The Effect of Work Environment on Employee Performance with Work Motivation as a Mediation Variable at the Indonesian Immigration and Community Polytechnic
Abstract
This study examines the effect of Work Environment on Employee Performance with Work Motivation as a mediating variable among educational support personnel at the Indonesian Immigration and Corrections Polytechnic. The study employed a quantitative explanatory research approach. The population consisted of 63 educational support personnel and all members of the population were included as respondents using saturated sampling. Primary data were collected through a five-point Likert questionnaire and analyzed using Structural Equation Modeling–Partial Least Squares with SmartPLS. The final research model consists of three constructs: Work Environment as the exogenous variable, Work Motivation as the mediating variable, and Employee Performance as the endogenous variable. Measurement-model evaluation indicates that all final indicators have outer loadings above 0.70, Average Variance Extracted values above 0.50, Heterotrait–Monotrait ratios below 0.90, and Cronbach's Alpha and Composite Reliability values above 0.70. The structural results show that Work Environment has a positive and significant effect on Work Motivation (β=0.555; T=7.510; P<0.001), Work Environment has a positive and significant effect on Employee Performance (β=0.434; T=3.683; P<0.001), and Work Motivation has a positive and significant effect on Employee Performance (β=0.359; T=3.217; P<0.001). The indirect effect of Work Environment on Employee Performance through Work Motivation is 0.199 with T=2.901 and P=0.002. Because the direct effect remains significant, Work Motivation functions as a partial mediator. The findings support the Job Demands–Resources Theory, particularly the motivational process, in which supportive work resources stimulate motivation and contribute to performance. Managerially, the organization should strengthen communication and coordination, supervisory support, teamwork, opportunities for competence development, and recognition of employees' contributions.References
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