SINGKAWANG — Work motivation and perceived organizational support have a positive and significant influence on the innovative behavior of civil servants at the Singkawang City Investment and Manpower Office. This finding comes from research by Riza Putri Amanda and Irfan Mahdi of the Faculty of Economics and Business, Universitas Muhammadiyah Pontianak, published in the International Journal of Scientific Multidisciplinary Research (IJSMR) in 2026. The study found that perceived organizational support made a relatively stronger contribution to innovative behavior than motivation.
Innovative behavior has become increasingly important in government organizations because civil servants are not only expected to perform routine administrative tasks but also to generate, introduce, and implement new ideas that can improve service effectiveness. In this study, motivation is viewed as a driving force that directs individuals toward work goals, while perceived organizational support refers to the extent to which employees believe that their contributions are valued and their well-being is considered by the organization.
The Singkawang City Investment and Manpower Office is a regional government institution responsible for affairs related to investment and employment. In 2026, the institution had 56 employees, consisting of 35 civil servants, eight Government Employees with Work Agreements (PPPK), and 13 honorary employees. The employee attendance system uses fingerprint devices, with working hours varying between Monday–Thursday and Friday.
One visible form of innovation at the institution is the digitalization of public services through Online Single Submission (OSS) and SICANTIK (Sistem Informasi Cerdas Pelayanan Perizinan untuk Publik). These systems help accelerate service procedures, facilitate data management, reduce manual administrative work, and allow employees to monitor licensing applications more effectively. Digital service delivery also encourages employees to adapt to technology and apply new working methods.
However, digital service implementation continues to face several challenges. Employees have unequal levels of technological proficiency, meaning that not all civil servants have the same level of ability in operating OSS and SICANTIK. Some employees require additional assistance or time to complete their tasks. Employees must also provide explanations and direct assistance to members of the public and business actors who are unfamiliar with online licensing procedures. These conditions indicate that the availability of technology alone does not automatically create innovative behavior; employees also need willingness to learn, adaptability, organizational facilities, and guidance.
Attendance data also reveal developments that require attention. The absenteeism rate among civil servants was 1.48 percent in 2022, decreased to 1.06 percent in 2023, increased to 2.34 percent in 2024, and rose again to 4.84 percent in 2025. Meanwhile, total tardiness reached 136,422 minutes in 2022, increased to 156,238 minutes in 2023, then declined to 105,147 minutes in 2024 and 84,215 minutes in 2025.
Opportunities for education and training also fluctuated. Six civil servants participated in education and training programs in 2022, increasing to eight in 2023 before declining sharply to only two employees in 2024. According to the study, limitations in participant quotas, budget availability, and job-position priorities prevented all employees from participating in training every year. Nevertheless, education and training can strengthen motivation while providing the knowledge and skills required to develop innovative work behavior.
The study employed a quantitative method with an associative approach. The independent variables were motivation (X1) and perceived organizational support (X2), while innovative behavior (Y) served as the dependent variable. Data were collected through interviews, questionnaires, and secondary data from the Singkawang City Investment and Manpower Office. Of the 35 civil servants in the institution, the Head of the Office was excluded from the respondent group, resulting in 34 respondents selected through saturated sampling.
The research instruments were found to be valid and reliable. All items measuring motivation, perceived organizational support, and innovative behavior had calculated r-values above the r-table value of 0.338. Cronbach’s Alpha values were 0.881 for motivation, 0.676 for perceived organizational support, and 0.666 for innovative behavior, all exceeding the 0.60 reliability threshold.
The multiple linear regression analysis produced the equation Y = 1.597 + 0.112X1 + 0.537X2. The motivation coefficient of 0.112 indicates that a one-unit increase in motivation is associated with a 0.112-unit increase in innovative behavior. Meanwhile, the perceived organizational support coefficient of 0.537 indicates that a one-unit increase in organizational support is associated with a 0.537-unit increase in innovative behavior.
Partially, motivation has a positive and significant effect on innovative behavior. The calculated t-value was 2.082, exceeding the t-table value of 1.690, with a significance value of 0.046 < 0.05. Therefore, the first hypothesis was accepted. This finding indicates that civil servants with stronger internal and external motivation are more likely to explore problems, develop ideas, and implement improvements in their work.
Perceived organizational support also has a positive and significant effect on innovative behavior, with a calculated t-value of 4.298 and a significance value of 0.000. This represents a stronger effect than motivation. Employees who believe their contributions are valued and who receive resources, supervisor guidance, technical assistance, training, and adequate working facilities are more likely to feel confident in testing new procedures and working methods.
When the two independent variables were examined simultaneously, motivation and perceived organizational support were found to have a significant combined effect on innovative behavior. The calculated F-value of 12.971 was greater than the F-table value of 3.32, with a significance value of 0.000 < 0.05. Thus, the third hypothesis was accepted. The correlation coefficient (R) of 0.675 indicates a strong relationship between the two independent variables and innovative behavior.
The R² value of 0.456 indicates that motivation and perceived organizational support explain 45.6 percent of the variation in civil servants’ innovative behavior, while the remaining 54.4 percent is explained by other factors outside the research model. This suggests that innovative behavior is influenced not only by motivation and organizational support but may also be shaped by other individual and organizational factors.
In the context of digital public services, the study emphasizes that motivation and organizational support need to operate together. Motivation encourages employees to learn, take initiative, and persist when facing difficulties. Organizational support, meanwhile, creates the conditions that allow those initiatives to be expressed and implemented. Without training, supervisor guidance, technical assistance, and recognition of employee ideas, motivation may not necessarily develop into innovative behavior.
Based on these findings, the researchers recommend that the Singkawang City Investment and Manpower Office strengthen organizational support through fair treatment, consistent supervisor support, recognition of employee contributions, and more equitable access to development programs. Criteria for selecting employees for education and training should also be clear and transparent and aligned with competency needs and job responsibilities.
The institution is also encouraged to provide formal opportunities for civil servants to submit, discuss, and test new ideas. Employee proposals should receive constructive feedback, while feasible ideas should be supported through clear follow-up mechanisms. At the same time, work motivation can be maintained through clear targets, recognition of employee contributions, self-development opportunities, and responsibilities that allow employees to utilize their competencies.
Overall, the study by Amanda and Mahdi demonstrates that motivation and perceived organizational support are important factors in encouraging innovative behavior among civil servants at the Singkawang City Investment and Manpower Office. Perceived organizational support emerged as the relatively stronger factor, highlighting the importance of creating a workplace that values employee contributions, supports professional development, and provides adequate facilities and guidance for innovation.
Authors
Riza Putri Amanda and Irfan Mahdi — Faculty of Economics and Business, Universitas Muhammadiyah Pontianak.
Research Source
Title: The Influence of Motivation and Perceived Organizational Support on the Innovative Behavior of Civil Servants at the Singkawang City Investment and Labor Office
Journal: International Journal of Scientific Multidisciplinary Research (IJSMR), Vol. 4, No. 8, 2026, pp. 1991–2008.
DOI: https://doi.org/10.55927/ijsmr.v4i8.132
Journal Link: https://journalijsmr.my.id/index.php/ijsmr
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