The Influence of Organizational Culture and Employee Motivation on the Performance of Public Construction Companies: A Study of Hutama Karya Corporation

Ainun Twifianti ()
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Ainun Twifianti: Hasanuddin University, Postgraduate Faculty of Economics and Business

A chapter in Proceedings of the 8th International Conference on Accounting, Management, and Economics (ICAME 2023), 2024, pp 163-174 from Springer

Abstract: Abstract This research is conducted to examine the partial and simultaneous effects of Organizational Culture (X1) and Work Motivation (X2) on Company Performance (Y). The research population includes all employees of PT. Hutama Karya (Persero). The research sample size was determined to be 30 employees from various job levels within PT. Hutama Karya (Persero). An incidental sampling technique was employed to select the sample. Data analysis was carried out using the SPSS program. The research findings indicate that Organizational Culture (X1) has a positive and significant impact on Company Performance (Y), while Work Motivation (X2) has a negative but not significant influence on Company Performance (Y). Simultaneously, Organizational Culture (X1) and Work Motivation (X2) were found to have a significant impact on Company Performance (Y). Future research may re-examine the influence of work motivation on company performance in other state-owned construction companies to strengthen the findings of this research, especially regarding work motivation, which is susceptible to decline due to issues related to large debts and bankrupt state-owned construction companies. Furthermore, future research should also consider adding more variables that affect the performance of state-owned construction companies, such as Work Discipline, Organizational Commitment, Employee Training and Development, and other relevant variables.

Keywords: Organizational Culture; Work Motivation; Company Performance; State-Owned Enterprises (BUMN) (search for similar items in EconPapers)
Date: 2024
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DOI: 10.2991/978-94-6463-400-6_13

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