Aligning Employee Values and Organizational Culture to Enhance Motivation and Employee Performance
A Case Study of PT Indo Samudera Perkasa
DOI:
https://doi.org/10.58192/wawasan.v4i4.5278Keywords:
Employee Performance, Employee Values, Freight Forwarding, Organizational Culture, Value-Culture FitAbstract
This study analyzes how the alignment between employee personal values and perceived organizational culture contributes to work motivation and employee performance at PT Indo Samudera Perkasa (ISP), a freight forwarding and customs brokerage company in Semarang. An explanatory sequential mixed-methods design was applied. The quantitative phase used a census survey of 18 employees measuring personal values, perceived organizational culture, value-culture fit, work motivation, and self-rated employee performance, analyzed through reliability testing, descriptive statistics, Pearson correlation, simple and multiple regression, and exploratory mediation analysis. The qualitative phase used semi-structured interviews with five key informants from operations, import, finance, and human resources, analyzed through thematic analysis supported by open coding, axial coding, and selective coding. The results show that employees hold strong Conservation and Self-Transcendence values reflected in responsibility, discipline, accuracy, safety, loyalty, and helping others, and perceive ISP as family-oriented, flexible, supportive, and responsive, although decision making remains leader-centered and coordination remains informal. Value-culture fit is positively related to work motivation and employee performance, while work motivation shows the strongest direct relationship with employee performance. The exploratory mediation analysis indicates that work motivation is the main pathway linking value-culture fit to performance. The qualitative findings explain that employees feel comfortable, trusted, and socially supported, which encourages them to take initiative, resolve operational problems, and maintain service continuity. However, the strong family culture is not yet supported by written SOP, clear sanctions, formal accountability, and structured knowledge transfer. Therefore, ISP is advised to preserve its relational culture while strengthening formal work systems.
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