The findings are relevant beyond the military setting because organizational performance depends not only on employees’ technical abilities but also on whether they feel valued, supported, and motivated to perform their responsibilities. At Denma PusdikArmed, personnel support administrative activities, internal services, and organizational operations, making effective and responsible performance important to the unit’s overall functioning.
Performance remains good, but room for improvement remains
The researchers identified a gap between the level of performance expected by the organization and the performance achieved by some personnel. While most personnel were considered to be performing well, some remained in the “adequate” category even though the expected minimum level was “high.”
How the research was conducted
Organizational support was rated strong
Personnel gave organizational support an average score of 3.81, placing it in the “strong” category. Support from superiors received the highest score at 3.86, indicating that guidance, attention, and assistance from supervisors were among the strongest aspects of organizational support.
Fairness received the lowest score among the organizational-support dimensions, at 3.78. The researchers therefore highlighted the need to improve fairness, particularly in distributing opportunities for training and competency development.
Work motivation also received a high rating, with an average score of 3.79. Recognition and responsibility were the strongest dimensions, each scoring 3.86. The lowest score was recorded for success at 3.73, suggesting that opportunities to achieve, demonstrate initiative, and create added value could still be strengthened.
Personnel performance received an average score of 3.79 and was categorized as “good.” Responsibility was the strongest performance dimension, scoring 3.89, while discipline recorded the lowest score at 3.71. The results suggest that personnel were generally capable of producing quality work, although discipline and further performance improvement remain areas of concern.
Both factors significantly influence performance
Statistical analysis showed a positive relationship between perceived organizational support and personnel performance. The organizational-support coefficient was 0.418, while the work-motivation coefficient was 0.355. In practical terms, the results indicate that stronger perceptions of organizational support and higher work motivation were associated with better performance.
Most notably, the model produced an R-squared value of 0.551. This means organizational support and work motivation together explained 55.1 percent of the variation in personnel performance in this study. The remaining 44.9 percent was associated with other factors outside the variables examined.
Implications for organizational management
The findings provide a practical message for managers: improving performance does not necessarily depend only on demanding higher productivity. Creating a supportive work environment, recognizing contributions, providing guidance, and giving personnel opportunities to develop their skills can also contribute to stronger performance.
For Denma PusdikArmed, Nofiana and Abdurahman recommend more proportional task distribution, equal access to self-development opportunities, and transparent decision-making. They also recommend maintaining strong supervisor support through guidance, mentoring, and attention to personnel needs.
To strengthen motivation, the researchers recommend clear work targets, objective performance evaluations, and recognition of personnel achievements. Existing strengths in recognition and responsibility should be maintained, while ongoing training, competency development, and periodic performance evaluations can help preserve work quality.
The central insight from Dian Nofiana and Khaerul Rizal Abdurahman of Jenderal Achmad Yani University is that personnel performance is shaped by a combination of institutional and individual factors. Their findings indicate that when personnel perceive stronger organizational support and maintain higher motivation, performance tends to improve.
Author Profile
Dian Nofiana is the first author and corresponding author, affiliated with the Faculty of Economics and Business, Jenderal Achmad Yani University. Her research in this article focuses on human resource management, particularly perceived organizational support, work motivation, and personnel performance.
Khaerul Rizal Abdurahman is the second author and is also affiliated with the Faculty of Economics and Business, Jenderal Achmad Yani University. The article does not specify academic degrees for either author, so no degree is added here beyond the information provided in the published article.
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