Staff Skills Drive 89 Percent of Public Service Quality in Government Training Centers

Gloria Florensia Br Surbakti Jumat, September 04, 2026
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FORMOSA NEWS

Employee competence and work discipline account for 89.3 percent of the variance in public service quality at vocational training centers. This conclusion comes from a comprehensive empirical study conducted between February and March 2026 by researchers Ira Sri Wahyuni, Mujahid, and Rosnaini Daga from Universitas Fajar Makassar. Published in the International Journal of Global Sustainable Research, the study evaluates how human resource capabilities impact public sector performance at the Vocational and Productivity Training Center (BBPVP) under Indonesia's Ministry of Manpower in Makassar. The findings provide clear statistical evidence that investing in staff expertise directly enhances public service delivery in state institutions.

Background and Institutional Relevance

Improving the quality of public services remains a primary goal for bureaucratic reform and modern public administration. Service quality reflects how effectively government agencies fulfill public expectations for speed, transparency, and accountability. As specialized technical units, vocational training centers like BBPVP Makassar face expanding workloads. Annual operational data from BBPVP Makassar showed a growth in staff from 66 employees in 2023 to 78 in 2025. During the same timeframe, the center's annual graduate output rose from 7,504 to 10,349 alumni.

Despite this expansion, public institutions often encounter administrative bottlenecks, training schedule delays, and inter-departmental coordination challenges. Addressing these operational gaps requires analyzing internal human resource factors—specifically professional competence and daily work discipline—that determine service outcomes.

Simple Research Methodology

The researchers used a quantitative, causal-associative survey design to test the impact of employee skills and discipline on service performance. The study focused on the total population of 77 instructors at BBPVP Makassar, who are directly responsible for training execution and productivity programs. Using a saturated sampling approach (census method), all 77 instructors were surveyed using structured questionnaires on a five-point Likert scale.

The primary research variables were operationalized through standardized indicators:

  • Employee Competence ($X_1$): Evaluated through technical knowledge, job skills, professional attitude, analytical capabilities, and adaptability.
  • Work Discipline ($X_2$): Measured through punctuality, adherence to rules, job responsibility, workplace ethics, and target achievement.
  • Public Service Quality ($Y$): Assessed via the SERVQUAL framework, covering physical evidence (tangibles), reliability, responsiveness, assurance, and empathy.

Statistical validation was established using validity and reliability tests (Cronbach's Alpha $\ge 0.70$). The hypotheses were tested using Ordinary Least Squares (OLS) multiple linear regression executed in SPSS version 26, accompanied by standard classical assumption tests.

Key Statistical Findings

The statistical analysis established that both employee competence and work discipline have significant positive effects on public service quality, both individually and combined.

The multiple linear regression equation derived from the data is:

$$Y = -1.012 + 0.706X_1 + 0.315X_2$$

The key empirical results show:

  • Combined Impact ($F$-test): Competence and discipline simultaneously exert a statistically significant positive effect on service quality ($F = 308.812$, $p < 0.05$).
  • Explanatory Power ($R^2$): The model achieved a coefficient of determination ($R^2$) of 0.893. This indicates that 89.3 percent of the variance in public service quality at BBPVP Makassar is directly explained by employee competence and work discipline. The remaining 10.7 percent is driven by external factors not included in the model, such as leadership, organizational culture, and work environment.
  • Individual Influence ($t$-test): Employee competence is the primary driver of service quality ($t = 6.297$, $\beta = 0.673$, $p < 0.05$). Work discipline also demonstrates a significant positive contribution ($t = 2.665$, $\beta = 0.285$, $p < 0.05$).

Descriptive analysis revealed high baseline scores across all variables, with competence averaging 4.15, discipline averaging 4.16, and overall service quality scoring 4.14 out of 5.00. Practical skills ($4.27$) and professional integrity ($4.23$) recorded the highest individual indicator scores.

Real-World Impact and Institutional Policy Implications

These findings offer practical insights for administrators, policy makers, and public managers seeking to modernize vocational education and public administration. Because staff competence exerts more than double the statistical weight of discipline ($\beta = 0.673$ vs. $\beta = 0.285$), public institutions must prioritize continuous skill development over purely punitive attendance monitoring.

To maximize organizational performance, public institutions should:

  1. Prioritize Targeted Training: Design structured professional development programs focused on digital literacy, service orientation, and adaptive problem-solving skills tailored to changing labor market demands.
  2. Integrate Evaluation Metrics: Combine technical competency assessments and adherence to Standard Operating Procedures (SOPs) into unified performance appraisal systems.
  3. Enhance Operational Supervision: Establish regular internal audits to monitor training schedules, administrative speed, and trainee feedback to maintain service reliability.

Academic Insight

Discussing the operational significance of the research model, lead author Rosnaini Daga and co-researchers noted:

"Employee competence provides the basic capability for staff to carry out their duties accurately and professionally, while work discipline ensures that this capability is applied consistently according to organizational standards. Combining competency development with discipline management creates a complementary internal mechanism that directly improves public satisfaction and service efficiency in government institutions."

Author Profile

  • Ira Sri Wahyuni, M.Si. – Researcher in Management and Public Administration, Department of Management, Universitas Fajar Makassar.
  • Mujahid, M.Si. – Senior Academic and Human Resource Specialist, Department of Management, Universitas Fajar Makassar.
  • Rosnaini Daga, Dr. – Associate Professor of Management, Department of Management, Universitas Fajar Makassar. Expert in public sector human resource management, organizational behavior, and service quality optimization.

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Gloria Florensia Br Surbakti

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