FORMOSA NEWS - Denpasar - Strong workplace support and positive psychological capital significantly improve work engagement among Indonesian civil servants, according to a new study by researchers from Udayana University, Bali. The research, led by I Wayan Surnantaka with colleagues Ida Bagus Ketut Surya, I Gede Riana, and Ayu Desi Indrawati, was published in 2026 in the Formosa Journal of Science and Technology. Focusing on employees at the Badung Samsat Office, the study highlights why internal support systems and mental resilience matter for public service quality and regional revenue performance.
The findings are particularly relevant as Indonesia continues to push bureaucratic reform to improve transparency, accountability, and citizen satisfaction. Public service agencies like Samsat offices play a critical role in tax collection and daily government–citizen interaction. When employee engagement is low, service quality and institutional effectiveness often suffer.
Why employee engagement matters in public services
Employee work engagement refers to how energized, dedicated, and absorbed people feel in their jobs. In the public sector, high engagement translates into faster services, more accurate work, and better treatment of citizens. Low engagement, by contrast, often leads to routine-driven behavior, minimal initiative, and declining service outcomes.
At the Badung Samsat Office, which manages motor vehicle taxation and contributes significantly to regional income in Bali, early observations revealed a worrying trend. Average work engagement scores among employees were low, especially in the area of absorption, meaning many staff members were not fully focused or emotionally connected to their work. Interviews showed that some employees carried out tasks mainly to meet administrative obligations rather than from personal motivation.
This condition was reflected in the office’s tax revenue performance between 2022 and 2024, which failed to consistently meet targets. The research team identified employee engagement as a key internal factor linked to this gap.
How the study was conducted
The researchers surveyed 118 employees, including civil servants and government contract staff, at the Badung Samsat Office. All employees were included to provide a comprehensive picture of workplace conditions.
Using structured questionnaires, the study examined three main elements:
· Job resources, such as supervisor support, cooperation with colleagues, opportunities for self-development, adequate staffing and time, work facilities, and autonomy in decision-making.
· Psychological capital, defined as an employee’s internal strengths, including optimism, confidence, hope, and resilience.
· Work engagement, measured through enthusiasm, dedication, and focus at work.
The data were analyzed using advanced statistical methods to understand both direct and indirect relationships between these factors.
Key findings in clear terms
The study produced several consistent and practical insights:
-Job resources significantly increase work engagement. Employees who feel supported by supervisors, have clear roles, sufficient tools, and some autonomy are more enthusiastic and committed to their work.
-Psychological capital plays a crucial mediating role. Job resources do not only help directly; they also strengthen employees’ optimism, confidence, and resilience, which in turn boost engagement.
-Employees with strong psychological capital stay focused under pressure. Hope and resilience help staff cope with workload demands and bureaucratic constraints common in public institutions.
-Without adequate support, engagement remains low. Even skilled employees struggle to stay motivated if resources and encouragement are lacking.
In practical terms, supportive work environments help employees build a positive mindset, and that mindset sustains engagement even in demanding public service roles.
What this means for public sector reform
The implications extend beyond one office in Bali. According to the researchers, improving employee engagement in public institutions is not only about discipline or performance targets. It requires intentional investment in job support systems and employee psychological well-being.
“Work engagement grows when employees feel supported and psychologically strong,” the authors explain, noting that leadership support and development opportunities are essential foundations. As I Wayan Surnantaka of Udayana University emphasizes, strengthening psychological capital allows employees to remain optimistic and resilient while navigating complex public service demands.
For policymakers and public sector leaders, the findings suggest several actionable steps:
· Train supervisors to provide constructive support and recognition.
· Create clearer roles and fair workloads.
· Offer development opportunities that build confidence and optimism.
· Treat psychological well-being as a strategic asset, not a personal issue.
Such measures can improve service quality, restore public trust, and help agencies meet performance and revenue targets.
Author profile
I Wayan Surnantaka, S.E., M.M.
Lecturer
and researcher, Faculty of Economics and Business, Udayana University
Field of expertise: Human resource management, organizational behavior, and
public sector performance
Ida Bagus Ketut Surya, Ph.D.; I Gede Riana, Ph.D.; Ayu Desi Indrawati, Ph.D.
Senior academics at Udayana University, specializing in management science, organizational psychology, and public administration.
Source
Journal Article: The Influence of Job Resources on Work Engagement with Psychological Capital as a Mediating Variable
Journal: Formosa Journal of Science and Technology
Year: 2026
Authors: I Wayan Surnantaka; Ida Bagus Ketut Surya; I Gede Riana; Ayu Desi Indrawati
Affiliation: Udayana University, Indonesia
URL: Formosa Journal of Science and Technology (official publication)
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