Training, Transformational Leadership, Organizational Culture, and Work Environment on Civil Servant Performance through Work Motivation
DOI:
10.46729/ijstm.v7i5.1483Published:
2026-09-29Downloads
Abstract
Civil servant performance is a key determinant of successful public service delivery, yet empirical evidence on how training, transformational leadership, organizational culture, and work environment shape employee performance remains inconsistent, and these factors have rarely been examined together through the mediating role of work motivation. This study analyses the effects of these four factors on civil servant performance, with work motivation as an intervening variable, at the Department of Housing, Settlement Areas, and Cemetery Affairs of Tangerang Regency, Indonesia. A quantitative approach with an explanatory research design was applied to all 172 employees of the department as a saturated sample. Data were collected through an online questionnaire of 31 items measured on a five-point Likert scale and analysed using Structural Equation Modelling–Partial Least Squares (SEM-PLS) with SmartPLS 4.0. All seven hypotheses were supported. Training, transformational leadership, organizational culture, and work environment had significant positive effects on work motivation, while work motivation, training, and work environment had significant positive effects on employee performance. The model explained 78.8% of the variance in work motivation and 79.2% of the variance in employee performance. Work motivation mediated the relationships between all four factors and performance: the effects of transformational leadership and organizational culture were channelled entirely indirectly through work motivation, whereas the relationships involving training and work environment showed partial mediation. The findings position work motivation as the strategic link between human-resource and organizational factors and civil servant performance. Strengthening the clarity of leadership vision and fostering an organizational culture that is open to new ideas are recommended as policy priorities, and longitudinal research designs are suggested for future studies.
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