The effect of organizational culture and reward on civil servants performance: The mediating role of work motivation and job satisfaction

International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org || Volume 5 Issue 3 || March. 2016 || PP-23-33
www.ijbmi.org 23 | Page
The effect of organizational culture and reward on civil
servants performance: The mediating role of work motivation
and job satisfaction
Agunawan 1
, Mursalim Umar Gani 2
, Muh. Nasir Hamzah 3
, Baharuddin Latief 4
1,2,3,4
(Faculty of Economics/Muslim University of Indonesia)
ABSTRACT: This research aims at investigating the effect of organizational culture and reward on civil
servants performance mediate motivation and job satisfaction. The design of this research using by survey
method with a questionnaire based cross-sectional study. Simple random sampling is used in the determination
of the sample with a total of 170 civil servants. Data analysis methods used in testing the hypothesis is
Structural Equation Modeling (SEM). Organizational culture and rewards positive and significant effect on
work motivation and job satisfaction, work motivation positive and significant effect on job satisfaction, further
more organizational culture, reward and work motivation positive and significant effect on civil servants
performance. Work motivation and job satisfaction is not as mediating variable to explain the effect of the
organizational culture and rewards on the civil servants performance. The practical implications of this research
by providing improved understanding of civil servants in improving the individual performance. The limitations
of this study on the sample size using only civil servants, thus limiting the ability to generalize the results of the
research findings. Originality of research provides basic configuration against the development of modeling by
using Structural Equation Modeling and conceptual models that proved the effect of organizational culture and
reward on civil servants performance using motivation and job satisfaction as a mediating variables, which in
previous studies carried out partially.
KEYWORDS :organizational culture, reward, work motivation, job satisfaction, civil servants performance
I. INTRODUCTION
Competition is increasingly competitive and technological change as well as an environment that is
very fast on every aspect of human life, resulting in an organization require human resources that has the
competence to be able to provide service excellence and value. In other words, the organization is not only
capable of delivering customer satisfaction, but also the customer oriented value so that the organization does
not merely pursue the achievement of high work productivity, but rather to the performance accomplishments in
the process. The performance is a representation of the results of the work of the individual and other resources
owned by the Organization together gave final results based on the level of quality and standards have been set,
so that it becomes the main reason why organizations need human resources who have expertise and a unique
ability in accordance with the Organization's vision and mission [1].
Performance improvement officers of government agencies can be reached in several ways, for
example through the granting of a decent compensation, gift of motivation, creating a conducive of work
environment, as well as education and training. Employees are expected to maximize their responsibilities once
provided with education and training related to the implementation of their work. The performance of the
apparatus of Government is basically also affected by certain conditions, i.e. conditions that comes from within
the individual referred to as an individual and condition factors from outside individuals referred to by the
circumstantial factors. Individual factors include gender, health, experience and psychological characteristics
consisting of motivation, goal orientation, personality and locus of control. For the circumstantial factors include
leadership, job performance, social relationships and organizational culture [2].
Organizational culture is the social adhesive for the members of the Organization in carrying out all its
activities. Culture is the interaction of the various features of the habits that affect groups of people in their
surroundings. Generally, organizations that have a strong culture will have performance agreements is high
among its members, for it is the existence of the work culture is very influential to the Organization in achieving
the objectives that have been set [3].
The civil servants performance of the North Luwu Government have yet to comply with the
expectations of society when compared to the performance of the apparatus at the Regency in South Sulawesi
provincial government environment, the condition can be proven on the basis of the value of the human
development index North Luwu Government period in 2008-2013 is at position 19 of 24 existing district/city in
South Sulawesi province, can also be proven based on indicators of economic growth , the value of the gross

The effect of organizational culture and reward on civil servants performance: The mediating role of
work motivation and job satisfaction
domestic product (GDP), that in 2008 the value of GDP of North Luwu Regency 9.65%, then in 2009 a pretty
drastic decline, i.e. of 6.68% and continues to decline in 2010 amounted to 5.93%, although in the years 2011
and 2012 have elevated each of 7.29 % and 8.03% [4].
Factors that cause the low performance of the apparatus, basically due to the used intervention, the size
of the illogical policy against a work that is technical so contrary to what should be done so that the apparatus
resulted in decline morale civil servants. Other factors due to the electoral system of the head region (the local
elections) directly, which involves civil servant is actively involved in supporting one of the candidates head
area so that the appointment of officials from various echelons oriented emotional closeness, not on the system
of career and work achievement. The condition causes the majority of employees are pessimistic towards the
development of the career employees who would later have an impact on the low performance of the individual
caused by the low motivation and civil servants satisfaction.
Some literature tells us that individual performance improvements can be done through the creation of
organizational culture, and organizational culture of empowerment is done via, that the culture is negative can
be turned into a positive culture so that the individual has a high work motivation and ultimately improving job
satisfaction and employee performance [5, 6]. Empirical evidence suggests that there is a positive and
significant influence between the organizational culture with job satisfaction and employee performance [7].
Other studies provide evidence that there is a positive significant influence between the motivation of working
towards job satisfaction, which the better the working motivation in terms of functional, incentive award given,
the facilities and equipment of work or career opportunities, increasing job satisfaction.
The work motivation has a positive effect and significantly on the employees performances, meaning
that the higher of the work motivation demonstrated through the granting of rewards, incentives, work
equipment or career opportunities give effect to high performance employees. Furthermore the high job
satisfaction results in increased of the employees performance, that the higher job satisfaction and serenity in the
running task and responsibility, a good social interaction among fellow officers as well as with the superior
physical condition, supportive environment as well as with the assurance and welfare given to employees be the
cause of the high performance employees [8].
Other empirical facts indicate that the intrinsic rewards (working conditions, recognition and authority)
a positive and significant effect on employee’s performance. Intrinsic and extrinsic rewards (promotions, salary,
and bonus) also have a significant positive impact on employee motivation [9]. The intrinsic rewards of has a
positive and significant on employee’s performance [10]. The inconsistency of the findings shown in the results
of a study that provides evidence that extrinsic rewards (salary) are not significantly to employee motivation,
intrinsic rewards (appreciation) is not significantly to employee motivation, and employee motivation not
significantly on job satisfaction [11]. Research this gap became one of the reasons used in analyzing causality
variables constructed in this study.
II. LITERATURE REVIEW
2.1. Organizational culture
Organizational culture is a system of shared meaning shared by the members of the Organization, the
organization that distinguishes with other organizations. This system of shared meaning, when you take in more
carefully is a set of key characteristics that high esteem by the Organization [12]. Organizational culture can be
affected by several factors, namely among others; (a) the General influence of a broad outer covers factors that
cannot be controlled or only slightly controlled by the Organization, (b) the influence of the values that exist in
the community, the beliefs and values of the dominant values of society at large such as politeness and
cleanliness, and (c) the specific factors of the Organization, always interacting with their environment, in
tackling the problem of either internal or external organisations will get a successful completion. The success of
these issues address the different forms the basis for the growth of the culture of the Organization [13]. Based on
its functions, organizational culture has a function; (a) acts as a determinant as boundaries. This means that the
culture created the difference between one organization with other organizations, (b) contains the sense of
identity of the members of the Organization, (c) facilitating the birth of a commitment to something bigger than
the individual interests, (d) increases the stability of the social system. Culture is the social adhesive that helps
unify the organization by providing a standard of what is said and done we encourage employees, and (e) of the
act as meaning makers and control mechanisms that guide and shape the attitudes and employees behaviours
[12].
A strong organizational culture delivering the real influence to increased employee motivation of
working toward a higher, that a strong organizational culture will further affect the employees of culture is
weak. If culture is strong and encouraging high ethical standards, then it can certainly have a strong and positive
effect toward individual behavior [12]. Studies conducted in Bangladesh in Grameenphone company proves that

regulation is seen as an integral part of the culture, that employees are satisfied with the regulations in force so
that it creates the work motivation and high performance [14].
2.2. Rewards and work motivation
Rewards or compensation is all payments in the form of money or goods used to give rewards to
employees [15]. The implementation work done employees provide the consequences in the form of the
payment of the salaries of the employees, in addition to improving the employee’s performance, managers
provide incentives to bring up the work achievement exceeds the performance standards expected. The granting
of salary and incentives undertaken management is an attempt to reward employee performance [16].
Reward or compensation based on financial compensation is grouped by shape and non-financial.
Awards or financial compensation can be done directly and indirectly. Award or compensation directly consists
of payments to employees in the form of wages, salaries, bonuses or commissions, while the reward or
compensation or benefit indirectly, comprises all payments that are not covered in the direct compensation that
includes entertainment, insurance, services such as child care and so on. Non financial rewards, such as praise,
respect yourself, and recognition that can affect productivity, employee motivation, and job satisfaction [17].
The purpose of the rewards is to attract individuals who have the competency to join in the Organization and
improve employees discipline and to motivate employees to work more actively so that employees could bring a
high performance [18].
Motivation is a process which determines the direction, intensity, and persistence of individuals in an
attempt to reach the target [2], the definition of motivation is the power that emerges from the inside or from the
outside of one's self and uplifting as well as persistence to achieve something desirable. The motivation of
workers will affect its productivity, and as part of that person's duty is to transmit the motivation toward
achievement of the objectives of the organization. The role of motivation is very important, because motivation
can cause someone to act with good behavior within an organization. Some empirical facts to conclude that high
workers motivation is directly proportional to the display of the Organization and the profits it generates. The
leader is seen has a responsibility to find the right combination between motivational techniques as well as the
types of awards that can satisfy needs and can continue to drive performance followers towards the high [15].
The goal of the recognition system in General is to attract, retain and motivate qualified employees.
The compensation structure of the Organization must be fair and consistent to ensure equality of treatment.
Compensation should also be fair is a tribute to the contribution of individuals to the Organization [19]. Intrinsic
and extrinsic rewards can be used to motivate individuals in producing high-performance [16]. Some
organizations only focus more on extrinsic rewards only and ignore the intrinsic rewards. The recognition of
intrinsic rewards lead to high motivation of the individual. Studies conducted in Pakistan found that intrinsic or
extrinsic rewards had a significant positive relationship towards the employee motivation [9]. Other studies
found that there is a significant relationship between high reward and high job satisfaction [20].
2.3. Job satisfaction and civil servants performance
Job satisfaction is basically something that is individual. Each individual has different levels of
satisfaction in accordance with the applicable value rates on him. The higher that the perceived activity
assessment of and in accordance with the wishes of individuals, then the higher of the complacency toward such
activities [17]. Job satisfaction is the public attitude towards work is the person, which shows the difference
between the number of awards received and amounts that should have received the worker [12]. Job satisfaction
reflects the extent to which a person liked her work. Be defined formally, job satisfaction is an affective or
emotional responses on various facets of a person's job. This definition is indirectly stating that job satisfaction
is not a concept of unity. However, a person can feel quite satisfied with one aspect of his work and feel less
satisfied with one or more other aspects [21].
Performance is defined as records concerning outcomes resulting from a particular activity, for a
specific time of period [22]. The other view is explained as the result of performance of work accomplished by a
person or a group of people within an organization either quantitatively or qualitatively, in accordance with the
authority and responsibilities of each, in an effort to achieve the objectives of the Organization in question
legally, does not violate the law and in accordance with the moral or ethical [23]. Previous research results
provide evidence that the organizational culture in a positive and significant effect on the job satisfaction [24].
Other shows that causality compensated financially and non-financially positive and significant effect on
employees’ performance [10.25].
III. RESEARCH METHOD AND VARIABLES RESULT
This research using survey method with a quantitative approach and supported with interviews in order
to obtain qualitative information to clarify the findings results in statistics. The population in this research is a

whole civil servant of local government North Luwu Regency which totalled 1701 people. The determination of
sample 17 refers to the measurement indicator [26], so that they obtained quantities of the sample of 170 civil
servants.
Table I. Descriptive statistics for the research instrument
Measurement 
Organizational
culture
Rewards Work Motivation Job Satisfaction Civil Servants Performance
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Autonomy 0,66 3,67
Work relationship 0,71 3,59
Committed 0,71 3,71
Financial 0,67 3,98
Promotion 0,74 3,99
Appreciation 0,75 3,95
Meaningful work 0,75 4,07
Responsibility 0,83 3,99
Knowledge of
Results
0,82 4,02
Fulfilment 0,86 3,97
Expectancy 0,91 3,87
Fairness 0,89 3,94
Effective 0,86 3,69
Efficient 0,88 3,74
Quality 0,88 3,75
Timeliness 0,80 3,85
Work
Productivity
0,81 3,46
*)   0, 60 [27].
3.1. Organizational culture effect on work motivation
The effect of organizational culture on work motivation can be evidenced by the component values of
the regression weight estimate of 0.479 with the positive direction. Influence coefficient marked positive, have a
strong sense of organizational cultural tend to increase the work motivation. In addition it can be evidenced by
the value of the critical ratio = 6,737 > 2, 00 and probability values of 0,000 <  = 0, 05. The test results proved
that the organizational culture positive and significant effect on the work motivation. The statement meant that
strong organizational culture delivering the real effect to increased work motivation to the high-way. The value
of the component regression weight estimate with the positive direction is caused because the civil servants are
highly expecting to be given autonomy in working on and completing all the work that became his
responsibilities without the excessive intervention of the supervisor, the condition causing the employees feel
empowered with the maximum. These findings support the statement, which by increasing the powers of the
civil servants can heighten the motivation to achieve goals because civil servants can be more effective, working
on a creative task [15]. Such is the case with the creation of a harmonious working relationship between
superiors and subordinates can be done if your boss always treats civil servants with respect and always shows
empathy and sincere attitude. The same thing in an effort to encourage subordinates to have a commitment by
way of appreciating the results of work that become its responsibility, although still in need of refinement, will

certainly heartening officials [16]. A strong organizational culture delivering can be the real effect on work
motivation. The results of this study support the view that says that a strong organizational culture will further
affect the employees of culture is weak. If your organization has a strong culture, it will encourage the creation
of high ethical standards, and certainly has a strong and positive effect on the employees’ behavior [12]. The
findings of this research support findings of previous researchers that the organizational culture (external
adaptation) effect significantly to the ability to maintain a high motivation [28].
3.2. Rewards effect on work motivation
Intrinsic and extrinsic rewards can be used to motivate employees to produce high performance, so it is
necessary the presence of certain conditions to ensure that an award can individuals motivate. The reward is
expected to increase the civil servants motivation because civil servants feel appreciated so as to improve their
performance. The rewards will increase employee job satisfaction, that the main purpose for which the award is
to draw people who are qualified to join the Organization, maintain perseverance and motivating to achieve
high performance [18]. The effect of rewards on work motivation can be evidenced by the component values of
the regression weight estimate of 0.571 with positive direction. The effect of coefficient marked positive, have a
sense of appreciation of good and appropriate tend to increase the work motivation. In addition it can be
evidenced by the value of the critical ratio = 8.694 > 2.00 and probability values of 0,000 < = 0, 05. The test
results prove positive and significant effect rewards on the work motivation. The statement meant that a good
and appropriate reward gives a real effect to increased civil servants motivation to the high-way.
The value of the component regression weight estimate with the positive direction is caused because
the civil servants looked at the financial rewards in the form of alimony is the proper reward performance in
encouraging them to work to its full potential. This can motivate financial rewards if done properly with
distinguishing high-performing with low-performing civil servants. The results of this study support the
statement, which his system in most organizations is to attract, retain, and motivate qualified employees. The
compensation structure of the Organization must be fair and consistent to ensure equality of treatment and
adherence to the law. As well as promotions given to officers who have high performance and discipline that is
the expectation of always eagerly anticipated by the officers as a differentiator between employees who are
diligent and lazy [19]. Then the findings of this study support the performance assessment regulations that aim
to guarantee the objectivity of the construction employees who do the work and achievements of the system
based on the system of career emphasis is focused on the work achievement in encouraging productive behavior
[29]. The rewards have a significant effect on increased work motivation.
The results of this study are in support with the statement, that the reward is expected to increase the
work motivation because it feels that his work is appreciated so that improves the individual performance [18].
Intrinsic and extrinsic rewards can be used to motivate performance. It is necessary for the existence of certain
conditions in the award can really motivate. The motivation must be judged by the people and there must be
something to do with a certain level of performance. The findings of this research supports findings of previous
researchers that extrinsic rewards and intrinsic a significant positive effect on civil servants motivation [9.30].
The rebuttal evidence that extrinsic rewards (salary) and the reward of (appreciation) has a significant effect on
civil servants motivation [11].
3.3. Organizational culture effect on job satisfaction
The results of this study confirm that a strong organizational culture can be realized with all the cultural
values that exist in the Organization and can be accepted by all members of the Organization, officials assumed
that if they were motivated to commit to what became his responsibility in a way always appreciative of any
results of work done, then they can work much more optimally. The effect of organizational culture on job
satisfaction can be evidenced by the component values of the regression weight estimate of 0.276 with the
positive direction. Coefficient effect marked positive, have a strong sense of organizational culture tend to
increase job satisfaction. In addition it can be evidenced by the value of the critical ratio = 6.776 > 2.00 and
probability values of 0,000 < = 0, 05. The test results proved that the organizational culture positive and
significant effect on job satisfaction. The statement meant that strong organizational culture delivering the real
influence to increased job satisfaction.
The value of the component regression weight estimate with the positive direction, because the
employees very expect if given great autonomy in order to work on and complete all the work that became his
responsibility in the absence of excessive intervention of the supervisor who entered on the substance of the
work of the authority being the basic tasks and functions so that the cause of the existence of a fundamental
difference from what it should have done. A strong organizational culture delivering the real effect on job
satisfaction, these findings support the statement, which stated that the linkages between organizational culture
and job satisfaction can be explained through a strong culture will produce job satisfaction is high. Conversely a

weak culture produces a low job satisfaction [2]. Then the findings of this study support the findings of earlier
researchers, that the organizational culture of the positively and significantly on job satisfaction [24, 31]. Then
consistent with findings that show that employees who work with a strong culture, tend to be more capable of
expressing the commitment of the Organization to a greater and higher job satisfaction for it within an
organization needed a strong cultural understanding in any development of performance [32].
3.4. Rewards effect on job satisfaction
The results of this study confirm that a good and appropriate reward which indicated the staff at this
time is they feel satisfaction if you’re superior always viewed civil servants who had good performance and high
discipline in terms of presence is the main requirement for given either promotions group as well as the increase
in the post. Thus through the giving of the reward in the form of promotions against a decent officer, viewed can
improve job satisfaction and will improve the civil servants performance. The effect of rewards on job
satisfaction can be evidenced by the component values of the regression weight estimate of 0.478 with the
positive direction. The effects of coefficient marked positive, have a sense of good rewards and appropriate tend
to increase job satisfaction. In addition it can be evidenced by the value of the critical ratio = 6.309 > 2.00 and
probability values of 0,000 <  = 0, 05. The test results prove positive and significant effect of rewards on job
satisfaction. The statement meant that a good and appropriate reward gives a real effect to increased job
satisfaction to the high-way.
The value of the component regression weight estimate with the positive direction, caused the staff
viewed the financial rewards in the form of alimony is the proper reward performance in encouraging staff to be
able to work to its full potential. Financial rewards if done properly with distinguishing high-performing with
poorly performing or not disciplined in terms of a presence coupled with a grant of punishment, so the visible
distinction that will encourage the incidence of job satisfaction. Equity theory tells us that the existence of
differences between the amount received with the amount that are perceived by individuals are the main cause
of occurrence of dissatisfaction, the case with promotions to employees who have high performance and high
discipline is always eagerly anticipated by the expectations of the employees as a differentiator between
employees who are diligent and lazy [1]. A good and appropriate reward gives a real influence to increased job
satisfaction towards a higher high. The results of this study supports the expectancy theory, that personal goal-
reward relationship which means rewards to an individual organization results in the individual's satisfaction
[17]. Later research findings support the findings of previous researchers that there is a significant relationship
between higher rewards and higher job satisfaction [20].
3.5. Work Motivation effect on job satisfaction
The results of this study confirm that high work motivation shown civil servants at this time is the
motivation of employees in work because they appreciated by his superiors and the work they do helps
organizations in achieving the target of the work, so that they have the feeling of being mean to the organization
where he worked. With the feelings of employees at towards the Organization, viewed may increase the work
motivation towards higher and cause job satisfaction, which in turn improves the civil servants performance.
The effect of work motivation on job satisfaction can be evidenced by the component values of the regression
weight estimate of 0.206 with positive direction. The coefficient effect of marked positive, meaning a high work
motivation tended to increase job satisfaction. In addition it can be evidenced by the value of the critical ratio =
2.00 > 2.687 and probability values of 0,007 < = 0, 05. The test results show that the positive and significantly
affect of work motivation and job satisfaction. The statement can be meant that a high work motivation give real
effect to increased civil servants satisfaction to the high-way.
The value of the component regression weight estimate with the positive direction, because the civil
servants was satisfied if the work they produce is valued by the employer and the job he is doing can assist
organizations in achieving the target of the work, so they have positive feelings toward the organization they
work for. High work motivation gives real effect to increased job satisfaction toward higher. The results of this
study support the statement that the Chairman can increase the motivation of employees through a variety of
ways to increase satisfaction [21]. The results of this study are in support with previous research which found
that there was a significant positive relationship between motivations with job satisfaction. Because of the
satisfaction with the supervision also has a significant correlation with the motivation [10.5]. The effect of
employee motivation has a significant on job satisfaction [11].
3.6. Organizational culture effect on civil servants performance
A strong organizational culture will further affect the employees of a weak culture. Therefore a strong
culture will bear a high job satisfaction and high performance [12]. The results of this study confirm that a
strong organizational culture can be realized with all the cultural values that are in the organization that can be

accepted by all members of the Organization as a response of the civil servants at this time, when employees are
encouraged to have a commitment to what became his responsibility in a way always appreciate any results of
work done, so encourage them to work more optimally again which in turn will improve the civil servants
performance. The effect of organizational culture on civil servants performance can be evidenced by the
component values of the regression weight estimate of 0.283 with the positive direction. The coefficient effects
of marked positive have a strong sense of organizational culture tend to improve the civil servants performance.
In addition it can be evidenced by the value of the critical ratio = 3.945 > 2.00 and probability values of 0,000
< = 0, 05. The test results proved that the organizational culture positive and significant effect on civil servants
performance. The statement can be explained that a strong organizational culture delivering the real influence to
increased civil servants performance to the high-way.
The value of the component regression weight estimate with the positive direction due to civil servants
very large autonomy expects in order to work on and complete all the work that became his responsibilities
without the excessive intervention of the supervisor and is the authority on the job become basic tasks and
functions so that the cause of the existence of a fundamental difference from what they should have done.
Organizational culture a strong effect on civil servants performance, this is in support with a statement to the
effect that a strong organizational culture will improve the economic performance of the Organization in three
things of them that a strong organizational culture will be a positive effect on performance, as it can provide
tremendous motivation on employees [33]. Then the findings of this study support the findings of earlier
researchers, organizational culture that positively and significantly effect on the employee performance [14].
3.7. Rewards effect on civil servants performance
The results of this study confirmed that the award is good and fit civil servants demonstrated at this
point is the awarding of the rewards to civil servants who have good performance and high discipline in the
presence of which is the main requirement for a promotional position, given that the reward in the form of
promotions against a decent civil servants are seen can provide the motivation to improve the civil servants
performance. The effect of rewards on the civil servants performance can be evidenced by the component values
of the regression weight estimate of 0.416 with positive direction. The coefficient effect marked positive,
meaning that a good and appropriate rewards tend to improve the civil servants performance. In addition it can
be evidenced by the value of the critical ratio = 2.428 > 2.00 and probability values of 0,015 < = 0, 05. The test
results prove positive and significant effect of reward on the civil servants performance.
The statement meant that a good and appropriate reward gives a real effect to increased civil servants
performance. The financial rewards can be effective if done well with distinguishing high-performing with
poorly performing. If the awarding of reward based on the results of the objective, namely payment based on
achievement through performance appraisal, it is able to motivate, if designed correctly, the individual perceives
a strong link between their performance with the rewards they received [12]. This research supports findings of
earlier researchers, that there was a significant positive relationship between intrinsic rewards with the public
servants performance [25, 11].
3.8. Work motivation effect on civil servants performance
The results of this study confirm that high work motivation shown civil servants at this time is that they
are highly motivated for their work appreciated superiors. The effect of work motivation on civil servants
performance can be evidenced by the component values of the regression weight estimate of 0.165 with positive
direction. The coefficient effect marked positive, meaning a high work motivation tended to improve the civil
servants performance. In addition it can be evidenced by the value of the critical ratio = 4.099 > 2.00 and
probability values of 0,000 < = 0, 05. The test results show that the positive and significantly effect of work
motivation on the civil servants performance. The value of the component regression weight estimate with the
positive direction is caused because public servants motivated if the work he produced was valued by the
employer and the job he is doing can assist organizations in achieving performance targets. High work
motivation gives real effect to increase of civil servants performance. These findings also support earlier
researchers findings that employee motivation effect significantly to the individual performance thus giving
power to individuals to perform better [8, 11].
3.9. Job satisfaction effect on civil servants performance
However, organizations with members with high job satisfaction felt more likely to give good
performance in various ways countless [34]. The results of this study confirm that high job satisfaction
demonstrated at this point is to satisfy their needs with work and the existence of a difference in terms of

revenue among lazy employees who diligently. The effect of job satisfaction on the civil servants performance
can be evidenced by the component values of the regression weight estimate of 0.095 with positive direction. In
addition it can be evidenced by the value of the critical ratio = 0.389 < 2.00 and value the probability of 0,699 >
 = 0, 05. The test results prove that job satisfaction is not significantly impact the civil servants performance.
The statement meant that a high job satisfaction does not give real effect to increased civil servants performance
to the high-way.
High job satisfaction does not give real effect to increase of civil servants performance, that the biggest
controversy in the research organization is about the relationship between satisfaction and work achievement or
performance. There is satisfaction that States that affect the achievement of higher employment, while others
argue that the work achievement affect satisfaction [16]. These findings support earlier research that job
satisfaction is not a significant effect on performance lecturer [35]. The effect of job satisfaction has a
significant on the individual performance [36].
3.10. Linking organizational culture on civil servants performance. The mediating role of work
motivation
Inspection results show that civil servants performance improvements can be done directly or with the
help of the motivation of working as a mediate in explaining the effect of organizational culture on civil servant
performance, that based on the type of work motivation is not as a mediated in explaining the effect. Results of
testing the effect of organizational culture on performance the mediating role of work motivation with the P-
Value of values 0,000 <  = 0,05 obtained from the interaction of P-Value organizational culture on work
motivation (0,000 <  = 0,05) X work motivation on the civil servants performance ( 0,000 <  = 0,05). These
results make it clear that the work motivation significantly acted not as a mediated in explaining the effect of
organizational culture on performance mediated work motivation. This means that the organizational culture
real effect on the civil servants performance, the effect of organizational culture significantly on work
motivation, work motivation significantly to the civil servants performance so that without the support of labour
motivation, organizational culture is directly influential real on improvements civil servants performance to the
high-way. The results of this study support the findings of previous researchers that there was significant effect
of the organizational culture (external adaptation) on performance through the capabilities of human resources
[30].
3.11. Linking of rewards on civil servants performance. The mediating role of work motivation
The test results of indirect effect variable rewards on the civil servants performance of as the mediation
of the work motivation with P-Value of values 0,000 <  = 0, 05 obtained from the interaction of P-Value
rewards on work motivation (0,000 <  = 0, 05) X work motivation on the civil servants performance (0,000 <
 = 0, 05), that the work motivation not as a mediating variable in explaining the effect of rewards on the civil
servants performance. This means that a significant effect of rewards on civil servant performance, influential
reward significantly to work motivation, effect of work motivation significantly on the civil servants
performance so that without the support of labour motivation, rewards of the real against the influential directly
improved the civil servants performance to the high-way. This research supports findings of earlier researchers,
that there is a positive and significant effect between the intrinsic reward on performance as mediated extrinsic
and intrinsic motivation [37].
3.12. Linking of organizational culture on civil servants performance. The mediating role of job
satisfaction
The test results indirect effect, organizational culture on the civil servants performance mediating role
is job satisfaction with value P-Value of 0,000 <  = 0,05 obtained from the interaction of P-Value
organizational culture on job satisfaction (0,000 <  = 0,05) X job satisfaction on the civil servants
performance (0,699 >  = 0,05). This means that the organizational culture real effect on the civil servants
performance, the effect of organizational culture significantly on job satisfaction, job satisfaction is not real
effect on the civil servants performance so without supported with job satisfaction, organizational culture can
directly give real effect to increased civil performance of Affairs to-good direction. The results of this research
rejects the findings of previous researchers that the mediating role is job satisfaction and organizational
commitment of the relationship between organizational culture and performance lecturer has not significant
[35].

3.13. Linking of rewards on civil servants performance. The mediating role of job satisfaction
The test results indirect effect of rewards on civil servants on performance in mediating job satisfaction
with value P-Value of 0,000 <  = 0,05 obtained from the interaction of P-Value rewards of job satisfaction
(0,000 <  = 0,05) X job satisfaction on the civil servants performance (0,699 >  = 0,05). These results
explain that. Job satisfaction is not as mediating role in explaining the effect of rewards on the civil servants
performance. This means that the real effect of rewards on civil servant performance, reward significantly effect
on job satisfaction, job satisfaction is not real effect on the civil servants performance so without supported with
job satisfaction, rewards can directly provide tangible influence towards increasing the civil servants
performance to the-direction is good. The results of this study support the findings of earlier researchers, that
there is a positive and significant relationship between intrinsic rewards on performance in the mediation job
satisfaction [37].
3.14. Linking of organizational culture on civil servants performance. The mediating role of work
motivation and job satisfaction
The test results indirect effect variable organizational culture on the civil servants performance in the
mediation of work motivation and job satisfaction with value P-Value of 0,000 <  = 0,05 obtained from the
interaction of P-Value organizational culture on job satisfaction (0,000 <  = 0,05) X work motivation on job
satisfaction (0,007 <  = 0,05) X job satisfaction on the civil servants performance (0,699 >  = 0,05). The
results clarify that work motivation and job satisfaction is not as mediating variables in explaining the effect of
organizational culture on civil servant performance. This means that the organizational culture real effect on the
civil servants performance, the effect of organizational culture significantly on work motivation, organizational
culture effect significantly on job satisfaction, but its job satisfaction is not real effect on the civil servants
performance so without supported with job satisfaction, organizational culture directly or through work
motivation can give real effect to increased civil servants performance to good direction. The results of this
study supports the findings of earlier researchers, that there was significant influence between the organizational
culture (external adaptations such as sensitive to the external environment, continue to study new methods to
find and aggressively) on the civil servants performance or indirectly through the mediating role of the human
resource ability to maintain a high level of motivation [28].
3.15. Linking of rewards on civil servants performance. The mediating role of work motivation and
job satisfaction
The test results indirect effect variables of rewards on civil servant performance in mediation work
motivation and job satisfaction with value P-Value of 0,000 <  = 0,05 obtained from the interaction P-Value
of rewards on job satisfaction (0,000 <  = 0,05) X work motivation on job satisfaction (0,007 <  = 0,05) X job
satisfaction on the civil servants performance (0,699 >  = 0,05). The results clarify that motivation and job
satisfaction significantly in explaining the influence of rewards on the civil servants performance, but based on
the results of the examination to find out the type of mediation then the variables work motivation and job
satisfaction in the research model is said to not act as mediating variables. This means that the real effect of
rewards on civil servant performance, organizational culture significantly on work motivation, organizational
culture effect significantly on job satisfaction, but its job satisfaction is not real effect on the civil servants
performance so without supported with job satisfaction, organizational culture directly or through motivation
work can give real effect to increased performance of the civil servant to-good direction. The results of this
study supports the findings of earlier researchers, that there is a positive correlation between the intrinsic and
extrinsic reward on motivation as well as finding the existence of an intrinsic role extrinsic motivation and
mediating between intrinsic reward on the performance [25,37].
IV. CONCLUSION AND RECOMMENDATIONS
Organizational culture and rewards have a positive and significant effect on the work motivation and
job satisfaction, then a positive and significantly effect of work motivation on job satisfaction, organizational
culture and, work motivation has a positive and significant effect on the civil servants performance. Work
motivation and job satisfaction is not as a mediating role in explaining the effect of organizational culture and
rewards on the civil servants performance. Organizational culture, rewards and work motivation proved directly
can give a noticeable effect on the civil servants performance. The limitations of this study on the measurement
of the variables is done only on the basis of the perception of a very determined by memory and judgment
against the respondent himself and thus there is a tendency of occurrence of bias in measurements, empirical
analysis subsequently conducted in this study uses survey data to analyze the relationship at cross sectional,
while attitudes and behaviours is something very dynamic so as to analyze the attitudes and behavior of the
required observations in longitudional, for it required advanced research studies to analyze the relationship

between the changes of back variables examined in this study. The results of this study recommend to
researchers continued developing Study at another sector by adding the antecedent variable of individual
performance.
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