Abstract
This study investigates the intricate dynamics between organizational culture (OC), employee motivation (EM), and employee performance (EP) within the context of NGOs and private companies operating in South Sudan. Utilizing data from 396 employees, the study employs structural equation modeling (SEM) to examine the direct and indirect effects of OC on both EM and EP. The findings reveal significant positive associations between OC and EM, as well as between OC and EP. Moreover, the study identifies EM as a mediator in the relationship between OC and EP. These results underscore the pivotal role of organizational culture in shaping both employee motivation and performance, highlighting the need for organizations to cultivate a culture that fosters engagement and productivity. The implications of these findings for HR policy and practice are discussed, offering valuable insights for organizations seeking to optimize employee performance in challenging environments.
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