The term sustainable development was first introduced by the World Commission on Environment and Development (WCED) in 1987 as an

independent commission that discussed and provided recommendations on global environmental issues after the Stockholm conference in 1972. WCED defines sustainable development as development that can meet the needs of the present generation without sacrificing future generations to meet their needs (Hadi, 2012). Furthermore, WCED also states that sustainable development is not a rigid condition of harmony, but is a process of change in which resource exploitation, investment direction, orientation of technological development and institutional change are made consistent with the future as well as current needs.

Organizational Culture

According to Robbin & Judge (2019) states that organizational culture is a shared structure of organizational members that is interpreted and adopted to distinguish the organization from other organizations. Meanwhile, according to Schein Schein (2017), organizational culture is defined as a pattern of basic assumptions discovered, created, or developed by a group in learning how to solve problems of external adaptation and internal integration. Then according to (Wardiyah, 2016), states that organizational culture is essentially the basic values of the organization which will act as a basis for attitude, behavior and action for all members of the organization.

Sustainable employee performance is a concept that emphasizes the balance between productivity and the sustainability of employee welfare in the long term. According to De Vos et al. (2020), sustainable performance is not only about achieving high performance, but it must also be aligned with a high quality of work life. This means that employee productivity should not be achieved at the expense of workers' health, vitality and well-being. In line with that, De Vos et al. (2020) explain that sustainable performance is part of sustainable career development, where an individual is able to continue to maintain competency relevance, develop themselves, and remain productive in the face of changes in the work environment. Sustainable employee performance can be defined as an ideal work situation where performance can meet current work needs without sacrificing future performance to meet future needs (Ji et al., 2021). Employee sustainability is the ability of current and future workers to remain in the workforce and is determined by a healthy organizational culture that supports and values employees. A sustainable employee culture keeps employees engaged to the level required to do their jobs skillfully (Daft, 2014).

The type of research used is quantitative research. Quantitative research methods are defined as research approaches that use data in the form of numbers and analyze them with statistical techniques to test hypotheses.

The population in this study is all Village employees in the Kembangan District area which totals 60 employees. The number of samples carried out in the study was the entire population of 60 employees.

This study uses a primary data collection method through a survey. This technique is applied when the required data can be found directly in the field or from the research subject. The instruments used in this method include interviews, questionnaires, and observations. This study uses a Likert scale with a range of 1-5, where each category of answers is weighted from 1 to 5 to measure the intensity of responses.

The R-Square value (R²) is used to measure the extent to which endogenous latent variables can be explained by exogenous latent variables in a structural model. The higher the R² value, the stronger the model's ability to explain the relationships between variables. According to Ghozali (2021), the R² value of ≥0.75 is categorized as strong, around 0.50 moderate, and around 0.25 weak.

Table 1. Value of Determination Coefficient/ R Square (R²)

Based on the results of the determination coefficient test (R-Square), it is known that the R² value of 0.757 indicates that the variables of organizational culture, work discipline, and work motivation are able to explain 75.7% of the variation in continuous employee performance. This value is included in the strong category, which means that the model has good predictive ability for continuous employee performance. Meanwhile, the R² value of 0.776 indicates that the variables of organizational culture and work discipline are able to explain 77.6% of the variation in work motivation, the value is also in the strong category, so the research model is considered quite reliable in explaining the factors that affect work motivation. Thus, it can be concluded that the research model has good predictive capabilities, especially in explaining the performance variables of continuous employees, and is adequate in explaining the variables of work motivation.

Hypothesis testing in this study was carried out to evaluate the influence between exogenous variables on endogenous variables. The inter-construct testing process was carried out using the bootstrapping method using SmartPLS 4 software, with a significance level set at 5%. The interpretation of the test results is based on several main indicators, including: the path coefficient value which represents the direction and strength of the relationship between variables, the

Hypothesis significance testing was carried out through the bootstrapping method. The significance assessment is based on the value of the parameter coefficient and the t-statistical value obtained from the bootstrapping results on the algorithm report. A hypothesis is considered significant if the t-statistical value exceeds 1.96 and the P value (probability) is less than 0.05. Through p- value, t-count and t-table, decision making can be made as follows:

Hypothesis test results using smartPLS software 4. can be seen in Figure

1. below:

Table 2. Hypothesis Testing for Direct Influence

Table 2. Hypothesis Testing for Indirect Influences

The explanation of the results of the hypothesis test in this study is as follows:

This hypothesis tests the direct relationship between the variables of Organizational Culture and Work Motivation. The test results showed a t- statistical value of (13,503 >1.96) and a p-value of 0.000 < 0.05, indicating a positive, direct, and significant relationship. This hypothesis is accepted. This means that the stronger the organizational culture, the higher the employee's work motivation. A work environment that upholds good organizational values, norms, and culture will encourage employees to be more enthusiastic and motivated in carrying out their duties.

This hypothesis examines the direct relationship between the variables of Organizational Culture and Sustainable Employee Performance. The test results showed a t-statistical value of (3,617 > 1.96) and a p-value of 0.000

< 0.05, indicating a positive, direct, and significant relationship. This hypothesis is accepted. This means that the better the organizational culture that is implemented, the higher the performance of sustainable

employees will be produced. A strong organizational culture is able to encourage employees to work more consistently, efficiently, and oriented towards long-term achievements.

This hypothesis tests the direct relationship between the variables of Work Discipline and Work Motivation. The test results showed a t-statistical value of (5,065 >1.96) and a p-value of 0.000 < 0.05, indicating a positive, direct, and significant relationship. This hypothesis is accepted. This means that the higher the level of work discipline that employees have, the more their motivation to work will increase. Good discipline is able to build greater responsibility, order, and work drive.

This hypothesis tests the direct relationship between the variables of Work Discipline and Sustainable Employee Performance. The test results showed a t-statistical value of (2,899 >1.96) and a p-value of 0.000 < 0.05, indicating a positive, direct, and significant relationship. This hypothesis is accepted. This means that the higher the employee discipline, the higher the sustainable performance achieved. Work discipline is an important factor in maintaining consistency, order, and long-term work effectiveness.

This hypothesis tests the direct relationship between the variables of Work Motivation and Sustainable Employee Performance. The test results showed a t-statistical value of (2.021 >1.96) and a p-value of 0.000 < 0.05, indicating a positive, direct, and significant relationship. This hypothesis is accepted. This means that the higher the work motivation of employees, the higher the sustainable performance that can be achieved. Strong motivation encourages employees to work more hard, responsibly, and oriented towards achieving long-term results.

Sustainable Employee Performance

This hypothesis tests the indirect relationship (mediation) between Organizational Culture and Sustainable Employee Performance through Work Motivation. The test results showed a t-statistical value of (2.020

>1.96) with a p-value of 0.043 < 0.05. This shows that the Work Motivation variable is able to mediate positively and significantly the influence of Organizational Culture on Sustainable Employee Performance. Thus, this hypothesis is accepted. This means that the better the organizational culture that is implemented through increased work motivation, the performance of sustainable employees will also increase. Thus, work motivation acts as a mediator that strengthens the influence of organizational culture on consistency and sustainability orientation at work.

This hypothesis tests the indirect relationship (mediation) between Work Discipline and Sustainable Employee Performance through Work Motivation. The test results showed a t-statistics value of (1.763 < 1.96) with a p-value of 0.078 > 0.05. This shows that Work Motivation is not able to significantly mediate the influence of Work Discipline on Sustainable Employee Performance. Thus, this hypothesis is rejected. This means that while work discipline is important for creating order, order, and employee compliance with the rules that apply in the organization, it does not automatically increase employee work motivation. Thus, work motivation does not play a role as a mediating variable in the relationship between work discipline and continuous employee performance in the context of this study.