Frederick Herzberg proposed the two-factor hypothesis, sometimes known as Herzberg's theory, back in 1959. According to Herzberg, people in working are influenced by two main factors which are needs. These factors include maintenance factors or hygiene factors and motivation factors (Hasibuan, 2020). Maintenance variables are maintenance considerations associated with human nature so that physical peace is obtained. Maintenance factors in the two- factor theory consist of achievement, recognition, the work itself (advancement), responsibility, and development of individual potential (advancement). Motivation factors are factors related to individual psychological needs such as feelings of perfection in doing work. Motivation factors in the two-factor theory consist of salaries or wages, working conditions, company policies and administration, interpersonal relations, and quality of supervision. An employee will feel satisfied with his/her job if the hygiene factors are met, but the employee will feel dissatisfied if these factors are not present (Suprianto, Masniadi, & Hartono, 2020).

Based on the two-factor theory approach, it can be explained that leaders can control factors that can create job satisfaction or dissatisfaction. The two-factor theory implies that managers must focus on employee Job Satisfaction to avoid dissatisfaction. With employee Psychological Well-Being, good Work Discipline and Organizational Culture, this will affect employee Job Satisfaction.

Employment satisfaction is an employee's attitude toward their employment. This is related to their understanding of the task. Job satisfaction is an emotional or emotional reaction to many facets of one's job. Employees who are satisfied prefer their work situation over one they detest since satisfaction represents the employee's perspective of their employment (Mursalini, 2021).

Psychological Well-Being is the ability of an individual to enjoy life through acceptance, love, and success. Psychological well-being includes feeling good and functioning effectively. According toRahama & Izzati, (2021), people with Psychological Well-Being believe that their lives are important because of their ability to accept themselves, master their environment, positive interpersonal interactions, personal development and independence. There are a number of indicators or factors that can influence a person's Job Satisfaction. One of these factors is Psychological Well-Being, which can be shown through employee behavior when carrying out their duties and responsibilities as well as possible, so as to achieve positive work results. In previous research (Aqsa Fadillah et al., 2024), (Ganna & Sholichah, 2022), (Hardianto & Islamiati, 2021), And (Ayu Safitri & Santoso, 2022) shows that Psychological Well Being has an influence on Job Satisfaction.

H1: Psychological Well-Being has a significant influence on Job Satisfaction

Work Discipline is a crucial element for every employee because it plays a role in shaping their character so that they always give their best in carrying out their duties, supporting the achievement of company goals, and achieving maximum results (Deisti & Ridlwan Muttaqin, 2023). Work discipline is formed because of the sense of responsibility that each individual has (Hasyim et al., 2022). Good discipline demonstrates a person's level of accountability for the tasks allocated to him or her. Therefore, if the rules or policies in the company are ignored or often violated, then the employee is considered to have poor discipline. Conversely, if employees comply with company regulations, it shows that they have good discipline. This means that the better the Work Discipline, the more satisfied the employee is with his/her work. In previous research (Baktiar et al., 2024), (Shavira & Febrian, 2023), (Haq et al., 2022), And (Yuliantini & Santoso, 2020) demonstrates that work discipline has an impact on job satisfaction.

H2: Work Discipline has a significant effect on Job Satisfaction

Organizational culture is something that is used as a guideline by all members of the organization as a basis for interacting and behaving (Nofitasari,

2021). Fauchil et al., (2020) also emphasized that a good Organizational Culture will encourage the achievement of Job Satisfaction. In previous research that discussed Organizational Culture by(Kair et al., 2023),(Shavira & Febrian, 2023), (Vebrianis et al., 2021), And (Wahyuddin et al., 2021) shows that Organizational Culture influences Job Satisfaction.

H3: Job satisfaction is significantly influenced by organizational culture.

Figure 1. Theoretical Framework

Based on the description, the research hypothesis is as follows:

H1: Psychological Well-Being has an effect on Job Satisfaction

H2: Work Discipline influences Job Satisfaction

H3: Organizational Culture has an effect on Job Satisfaction

The results of the respondent rate data and description of respondents in this study showed that out of a total of 101 questionnaires distributed to respondents, all were returned (100%). All questionnaires received were in good condition, so the number of samples that could be analyzed was 101 respondents. Then the majority of respondents in this study were male. This is understandable because the research location is a recreation area in the form of a swimming pool, where there are many heavy jobs such as lifeguards, facility maintenance technicians, and cleaners. Then for the age group of respondents, the average age of 41-50 years is the most dominant. This can be explained because most of these workers have worked since the beginning of Owabong Water Park, so they are now in that age range. Then for the majority of workers at Owabong Waterpark Purbalingga, the average education level is high school. This condition is influenced by the age factor of workers as previously described, most of whom are in the range of 41-50 years and have worked since Owabong Water Park first operated.

Reliability testing is performed on statement items that have been declared valid. A variable is considered reliable if the response to the statement shows high consistency. A variable is declared reliable if the Cronbach's alpha value is more than 0.6.

Table 1. Validity Test Results

Based on Table 1, it is known that the three variables, namely Psychological Well-Being, Work Discipline, and Organizational Culture, each consisting of 24 statement items, and Job Satisfaction with 7 statement items, are all proven valid because the calculated r value is greater than the r table of 0.1630. Although in general all indicator items in the Job Satisfaction variable show good validity, it needs to be clarified that the statement in the Job Satisfaction indicator number 5 is declared invalid because the calculated r value obtained is smaller than the r table value of 0.1630, so it cannot be used in further analysis.

Table 2. Reliability Test Results

Based on Table 2, it is known that the three variables, namely Psychological Well-Being, Work Discipline, and Organizational Culture, as well as Job Satisfaction, are all proven to be reliable because the Cronbach's alpha value is greater than 0.6.

The Kolmogorov-Smirnov test was used to assess normalcy. The premise for decision making is that if the significance level value is larger than 0.05, the data is deemed normally distributed; if the significance level is less than 0.05, the data is considered non-normally distributed. The normality test calculation using the IBM SPSS Statistic 26 tool and the Kolmogorov-Smirnov test yielded a significance level score of 0.092. As a result, we can conclude that the data meets the normalcy criteria.

Table 3. Normality Test Results

The multicollinearity test seeks to determine whether there is a correlation among the independent variables (free) and the dependent variables (bound) in the regression model. In this study, the multicollinearity test was carried out by observing the variance inflation factor (VIF) value, as well as the Tolerance value.

Table 4. Multicollinearity Test Results

According to the multicollinearity test rules, if the VIF value is less than 10 and all independent variables have a Tolerance value above 0.10, then there is no significant correlation between the variables. Based on the table above, the VIF values are 2.606, 2.235, and 3.192, respectively, all of which are below 10 and all independent variables have Tolerance values of 0.384, 0.447, and 0.313, all of which are above 0.10. Therefore, it can be concluded that there is no multicollinearity in the data of this study. In other words, the independent variables Psychological Well-Being (X1), Work Discipline (X2), and Organizational Culture (X3) do not interfere with or influence each other.

The heteroscedasticity test in this study using the Park method was carried out to detect whether there were differences in residual variance in the regression model. In the park test, the requirement to be met is that the significance value of the independent variable must be greater than 0.05, which indicates the absence of heteroscedasticity, (Ghozali, I. (2018))

Table 5. Results of Heteroscedasticity Test using Park Test

From the results of the heteroscedasticity test using the park test, it can be concluded that the regression model does not experience heteroscedasticity. The results, the significance values for each variable are 0.687, 0.811, and 0.198, all of which are above 0.05. In other words, the residual variance in each observation is constant and the classical assumptions have been met.

The f test is used to assess the goodness of fit of the model. This test aims to determine whether the independent variables in the model can explain changes in the dependent variable. The basis for decision making in the f test is a significant value <0.05 or a calculated f value> f table, then the regression model is said to be fit, (Dr. Sugiono. 2019). By utilizing SPSS for Windows version 26, the results of the f-test analysis were obtained as shown in the following table:

Table 6. Results of the f-test (Model Feasibility Test)

Based on the table above, it is known that the calculated f value (12.228) is greater than the f table (3.94). Thus, the regression model is declared fit.

Regression analysis is used to measure the extent to which the independent variables, namely Psychological Well-Being (X1), Work Discipline (X2), and Organizational Culture (X3), influence the dependent variable, namely Job Satisfaction (Y), with the help of SPSS for Windows version 26 software.

Table 7. Multiple Regression Analysis Test Results

Y = a + b1X1 + b2X2 +b3X3 + e

Y = 21.109 + -0.160

The explanation of the regression equation is as follows:

α = The constant value of α of 21.109 shows a positive number, which means that if Psychological Well-Being, Work Discipline, and Organizational Culture are zero or do not change, then the level of Job Satisfaction remains at 21.109.

X1 = The regression coefficient value for the Psychological Well-Being variable is -0.160, which indicates a negative relationship. This means that every 1 unit

increase in Psychological Well-Being will cause a decrease in Job Satisfaction of - 0.160 units, assuming other variables remain constant.

X2 = The regression coefficient value for the Work Discipline variable is -0.120, which indicates a negative relationship. This means that every 1 unit increase in work discipline will cause a decrease in Job Satisfaction of -0.120 units, assuming other variables remain constant.

X3 = The regression coefficient value for the Organizational Culture variable is 0.625, which indicates a positive relationship. This means that every 1 unit increase in Organizational Culture will cause an increase in Job Satisfaction of 0.625 units, assuming other variables remain constant.

Based on the results of multiple linear regression tests, the most influential variable in this study is Organizational Culture with a Beta value of 0.625. Meanwhile, the variables that have the smallest influence are Psychological Well- Being and Work Discipline, with Beta values of -0.160 and -0.120, respectively.

The basis for decision making in the t-test is a significant value <0.05 or a calculated t value > t table, then there is an influence of variable X on Y.

Table 8. t-Test Results

Based on these results, it can be concluded:

It is known that the significance value is 0.126 > 0.05, and the calculated t value is -1.541 < 1.986, so it can be concluded that the H1 hypothesis is rejected, meaning that there is no influence of variable X1 on variable Y.

It is known that the significance value is 0.291 > 0.05, and the calculated t value is -1.061 < 1.986, so it can be concluded that the H2 hypothesis is rejected, meaning that there is no influence of variable X2 on variable Y.

It is known that the significance value is 0.000 < 0.05, and the calculated t value is 4.909 > 1.986, so it can be concluded that the H3 hypothesis is accepted, meaning that there is an influence of variable X3 on variable Y.

The coefficient of determination serves to assess the extent to which the model's ability to explain variations in the dependent variable. The results of the determination coefficient test in this study can be seen in Table 8 below:

Table 9. R Test Results

It can be seen that the Adjusted R² value of the regression model in this study is 0.252, which indicates that the independent variables Psychological Well-Being, Work Discipline, and Organizational Culture are able to explain 25.2% of the variation in the dependent variable Job Satisfaction, while the remaining 74.8% is influenced by other factors not included in this study.

The results of the study showed that Psychological Well-Being did not have a significant effect on employee job satisfaction at Owabong Water Park can be explained through Herzberg's Two Factor Theory. In this theory, Herzberg distinguishes between motivators (intrinsic factors) and hygiene factors (extrinsic factors). Psychological Well-Being is included in the motivator category, which is related to personal growth and the meaning of work. However, in the context of physical and operational work such as in the tourism sector, job satisfaction is more determined by hygiene factors such as work schedules, physical load, and compensation. When hygiene factors are not met, employees tend to be dissatisfied even though they have good psychological conditions. This explains why Psychological Well-Being is not enough to create significant job satisfaction in a work environment with high external pressure.

Psychological Well-Being basically reflects the long-term psychological well-being of individuals, including aspects of the meaning of life, self- acceptance, and personal growth (Pudjiati et al., 2023). However, the existence of Psychological Well-Being is not necessarily directly correlated with the level of satisfaction with daily working conditions, especially in work environments that have high physical and emotional demands. Therefore, even though individuals have good Psychological Well-Being, perceptions of Job Satisfaction can remain low if the working conditions they face do not match their expectations or needs.

This finding is in line with the results of previous research by Kesawa et al. (2019), which showed that there was no influence between Psychological Well- Being and Job Satisfaction. This indicates that Psychological Well-Being is not the main determinant of Job Satisfaction in all work contexts, especially in sectors that place greater emphasis on external factors of work.

The results of the study show that Work Discipline does not have a significant influence on employee Job Satisfaction. The results of this studyin line with Herzberg's Two Factor Theory, which states that hygiene factors such as company policies, supervision, and working conditions, including the application of discipline, do not directly create Job Satisfaction, but their absence can cause dissatisfaction. In this context, the inconsistent rotating work system in the field causes the implementation of discipline to be suboptimal and has less impact on employee satisfaction perceptions. Although discipline is a basic obligation that supports work order, this factor is not strong enough to increase Job Satisfaction, because it does not touch on intrinsic aspects such as awards or achievements which are the main drivers of satisfaction according to Herzberg. Based on findings in the field, it shows that the varying working hours or rotating work system of Owabong Waterpark Purbalingga employees results in a lack of regularity in the application of employee working hour regulations. These data are in line with previous studies by (Adipura & Puspitasari, 2022), (Mustika & Oktaviani, 2021), and (Rizky et al., 2020), which concluded that there was no positive influence between Work Discipline and Employee Job Satisfaction.

The results of this study found that Organizational Culture has a significant influence on employee Job Satisfaction. The results of this study are in line with Herzberg's Two Factor Theory, where hygiene factors such as employee relationships, company policies, and work environment play an important role in shaping Job Satisfaction. A strong Organizational Culture creates a conducive work environment, a sense of belonging, and clarity of norms in work behavior, which ultimately prevents dissatisfaction and encourages a sense of comfort in working. In this case, Organizational Culture acts as an external factor that is able to fulfill employees' basic needs for stability, order, and shared values, thus having a positive impact on their perception of Job Satisfaction. Thus, a positive Organizational Culture not only prevents dissatisfaction (hygiene function) but also contributes to increasing employee engagement and work enthusiasm. Organizational Culture plays an important role as a system of instilling values and beliefs that develop within the company and become a guideline for employee behavior. Employees who are satisfied with their work usually feel this through the existing work culture, so that they continue to comply with the rules set by the organization. Even though they face difficult tasks or difficult working conditions, employees still complete their work with enthusiasm and have a positive perception of their work, which is reflected in their seriousness in carrying out their duties in order to achieve organizational goals. The data is consistent with previous research conducted by (Shavira & Febrian, 2023), (Vebrianis et al., 2021), And (Wahyuddin et al., 2021) which concludes that there is a positive influence between Organizational Culture and Employee Job Satisfaction.