Cimahi, a densely populated city in Indonesia, has experienced fluctuations in crime rates and case resolution performance. Internal records show that reported crime cases increased while resolution rates declined over the same period. At the organizational level, recurring issues such as lateness, delayed task responses, and personnel transfers have raised concerns about internal motivation. In a law enforcement institution, declining motivation can weaken operational readiness and public trust.
Rahma Septi Felecia and R.M. Juddy Prabowo focused their research on the Samapta Unit of the Cimahi Police Resort, a division responsible for maintaining public order, conducting patrols, and ensuring immediate response to security disturbances. The performance of this unit depends heavily on disciplined and motivated personnel.
The research involved 73 active members of the Samapta Unit. Data were collected through structured questionnaires that measured three main variables: discipline development, job satisfaction, and work motivation. The study applied a quantitative survey design and analyzed the results using multiple linear regression to determine how strongly discipline development and job satisfaction influenced motivation, both individually and simultaneously. All instruments passed validity and reliability testing, ensuring that the data were statistically sound.
The results show that discipline development within the Samapta Unit is rated very highly, with an average score of 4.46 on a five-point scale. Personnel reported that rules are clearly established, sanctions are applied consistently, and continuous discipline training is implemented. This indicates that the organizational framework for behavioral regulation is already strong.
Job satisfaction was also rated in the “very satisfied” category, with an average score of 4.23. Respondents expressed positive views regarding organizational structure, work conditions, and role clarity. However, personnel turnover remains an area that requires attention, as movement between units can affect operational stability.
Work motivation among the Samapta personnel was recorded at a very high level, with an average score of 4.44. The strongest dimensions included responsibility, opportunities for advancement, and intrinsic pride in the job. Recognition and self-development opportunities also contributed positively to motivation levels.
Statistical analysis revealed a clear pattern. Discipline development has a positive and significant effect on work motivation. The regression coefficient shows that stronger discipline practices are associated with higher motivational levels among personnel. However, job satisfaction demonstrated an even stronger influence. The statistical coefficient for job satisfaction was substantially higher than that of discipline development, confirming that emotional and psychological fulfillment at work plays a dominant role in shaping motivation.
When analyzed together, discipline development and job satisfaction explain 75.6 percent of the variation in work motivation among Samapta personnel. This represents a strong combined effect. Only 24.4 percent of motivation is influenced by other factors not examined in the study, such as leadership style or organizational culture.
Rahma Septi Felecia from Universitas Jenderal Achmad Yani explains that structured and consistent discipline builds responsibility and work order, which reinforces professional behavior. R.M. Juddy Prabowo from the same university emphasizes that job satisfaction functions as a psychological driver. When personnel feel valued and aligned with their work environment, they show higher commitment and stronger performance motivation.
The implications extend beyond the Samapta Unit in Cimahi. For law enforcement agencies, the research provides empirical evidence that improving discipline alone is not sufficient. Discipline must be supported by organizational strategies that enhance job satisfaction, including fair reward systems, supportive leadership, and clear career pathways.
For policymakers, the findings highlight the importance of internal human resource management in public security institutions. Public safety outcomes are closely linked to the internal conditions of police personnel. High motivation levels can translate into faster response times, better service delivery, and improved public trust.
For academic researchers, the study contributes to the broader field of public sector human resource management. It demonstrates that discipline development and job satisfaction operate together as primary determinants of employee motivation in law enforcement settings.
The study also provides direction for future research. Additional variables such as leadership style, work environment conditions, and institutional culture may further explain variations in police motivation. Expanding the research to other police units or regions could strengthen generalizability and policy relevance.
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