conducted to provide an initial overview of relationships among Second, regression assumptions were tested, including residual normality .
ia normality tests and/or PAeP plot examinatio.
, multicollinearity .
olerance and Variance Inflation Facto.
, and heteroscedasticity .
Glejser test or residual plot analysi.
Third, hypothesis testing was conducted using multiple linear regression analysis with SPSS version 26.
Partial effects were examined using the t-test to assess the significance of each independent variable on employee performance, while the F-test was used to evaluate overall model fit.
The findings are interpreted as associative relationships rather than causal effects due to the cross-sectional nature of the study design.
RESULTS AND DISCUSSION
Results .
Validity Test The validity test was conducted to determine whether the research instrument .
was appropriate and capable of accurately measuring the constructs under investigation.
instrument item is considered valid if the calculated correlation coefficient .
_calculate.
exceeds the critical value .
_tabl.
at the specified significance level.
In this study, item validity was assessed using the Pearson productAe moment correlation test with the assistance of SPSS version 26.
The correlation was computed between each item score and the total score of its respective construct.
The decision criterion applied was that an item is declared valid if r_calculated > r_table at = 0.
The results of the validity analysis indicate that all questionnaire items across the variables of competence, work motivation, organizational culture, and employee performance have r_calculated values exceeding r_table.
Therefore, all items are considered valid and suitable for further statistical analysis.
This finding confirms that each item adequately represents the theoretical construct it is intended to measure.
The detailed results of the validity test for each variable are presented in Table 1 below.
Table 1.
Results of Validity Test for Research Variables Variables Competence Motivation Organizational Culture Performance R calculated 0,410 Ae 0,724 482 Ae 0,713 456 Ae 0.
480 Ae 0.
R table Info The validity test results indicate that all questionnaire items across the four research variables meet the validity criteria.
Specifically, the Competence variable (X.
consists of 15 items, all of which are declared valid.
Similarly, the Work Motivation variable (X.
comprises 15 valid http://journal.
org/index.
php/lms The Organizational Culture variable (X.
includes 12 items, all meeting the validity Finally, the Employee Performance variable (Y) consists of 15 items, each confirmed as valid.
These questionnaire items are appropriate for use in this study and adequately represent their respective constructs, thereby supporting further reliability testing and regression analysis.
Reliability Test A questionnaire is considered reliable when respondentsAo answers to the items are consistent and stable over time.
Higher reliability indicates greater internal consistency of the measurement In this study, reliability testing was conducted using CronbachAos Alpha () with the assistance of SPSS version 26.
A construct is deemed reliable if it produces a CronbachAos Alpha value greater than 0.
This threshold indicates satisfactory internal consistency among the items measuring each variable.
Therefore, constructs that meet this criterion are considered dependable and suitable for further statistical Table 2.
Reliability Test Results Variables Competence Motivation Organizational Culture Performance Number Cronba Alpha Info Reliabel Reliabel Reliabel Reliabel Based on the reliability test results, all questionnaire items across each variable are declared reliable and suitable for use in this study, as the CronbachAos Alpha values exceed the recommended threshold of 0.
This indicates that the measurement instruments demonstrate adequate internal consistency and stability for further statistical analysis.
Normality Test Before conducting hypothesis testing, a prerequisite analysis in the form of a normality test was performed to determine whether the research data were normally distributed.
Testing for normality is essential because it serves as the basis for deciding whether parametric or nonparametric statistical techniques are appropriate for subsequent analysis.
In this study, normality was assessed by examining the significance value (Exact Sig.
If the significance value exceeds 0.
05, the data are considered to be normally distributed.
The results of the normality test are presented as Exact Sig.
-taile.
Based on the results of the normality test, it can be concluded that the four variables examinedAi Lensa Ilmiah Ae Jurnal Manajemen dan Sumberdaya (EISSN: 2964-7.
Volume 5.
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February 2026, pp.
competence, work motivation, organizational performanceAiare normally distributed.
The significance value (Exact Sig.
2-taile.
obtained was 0.
308, which is greater Therefore, the data meet the assumption of normality, and parametric statistical analysis can be appropriately applied in this .
Multiple Linear Regression Analysis Multiple linear regression analysis was conducted to examine whether the independent variablesAicompetence (XCA), work motivation (XCC), and organizational culture (XCE)Aihave a significant effect on the dependent variable, employee performance (Y), either partially or The analysis was performed using SPSS version 26.
The results of the multiple linear regression analysis are presented in the following Table 3.
Multiple Linear Regression Results Variabels Competence Motivation Organizational Culture Std Eror Based on the multiple linear regression analysis, the regression equation is formulated as follows:
Y = 4.
331XCA 0.
284XCC 0.
388XCE
Where:
Y = Employee Performance XCA = Competence XCC = Work Motivation XCE = Organizational Culture The equation can be interpreted as follows:
The constant value of 4.
752 indicates that if organizational culture are assumed to be zero, the baseline value of employee performance would be 4.
The competence coefficient .
means that a one-unit increase in competence, holding motivation and organizational culture constant, will increase employee performance 331 units.
The work motivation coefficient .
implies that a one-unit increase in work motivation, assuming competence and organizational culture remain constant, will increase employee performance by 0.
284 units.
The organizational culture coefficient .
indicates that a one-unit increase in competence and motivation constant, will increase employee performance by 0.
This coefficient is the largest among the predictors, suggesting that organizational culture has the strongest relative contribution within the model.
Coefficient of Determination (RA) The coefficient of determination (RA) is used to assess the proportion of variance in the dependent variable .
mployee performanc.
that can be explained by the independent variables .
ompetence, work motivation, and http://journal.
org/index.
php/lms organizational cultur.
An RA value close to 0 indicates weak explanatory power, whereas a value close to 1 indicates strong explanatory Based on the SPSS 26 output, the RA value demonstrates that competence, work motivation, and organizational culture simultaneously explain a substantial proportion of variance in employee performance, while the remaining variance is influenced by other factors not included in this Adjusted R Square Based on the table above, the Adjusted R Square value is 0.
3%).
This indicates that 3% of the variance in employee performance can be explained by the independent variablesAi competence, work motivation, and organizational cultureAiin this research model.
The 7% of the variance is influenced by other variables not included in this study.
This result suggests that the regression model has strong explanatory power in describing employee performance within the context of PT Esefa Semesta Facility.
t-Test (Partial Tes.
The partial test .
-tes.
is conducted to determine whether each independent variable individually has a significant effect on the dependent variable.
A variable is considered statistically significant if the significance value .
is less than 0.
05 and the regression coefficient is in the same direction as the proposed hypothesis.
Based on the results of the t-test using SPSS version 26, the findings are presented in the following table:
Table 4.
Results of the t-Test Variables Competence Motivation Organizational Culture R calculated R table Sig For the competence variable (X.
, the calculated t-value is 2.
606, which is greater than the t-table value of 1.
669, with a significance value of 0.
01 < 0.
This indicates that competence has a statistically significant positive effect on employee performance (Y).
Therefore, it can be concluded that competence partially influences employee performance.
For the work motivation variable (X.
, the calculated t-value is 324, which is also greater than the t-table value 669, with a significance value of 0.
02 < 0.
This result demonstrates that work motivation has a statistically significant positive effect on employee performance.
Thus, work motivation partially affects employee performance.
Similarly, for the organizational culture variable (X.
, the calculated t-value is 2.
568, exceeding the t-table value of 1.
669, with a significance value of 0.
01 < 0.
This finding indicates that organizational culture has a statistically significant positive effect on employee performance.
Conse- Lensa Ilmiah Ae Jurnal Manajemen dan Sumberdaya (EISSN: 2964-7.
Volume 5.
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February 2026, pp.
quently, organizational culture partially influences employee performance.
Overall, these results confirm that competence, work motivation, and organizational culture each have a significant partial association with employee performance in the research model.
F-Test (Simultaneous Tes.
The F-test is conducted to examine whether the independent variables simultaneously have a significant effect on the dependent variable.
the calculated F-value (Fcoun.
is greater than the F-table value (Ftabl.
, it indicates that all independent variables collectively have a statistically significant effect on the dependent Conversely, if Fcount is less than Ftable, the independent variables do not have a significant simultaneous effect on the dependent Based on the results of the F-test using SPSS version 26, the findings are presented in the following table:
Table 5.
Results of the F-Test F calculated F table Sig Based on the results of the F-test, the calculated F-value is greater than the F-table value .
080 > 2.
, with a significance level of 001 < 0.
This indicates that the regression model is statistically significant.
Therefore, it can be concluded that competence, work motivation, and organizational culture simultaneously have a positive and significant association with employee performance.
Discussion Based on the results of the multiple linear regression analysis, this study demonstrates that competence, work motivation, and organizational culture are positively and significantly associated with employee performance at PT Esefa Semesta Facility, both partially and simultaneously.
These findings reinforce the view that strengthening human resource quality is a central driver of organizational performance, particularly in service industries where operational discipline, service consistency, and efficiency are critical performance determinants.
The Effect of Competence on Employee Performance The findings indicate that competence has a significant positive association with employee This suggests that higher levels of technical ability, job-related knowledge, and practical skills contribute to more effective job Employees possessing competencies aligned with operational standards are better equipped to perform tasks efficiently, comply with standard operating procedures (SOP.
, and adapt to evolving service demands.
These results support prior studies .
Kartini et al.
Hermawan et al.
, 2.
, which emphasize competence as a foundational determinant of individual productivity and organizational In SOP-intensive service environhttp://journal.
org/index.
php/lms ments, competence ensures that tasks are executed correctly and consistently.
The Effect of Work Motivation on Employee Performance Work motivation is also found to have a significant positive association with employee Employees with stronger motivation demonstrate higher persistence, commitment to responsibilities, and dedication to achieving performance targets.
In the context of facility services, intrinsic motivation .
uch as pride in work and professional responsibilit.
and extrinsic motivation .
uch as incentives and recognitio.
function as complementary drivers of consistent service delivery.
This finding aligns with Ain et al.
, who report that enhanced motivation contributes directly to improved productivity and job outcomes.
Within service operations, motivation plays a stabilizing role by sustaining performance intensity and reducing variability in service quality.
The Effect of Organizational Culture on Employee Performance Organizational culture is likewise significantly associated with employee performance.
culture emphasizing discipline, collaboration, accountability, and professionalism fosters a work environment conducive to consistent service standards.
Employees who internalize organizational values tend to demonstrate higher loyalty, responsibility, and behavioral alignment with corporate objectives.
These findings are consistent with Azzizah and Gulo .
, who argue that a strong organizational culture enhances employee engagement and behavioral consistency.
In service-based organizations, culture acts as a shared behavioral framework that reduces deviations from established procedures.
The Simultaneous Effect of Competence.
Motivation, and Organizational Culture Simultaneously, competence, motivation, and organizational culture collectively exert a substantial influence on employee performance.
The Adjusted RA value of 0.
833 indicates 3% of the variance in employee performance is explained by the combined effect of these three variables.
Substantively, competence ensures that tasks are performed correctly, motivation ensures that tasks are executed with sustained effort and consistency, and organizational culture ensures that tasks are carried out in a disciplined and aligned manner across individuals.
These findings are consistent with Nuraini and Lestari .
and Hayati et al.
, who highlight the synergistic interaction among competence, motivation, and culture as a key determinant of long-term organizational Overall, the results suggest that performance improvement in SOP-intensive facility services requires an integrated human resource strategy simultaneously strengthens capability, psychological drive, and shared organizational values.
Lensa Ilmiah Ae Jurnal Manajemen dan Sumberdaya (EISSN: 2964-7.
Volume 5.
Issue 1.
February 2026, pp.
IV.
CONCLUSION
Based on multiple linear regression results from 62 employees of PT Esefa Semesta Facility, competence, work motivation, and organizational culture are positively and significantly associated with employee performance, both partially and simultaneously.
Each variable shows a significant partial effectAicompetence (B = 0.
p = 0.
, motivation (B = 0.
, and organizational culture (B = 0.
Aiand the overall model is significant (F = p < 0.
The Adjusted RA of 0.
833 indicates 3% of the variance in performance is explained by the combined effects of these variables.
These findings highlight the importance of strengthening jobrelated competencies, sustaining work motivation, and reinforcing a disciplined organizational culture to enhance performance in SOP-intensive facility services.
Given the cross-sectional design, the results should be interpreted as associative rather than causal.
REFERENCES