Digital Public Services Increase the Need for Innovation
Government employees are no longer responsible only for routine administrative work. The growing use of technology in public services requires civil servants to adapt to new applications, develop more effective work methods, and participate in service improvements.
The Population and Civil Registration Office of Pontianak City operates a wide range of population administration and civil registration services. According to the article, the agency had 74 employees in 2026, consisting of 44 civil servants and 30 non-civil-servant employees. Its services include population registration, population document issuance, population transfers, and registration of vital events.
The agency has also introduced technology-based services and digital initiatives, including PIONIRS, SIANTAN, and Digital Population Identity, alongside several outreach and integrated service programs. However, interviews conducted for the research indicated that some employees, particularly senior employees, still had limited confidence in operating modern public-service software and applications.
These conditions make employee confidence and motivation important factors in understanding how civil servants respond to technological and organizational changes.
How the Research Was Conducted
Rifnasary and Mahdi used a quantitative associative research design to examine the relationship between self-efficacy, motivation, and innovative behavior.
The research involved 43 civil servants at the Population and Civil Registration Office of Pontianak City in 2026. The researchers used a census or total-sampling approach, meaning the entire identified population of civil servants, excluding the Head of the Office, participated in the research. Data were collected through interviews and questionnaires.
The questionnaire measured three main areas: employees’ confidence in their abilities, their work motivation, and their innovative behavior. The researchers then analyzed the data using multiple linear regression with SPSS version 26. The statistical model also included tests to ensure the data were suitable for regression analysis.
Motivation Has the Stronger Influence
The results show that both self-efficacy and motivation have a positive and statistically significant relationship with innovative behavior.
Self-efficacy produced a regression coefficient of 0.232, with a t-value of 2.860 and a significance value of 0.007. This indicates that civil servants with stronger confidence in their ability tend to demonstrate more innovative behavior.
Motivation showed an even stronger coefficient of 0.418, with a t-value of 4.322 and a significance value of 0.000. The results indicate that motivation made a stronger partial contribution to innovative behavior than self-efficacy in the research model.
The researchers also found that the two factors were jointly significant. The F-test produced a value of 17.241, exceeding the reference value of 3.15, with a significance value below 0.05.
Overall, self-efficacy and motivation explained 46.2% of the variation in innovative behavior, while the remaining 53.8% was associated with other factors outside the research model. The combined correlation coefficient was 0.680, indicating a strong relationship between the two factors and innovative behavior.
Why Confidence and Motivation Matter
The findings suggest that technological transformation in public services cannot depend solely on the availability of digital systems. Employees also need the confidence to use those systems and the motivation to apply their abilities to improving services.
According to the researchers, higher self-efficacy can encourage employees to face work demands, develop ideas, and experiment with new ways of completing their responsibilities. Motivation, meanwhile, can encourage employees to search for more effective working methods, contribute ideas, and participate in service improvements.
In the context of the Population and Civil Registration Office of Pontianak City, this means investments in digital public services may be strengthened by investments in employee development.
Rifnasary and Mahdi recommend strengthening civil servants’ self-efficacy through training, technological assistance, and competency development. They also recommend maintaining employee motivation by providing opportunities to contribute ideas, involving employees in improving work processes, and recognizing initiatives that benefit public service delivery.
As the authors’ analysis indicates, innovative behavior is supported not only by employees’ confidence in what they can do, but also by their motivation to translate that ability into improvements in their work.
Implications for Public-Sector Management
For government agencies, the findings offer a practical message: employee development should accompany digital transformation.
Training programs can help civil servants become more confident in using new technologies, while organizational practices that recognize useful ideas can strengthen motivation. Combining both approaches may create a workplace environment where employees are more willing to generate, introduce, and implement improvements.
However, the researchers caution that self-efficacy and motivation do not explain all innovative behavior. Their model accounts for 46.2% of the variation, leaving more than half associated with other factors. Future research could examine leadership, organizational support, organizational culture, work environment, work engagement, and job satisfaction. Studies involving larger samples and multiple public agencies could also provide findings with broader applicability.
About the Authors
Viola Rifnasary is a researcher affiliated with the Faculty of Economics and Business, Universitas Muhammadiyah Pontianak, with research in the area of human resource management and employee behavior, particularly self-efficacy, motivation, and innovative behavior.
Irfan Mahdi is affiliated with the Faculty of Economics and Business, Universitas Muhammadiyah Pontianak and conducts research concerning organizational and human resource management, including motivation, self-efficacy, and civil-servant behavior. The article does not provide the authors’ academic degrees, so no specific degree is added here to avoid introducing unsupported information.
Source
Article: The Effect of Self-Efficacy and Motivation on The Innovative Behavior of Civil Servants at The Population and Civil Registration Office of Pontianak City
Authors: Viola Rifnasary and Irfan Mahdi
Journal: International Journal of Economic, Finance and Business Statistics (IJEFBS)
Publication: Volume 4, Number 4, 2026, pages 547–562
DOI: 10.59890/ijefbs.v4i4.35
Official Journal: http://journalijefbs.my.id/index.php/ijefbs
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