The Influence of Organizational Culture on Job Satisfaction among Employees of the Indonesian Maritime Security Agency
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This study examines the influence of organizational culture on job satisfaction among employees of the Indonesian Maritime Security Agency (Bakamla) using the Competing Values Framework (CVF). A quantitative survey was conducted involving 81 Bakamla employees selected through simple random sampling. Data were collected using a five-point Likert-scale questionnaire and analyzed using partial least squares structural equation modeling (PLS-SEM). Organizational culture was examined through four dimensions: clan, adhocracy, market, and hierarchy cultures. Job satisfaction was assessed in terms of the work itself, coworkers, and promotion. The results indicate positive path coefficients for all four organizational culture dimensions. Clan culture demonstrated the strongest relationship with job satisfaction (β = 0.472), followed by adhocracy culture (β = 0.178), market culture (β = 0.151), and hierarchy culture (β = 0.133). These findings suggest that collaborative relationships, social support, and teamwork may play an important role in shaping job satisfaction among Bakamla employees. The study highlights the practical importance of fostering a supportive and participatory organizational culture while maintaining the organizational structure and procedures required in a maritime security institution. These findings provide insights for human resource management practices aimed at improving employees' job satisfaction.
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