Why Employee Innovation Matters in Public Services
Government institutions are increasingly expected to improve public services through technology and more efficient administrative procedures. In population administration and civil registration, innovation can make it easier for citizens to access essential documents and services.
The Department of Population and Civil Registration of Pontianak City has introduced virtual population administration services supported by digital technology. However, the continuation and improvement of these services require active participation from civil servants.
The research by Bella Nurhasanna and Eru Ahmadia examines two employee-related factors that may support such participation: self-efficacy and organizational commitment.
Self-efficacy refers to employees' confidence in their ability to handle tasks, overcome challenges, and achieve expected results. Organizational commitment describes an employee's attachment to the organization, including loyalty, involvement, and willingness to support organizational goals.
Innovative work behavior, meanwhile, involves more than simply having new ideas. Employees need to identify opportunities, develop ideas, promote improvements, and eventually put those ideas into practice.
Research Involved 49 Civil Servants
Nurhasanna and Ahmadia used a quantitative research approach to examine the relationship between self-efficacy, organizational commitment, and innovative work behavior.
The researchers collected primary data through interviews and questionnaires. They also used secondary information from institutional records, including employee data, attendance records, lateness, early departures, and performance evaluations.
The study population consisted of 50 civil servants at the Department of Population and Civil Registration of Pontianak City. After excluding the head of the department from the respondent group, 49 civil servants participated in the research.
Because the accessible population was relatively small, the researchers used a census or saturated sampling method, meaning all 49 eligible civil servants were included as respondents.
The questionnaire contained 39 statements covering self-efficacy, organizational commitment, and innovative work behavior. The researchers analyzed the responses using IBM SPSS and multiple linear regression.
The measurement instruments passed validity and reliability testing, supporting their use for the main analysis.
Organizational Commitment Has the Stronger Influence
The results show that both self-efficacy and organizational commitment have a positive and statistically significant effect on innovative work behavior among civil servants in Pontianak.
Several key findings emerged:
- Self-efficacy had a positive effect on innovative work behavior, with a regression coefficient of 0.191 and a significance value of 0.033.
- Organizational commitment had a stronger positive effect, with a regression coefficient of 0.437 and a significance value below 0.001.
- When considered together, self-efficacy and organizational commitment significantly affected innovative work behavior, with an F-value of 39.428 and a significance value below 0.001.
- The two factors explained 63.2% of the variation in innovative work behavior, while the remaining 36.8% was associated with factors outside the research model.
- Organizational commitment demonstrated a stronger relative influence than self-efficacy.
The findings indicate that civil servants who believe in their ability to handle work challenges are more likely to explore opportunities and develop new approaches. However, confidence becomes more meaningful when employees are also committed to the organization and willing to direct their abilities toward institutional improvement.
Confidence Alone Does Not Guarantee Innovation
The findings do not suggest that confidence automatically produces innovation.
According to the interpretation presented by Bella Nurhasanna and Eru Ahmadia of Universitas Muhammadiyah Pontianak, self-efficacy provides employees with the confidence needed to confront challenges and explore alternative solutions, while organizational commitment encourages them to use those abilities in support of organizational goals.
This distinction is particularly relevant to public service institutions. Employees may have the ability to introduce improvements, but innovation requires additional effort to communicate ideas, gain support, and implement new procedures.
In the Pontianak population administration context, employees therefore play an important role in ensuring that technology-based services continue to develop. They need to respond to operational problems, suggest improvements, share information, and participate in implementing more effective service procedures.
Implications for Government Organizations
The research provides practical evidence for government agencies seeking to strengthen innovation among employees.
Improving technical skills alone may not be sufficient. Institutions also need to create conditions that increase employees' confidence and strengthen their connection to organizational goals.
Nurhasanna and Ahmadia recommend strengthening self-efficacy through gradually more challenging assignments, clear guidance, constructive feedback, coaching, peer support, and knowledge-sharing activities across organizational units.
Such measures can help employees become more confident when dealing with new technologies, unfamiliar tasks, and service-related problems.
At the same time, organizational leaders need to encourage employee involvement and reinforce the connection between individual contributions and public service objectives. Strong organizational commitment can encourage employees to support organizational changes rather than simply complete routine administrative duties.
The study also highlights the need for further research. Other factors, including transformational leadership, organizational culture, perceived organizational support, innovation climate, work motivation, job satisfaction, and psychological empowerment, may also influence innovative work behavior.
Future research involving more government agencies and organizations from different sectors could provide broader evidence about the factors that encourage innovation among employees.
Authors' Profile
Bella Nurhasanna and Eru Ahmadia are affiliated with the Faculty of Economics and Business, Universitas Muhammadiyah Pontianak. Their research examines human resource management and organizational behavior, with this study focusing on self-efficacy, organizational commitment, and innovative work behavior among civil servants in a public-service institution.
The research provides a clear message for public-sector organizations: innovation depends not only on technology but also on people who believe they can make a difference and are committed to helping their organization improve.
Research Source
Article Title: The Effect of Self-Efficacy and Organizational Commitment on the Innovative Work Behavior of Civil Servants at the Department of Population and Civil Registration of Pontianak
Authors: Bella Nurhasanna and Eru Ahmadia
Affiliation: Faculty of Economics and Business, Universitas Muhammadiyah Pontianak
Journal: International Journal of Economic, Finance and Business Statistics (IJEFBS)
Publication: Volume 4, No. 4, 2026, pp. 455–472
Publication Year: 2026
DOI: https://doi.org/10.59890/ijefbs.v4i4.23
URL: http://journalijefbs.my.id/index.php/ijefbs
0 Komentar