The influence of organizational justice, organizational culture, and work ethic on employee performance
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Abstract
This present study aims to examine and analyze the influence of organizational justice, organizational culture, and work ethics on employee performance at PT X. The study employed a quantitative descriptive approach employing a survey method and a questionnaire measured on a five-point Likert scale. The population comprises 45 permanent employees, and saturated sampling was employed to ensure that all population members became respondents. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4. The results demonstrate that organizational justice has a positive and significant effect on employee performance, with an original sample of 0.464, t-statistic of 4.087, and p-value of 0.000. The findings of this study demonstrate that organizational culture has a positive and significant effect, with an original sample of 0.428, t-statistic of 3.983, and p-value of 0.000. In contrast, work ethics exhibited a positive yet insignificant effect, with an original sample of 0.144, t-statistic of 0.751, and p-value of 0.453. The structural model produced an R² of 0.602 and Q² of 0.503, indicating moderate explanatory power and predictive relevance. The findings indicate that the enhancement of fair organizational practices and a supportive organizational culture is more important for improving employee performance in this research setting than reliance on individual work ethic.
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