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All Journal Journal of Business & Banking Jurnal Kebijakan dan Administrasi Publik JIET (Jurnal Ilmu Ekonomi Terapan) Journal of Governance and Public Policy JMBI UNSRAT (Jurnal Ilmiah Manajemen Bisnis dan Inovasi Universitas Sam Ratulangi) JAE (Jurnal Akuntansi dan Ekonomi) Jurnal Public Policy JKAP (Jurnal Kebijakan dan Administrasi Publik)
Rijoly, Jacobus Cliff Diky
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Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Public Health Social Sciences

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The Impact of Bureaucracy Delayering Policy on Government Employees: Insights from Eastern Indonesia's Vertical Institutions Pradana, I Putu Yoga Bumi; Wijayanti, Nadia Sasmita; Rijoly, Jacobus Cliff Diky
Journal Public Policy Vol 10, No 2 (2024): April
Publisher : Universitas Teuku Umar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35308/jpp.v10i2.8904

Abstract

This article explores the impact of top-down delayering policies on government employees in vertical institutions in Eastern Indonesia. This study used a qualitative approach through in-depth interviews with government employees in three vertical agencies in East Nusa Tenggara. Four main dimensions are explained: job suitability with competencies, future career patterns, innovative work behavior, and employee welfare. Findings indicate a significant mismatch betsween employee competencies and the demands of the new position, resulting in decreased efficiency, role confusion, and low morale. Concerns about unclear future career patterns were also identified, affecting employee motivation and morale. On the other hand, the transition to a more functional structure contributes to an increase in innovative work behavior, with employees feeling more empowered to make creative contributions. Apart from that, this policy also positively impacts the economic welfare of employees through increasing benefits and performance. This research underscores the importance of effective change management, adequate preparation, and communication in implementing bureaucratic delayering policies. Limitations of the study include the limited sample and focus on individual perceptions.
Transformational Leadership and Job Satisfaction: Mitigating Organizational Politics to Innovative Work Behavior Pradana, I Putu Yoga Bumi; Sayrani, Laurensius Petrus; Pah, Theny Intan Berlian Kurniati; Rijoly, Jacobus Cliff Diky; Gusmao, Fernando Dias
Journal of Governance and Public Policy Vol. 13 No. 1 (2026): February 2026
Publisher : Universitas Muhammadiyah Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.18196/jgpp.v13i1.27044

Abstract

This study investigated the relationships among perceived organizational politics (POP), transformational leadership (TL), innovative work behavior (IWB), and job satisfaction (JS) in the public sector, with JS as a mediating variable. Using a quantitative approach, data were collected from 657 civil servants of the Kupang City Government using a validated, closed-ended questionnaire on a five-point Likert scale. Structural Equation Modeling (SEM) was employed to analyze the proposed relationships. The results disclosed that perceived organizational politics had a significant negative effect on job satisfaction (β = −0.211, p < 0.001) and innovative work behavior (β = −0.247, p < 0.001). In contrast, transformational leadership demonstrated a strong positive influence on job satisfaction (β = 0.684, p < 0.001) and a positive direct effect on innovative work behavior (β = 0.222, p < 0.001). Job satisfaction also significantly enhanced innovative work behavior (β = 0.223, p < 0.001). Mediation analysis indicated that job satisfaction partially mediated the relationship between perceived organizational politics and innovative work behavior (indirect effect β = −0.047, p = 0.001) and between transformational leadership and innovative work behavior (indirect effect β = 0.153, p < 0.001). These findings suggest that job satisfaction plays a crucial role in buffering the negative consequences of organizational politics and strengthening the positive impact of transformational leadership on innovation. This study contributes to public sector innovation literature by empirically demonstrating how leadership and job attitudes shape innovative behavior within a politically nuanced bureaucratic context.
Co-Authors Adiatma Yudistira Manogar Siregar Benu, Esrah D. N. A. Boni Saputra Gusmão, Fernando Dias Hendrik Toda, Hendrik Humau, Frans I Putu Yoga Bumi Pradana Latuamury, Jabida Laurensius Petrus Sayrani Limba, Franco Benony Lopo, Yonatan Made Ngurah Demi Andayana Mudinillah, Adam Nadia Sasmita Wijayanti Oppier, Hermi . Rudi Rohi Sapulette, Shella Gilby Sayrani, Laurensius Petrus Sihaloho, Estro Dariatno Tarangi, Margreath I Theny Intan Berlian Kurniati Pah Tupamahu, Maria K. Usmany, Alfrin Ernest Marthin