Pontianak — Lecturer performance in private higher education institutions is influenced not only by individual capabilities but also by how universities manage policies, leadership, and compensation. This finding was reported by Didin Syafruddin, Nurul Komari, and Ilzar Daud from the Doctoral Program in Management Science, Faculty of Economics and Business, Tanjungpura University, through a study involving 292 lecturers from seven private higher education institutions in West Kalimantan. The results show that effective university management, transformational leadership, and fair compensation can reduce lecturers’ resistance to disciplinary policies, which is subsequently associated with better lecturer performance.
The acceptance of institutional policies has become increasingly important as universities face growing demands for accountability, academic quality, and organizational effectiveness. In Indonesia, lecturer performance management has also become increasingly integrated with digital systems, including the Lecturer Workload Report through the Integrated Human Resource Information System, known as SISTER. The system is designed to strengthen transparency and accountability, but its effectiveness depends not only on administrative technology. Lecturers’ acceptance of institutional policies is also an important factor in successful implementation.
The issue is particularly relevant for private higher education institutions in West Kalimantan, where some universities continue to face financial limitations, uneven digital infrastructure, restricted research collaboration, and geographical challenges. Among the seven institutions included in the study, 85 of 292 lecturers, or approximately 29.1 percent, failed to submit their Lecturer Workload Reports before the official deadline. Preliminary discussions with university leaders and lecturers also identified inconsistent policy implementation, ineffective communication, perceptions of procedural unfairness, and dissatisfaction with compensation as factors influencing responses to disciplinary policies.
The study introduces a different perspective by positioning resistance to disciplinary policy as a mechanism connecting organizational conditions with lecturer performance. Rather than examining university management, leadership, and compensation only as direct influences on performance, the researchers examined how these factors shape lecturers’ acceptance or resistance toward institutional policies.
The researchers used a quantitative approach involving all 292 eligible permanent lecturers from seven private higher education institutions under the coordination of LLDIKTI Region XI in West Kalimantan. Data were collected through structured questionnaires. The relationships among university management, transformational leadership, compensation, resistance to disciplinary policy, and lecturer performance were then analyzed using Partial Least Squares Structural Equation Modeling with SmartPLS 4.
The findings show that lecturers generally had positive perceptions of their organizational conditions. The mean score for university management was 3.648, transformational leadership reached 3.683, compensation 3.651, and lecturer performance 3.675. Meanwhile, resistance to disciplinary policy recorded a mean score of 2.351, categorized as moderate resistance.
The structural analysis revealed significant relationships among the main variables. University management had a negative and significant effect on resistance to disciplinary policy, with a coefficient of -0.216. Transformational leadership also reduced resistance, with a coefficient of -0.288, while compensation showed a stronger negative effect of -0.418. All three relationships had significance levels below 0.001.
The strongest relationship was found between resistance to disciplinary policy and lecturer performance. The path coefficient reached -0.762, with a t-value of 37.535 and a significance level below 0.001. This indicates that higher resistance to disciplinary policies is associated with lower lecturer performance. Conversely, stronger acceptance of institutional regulations is associated with organizational commitment and better implementation of academic responsibilities.
Resistance to disciplinary policy also emerged as an important mechanism connecting organizational factors with lecturer performance. The indirect effect of university management on lecturer performance through resistance was 0.165, while the indirect effect of transformational leadership was 0.220 and compensation was 0.321. All three indirect relationships were statistically significant at p < 0.001. These results indicate that improvements in management, leadership, and compensation can contribute to lecturer performance by reducing resistance toward institutional policies.
The proposed model also demonstrated substantial explanatory capability. University management, transformational leadership, and compensation jointly explained 72.2 percent of the variation in resistance to disciplinary policy. Meanwhile, the model explained 58.1 percent of the variation in lecturer performance.
For private higher education institutions, the findings suggest that improving lecturer discipline cannot rely solely on administrative enforcement. Universities need to establish transparent communication, supportive leadership, fair compensation systems, and lecturer participation in policy implementation. Such approaches can strengthen trust and policy acceptance rather than relying exclusively on formal compliance.
Didin Syafruddin, Nurul Komari, and Ilzar Daud concluded that effective organizational management, transformational leadership, and equitable compensation can reduce lecturers’ resistance to disciplinary policies. Lower resistance subsequently contributes to improved lecturer performance. The findings position lecturers’ psychological acceptance of institutional policies as an important element in managing private higher education institutions.
Authors
Didin Syafruddin — Tanjungpura University, Pontianak
Nurul Komari — Tanjungpura University, Pontianak
Ilzar Daud — Tanjungpura University, Pontianak
Research Source
Title: Developing a Lecturer Performance Model Through Resistance to Disciplinary Policy: Evidence from Private Higher Education Institutions in Indonesia
Journal: International Journal of Scientific Multidisciplinary Research (IJSMR), Vol. 4 No. 8, 2026, pages 1631–1648.
DOI: https://doi.org/10.55927/ijsmr.v4i8.143
Journal Link: https://journalijsmr.my.id/index.php/ijsmr
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