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Recent studies suggest that the implementation of Lean will only be successful when aligned with organizational culture (OC). The purpose of this paper is to understand an Ideal Lean Culture (ILC) in the Brazilian context.

This diagnosis is based on the Competing Values Framework, and it is the result of a survey with 51 experts in charge of implementation of Lean programs in organizations operating in different industry segments in Brazil.

The results show that an ILC for Brazilian organizations seems to have the dominant profile of the hierarchy culture, thus characterizing a highly structured and formal place, with rules and procedures governing the behavior of people.

Some limitations of this study include: although a survey has been applied, the research cannot be classified as a quantitative study; it brings the opinion of a limited number of Brazilian experts about lean programs; both the sample size could be increased and the nationality of respondents could be expanded for future research.

It is proposed that an organization (or an area of the organization) that wants to be successful in its lean journey must, first, measure its OC and then promote a cultural profile aligned with the results presented in this paper. By doing so, it is expected that this lean journey should have a higher probability of long-term success and sustainability of lean practices, concepts and philosophy.

In the last two decades much has been written about the importance of OC in the success of lean programs. However, very few studies has mapped and measured an ILC in a way that allows researchers, consultants and managers to evaluate if an OC is close to or distant from an ILC.

The purpose of this paper is to know the effect of mediation of work motivation on the influence of job design and organizational culture on human resource performance.

The design of the study is the detailed planning used as a study guide that leads to the purpose of the study. The unit of analysis of this research is the expert and skilled labor of construction service actors working in the national consulting company PT. Yodya Karya (Persero) at the central level and branches spread over 11 branches in Indonesian territory. Data analysis method used is path analysis and Sobel test to test the indirect effect (mediation effect).

Based on the results of the analysis, several things can be concluded such as: there is a significant direct influence of work design on the performance of human resources and work motivation; there is a significant direct influence of organizational culture on work motivation and human resource performance; and there is a significant direct influence of work motivation on human resource performance. There is an indirect influence of work design on the performance of human resources through work motivation mediation variables. Meanwhile, work motivation is not the influence of organizational culture on human resource performance.

The originality of this research lies in forming the mediator variable that is the work motivation on the causal relationship of two variables and adding new variables of work design on the effect on the human resource performance.