Published in the Asian Journal of Applied Business and Management (AJABM), the research examined how employee engagement and self-esteem influence job satisfaction among civil servants in a local government agency. The study is particularly relevant as public-sector organizations across Indonesia continue seeking effective ways to strengthen workforce productivity, reduce absenteeism, and improve employee well-being.
Why Job Satisfaction Matters in Government Institutions
Job satisfaction is widely recognized as a key factor influencing employee performance, attendance, commitment, and service quality. In government agencies, where public services depend heavily on workforce effectiveness, understanding what drives employee satisfaction is critical.
The Department of Cooperatives, Micro Enterprises, and Trade of Pontianak City has experienced challenges related to employee attendance and compliance with working hours. Internal data cited in the study showed that absenteeism among civil servants increased from 0.11 percent in 2022 to 0.20 percent in 2023 and reached 0.23 percent in 2024.
The agency also recorded fluctuations in punctuality, early departures, and attendance reporting. These issues have occasionally resulted in administrative sanctions, including reductions in employee performance incentives.
Against this backdrop, the researchers investigated whether psychological factors such as employee engagement and self-esteem could help explain differences in job satisfaction among civil servants.
How the Study Was Conducted
The research involved all 55 civil servants employed at the Department of Cooperatives, Micro Enterprises, and Trade of Pontianak City in 2025, excluding the head of the department.
Using a quantitative survey approach, the researchers collected data through questionnaires and interviews. The study measured employee engagement, self-esteem, and job satisfaction using standardized indicators and analyzed the relationships among these variables through statistical modeling.
Employee engagement was defined as the emotional and psychological connection employees have with their work and organization. Self-esteem referred to employees’ perceptions of their own value, competence, and abilities. Job satisfaction was assessed through factors such as satisfaction with work, supervision, career opportunities, compensation, and relationships with colleagues.
Key Findings
The study revealed several important results:
- Employee engagement has a positive and statistically significant effect on job satisfaction.
- Self-esteem does not have a significant independent effect on job satisfaction.
- Employee engagement and self-esteem together significantly influence job satisfaction.
- The correlation between the variables was moderate, with a coefficient of 0.447.
- The two factors explained approximately 20 percent of the variation in job satisfaction, while the remaining 80 percent was influenced by other factors not included in the study.
The statistical analysis showed that employee engagement had a significant effect on job satisfaction, with a significance value of 0.008, well below the accepted threshold of 0.05.
In contrast, self-esteem produced a significance value of 0.066, indicating that it was not a statistically significant predictor of job satisfaction when evaluated independently.
These findings suggest that employees who feel emotionally connected to their work, take pride in their organization, and actively contribute to organizational goals are more likely to experience higher levels of job satisfaction.
Employee Engagement Emerges as the Strongest Factor
One of the most notable findings is the dominant role of employee engagement in shaping job satisfaction among civil servants.
According to Siti Sabania Lestari and Arninda of Universitas Muhammadiyah Pontianak, employees who demonstrate enthusiasm, dedication, and emotional involvement in their work tend to report greater satisfaction with their jobs.
The researchers found that engagement strengthens employees’ sense of purpose and belonging within the organization. When employees feel valued and connected to their workplace, they are more likely to experience positive attitudes toward their work.
This finding aligns with previous studies conducted in other sectors, including banking and regional public utilities, where employee engagement was also identified as a major driver of job satisfaction.
Why Self-Esteem Was Not a Significant Predictor
While self-esteem is often associated with positive workplace outcomes, the study found that it did not significantly influence job satisfaction among Pontianak’s civil servants when examined separately.
The researchers suggest that the structured nature of government institutions may help explain this result. Public-sector organizations typically operate within formal regulations, established procedures, and hierarchical systems that may reduce the influence of individual psychological traits on overall job satisfaction.
In this environment, organizational factors such as workplace culture, communication, participation opportunities, and engagement with work appear to have a stronger impact than personal self-evaluation.
The findings do not imply that self-esteem is unimportant. Rather, they indicate that self-esteem may play a supporting role alongside employee engagement instead of functioning as a primary determinant of job satisfaction.
Implications for Public Sector Management
The study provides practical recommendations for government agencies seeking to improve employee satisfaction and organizational performance.
The researchers suggest that public institutions should prioritize initiatives that strengthen employee engagement, including:
- Encouraging open organizational communication.
- Expanding employee participation in decision-making processes.
- Creating a supportive work environment.
- Recognizing employee contributions and achievements.
- Building a stronger sense of organizational belonging.
Training programs, professional development opportunities, and competency enhancement initiatives should also continue to support long-term human resource development.
The findings indicate that improving job satisfaction requires a comprehensive approach. Employee engagement should be viewed as a strategic management priority, while psychological factors such as self-esteem can complement broader organizational efforts.
For policymakers and public administrators, the research highlights the importance of fostering workplace environments that encourage commitment, participation, and meaningful employee involvement.
Author Profiles
Siti Sabania Lestari is a researcher from the Faculty of Economics and Business, Universitas Muhammadiyah Pontianak. Her research interests include human resource management, organizational behavior, employee engagement, and job satisfaction.
Arninda is a lecturer at the Faculty of Economics and Business, Universitas Muhammadiyah Pontianak. Her expertise focuses on human resource management, organizational behavior, employee performance, and public-sector management.
Source
Article Title: The Influence of Employee Engagement and Self-Esteem on Job Satisfaction of Civil Servants at the Department of Cooperatives, Micro Enterprises and Trade of Pontianak
Authors: Siti Sabania Lestari and Arninda
Journal: Asian Journal of Applied Business and Management (AJABM)
Volume and Issue: Volume 5, Issue 2
Year: 2026
Pages: 685–698
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