Published in the Formosa Journal of Multidisciplinary Research in 2026, the research examined three workplace factors: Organizational Citizenship Behavior (OCB), multitasking, and psychological safety. Together, the three factors were found to significantly influence the performance of correctional officers in Padang.
Correctional Work Faces Increasingly Complex Demands
The study places the issue within changes in Indonesia’s correctional administration and the growing demands placed on correctional institutions. Officers are no longer dealing only with security responsibilities. They can also be required to perform roles related to social support, education, inmate development, and public service.
In Padang, the researchers identified challenges including limited personnel, inadequate facilities, heavy workloads, and the need for additional competency development. Interviews with 30 correctional officers were used to identify workplace phenomena before the main survey was conducted. The researchers noted that officers could experience pressure when they had to perform multiple roles simultaneously.
Performance indicators presented in the article also showed that several inmate development programs had not fully reached their targets. For example, participation in formal education reached 43.20 percent against a 45 percent target, while psychosocial programs reached 38.20 percent against a 40 percent target.
These conditions make human-resource management an important part of maintaining effective correctional services.
How the Study Was Conducted
Lidya and Fauzan used a quantitative survey design involving 80 correctional officers in Padang. Questionnaires were distributed to the 80 respondents, and the researchers analyzed the responses using multiple linear regression with SPSS version 25.
The researchers examined whether each of the three workplace factors was statistically related to officer performance. They also tested whether OCB, multitasking, and psychological safety had a combined relationship with performance.
Voluntary Workplace Behavior Is Linked to Better Performance
The first major finding concerns Organizational Citizenship Behavior, or OCB. The term refers to voluntary actions that go beyond an employee’s formal duties and help the organization function effectively.
Examples include helping colleagues, maintaining a positive workplace atmosphere, and showing concern for organizational goals.
The analysis found a positive and statistically significant relationship between OCB and correctional officer performance. The OCB variable produced a t-value of 4.068, with a significance value of 0.000.
For correctional institutions, the finding suggests that teamwork and employees’ willingness to voluntarily support colleagues can contribute to stronger individual and organizational performance.
Lidya and Fauzan explain that employees who feel supported by their organization may be more willing to contribute beyond their formal responsibilities. In their interpretation, such voluntary behavior can strengthen teamwork and improve organizational efficiency.
Excessive Multitasking Can Hurt Performance
The study produced the opposite result for multitasking.
Multitasking had a negative and statistically significant relationship with officer performance, with a t-value of -6.688 and a significance value of 0.000.
The researchers do not suggest that every form of multitasking is harmful. In public-service environments, officers often need to respond to several demands. The problem arises when simultaneous tasks become excessive and require officers to repeatedly switch their attention.
According to Lidya and Fauzan, excessive multitasking can reduce concentration, increase the possibility of mistakes, and contribute to stress. Their discussion also notes that excessive workload can undermine the effectiveness of correctional officers, particularly when staffing and operational demands are not balanced.
Psychological Safety Shows the Strongest Statistical Association
The third factor, psychological safety, was also positively associated with officer performance.
Psychological safety describes a workplace where employees feel able to ask questions, express ideas, discuss problems, or admit mistakes without fear of being judged, embarrassed, or punished.
The statistical analysis produced a t-value of 12.552 with a significance value of 0.000, indicating a positive and statistically significant relationship between psychological safety and officer performance.
For correctional organizations, the authors emphasize the importance of open communication, inclusive leadership, respect for differing opinions, and policies that support employee welfare.
Three Factors Matter Together
When OCB, multitasking, and psychological safety were examined simultaneously, the three variables had a statistically significant relationship with officer performance. The analysis produced an F-value of 59.567 with a significance value of 0.000.
The implication is straightforward: improving correctional officer performance cannot depend solely on asking employees to work harder. Organizational leaders also need to create conditions that allow employees to support one another, maintain manageable workloads, and communicate openly about problems.
The researchers conclude that sustainable performance improvement in correctional institutions requires strengthening positive voluntary behavior, creating a psychologically safe workplace, and managing workloads effectively.
Author Profile
Elika Sifra Lidya is a researcher affiliated with the Master of Management Program, Faculty of Economics and Business, Universitas Negeri Padang. The article does not state her academic degree or provide a separate detailed professional biography.
Muhammad Oceano Fauzan is affiliated with the Master of Management Program, Faculty of Economics and Business, Universitas Negeri Padang and serves as the corresponding author. The article does not specify his academic degree or a separate field-of-expertise biography beyond the study’s management focus.
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