The impact of employee planning, organizational culture, and motivation integration on performance in Indonesian companies

Abstract

The purpose of this study is to analyse employee integration in human resource planning, organizational culture, and motivation towards performance. This research is urgent because many companies have not yet involved employees in a participatory and sustainable manner. Therefore, it is necessary to understand the relationship between employee integration, organizational culture, and motivation at work. This research approach uses a quantitative survey method. The sample comprised 240 employees selected through purposive sampling. The data collection technique used a questionnaire distributed to respondents, with a 5-point Likert-scale assessment. The analysis technique used Structural Equation Modeling-Partial Least Squares (SEM-PLS). The results show that employee integration in HR planning significantly affects work motivation (β = 0.482; p < 0.05) and employee performance (β = 0.214; p < 0.05). Organizational culture significantly affects employee performance (β = 0.361; p < 0.05). Motivation significantly affects employee performance on an ongoing basis (β = 0.417; p < 0.05). The R² value indicates 46.3% variation in work motivation and 58.7% variation in employee performance. The mediation test proves that work motivation significantly mediates the relationship between employee integration, organizational culture, and performance. In conclusion, the synergy between HR integration, organizational culture, and work motivation is key to improving employee performance sustainably. The practical implication of this study is that companies implement employee integration by strengthening organizational culture and motivation and incorporating it into policies.