The findings are particularly relevant as public-sector organizations worldwide seek ways to improve workforce performance, employee retention, and service quality. Organizational commitment has long been recognized as a key factor influencing productivity, discipline, and the effectiveness of public services.
Why Organizational Commitment Matters
Government institutions depend heavily on employees who are committed to their organization's mission and values. Workers with high organizational commitment are generally more motivated, more productive, and more likely to remain with their employer over the long term.
For public agencies such as the Central Bureau of Statistics of Pontianak, employee commitment directly affects the quality and reliability of statistical services provided to governments, businesses, researchers, and the public.
The study emerged from observations of human resource challenges within the institution, including fluctuations in employee absenteeism rates and ongoing efforts to improve organizational performance and service quality.
Researchers examined whether two factors—organizational culture and self-efficacy—help explain differences in employee commitment levels.
Examining All Civil Servants in the Organization
The research involved all 34 civil servants working at the Central Bureau of Statistics of Pontianak, excluding the agency head. Because the entire employee population participated, the findings provide a comprehensive picture of the institution's workforce.
Data were collected through questionnaires and interviews. The researchers then analyzed the information using statistical models to measure how organizational culture and self-efficacy influence organizational commitment.
Organizational culture refers to the shared values, norms, workplace behaviors, and guiding principles that shape daily activities within an institution. Self-efficacy refers to an individual's confidence in their ability to perform tasks, solve problems, and achieve work-related goals.
Key Findings
The study found a strong relationship between organizational culture, self-efficacy, and organizational commitment.
Among the most important findings:
- The correlation coefficient reached 0.784, indicating a strong relationship between the variables.
- The coefficient of determination (R² = 0.614) showed that 61.4% of organizational commitment could be explained by organizational culture and self-efficacy.
- The remaining 38.6% was influenced by factors outside the study model.
- Organizational culture had a stronger influence, with a regression coefficient of 0.558.
- Self-efficacy also had a significant positive effect, with a coefficient of 0.378.
- Both variables showed statistically significant effects individually and when examined together.
These results indicate that employees who work within a strong organizational culture and possess greater confidence in their abilities tend to demonstrate stronger commitment to their organization.
Organizational Culture Emerges as the Strongest Factor
The findings reveal that organizational culture plays the most influential role in shaping commitment among civil servants.
At BPS Pontianak, organizational culture is closely linked to the Indonesian civil service's BerAKHLAK core values, which emphasize service orientation, accountability, competence, harmony, loyalty, adaptability, and collaboration.
A workplace culture built around shared values helps employees feel connected to organizational goals and encourages a stronger sense of belonging.
The researchers found that improvements in organizational culture were consistently associated with higher levels of organizational commitment.
Self-Efficacy Also Strengthens Loyalty
Employee confidence in their own abilities was another important predictor of organizational commitment.
Workers who believe they can successfully complete assignments and overcome challenges are more likely to remain engaged and loyal to their organization.
This finding suggests that professional development programs, training opportunities, and skill-building initiatives can have benefits beyond performance improvement. By strengthening employee self-confidence, organizations may also increase commitment and retention.
According to Maulidya Raissa Insyira and Eru Ahmadia of Universitas Muhammadiyah Pontianak, changes in organizational culture and self-efficacy tend to move alongside changes in organizational commitment. Their findings indicate that both organizational and psychological factors should be considered in human resource management strategies.
Implications for Government Institutions
The study offers practical insights for public-sector leaders and policymakers.
First, strengthening organizational culture can help improve employee commitment without relying solely on financial incentives. Shared values, effective communication, and a supportive work environment can contribute significantly to employee loyalty.
Second, investments in employee development may produce broader organizational benefits. Training programs that enhance competence and confidence can strengthen both performance and commitment.
Third, human resource policies that address both workplace culture and employee psychology may contribute to higher-quality public services and stronger institutional effectiveness.
The researchers also note that additional factors—including job satisfaction, leadership style, work motivation, and workplace environment—may explain the portion of organizational commitment not covered by their model and deserve further investigation.
Author Profiles
Maulidya Raissa Insyira is a researcher affiliated with the Faculty of Economics and Business at Universitas Muhammadiyah Pontianak. Her academic interests include human resource management, organizational behavior, and public-sector workforce development.
Eru Ahmadia is a lecturer and researcher at the Faculty of Economics and Business, Universitas Muhammadiyah Pontianak. His areas of expertise include human resource management, organizational behavior, organizational culture, and public administration.
Source
Article Title: The Influence of Organizational Culture and Self-Efficacy on Organizational Commitment of Civil Servants at the Central Bureau of Statistics of Pontianak
Authors: Maulidya Raissa Insyira and Eru Ahmadia
Affiliation: Faculty of Economics and Business, Universitas Muhammadiyah Pontianak, Indonesia
Journal: Asian Journal of Applied Business and Management (AJABM)
Volume and Issue: Vol. 5, No. 2
Year: 2026
Pages: 669–684
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