Unpacking Employee Performance: The Role of Leadership, Work Culture, and Motivation in Indonesia's Coffee Industry

Abstract

Purpose: This study aims to examine the effect of leadership style, organizational culture, and work motivation on employee performance at PT. Fore Kopi Indonesia, Semarang. Design/Methodology/Approach: A quantitative research design was adopted, involving a population of 130 employees. Using proportionate stratified random sampling, a sample of 103 respondents was determined. Data were analyzed using multiple linear regression analysis with SPSS version 25. Findings: The results indicate that leadership style has no significant effect on employee performance (t = 0.612, p > 0.05). Conversely, organizational culture (t = 7.845, p < 0.001, β = 1.350) and work motivation (t = 3.214, p = 0.002, β = 0.240) demonstrate positive and significant effects on employee performance. The coefficient of determination (R² = 0.686) shows that 68.6% of the variance in employee performance is explained by the three independent variables, while the remaining 31.4% is attributed to other unexamined factors. Research Implications: This study is confined to a single organizational context, which may limit the generalizability of findings. Future research should incorporate additional variables and broader samples across multiple organizations. Management should prioritize strengthening organizational culture through open communication and accountability, while implementing structured recognition and reward systems to enhance work motivation, as these factors are more influential than leadership style in driving performance. This study contributes empirical evidence from Indonesia's emerging coffee retail industry, demonstrating that organizational culture and work motivation—rather than leadership style—are the primary drivers of employee performance in this specific context.