Published in 2026, the study found that both job satisfaction and organizational climate had a positive and statistically significant effect on employee engagement. Among the two factors, job satisfaction showed a slightly stronger influence.
The findings are relevant for government institutions seeking to maintain productive, committed, and actively involved civil servants amid changing workloads, organizational demands, and public service expectations.
Attendance and Coordination Remain Organizational Concerns
The study was conducted against the backdrop of several workplace issues identified within the agency. The researchers noted concerns related to employee punctuality, reassignment of duties, communication between divisions, and coordination of work.
Agency data showed that employee absenteeism increased slightly from 0.28% in 2023 to 0.34% in 2024 and 0.35% in 2025.
The study also recorded disciplinary cases, with four minor disciplinary sanctions in 2024 and one severe sanction in 2025. Meanwhile, the number of employees receiving good performance ratings was recorded at 113 in 2023, 107 in 2024, and 99 in 2025.
The researchers also highlighted changes in promotion and training activities. Promotions were recorded at four employees in 2023, one in 2024, and two in 2025, while training activities decreased from nine in 2023 to eight in 2024 and four in 2025.
Interviews with agency management indicated that communication and employee participation in expressing suggestions and ideas could still be improved. Delays in information sharing and coordination between divisions were among the issues identified.
Study Involved 98 Civil Servants
The research used a quantitative associative approach involving 98 civil servants at the Food Crops and Horticulture Office of West Kalimantan Province. The Head of the Office was excluded from the respondent population.
Because the number of eligible civil servants was relatively limited, the researchers used saturated sampling, meaning all 98 eligible civil servants became respondents.
Data were collected through interviews and questionnaires, supported by secondary data concerning employee numbers, working hours, absenteeism, transfers, disciplinary violations, performance ratings, promotions, and training.
The researchers analyzed the data using SPSS. Questionnaire validity was assessed using the Product Moment correlation, while reliability was tested using Cronbach’s Alpha. The analysis also included normality, linearity, and multicollinearity tests, followed by multiple linear regression, correlation analysis, the coefficient of determination, t-tests, and an F-test.
The instruments met the required statistical standards. Cronbach’s Alpha values were 0.767 for job satisfaction, 0.750 for organizational climate, and 0.700 for employee engagement, all exceeding the commonly used 0.60 threshold.
Job Satisfaction Has a Significant Effect
The statistical analysis showed that job satisfaction significantly influenced employee engagement.
The regression coefficient for job satisfaction was 0.312, with a t-value of 2.726 and a significance value of 0.008. Because the significance value was below 0.05, the relationship was considered statistically significant.
In practical terms, employees who experience greater satisfaction with their jobs tend to demonstrate stronger engagement with their organization and work.
The study examined job satisfaction through several dimensions, including the nature of the work itself, relationships with supervisors and colleagues, promotion opportunities, and salary or wages.
These elements can shape how employees perceive their workplace and how strongly they are willing to invest their energy and attention in their responsibilities.
Organizational Climate Also Matters
Organizational climate was another significant factor.
The analysis produced a regression coefficient of 0.147, a t-value of 2.599, and a significance value of 0.011. The result indicates that a more supportive organizational climate is associated with stronger employee engagement.
The organizational climate was assessed through dimensions such as responsibility, individual identity, warmth, support, and conflict.
A workplace where employees feel supported, understand their responsibilities, maintain positive relationships, and can communicate openly may encourage stronger dedication to their work.
Both Factors Explain 17.5% of Employee Engagement
When job satisfaction and organizational climate were analyzed simultaneously, both variables were found to have a significant effect on employee engagement.
The F-test produced an F-value of 10.046, higher than the F-table value of 3.098, with a significance value of 0.000. This confirms that the two independent variables jointly contribute to employee engagement.
The correlation coefficient was 0.418, indicating a moderate relationship between the variables.
Meanwhile, the coefficient of determination (R²) was 0.175. This means that job satisfaction and organizational climate together explained approximately 17.5% of the variation in employee engagement.
The remaining 82.5% may be associated with other factors that were not included in the research model.
Job Satisfaction Is Slightly More Dominant
Although both factors were significant, job satisfaction showed a slightly stronger contribution than organizational climate.
The standardized beta coefficient for job satisfaction was 0.266, while organizational climate recorded 0.253.
The difference is relatively small, but it suggests that improving employees’ satisfaction with their work may be particularly important when government organizations seek to strengthen employee engagement.
Employee engagement in the study was reflected through three dimensions: vigor, dedication, and absorption. These dimensions describe employees’ energy and persistence, commitment to their work, and ability to become deeply involved in their tasks.
Recommendations for Strengthening Civil Servant Engagement
Based on the findings, the researchers recommend that government agencies strengthen employee engagement through practical workplace improvements.
Clear task allocation based on employee competence can help reduce confusion and improve accountability. Recognition of employee contributions, opportunities for capability development, and stronger leadership support can also encourage employees to become more involved in their work.
The organizational climate should likewise be developed through open communication, harmonious working relationships, fair treatment, and adequate support from supervisors and colleagues.
Providing communication channels through which employees can express opinions, difficulties, suggestions, and workplace needs is another important step. Such channels can help management identify problems earlier and improve coordination across divisions.
The researchers also suggest that future studies examine other factors that may influence employee engagement, including leadership, motivation, organizational culture, work environment, compensation, career development, organizational support, and work-life balance.
Further research could also involve other government agencies and use qualitative or mixed-method approaches to obtain a broader understanding of civil servant engagement.
About the Authors
Indra Lukman and Irfan Mahdi are researchers from the Faculty of Economics and Business, University of Muhammadiyah Pontianak. Their work in this article focuses on human resource management, particularly the relationship between job satisfaction, organizational climate, and employee engagement in the public-sector workplace.
The academic degrees of the authors are not specified in the source manuscript.
Research Source
Article Title: The Effect of Job Satisfaction and Organizational Climate on Employee Engagement among Civil Servants at the Food Crops and Horticulture Office of West Kalimantan Province
Authors: Indra Lukman and Irfan Mahdi
Affiliation: Faculty of Economics and Business, University of Muhammadiyah Pontianak
Year: 2026
Journal: IJMBI
DOI: 10.59890/ijmbi.v4i4.40
ISSN-E: 3025-5589
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