Analisis Pengaruh Motivasi Kerja, Budaya Organisasi dan Pengembangan Karier Terhadap Kinerja Karyawan di Yayasan Pendidikan Unggul Kupang

WETANGTERAH, Loryana Pinky (2026) Analisis Pengaruh Motivasi Kerja, Budaya Organisasi dan Pengembangan Karier Terhadap Kinerja Karyawan di Yayasan Pendidikan Unggul Kupang. Masters thesis, Universitas Katolik Widya Mandira Kupang.

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Abstract

This study aims to examine and analyze the influence of Work Motivation (X1), Organizational Culture (X2), and Career Development (X3) both partially and simultaneously—on Employee Performance (Y) at the Yayasan Pendidikan Unggul Kupang. The research employs a quantitative approach with an associative method. The population consists of all employees at the Yayasan Pendidikan Unggul Kupang, utilizing a saturated sampling technique (census) with a total of 36 respondents. Data analysis was performed using multiple linear regression with SPSS software. The descriptive analysis results using Levie's criteria indicate that Employee Performance is in the "Very High" category (4.05), while Work Motivation is in the "High" category (3.40), Organizational Culture is in the "High" category (3.39), and Career Development is in the "High" category (3.24). The partial hypothesis testing (t-test) results show that Work Motivation and Organizational Culture have a positive and significant effect on Employee Performance (Sig.<0.001). Career Development also has a positive and significant effect on Employee Performance (Sig.0.054≤0.05). Simultaneously (F-test), all three variables significantly influence Employee Performance with an F-calculated value of 28.608 (Sig.<0.001). Conclusions of this study indicate that Work Motivation, Organizational Culture, and Career Development, both partially and simultaneously, have a positive and significant influence on Employee Performance. The contribution of these three independent variables to the variation in Employee Performance is 55.8%, while the remaining 44.2% is influenced by other factors outside this research model. Suggestions provided include the foundation's need to maintain a conducive work climate, re-evaluate the promotion system and training distribution, and continue the internalization of the foundation's core values. Future researchers are advised to increase the number of respondents, examine other variables not discussed in this study, and consider using mixed methods.

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