A study published in June 2026 reveals that while technical training and formal education significantly boost employee productivity, high emotional intelligence actually hinders job performance in rigid bureaucratic settings. Conducted by researchers Nurwati, Welis Raldianingrat, Agustin, Artha Yuni Sucitra, Maulana Akbar, and Jabrudin from Universitas Halu Oleo in Southeast Sulawesi, Indonesia, the investigation focuses on public sector administrators at the Ministry of Religious Affairs in Konawe Regency. The findings challenge the conventional wisdom that emotional regulation is universally beneficial, offering critical insights for public sector human resource management on how to align employee traits with institutional demands.
The Core Conflict: Bureaucracy Versus Emotional Agility
Modern organizations frequently invest in emotional intelligence training, operating under the assumption that empathy and interpersonal flexibility always yield superior work outcomes. However, public sector institutions function on structured hierarchies, strict procedural compliance, and standardized administrative regulations.
In environments where adherence to rules is the primary metric of success, the value of emotional adaptability remains questionable. This study addresses a critical gap in human resource management literature by examining how different forms of human capital—technical skills, formal education, and emotional abilities—simultaneously affect employee performance within a highly formalized government agency.
Research Methodology
The researchers adopted a quantitative cross-sectional survey design to analyze the permanent workforce of the Ministry of Religious Affairs in Konawe Regency, Southeast Sulawesi. Because the organization has a small, finite staff, the research team utilized a census sampling technique, inviting all 50 permanent employees to participate. This approach achieved a 100% response rate.
Data collection relied on structured, five-point Likert-scale questionnaires designed to measure four key areas:
- Training: Structured procedures and practical knowledge acquisition.
- Education: Levels of formal schooling and relevance of study fields.
- Emotional Intelligence: Capabilities in emotion recognition, regulation, and interpersonal management.
- Work Performance: Output quality, administrative precision, teamwork, and discipline.
The data were analyzed using multiple linear regression via SPSS statistical software to assess the relationship between these three predictors and overall work performance.
Key Findings: The Power of Knowledge and the Penalty of Empathy
The statistical analysis revealed clear but highly contrasting impacts on employee work performance:
- Formal Education Dominates: Education emerged as the strongest predictor of high performance ($\beta = 0.354$, $p = 0.001$). Employees with higher academic credentials possess stronger analytical frameworks that allow them to process complex legal and administrative documentations efficiently.
- Structured Training Yields High Returns: Targeted technical training showed a significant positive effect on productivity ($\beta = 0.336$, $p = 0.002$). Practical programs directly translate to better technical mastery and execution of public services.
- The Emotional Intelligence Anomaly: Contrary to traditional theories, emotional intelligence had a significant negative impact on performance ($\beta = -0.301$, $p = 0.002$). Higher emotional intelligence scores systematically correlated with lower job performance ratings in this environment.
Implications and Real-World Impact
The negative correlation of emotional intelligence highlights the importance of "person-job fit" in public service design. In a highly structured government bureau, the primary performance criteria are compliance, technical precision, and rule-following.
In this strict environment, employees with high emotional intelligence may spend valuable cognitive resources analyzing subtle social dynamics, over-attuning to colleague relationships, or trying to find flexible solutions to rigid procedures. This emotional processing acts as a cognitive distraction, reducing overall administrative accuracy and efficiency.
For policymakers, government administrators, and human resource professionals, the results suggest that broad emotional intelligence coaching may be counterproductive for routine administrative roles. Instead, public institutions should prioritize funding for formal degree programs and technical task-specific training to maximize organizational output.
Scholar Insights
The authors highlight the practical need to align training investments with the actual nature of the work environment.
"In procedural government settings, investments in technical competence development and knowledge-building are likely to yield greater performance returns than broad-based emotional intelligence training," the researchers from Universitas Halu Oleo explain in their report. "Emotional capital may be less productive than technical and educational capital in procedurally complex, compliance-heavy institutions."
Author Profiles
- Nurwati is a professor and academic researcher at Universitas Halu Oleo, Kendari, Southeast Sulawesi. She holds a doctoral degree and specializes in public sector human resource management, organizational behavior, and human capital development.
- Welis Raldianingrat holds an academic degree from Universitas Halu Oleo, specializing in administrative sciences and employee training optimization.
- Agustin is a researcher at Universitas Halu Oleo with expertise in educational management and public sector performance.
- Artha Yuni Sucitra conducts research at Universitas Halu Oleo, focusing on institutional productivity and organizational design.
- Maulana Akbar is an academic at Universitas Halu Oleo specializing in statistical modeling and human resource analytics.
- Jabrudin is a researcher at Universitas Halu Oleo focusing on regional public administration and civil service performance.
Source Information
- Article Title: The Effect of Training, Education, and Emotional Intelligence on Employee Work Performance: Evidence from a Government Religious Institution in Southeast Sulawesi, Indonesia
- Journal Name: Multitech Journal of Science and Technology (MJST)
- Publication Year: 2026
- Official DOI:
https://doi.org/10.59890/mjst.v3i6.275 - URL Resmi :https://slamultitechpublisher.my.id/index.php/mjst/index
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