The Influence of Work Discipline and Career Development on Employee Performance with Work Motivation as an Intervening Variable at the Personnel and Human Resources Development Agency of Balangan Regency

Figure Ilustration AI

FORMOSA NEWS - Balangan - Motivation Drives Civil Servant Performance More Than Rules and Promotions, Indonesian Study Finds. Work motivation plays a decisive role in improving the performance of Indonesian civil servants, outweighing the direct impact of work discipline and career development policies. This conclusion comes from a 2025 study conducted by Hajjah Raniah, Nuril Mawaddah, and Widarto of STIA Bina Banua Banjarmasin, published in the Formosa Journal of Applied Sciences.

The findings are highly relevant as Indonesia continues to push bureaucratic reform and merit-based civil service management. While government institutions have long emphasized stricter discipline and structured career paths, this study highlights that these measures deliver results only when they successfully strengthen employee motivation.

Why Civil Servant Performance Remains a Policy Concern

Civil servants, known locally as Aparatur Sipil Negara (ASN), are central to the effectiveness of local governance and public service delivery. National reform agendas stress professionalism, accountability, and performance-based management. Yet, in practice, many regional government institutions still struggle with uneven productivity, attendance issues, and limited employee engagement.

At the BKPSDM of Balangan Regency, internal performance records from 2019 to 2022 showed a decline in employees rated “very good,” alongside a rise in those categorized as “adequate” or “below expectations.” Attendance data also revealed increasing lateness and absenteeism. These trends raised concerns because BKPSDM is responsible for managing discipline, career development, and performance evaluation for civil servants across the regency.

How the Study Was Conducted

The research applied a quantitative survey approach involving all 53 civil servants working at BKPSDM Balangan Regency. Instead of sampling, the authors used a census method, ensuring that every employee’s perspective was included.

Data were collected through structured questionnaires measuring four key dimensions: work discipline, career development, work motivation, and employee performance. The responses were analyzed to identify both direct relationships and indirect effects between these factors, allowing the researchers to see not only what influences performance, but how those influences work together.

Key Findings Explained Simply

The results challenge common assumptions about bureaucratic performance management. While discipline and career structures matter, they do not automatically translate into better performance.

The study found that:

• Work motivation has a strong and significant effect on employee performance. Civil servants with higher motivation show better productivity, responsibility, and work quality.
• Work discipline significantly increases motivation, but its direct effect on performance is limited.
• Career development policies significantly boost motivation, especially when employees perceive promotion and training opportunities as fair and transparent.
• Motivation acts as a mediating factor, meaning discipline and career development improve performance mainly by strengthening employees’ internal drive to work well.

In practical terms, rules and career ladders alone are not enough. They become effective only when employees feel encouraged, valued, and confident about their professional future.

Implications for Public Sector Management

The findings offer practical lessons for local governments and policymakers across Indonesia.

First, discipline enforcement should be consistent but supportive, focusing not only on sanctions but also on building a culture of responsibility. Second, career development systems need to be transparent, competency-based, and clearly communicated to employees. When promotion and training are perceived as fair, motivation rises.

Most importantly, human resource strategies should explicitly aim to strengthen work motivation. This can include recognition programs, opportunities for skill development, and leadership practices that acknowledge employee contributions.

For institutions like BKPSDM, which shape civil service management at the regional level, the study suggests that performance reform requires an integrated approach. Improving motivation is not a separate initiative but a central outcome of effective discipline and career policies.

Author Profiles
Hajjah Raniah, S.AP. Lecturer and researcher at STIA Bina Banua Banjarmasin,
specializing in public sector human resource management.
Nuril Mawaddah, M.AP. Lecturer at STIA Bina Banua Banjarmasin
with expertise in public administration, employee performance, and organizational behavior.
Widarto, M.AP. Academic at STIA Bina Banua Banjarmasin
focusing on civil service management and public policy studies.

Sources
Salaki, R. K., Tirayoh, V., & Lintong, D. (2026). Joint Cost Analysis for Calculating Production Cost Using the Absorption Cost Approach at PT Fortuna Inti Alam. Formosa Journal of Applied Sciences (FJAS), Vol. 5 No. 1, 213–232. 
DOI: https://doi.org/10.55927/fjas.v5i1.552                                                                                          URL: https://srhformosapublisher.org/index.php/fjas