Performance is the outcome of an employee's efforts to reach predetermined objectives. Sutrisno (2016) asserts that performance is a reflection of an individual's ability to successfully complete tasks and achieve outcomes, both individually and collectively, within an organisation, in line with their various roles and responsibilities. Furthermore, performance is also related to how a person plays a role and acts according to the tasks given, including aspects of quantity, quality, and time used in completing their tasks. Indicators that influence employee performance according to Sutrisno (Sutrisno, 2016) comprises initiative, discipline, authority and responsibility, efficacy, and efficiency. Meanwhile, Mankunegara (2013) states that responsibility, initiative, cooperation, quantity, and quality of work are all components of performance metrics.

The process of motivation defines a person's degree of zeal, focus, and perseverance in reaching their objectives. Samsudin (2010) defines motivation as the process of influencing or encouraging individuals or work groups from external factors so that they are willing to carry out assigned tasks. Sunyoto (2013) mentions seven factors that influence motivation, namely: promotion, work performance, the work itself, awards, responsibility, recognition, and success in work. Meanwhile, according to Zameer et al (2014), work motivation indicators are divided into two main dimensions, namely: first, monetary motivational, which includes salary and bonuses. Second, non-monetary motivational, which includes employee welfare guarantees and promotions.

Lestari and Purwatiningsih (2024) assert that employee performance is greatly impacted by job motivation, with more motivation translating into better performance. Lusri & Siagian (2017) corroborate this claim, stating that job motivation significantly and favourably affects employee performance in the service industry. The first idea put out in this study is based on this earlier research:

H1 : The higher the work motivation, the higher the employee performance.

Organizational culture has a broad and deep scope, which plays a role as a basis in forming an ideal organizational climate. According to Fred (2011), organizational culture is a fundamental pattern of thinking that is taught to new members as a guideline in understanding, thinking, and acting correctly in everyday organizational life. According to Wibowo (2011), organisational culture is influenced by a number of elements, namely: (1) External factors, which include everything outside the organization but have a big impact on the organization and its culture, and (2) Internal factors, which are related to resources within the organization, where the organizational culture adopted by all human resources has a very important role. Robbins and Judge (2012) state that the following traits are indicative of organisational culture: aggression, stability, outcomes orientation, individual and team orientation, innovation, and attention to detail.

According to Tarwijo (2020), organizational culture significantly influences employee performance because a positive culture can create a comfortable work environment and support productivity. Muqtafin (2024), who discovered that a strong organisational culture helps motivate people to work more efficiently, hence influencing performance improvement, also supports this conclusion. The second hypothesis put out in this study is based on the earlier research and is:

H2 : The higher the organizational culture, the higher the employee performance.

Managers may use work discipline as a communication technique to help staff members modify their behaviour and become more conscious of and eager to follow corporate policies and relevant social standards (Bombiak, 2020). According to Suryadilaga et al. (2016), punishment is a strategy used to encourage workers to perform at their best. The application of punishment aims to ensure that existing regulations are adhered to so that tasks and responsibilities can be carried out properly. Sutedjo & Mangkunegara (2013) also stated that punishment is a form of sanction given to teach violators a lesson, improve their performance, and maintain the continuity of established rules within the organization. Work discipline indicators according to Bejo Siswanto in Sinambela (2016) include: attendance, vigilance, compliance with work regulations, and work ethic. Workplace discipline has a big influence on employee performance because it shows accountability and dedication to duties, claim Permana, Sihombing, and Diwyarthi (2024). This assertion is corroborated by Vallennia, Atikah, and Azijah (2020), who claimed that employees perform better the more disciplined they are. H3 : The higher the work discipline, the higher the employee performance.

Based on the literature review, a research framework can be prepared which is presented below :

Figure 1. Conceptual Framework

Validity and reliability testing are often carried out in every study that includes a questionnaire as a data gathering instrument. Validity tests aim to ensure that each statement in the questionnaire actually measures what it is supposed to measure. In conditions where the significance level (α) is 5% and the number of respondents (N) is 100 people, a statement is considered valid if the calculated r value (the result of the correlation between the item and the total score) is greater than the table r value, which is 0.195.

Table 1 indicates that all prepared statements are deemed genuine due to the computed r being greater than 0.195. Therefore, the validity test does not need to be repeated. So it is assumed that all valid statements are able to measure the constructs measured for the variables of Work Motivation, Organizational Culture, Work Discipline, and Employee Performance.

If explained in terms of each variable, the reliability test findings are as follows:

Based on table 2, it shows that all statements for all variables are stated to be reliable, because the Cronbach's Alpha value is > 0.7.

Table 3 shows the results of the normalcy test based on the information that is provided. The Asymp. Sig. (2-tailed) figure is reported as 0.194, according to the table. It is possible to conclude that the data in this study is regularly distributed because the significance level indicates 0.194 > 0.05.

Table 4 indicates that the organisational culture variable has a tolerance value of 0.129 and a VIF of 7.752, the work discipline variable has a tolerance value of 0.152 and a VIF of 6.586, and the work motivation variable has a tolerance value of 0.139 and a VIF of 7.180. Because all factors have a tolerance value above 0.10 and a VIF below 10, it can be stated that this regression model does not experience multicollinearity.

With an Adjusted R Square value of 0.721, or 72.1%, the independent variables work motivation, organisational culture, and work discipline can account for 72.1% of the variation in employee performance, according to table 5 above. According to this percentage, work motivation, organisational culture, and work discipline all have a major impact on raising employee performance. In the meantime, there is a 27.9% influence from additional factors that are not part of this study model.

Given that the computed F value in table 5 is 86.302 > F table 2.70, or a sig. value of 0.000 < 0.05, it can be said that the regression model does a good job of describing the differences in employee performance in this investigation. The multiple regression equation may be constructed as follows using the multiple linear regression analysis findings displayed in Table 5: Y = 4.629 + 0.053 X₁ + 0.289 X₂ + 0.411 X₃ + e. With an influence level of 0.053, 0.189, and 0.411, the factors of work motivation, organisational culture, and work discipline positively affect employee performance characteristics.

The results of the statistical test show that work motivation does not have a significant effect on employee performance (significance value > 0.05). This indicates that motivational elements such as rewards, promotions, recognition, and job satisfaction have not been optimally managed by the company. Existing motivation does not address the comprehensive psychological and professional needs of employees, thus failing to directly drive performance improvements.

Companies need to redesign their motivational strategies with a more individualized and targeted approach, for example through performance-based reward programs, clear career paths, and two-way communication through regular feedback systems. This will help employees feel more valued and engaged, which ultimately has a positive impact on performance.

Organizational culture has been shown to have a positive and significant effect on employee performance (significance value < 0.05). Values prevailing in the work environment, such as teamwork, results-oriented, innovation, and individual attention, have created a positive work atmosphere and supported productivity. Employees are motivated to perform optimally because they feel part of an organization with clear goals and values.

Companies are advised to maintain and strengthen these organizational cultural values through internal activities such as corporate values training, inter- departmental sharing sessions, and awards for teams that consistently implement cultural values. A strong work culture will strengthen employee commitment and loyalty, and improve long-term performance.

Work Discipline (X3) Has the Most Dominant Influence on Employee Performance Work discipline is the variable with the most dominant influence on employee performance (highest and most significant beta value). This indicates that discipline aspects such as compliance with rules, attendance, work responsibility, and punctuality directly contribute to work effectiveness and efficiency. Disciplined employees tend to demonstrate better work performance, make fewer mistakes, and complete tasks on time.

Companies need to maintain and improve work discipline through consistent supervision, establishing clear work standards, and providing fair sanctions and rewards. Instilling the value of discipline from the onboarding process is also crucial for creating a professional and productive work culture.