PONTIANAK — Organizational culture and organizational support have a positive and significant influence on employee engagement among civil servants at the Nutrition Installation of Dokter Soedarso Regional General Hospital Pontianak. The finding comes from research by Muhammad Chairul and Irfan Mahdi from the Faculty of Economics and Business, Universitas Muhammadiyah Pontianak, published in 2026. The study found that organizational support has a stronger influence than organizational culture in strengthening employees’ attachment to their work and organization.
Employee engagement is an important factor in maintaining the quality of public services, including healthcare services. Employees with strong engagement tend to demonstrate greater energy, enthusiasm, dedication, and involvement in their work. In a hospital environment, these characteristics are particularly important because the quality of public services depends heavily on how consistently each unit performs its responsibilities.
Dokter Soedarso Regional General Hospital Pontianak is one of the referral hospitals in West Kalimantan. Its Nutrition Installation serves as a supporting unit responsible for menu planning, food procurement, food production, and food distribution for patients. Hospital data from 2026 show that the Nutrition Installation had 64 employees, consisting of 30 civil servants, five government employees with work agreements, and 29 non-state civil servants. The study specifically focused on the 30 civil servants working in the unit.
The hospital’s organizational culture is directed toward supporting the transformation of modern public services. Organizational values are communicated through various channels, including posters in service areas, morning briefings, digital media, and collective activities. These values are also integrated into the Hospital Management Information System, or SIMRS, to support operational activities and ensure that services follow established standards.
The implementation of BerAKHLAK, the core values of Indonesia’s State Civil Apparatus, is also part of the workplace culture. These values include service orientation, accountability, competence, harmony, loyalty, adaptability, and collaboration. In practice, they are reflected through friendly services, work discipline, responsibility, continuous competency development, respect for differences, adaptation to technology, and cooperation across hospital units.
Despite these efforts, several workplace challenges remain. Attendance records show that the absenteeism rate among civil servants at the Nutrition Installation was 1.05 percent in 2022, decreased to 1.01 percent in 2023, and increased slightly to 1.02 percent in 2024. Interviews with the head of the installation also identified instances of lateness and work completion that did not always meet target times. In addition, SIMRS implementation was not yet fully optimal because some employees continued to make manual records before entering information into the digital system.
In terms of organizational support, the hospital has pursued infrastructure modernization and service digitalization. The support includes advanced medical equipment, integrated hospital facilities, the implementation of SIMRS, and professional development programs for nutrition staff. The hospital also provides opportunities for further education and scholarships to help nutrition professionals improve their competencies and pursue specialization or subspecialization.
The study used a quantitative approach involving all 30 civil servants at the Nutrition Installation as respondents. Data were collected through interviews with the head of the installation, questionnaires distributed to all respondents, and secondary data covering employee numbers, performance scores, and attendance records. The data were analyzed using multiple linear regression with IBM SPSS version 18.0.
The results show that organizational culture has a positive and significant effect on employee engagement. The regression coefficient for organizational culture was 0.221, with a significance value of 0.030. This means that stronger organizational culture is associated with higher employee engagement. A workplace culture that promotes positive values, norms, and behavioral patterns can encourage employees to become more involved in their work and organizational goals.
Organizational support had an even stronger influence. Its regression coefficient was 0.319, with a significance value of 0.001. The findings indicate that organizational attention, recognition of employee contributions, supervisor support, working conditions, and concern for employee welfare are closely associated with stronger employee engagement. In this study, organizational support had a greater influence than organizational culture.
When organizational culture and organizational support were examined together, both factors had a significant effect on employee engagement. The F value was 9.802 with a significance value of 0.001, confirming a significant combined effect. The correlation coefficient was 0.649, indicating a strong relationship between the two factors and employee engagement. Meanwhile, the R² value of 0.421 shows that organizational culture and organizational support explain 42.1 percent of the variation in employee engagement, while the remaining 57.9 percent is associated with other factors outside the research model.
The findings suggest that employee engagement is shaped not only by the values and behavioral patterns established within the workplace. The way an organization treats its employees also plays an important role. When employees feel that their contributions are valued, receive support from supervisors, work under adequate conditions, and have access to welfare and professional development opportunities, their attachment to their work and organization can become stronger.
For hospital management, the findings provide important considerations for strengthening human resource management. The researchers recommend stronger supervisor assistance, appropriate recognition of employee contributions, adequate working conditions, greater attention to employee welfare, and opportunities for competency development. Organizational culture should also be reinforced through regular communication of organizational values, leadership role modelling, employee cooperation, and periodic evaluation of workplace behavior.
The study also highlights the importance of more consistent use of SIMRS and greater employee responsibility for maintaining the facilities provided by the hospital. These measures are expected to strengthen employees’ energy, dedication, and involvement in carrying out their daily duties. Future studies are encouraged to examine other factors that may influence employee engagement, including transformational leadership, job satisfaction, organizational commitment, and the work environment.
Overall, the research by Muhammad Chairul and Irfan Mahdi demonstrates that organizational culture and organizational support are important factors in strengthening civil servants’ engagement at the Nutrition Installation of Dokter Soedarso Regional General Hospital Pontianak. Organizational support emerged as the relatively stronger factor, highlighting the importance of employee welfare, working conditions, recognition, supervisor support, and professional development alongside the continued strengthening of organizational values.
Authors’ Profiles
Research Source
Title: The Influence of Organizational Culture and Organizational Support on Employee Engagement among Civil Servants at the Nutrition Installation of Dokter Soedarso Regional General Hospital Pontianak
Journal: International Journal of Scientific Multidisciplinary Research (IJSMR), Vol. 4, No. 8, 2026, pp. 1973–1990.
DOI: https://doi.org/10.55927/ijsmr.v4i8.131
Journal Link: https://journalijsmr.my.id/index.php/ijsmr
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