The Impact of Physical Workplace Conditions, Employee Motivation, and Work Discipline on the Job Performance of PLN Indonesia Power UPDK Keramasan ULPL Keramasan Employees

Studies Management and Finance Economics, of Journal 0504-2644 (online): ISSN 0490,-2644 (print): ISSN 5202 November 11 Issue 80 Volume 8.317 Factor: Impact ,18-i11-10.47191/jefms/v8 DOI: Article 3007-7293 No: Page JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7293 The Impact of Physical Workplace Conditions, Employee Motivation, and Work Discipline on the Job Performance of PLN Indonesia Power UPDK Keramasan ULPL Keramasan Employees Judika Larisma Sitinjak1, Yos Karimudin2, Afriyadi Cahyadi3, Azwardi4 1,2,3,4University of Sriwijaya Palembang, Jalan Padang Selasa, Indonesia ABSTRACT: This research was conducted to examine and assess the impact of the physical workplace, employee motivation, and work discipline on the job performance of personnel at PT PLN IP UPDK Keramasan ULPL Keramasan. The entire population of 126 permanent staff—including office and machine personnel at PT PLN IP UPDK Keramasan ULPL Keramasan, South Sumatra—were designated as the sample for this study (total sampling). Multiple linear regression was the analytical technique applied, along with the t-test and F-test for hypothesis examination. The findings of the study demonstrate that the physical work environment, motivation, and work discipline each have a notable influence on performance. Furthermore, the physical work environment, motivation, and work discipline collectively exert a significant effect on employee performance. KEYWORDS: Physical Workplace, Motivation, Work Discipline, Job Performance INTRODUCTION Job performance represents the outcomes of an individual's efforts as they execute assigned duties to meet specific professional objectives (Silaen et al., 2021). Crucially, high performance is a prerequisite for any organization seeking to attain its overarching strategic goals. Consequently, the quality of performance is largely shaped by a set of key determinants, notably the work environment, employee motivation, and work discipline. In essence, ensuring a supportive work atmosphere—coupled with strong motivation and discipline—is vital for organizations to foster employee contributions toward achieving predetermined targets (Rastana et al., 2021). Specifically, the physical aspects of the workplace are known to be a contributing element to job success. This physical environment encompasses all tangible elements surrounding the workspace that hold the capacity to impact personnel, either directly or indirectly. A work environment with complete facilities and conducive conditions allows employees to work well, carry out and complete their tasks, and fulfill their responsibilities as controllers of all activities within a company.(Sedarmayanti, 2020). A subsequent factor impacting employee performance is motivation. Hasibuan (2021) describes this as the impetus that ignites enthusiasm for work, enabling staff to willingly collaborate, operate efficiently, and commit their full efforts towards achieving personal contentment. Fundamentally, every organization seeks personnel who are proficient, skilled, and dedicated to working diligently to accomplish institutional objectives. Consequently, fostering high levels of motivation is essential to encourage this hard work. Motivation holds significant sway in elevating staff performance; when leadership provides sufficient motivation, employees gain opportunities to enhance their capabilities (Hasibuan, 2021). Furthermore, this factor highlights the crucial role of work discipline, which the same author (2021) identifies as the foremost operational component of human resource management. They argue that superior employee discipline directly correlates with a higher level of work achievement, while a lack of effective discipline implementation will impede a company's ability to achieve optimum outcomes. Similarly, Sinambela (2021) asserts that discipline serves to train employees to adhere to existing rules, procedures, and policies, consequently fostering strong performance results. Existing literature exploring the impact of the physical work environment, motivation, and work discipline on employee performance has produced conflicting findings, thus highlighting a research gap. For instance, some scholarly works affirm that the physical setting has a notable impact on staff performance. (Hermawan, 2022) and (Amelia & Ratnawili, 2023) conversely, other investigations indicate that the work environment does not affect employee performance (Hartati et al., 2020) and (Sihotang, 2020). Furthermore, several studies prove that motivation influences employee performance (Kuswati, 2020) and The Impact of Physical Workplace Conditions, Employee Motivation, and Work Discipline on the Job Performance of PLN Indonesia Power UPDK Keramasan ULPL Keramasan Employees JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7294 (Sihotang, 2020). while other research reaches opposing conclusions, suggesting that employee motivation lacks an effect on job outcomes (Qomariah et al., 2020) and (Siahaan & Bahri, 2020). Similarly, there are studies confirming a demonstrable effect of work discipline on job performance (Novitri et al., 2020) and (Khairunnisa & Gulo, 2022) yet several other studies assert that work discipline bears no impact on job performance (Marentek et al., 2021) and (Arianto, 2023). The central question guiding this research is to ascertain whether the physical work environment, employee motivation, and work discipline collectively exert a significant effect on the job performance of personnel at PT PLN IP UPDK Keramasan ULPL Keramasan, South Sumatra. Accordingly, the primary aim of this study is to identify and evaluate the impact of the physical work environment, motivation, and work discipline on the achievement (performance) of employees at PT PLN IP UPDK Keramasan ULPL Keramasan, South Sumatra. LITERATURE REVIEW Performance Silaen (2021) defines performance as a multi-faceted concept, encompassing both individual and collective outcomes. This includes the tangible work results attained by an individual when fulfilling their assigned responsibilities, the overall level of success achieved by a person in executing all their duties within a specific timeframe, and the successful discharge of roles and obligations by an entire team or unit within an organization. Iswanto & Yusuf (2022) explains that there are several indicators in employee performance assessment, including: 1. Work quality is an employee's view of work in relation to the quality of the work they produce in relation to the perfection of the tasks they are responsible for using their skills and abilities. 2. Work quantity is defined as the total volume of tasks finalized by an employee. This metric is quantifiable and is typically determined by measuring the number of completed units or the total cycles successfully finished. 3. Punctuality is defined as the adherence to starting and completing assigned tasks within the designated timeframe. Its effectiveness is commonly evaluated by considering the total output of work accomplished alongside the efficient use of time dedicated to finalizing subsequent duties. 4. Effectiveness means using company resources including energy, finance, technology and raw materials as much as possible with the aim of increasing output for each division to use its resources. 5. Independence refers to the degree of autonomy personnel possess when executing the duties and functions relevant to their specific job roles. Physical Work Environment The physical workplace is defined as all tangible conditions surrounding the work area which possess the potential to affect staff performance, either immediately or over time (Iswanto & Yusuf, 2022). To evaluate these conditions, Soetjipto (2021) suggests utilizing several key indicators, such as: 1. Lighting To attain high job performance, workers require enough light to see clearly, provided that the illumination level remains nonglaring. 2. Air circulation Smooth air exchange is very necessary when the room is full of employees and will certainly be healthy for the body. 3. Noise Noise disrupts concentration, employees do not like hearing noise, because it will certainly disturb employees. 4. Coloring A work space that is supported by color nuances with good composition will certainly influence the employees' souls. 5. Cleanliness An orderly and clean workplace notably impacts work operations. Such a supportive environment fosters greater comfort, thereby encouraging staff to execute their duties more effectively. 6. Security Good security will create peace of mind at work and motivate employees to work. 7. Spatial The arrangement of the work space can influence work activities in the form of arranging and regulating employee movements. 8. Facility The availability of facilities can support and motivate employees in their work. The Impact of Physical Workplace Conditions, Employee Motivation, and Work Discipline on the Job Performance of PLN Indonesia Power UPDK Keramasan ULPL Keramasan Employees JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7295 Motivation (Suwarto, 2021)reveals that motivation is a drive or force that triggers a person's work performance, encouraging them to work effectively and collaborate in an effort to achieve satisfaction. (Robbins et al., 2021)put forward motivation indicators based on McClelland's theory, namely: 1. Need for achievement The drive for achievement in a worker is manifested through several observable traits. These indicators include a strong sense of accountability, the proactive demand for performance feedback, demonstrable proficiency in task completion, a fervent eagerness to surpass expectations, an inclination toward tackling difficult assignments, and an intense ambition for professional advancement and success. 2. The need for power A worker's need for power manifests as the motivation to demonstrate peak skills and capabilities. This desire is also characterized by a strong urge to lead and organize others, the aspiration to secure a leadership position, and a profound sense of self-confidence deemed essential across organizational settings. Furthermore, they typically exhibit a strong enthusiasm for engaging in competition and securing victories. 3. The need for affiliation The employee's necessity for affiliation is observable through various social attributes. These qualities encompass a heightened sense of social duty, an elevated willingness to collaborate with colleagues on tasks, an active impulse to assist others whenever possible, and a requisite level of self-assurance. Work Discipline Work discipline, according to Ajabar (2020) serves as a managerial instrument intended to modify employee behavior. This effort aims to enhance an individual's conscious commitment and eagerness to adhere to all established organizational rules and prevailing social standards. To effectively assess this discipline, (Afandi, 2022) suggests focusing on several specific indicators, which include: 1. On Time (Attendance) Punctuality refers to employees' efficient attendance and performance of their duties as determined by the company. 2. Adherence to Established Organizational Policies Disciplined employees must comply with company regulations. This requires employees to demonstrate loyalty to their commitments to the company. Loyalty here means obeying and complying with orders from superiors and established rules and regulations. This also includes employees' adherence to the uniforms prescribed by the organization or company. 3. Responsibility in Carrying Out Duties Employee accountability is partly demonstrated by the correct handling and upkeep of organizational equipment, a practice essential for maintaining continuous office operations. This responsibility further involves the capacity to successfully manage delegated tasks, signifying the individual as a dependable member of staff. Research Conceptual Framework The theoretical architecture of this study is outlined in the conceptual model displayed in the figure below . This framework graphically depicts the hypothesized relationships between the three independent variables (Physical Work Environment, Work Motivation, and Work Discipline) and the dependent variable (Employee Performance), forming the basis for the subsequent hypothesis testing. Figure 1. Research Conceptual Framework The Impact of Physical Workplace Conditions, Employee Motivation, and Work Discipline on the Job Performance of PLN Indonesia Power UPDK Keramasan ULPL Keramasan Employees JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7296 Hypothesis By offering a secure, pleasant, and well-maintained physical setting, organizations can successfully enhance the quality of employees' professional lives, consequently leading to highly effective operations. This can improve employee performance because it reduces lost work days, meaning a conducive work environment can improve performance and productivity so that the company can achieve its goals (Iswanto & Yusuf, 2022). This perspective is substantiated by studies from Hermawan (2022) and Amelia & Ratnawili (2023) whose findings indicate that a favorable work setting has an affirmative effect on staff performance. Conversely, an unfavorable workplace can potentially induce apprehension and diminish enthusiasm for assigned duties. H1 : The physical workplace significantly impacts job achievement Employee motivation acts as a primary determinant of job achievement. When an organization or firm succeeds in fostering strong motivational levels among its workforce, personnel naturally exhibit greater enthusiasm for task completion and subsequently enhance their overall output. Consequently, this elevated effort directly results in superior performance (Afandi, 2022). Work motivation plays a crucial role in any company, providing benefits not only to employees but also to the company itself. Motivation has the potential to drive employees to achieve higher levels of performance and productivity. Furthermore, motivation plays a significant role in increasing production and reducing costs through improved employee attitudes and behaviors within the company. The impact of motivation can be seen in employee performance, which involves striving for success and achieving higher positions within the company (Suandy, 2021). This assertion is validated by studies from Kuswati (2020) and Sihotang (2020) both of whom concluded that work motivation positively affects staff performance. H2 : Employee motivation significantly impacts job achievement Fundamentally, personnel acknowledge that adherence to work discipline is an essential prerequisite for success, which must be maintained by every staff member. Effective discipline guarantees an efficient workflow and ensures the attainment of optimal output within the organization (Anggoro, 2022). Discipline reflects strength, as successful individuals are typically those with high levels of discipline. To maintain employee discipline, companies need to impose specific sanctions on those who violate established rules. Sanctions can take the form of reprimands, warnings, or other measures aimed at correcting employee errors. These reprimands can encourage employees to truly comply with regulations and maintain discipline at work. The findings reported by by (Novitri et al., 2020) and (Khairunnisa & Gulo, 2022) lend credence to the belief that employee work discipline has a positive correlation with job achievement. H3 : Work discipline significantly influences job achievement RESEARCH METHODOLOGY The study population encompasses all 126 permanent personnel at the PT PLN IP UPDK Keramasan ULPL South Sumatra office, specifically comprising both the administrative staff and the machine-related workforce. A census sampling technique (saturated sampling) was employed to determine the sample size, resulting in the inclusion of all 126 employees from the PT PLN IP UPDK Keramasan ULPL South Sumatra office in the research. The data analysis was conducted using parametric statistical methods, primarily multiple linear regression. Prior to analysis, the necessary classical assumptions were verified, including the tests for normality, heteroscedasticity, and multicollinearity. The final step involved hypothesis evaluation through the application of the t-test (partial effect), the F-test (simultaneous effect), the correlation coefficient (R) test, and the coefficient of determination (R2) test. RESULTS AND DISCUSSION As an initial procedure before commencing multiple linear regression analysis and hypothesis testing, a regression diagnostic is performed. This critical preliminary step incorporates the classical assumption checks, specifically the normality, heteroscedasticity, and multicollinearity tests, which are further elaborated below. The Impact of Physical Workplace Conditions, Employee Motivation, and Work Discipline on the Job Performance of PLN Indonesia Power UPDK Keramasan ULPL Keramasan Employees JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7297 1. Normality Test and Heteroscedasticity Test Figure 3.Normal Probability Plot Figure 4.Scatterplot As verified by the Normal P-P Plot (Figure 3), the points representing the data distribution cluster closely along and follow the diagonal line. This outcome confirms that the study data is normally distributed, thereby satisfying the assumption of normality. Furthermore, the scatterplot (Figure 4) indicates that the residual points are dispersed randomly without exhibiting any recognizable pattern. This scatter validates that the data is free from any issues of heteroscedasticity. 2. Multicollinearity Test Table 1. Multicollinearity Test Results No Variables Tolerance VIF Information 1. Physical Work Environment 0.682 1,467 The collected data is free from multicollinearity 2. Motivation 0.543 1,842 The collected data is free from multicollinearity 3. Work Discipline 0.556 1,779 The collected data is free from multicollinearity Source: Field research data processed (2025) Referring to Table 1, the test results confirm that the multicollinearity assumption is met. This conclusion is drawn because all Variance Inflation Factor (VIF) scores for the independent variables register below the threshold of 10 (VIF < 10), while all Tolerance values simultaneously exceed 0.10 (Tolerance > 0.10). Thus, no multicollinearity exists between the independent variables. Multiple Linear Regression Analysis 1. Regression Line Equation Table 2. Regression Coefficients and Statistical Test Results Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) 0.191 0.101 1,900 0.060 Physical Work Environment 0.095 0.030 0.094 3,152 0.002 Motivation 0.326 0.083 0.201 3,945 0,000 Work Discipline 1,076 0.102 1,102 10,540 0,000 a. Dependent Variable: Performance Source: Field research data processed (2025) The determination of the regression line equation is derived from the data presented in Table 2, as shown below: Y = 0.191 + 0.095 X1 + 0.326 X2 + 1.076 X3 The coefficients of the linear equation derived from the analysis can be interpreted as follows: The Impact of Physical Workplace Conditions, Employee Motivation, and Work Discipline on the Job Performance of PLN Indonesia Power UPDK Keramasan ULPL Keramasan Employees JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7298 a. The constant term is 0.191, indicating that if all independent variables (physical work environment, motivation, and work discipline) are held at a value of zero, the resultant Employee Performance score at PT PLN IP UPDK Keramasan ULPL South Sumatra would be 0.191. This suggests a critically low baseline performance among employees when the influence of these three factors is entirely disregarded. b. The regression coefficient for the physical work environment is 0.095. Ceteris paribus, a one-unit positive change in the physical work environment score will correspond to a 0.095-point increase in the performance score of PT PLN IP UPDK Keramasan ULPL South Sumatra employees. c. The regression coefficient for motivation is 0.326. Assuming all other variables remain stable (ceteris paribus), a one-unit rise in the motivation score will lead to an increase of 0.326 points in the employee performance score at PT PLN IP UPDK Keramasan ULPL South Sumatra. d. The regression coefficient for work discipline is 1.076. This signifies that, keeping all other variables constant, a one-unit improvement in the work discipline score will result in a substantial 1.076-point increase in the performance score of PT PLN IP UPDK Keramasan ULPL South Sumatra employees. 2. Hypothesis Test t The partial regression test (t-test) provides robust evidence of influence. Specifically, the t-statistic for the Physical Work Environment variable is recorded at 3.152, which exceeds the critical t-value of 1.979. Furthermore, the corresponding P-value (0.002) is well below the significance level of 0.05. This statistical outcome necessitates the rejection of the null hypothesis (H0) and the acceptance of the alternative hypothesis (Ha), confirming that the Physical Work Environment individually and significantly affects Employee Performance at PT PLN IP UPDK Keramasan ULPL South Sumatra. This finding is consistent with established theory. (Sedarmayanti, 2019) explains that the physical setting constitutes all surrounding workplace elements that can affect workers in their execution of duties. A supportive physical environment can enhance comfort and safety, thereby enabling staff to operate more effectively and efficiently. This is further supported by (Herzberg et al., 1959), who posited that the physical work environment is among the factors influencing job satisfaction. A secure, comfortable, and healthy work atmosphere can elevate employee quality of life, resulting in high organizational effectiveness. Such conditions improve performance by minimizing lost workdays, meaning a conducive environment boosts productivity and helps the company realize its strategic goals (Iswanto & Yusuf, 2022). This result aligns with prior studies, including those by (Hermawan, 2022) and (Amelia & Ratnawili, 2023), which demonstrated that a favorable work environment invariably has an affirmative impact on employee outcomes. The partial regression test yields robust findings for Motivation, as the calculated t-statistic of 3.945 significantly surpasses the critical t-value of 1.979. Furthermore, the P-value (0.000) is substantially lower than the significance threshold of 0.05. This statistical evidence compels the rejection of the null hypothesis (H0) and the acceptance of the alternative hypothesis (Ha), thus confirming that the Motivation variable has a significant individual effect on Employee Performance at PT PLN IP UPDK Keramasan ULPL South Sumatra. This outcome aligns with Mangkunegara’s (2017) definition that performance is determined by the quality and quantity of work outcomes achieved by a staff member in fulfilling their assigned duties. Motivation is crucial because it elevates staff enthusiasm and sincerity in working. When an organization provides substantial motivation, employees become more dedicated to finalizing tasks and thus enhance their output. This increased effort is a direct precursor to achieving superior performance (Afandi, 2022). The influence of work motivation is pivotal for any firm, benefiting both its employees and the company itself. Motivation possesses the capability to propel personnel toward greater productivity and higher levels of achievement. Moreover, it plays a vital role in increasing production and reducing costs through improved employee attitudes and behaviors within the company. The direct effect of motivation is observed as employees strive for success and seek higher positions within the corporate hierarchy (Suandy, 2021). This finding is further corroborated by prior research, including studies by (Kuswati, 2020) and (Sihotang, 2020), which similarly demonstrated that work motivation positively affects employee outcomes. The partial regression test for Work Discipline delivered exceptionally strong results, as the calculated t-statistic of 10.540 dramatically exceeds the critical t-value of 1.979. Furthermore, the P-value (0.000) is far below the significance level of 0.05. This statistical outcome compels the rejection of the null hypothesis (H0) and the acceptance of the alternative hypothesis (Ha), thus confirming that Work Discipline has a significant individual effect on Employee Performance at PT PLN IP UPDK Keramasan ULPL South Sumatra. This finding aligns with established definitions. (Sutrisno, 2019) characterizes work discipline as the behavior, attitude, and actions demonstrated by staff in adherence to both the written and unwritten rules of the institution. It functions as a policy that instills a strong sense of obligation and responsibility in employees to comply with regulations set by the company. Fundamentally, every employee recognizes that adhering to discipline is an essential factor for professional success, as strong The Impact of Physical Workplace Conditions, Employee Motivation, and Work Discipline on the Job Performance of PLN Indonesia Power UPDK Keramasan ULPL Keramasan Employees JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7299 discipline guarantees an efficient workflow and ensures the attainment of maximum work outcomes within the firm (Anggoro, 2022). Discipline also reflects strength, given that highly successful individuals typically possess high levels of self-discipline. To sustain this discipline, organizations must apply specific sanctions for rule violations, ranging from formal warnings and reprimands to other corrective measures aimed at rectifying employee errors. These actions can strongly encourage personnel to comply with regulations and maintain workplace order. Prior research provides additional support, including studies by (Novitri et al., 2020) and (Khairunnisa & Gulo, 2022), which consistently show that work discipline positively influences employee performance. 3. F Test Table 3. Summary of F-Test, R-Test, and R2 Results Testing Mark F Count 507,756 Significance of F 0.000 R 0.962 R Square 0.926 The simultaneous hypothesis test (F-test), detailed in Table 3, yields highly significant results. Specifically, the calculated F-value is 507.756, which substantially exceeds the critical F-table value of 2.677. Furthermore, the significance value of 0.000 is far below the required alpha level of 0.05. This statistical outcome validates that the regression model is appropriate and suitable for use in this research. Additionally, these findings affirm that the independent variables—Physical Work Environment, Motivation, and Work Discipline—collectively exert a significant influence on the Employee Performance of PT PLN IP UPDK Keramasan ULPL South Sumatra. The correlation coefficient (R) is recorded at 0.962, indicating an exceptionally strong and positive collective relationship between the independent variables—Physical Work Environment, Motivation, and Work Discipline—and the Employee Performance of PT PLN IP UPDK Keramasan ULPL South Sumatra. Furthermore, the coefficient of determination (R2) is found to be 0.926. This means that the three predictor variables jointly account for 92.6% of the total variation observed in Employee Performance. The remaining 7.4% of the performance variance is attributable to other exogenous factors not included in this study, such as leadership style, reward systems, employee capabilities, and various other external variables. CONCLUSIONS, LIMITATIONS, AND SUGGESTIONS The findings from this study lead to the conclusion that the three predictor variables—Physical Work Environment, Motivation, and Work Discipline—all exert a significant influence on the performance of employees at PT PLN IP UPDK Keramasan ULPL South Sumatra, both when examined individually and collectively. A substantially close correlation (R = 0.962) was established between the set of independent variables and employee performance. Furthermore, the model demonstrates high explanatory power, with these three variables jointly accounting for 92.6% of the total variation observed in employee performance. This study was limited in scope to assessing solely the effects of the physical work environment, motivation, and work discipline on employee performance. Future research is highly encouraged to incorporate other critical factors that may influence performance, such as leadership style, reward systems, and employee competencies, to provide a more comprehensive understanding. Additionally, while this study utilized multiple regression analysis via SPSS, subsequent studies should consider employing more advanced analytical tools, specifically Structural Equation Modeling (SEM) Partial Least Squares (PLS), to explore the relationships between variables more extensively. REFERENCES 1) Afandi. (2022). Human Resource Management (Theory, Concepts and Indicators). Zanafa Publishing. 2) Ajabar. (2020). Human Resource Management. Deepublish. 3) Amelia, KR, & Ratnawili. (2023). The Influence of Work Environment and Job Satisfaction on Employee Performance. Journal of Entrepreneurship and Management Science (JEMS), 4(1), 163–175. https://doi.org/DOI:10.36085/jems.v4i1.4441 4) Anggoro, CT (2022). 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