Work Discipline, Compensation, and Work Environment Effects on Employee Performance through Work Motivation

Purpose: This study aims to examine the effect of work discipline, compensation, and work environment on employee performance by considering work motivation as an intervening variable among employees of the Mojokerto City Communication and Information Office.
Research Methodology: This study employed a quantitative research approach with a saturated sampling technique involving all 35 employees of the Mojokerto City Communication and Information Office. Data were collected through questionnaires and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM).
Results: The findings indicate that work discipline, compensation, work environment, and work motivation have significant positive effects on employee performance. Furthermore, work motivation significantly mediates the relationship between work discipline, compensation, and work environment with employee performance. Among these factors, the work environment demonstrates the strongest influence on improving employee performance.
Conclusion: The study concludes that improving employee performance requires organizational attention to behavioral and contextual factors. Strengthening discipline, providing appropriate compensation, creating a supportive work environment, and enhancing employee motivation are essential strategies for improving public sector employee effectiveness.
Limitations: This study is limited by its small sample size and focus on a single government institution, which may restrict the generalizability of the findings. Future research should involve broader samples and compare different public sector organizations.
Contributions: This study contributes to human resource management literature by explaining the mediating role of work motivation in linking organizational factors with employee performance. The findings provide practical implications for government institutions in designing effective employee management strategies.