Organizational Culture, Social Environment, Leadership, Rewards, and Employee Performance in a Makassar Manufacturing Firm

Herifandi Ramli () and Muhammad Yunus Amar
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Herifandi Ramli: Hasanuddin University
Muhammad Yunus Amar: Hasanuddin University

A chapter in Proceedings of the 10th International Conference on Accounting, Management, and Economics (10th ICAME 2025), 2026, pp 813-832 from Springer

Abstract: Abstract This study explores the influence of organizational culture, social environment, leadership, and reward systems on employee performance in a manufacturing company in Makassar, Indonesia. The research employs a quantitative approach using an explanatory survey design, with data collected from 129 employees. The study found that organizational culture, social environment, leadership, and reward systems all significantly impact employee performance. Specifically, organizational culture (p-value = 0.001), social environment (p-value = 0.002), leadership (p-value = 0.000), and reward systems (p-value = 0.000) were found to positively affect performance. Transformational leadership was identified as a key factor in motivating employees, while a supportive social environment and fair reward systems further enhanced employee engagement and productivity. The study emphasizes the importance of a positive organizational culture and leadership style in creating an environment that fosters higher performance. It also highlights the need for a transparent and performance-based reward system to motivate employees. These findings provide valuable insights for managers and HR professionals seeking to improve organizational outcomes by addressing these factors. This study also suggests future research directions, including expanding the sample to include different sectors and regions and exploring the long-term effects of these factors on employee performance.

Keywords: Organizational Culture; Employee Performance; Transformational leadership; Reward Systems; Social environment (search for similar items in EconPapers)
Date: 2026
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DOI: 10.2991/978-94-6239-709-5_56

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