Bandung — Work motivation and the physical work environment are closely related to the performance of non-State Civil Apparatus (non-ASN) employees at the XYZ Village Office. This finding comes from research by Ilham Ramdan Pauzi and Mochamad Vrans Romi from the Faculty of Economics and Business, Jenderal Achmad Yani University. Published in 2026, the study involved seven non-ASN employees and found that employee motivation was not yet fully optimized, while the physical work environment was generally supportive but still required several improvements. Overall employee performance was considered fairly good, although initiative and work effectiveness still needed to be strengthened.
Village government employees play an important role because they interact directly with the community through administrative services, public services, and government programs. The quality of these services is influenced not only by regulations and organizational systems but also by employees’ ability to complete tasks on time, follow procedures, and take responsibility for their work. Human resource conditions therefore remain an important part of maintaining the quality of public services at the village level.
The study was conducted following several issues identified at the XYZ Village Office. Preliminary observations and interviews found declining employee productivity, limited initiative in completing tasks, and a tendency among some employees to perform their duties mainly as a formality. The 2024 employee performance evaluation showed that, out of 17 employees at the office, four employees, or 23.5 percent, were classified as having poor performance, while two employees, or 11.8 percent, were in the fair category. These figures indicated that there was still room to improve employee performance.
Work motivation was one of the main areas examined in the research. Motivation can come from both internal and external factors and can influence employees’ enthusiasm, responsibility, and dedication. The study examined motivation through achievement, recognition, responsibility, employee welfare, facilities and working conditions, as well as workplace relationships and communication. This framework was based on Herzberg’s two-factor theory, which distinguishes internal motivational factors from workplace conditions that support employees.
The physical work environment was another important aspect. It includes workspace comfort, facility arrangement, lighting, air circulation, cleanliness, and the availability of equipment needed to perform work. Observations at the XYZ Village Office found that the service area did not have air-conditioning facilities such as fans or air conditioners. As service activity increased, the room became less comfortable. Some rooms also had inadequate air circulation because of limited ventilation. Damp walls were also found in some areas, while computers, printers, and internet connections occasionally experienced technical problems.
To examine these conditions in greater depth, Pauzi and Romi used a qualitative descriptive approach. The study involved seven non-ASN employees as key informants. Data were collected through observation, interviews, and documentation. The researchers analyzed the information through data reduction, data presentation, and conclusion drawing. Data validity was examined using source and technique triangulation to ensure that the findings reflected actual field conditions.
The findings showed that employee work motivation was not yet fully optimized. In terms of achievement, employees expressed a desire to produce good work, but they did not yet have specific work targets or goals that encouraged them to achieve higher performance. Employees tended to feel successful when they completed assigned tasks properly, meaning their focus remained more on finishing their duties than on pursuing higher levels of performance.
Recognition was another area requiring attention. Supervisors provided appreciation through direct praise and attention to employees’ work. However, there were no specific forms of recognition for employees who demonstrated stronger performance. As a result, the incentive to improve performance had not yet developed to its full potential. Recognition can help employees feel that their contributions are valued and encourage stronger motivation.
Employees, however, demonstrated a relatively strong sense of responsibility. They understood that assigned tasks were part of their responsibilities and attempted to complete them according to established rules. When a task required a particular decision, employees coordinated with their supervisors to ensure that their actions remained within their authority and applicable regulations.
Employee welfare was considered supportive of work, although attention to welfare was not yet viewed as fully optimal. Employees indicated that feeling cared for by the organization contributed to comfort and motivation. Conversely, insufficient attention to employee welfare could reduce their enthusiasm to make greater contributions.
Workplace relationships were generally positive. Cooperation and mutual assistance could be seen in how employees completed their tasks. However, communication still presented some challenges, particularly in the delivery of work-related information. The researchers found that more effective communication was needed so employees could have a common understanding of their duties and responsibilities.
The physical work environment was generally considered sufficient to support employee activities. Workspaces, desks, chairs, computers, and administrative facilities were available and used for service activities. However, some rooms had damp areas, facilities were not always optimally arranged because of space limitations, and workplace comfort decreased when service activity increased. These conditions indicate that the basic work environment was supportive but still required maintenance and improvement.
Air circulation was one of the most noticeable concerns. Four informants stated that indoor conditions became less comfortable as office activity increased because fans or air-conditioning facilities were not available. Office cleanliness was generally considered adequate, but several areas still required maintenance to maintain a comfortable working environment.
Work facilities such as computers, printers, internet access, and administrative supplies were available and helped employees complete their duties. However, some equipment occasionally experienced technical problems. When facilities could not be used properly, employees had to wait for repairs or find alternative ways to complete their work, reducing efficiency in administrative and public service processes.
Employee performance at the XYZ Village Office was generally considered fairly good. Employees were able to complete tasks according to their responsibilities, maintain work quality, follow deadlines, and provide services to the community. Nevertheless, the researchers identified a need to improve initiative, independence, work effectiveness, and time management. Some employees still required guidance when completing particular tasks.
The study found that work motivation and the physical work environment are interconnected in supporting employee performance. Motivation strengthened by achievement, recognition, and responsibility, combined with a comfortable physical environment and adequate facilities, can help employees perform their duties more effectively. Improving employee performance therefore requires not only individual motivation but also organizational support and appropriate working conditions.
For the XYZ Village Office, the researchers recommend increasing recognition for employee achievements, paying greater attention to employee welfare, and supporting initiative and independence at work. Work facilities should also be evaluated regularly, particularly equipment that frequently experiences technical problems. Facility arrangement, office cleanliness, workplace comfort, communication, and coordination among employees should also continue to be improved. Regular performance evaluations are recommended to strengthen the quality, timeliness, and results of employees’ work.
Ilham Ramdan Pauzi and Mochamad Vrans Romi conclude that work motivation among non-ASN employees at the XYZ Village Office is not yet fully optimized, while the physical work environment is sufficiently supportive but still requires improvement. Employee performance is generally fairly good, but stronger motivation, better workplace conditions, greater initiative, independence, and improved work effectiveness are needed to further strengthen public services.
Author Profiles
Ilham Ramdan Pauzi — Faculty of Economics and Business, Jenderal Achmad Yani University.
Mochamad Vrans Romi — Faculty of Economics and Business, Jenderal Achmad Yani University.
Research Source
Article Title: Analysis of Employees' Perceptions of Work Motivation and the Physical Work Environment in Improving the Performance of Non-Civil Service Employees at the XYZ Village Office
Journal: East Asian Journal of Multidisciplinary Research (EAJMR), Vol. 5 No. 8, 2026, pp. 3425–3440.
DOI: https://doi.org/10.55927/eajmr.v5i8.270
Journal Website: https://journaleajmr.my.id/index.php/eajmr
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