Medan — Employee competency has been proven to significantly improve job satisfaction among staff at the Public Works and Regional Spatial Planning Office (PUPR) of South Tapanuli Regency. The finding comes from a 2026 study conducted by Kartini Ritonga, Aswin Ritonga, Lely Erliani Batubara, Frenci Lumbantobing, Zulhaida Harahap, and T.A Helmi from Universitas Islam Sumatera Utara, highlighting the strategic role of workforce capability in strengthening public sector performance.
The research is particularly relevant as government technical agencies such as PUPR are responsible for essential infrastructure development, including roads, bridges, irrigation systems, and spatial planning. These services directly affect regional growth and community welfare, making employee satisfaction a critical institutional priority.
As public service demands become more complex, organizations increasingly rely on skilled and confident personnel who can perform tasks effectively. The study confirms that competency—defined as knowledge, technical ability, and professional work attitudes—plays a measurable role in shaping how employees perceive their work environment.
The research was conducted between September and December 2025 at the South Tapanuli PUPR Office. Out of 121 employees, 56 respondents were selected using proportional sampling techniques. Data were collected through structured questionnaires and analyzed using Partial Least Square (PLS) statistical modeling.
Results show a strong positive relationship between competency and job satisfaction. The statistical analysis produced a path coefficient value of 0.451 with a significance level of 0.000, indicating that higher competency levels consistently correspond with higher employee satisfaction.
The study also found that competency accounts for 39.1 percent of the variation in employee job satisfaction. The remaining 60.9 percent is influenced by other factors such as leadership style, organizational culture, compensation systems, and workplace conditions.
Among competency indicators examined in the research, the ability to perform assigned tasks emerged as the strongest contributor to job satisfaction. Employees reported high confidence in completing responsibilities aligned with their roles. Meanwhile, behavioral consistency and internal value integration were identified as areas that still require improvement despite remaining within the high category overall.
Job satisfaction indicators also showed positive results across multiple dimensions. The highest satisfaction level was associated with collaboration among coworkers, while promotion systems and job-role alignment were identified as aspects needing further organizational attention.
Kartini Ritonga from Universitas Islam Sumatera Utara explained that employees who feel capable of performing their duties effectively tend to develop stronger confidence and motivation in their work. This psychological assurance contributes directly to overall job satisfaction and productivity.
The findings reinforce the importance of aligning employee capabilities with job responsibilities. When employees believe their competencies match organizational expectations, they experience reduced stress levels and increased engagement in their work. Conversely, mismatches between ability and job demands can lead to frustration and declining satisfaction.
Within local government institutions, competency development can be strengthened through structured training programs, technical skill enhancement, and strategic employee placement based on expertise. These efforts not only improve internal performance but also support better public service delivery outcomes.
The research also supports the person–job fit theory, which emphasizes that compatibility between employee characteristics and job requirements plays a central role in determining satisfaction levels. Employees who perceive themselves as well suited to their roles tend to demonstrate stronger commitment and organizational loyalty.
In addition, competency contributes to career advancement opportunities. Employees with higher professional capability are more likely to receive recognition, promotion, and expanded responsibilities. These factors further reinforce job satisfaction and institutional stability.
With competency explaining nearly 40 percent of job satisfaction variation, the study highlights its importance as a strategic policy focus for human resource development in government agencies. Investment in employee capacity-building programs is expected to deliver measurable improvements in both workforce morale and service performance.
The findings provide practical guidance for regional governments seeking to strengthen administrative effectiveness through evidence-based workforce strategies. By prioritizing competency development, public institutions can enhance employee well-being while improving infrastructure service delivery for communities.
Kartini Ritonga conducted this research together with Aswin Ritonga, Lely Erliani Batubara, Frenci Lumbantobing, Zulhaida Harahap, and T.A Helmi from Universitas Islam Sumatera Utara.
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