The Role of Moderation of Organizational Culture on the Effect of Motivation and Compensation on Employee Performance
Studies on District Office the Ex.Kawedanan Boja Region (Singorojo, Boja, Limbangan) Kendal Regency
- DOI
- 10.2991/aebmr.k.210311.073How to use a DOI?
- Keywords
- Motivation, Compensation, Performance, Organizational Culture
- Abstract
This study aims to analyze the role of Organizational Culture as a moderating variable for the effect of motivation and compensation on employee performance. Studies on District Office the Ex Region Kawedanan Boja (Singorojo, Boja, Limbangan) Kendal Regency. This study uses primary data, namely data obtained directly from respondents using a questionnaire. The population in this study were 105 employees of the Singorojo, Boja, and Limbangan District Offices The Ex Region Kawedanan Boja Kendal Regency. The sampling technique was purposive sampling with 100 employees as respondents. The test in this study consisted of test instruments, namely validity and reliability tests and hypothesis testing with multiple linear regression. The results of the analysis show that: Motivation has a positive and significant effect on performance, compensation has a positive and significant effect on performance, and organizational culture is proven to be a moderating variable that strengthens the influence of both motivation on performance and compensation on performance.
- Copyright
- © 2021, the Authors. Published by Atlantis Press.
- Open Access
- This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).
Cite this article
TY - CONF AU - Tristiana Rijanti AU - Kasmari AU - Rokh Eddy Prabowo AU - Dhiaz Sukmaningrum PY - 2021 DA - 2021/03/13 TI - The Role of Moderation of Organizational Culture on the Effect of Motivation and Compensation on Employee Performance BT - Proceedings of the 3rd International Conference on Banking, Accounting, Management and Economics (ICOBAME 2020) PB - Atlantis Press SP - 368 EP - 372 SN - 2352-5428 UR - https://doi.org/10.2991/aebmr.k.210311.073 DO - 10.2991/aebmr.k.210311.073 ID - Rijanti2021 ER -