Agile Work Culture and Organizational Commitment in Village Apparatus Performance: The Mediating Role of Work Motivation

Abstract

Village apparatus performance is essential to effective village governance and public service delivery, yet village administrations must respond to changing regulations and increasingly complex community needs. This study examines the direct effects of agile work culture and organizational commitment on village apparatus performance and tests whether work motivation mediates these relationships in Bolaang Mongondow Regency, Indonesia. A quantitative survey was conducted among 200 village apparatus members selected purposively; respondents were active personnel with at least one year of service. Data were collected through questionnaires and analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS. Agile work culture had a positive and significant effect on performance (β = 0.384, p < 0.001), whereas organizational commitment had a positive but nonsignificant direct effect (β = 0.098, p = 0.206). Agile work culture and organizational commitment positively predicted work motivation, with coefficients of 0.342 and 0.544, respectively, while work motivation positively predicted performance (β = 0.418, p < 0.001). Indirect effects were significant for agile work culture (β = 0.143, p = 0.002) and organizational commitment (β = 0.227, p < 0.001). The findings suggest that work motivation is an important pathway through which organizational commitment contributes to performance, while agile work culture has both direct and indirect associations with performance.