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All Journal Indonesian Journal of Innovation Studies
M. Oktavianur
Program Studi Magister Manajemen, Universitas Bandar Lampung
Computer Science & IT Education Engineering Law, Crime, Criminology & Criminal Justice

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Higher Employee Performance with Performance Allowances and Competence in Local Government: Peningkatan Kinerja Pegawai Melalui Tunjangan Kinerja dan Kompetensi di Pemerintahan Daerah Putri Mirinda; M. Oktavianur
Indonesian Journal of Innovation Studies Vol. 27 No. 4 (2026): October
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijins.v27i4.2268

Abstract

General Background: Employee performance is central to public-sector financial administration, yet Mesuji Regency's Government Agency Performance Accountability System remains in the sufficient category despite six consecutive Unqualified Opinions on regional financial statements. Specific Background: BKAD Mesuji faces concerns related to performance allowance disparities and human resource competence, while 42.22% of employees work in fields that do not correspond to their formal educational backgrounds. Knowledge Gap: Prior research has largely focused on more developed cities or regencies, leaving limited evidence from a newly established regency characterized by medium human development, limited regional revenue, and a developing bureaucracy; inter-regency performance allowance disparity has also received limited attention. Aims: This study examines performance allowances and competence in relation to employee performance through a quantitative explanatory survey of all 42 BKAD Mesuji employees and multiple linear regression analysis. Results: Performance allowances were positively and significantly associated with employee performance (β = 0.345; p = 0.025), while competence also showed a positive significant association (β = 0.499; p = 0.002). Competence therefore carried the larger standardized coefficient. Novelty: The study integrates remuneration and competence within the specific institutional context of Mesuji while incorporating inter-regency allowance disparity as a contextual problem. Implications: The findings support fair and transparent remuneration, systematic competence development, and periodic evaluation aligning workloads, work results, and rewards. Highlights: Remuneration quality shows a positive statistically significant association with work outcomes. Workforce capability records the larger standardized coefficient at β = 0.499. Findings support transparent rewards, periodic evaluation, and continuous human resource development. Keywords: Remuneration, Performance, Competence
Digital Competence, Work Motivation, and Discipline in Civil Servant Performance: Kompetensi Digital, Motivasi Kerja, dan Disiplin dalam Kinerja Pegawai Negeri Sipil Toni Saputra; M. Oktavianur
Indonesian Journal of Innovation Studies Vol. 27 No. 4 (2026): October
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijins.v27i4.2269

Abstract

General Background: Digital government requires public employees capable of delivering professional, accurate, accountable, and technology-based administrative services. Specific Background: BKAD Mesuji employees face difficulties operating digital applications, insufficient work motivation, and disciplinary problems involving tardiness and delayed task completion; only 27% of employees have obtained certification or participated in SIPD technical training. Knowledge Gap: Although previous studies have examined individual workforce factors, no study identified in the manuscript has specifically assessed digital competence, work motivation, and work discipline together in relation to employee performance at BKAD Mesuji. Aims: This study examines these three factors through a quantitative explanatory survey involving all 44 BKAD Mesuji employees and multiple linear regression analysis. Results: Digital competence showed a positive significant association with employee performance (β = 0.304; p = 0.005), as did work motivation (β = 0.384; p < 0.001) and work discipline (β = 0.322; p = 0.015). Work motivation recorded the largest standardized coefficient among the three predictors. Novelty: The study jointly examines digital capability, motivational conditions, and rule-compliant work behavior within the specific administrative setting of BKAD Mesuji. Implications: The findings support workforce management that addresses technological capability, motivational conditions, and compliance, while the manuscript specifically recommends fair rewards, incentive systems, career-development opportunities, and a supportive work environment to reinforce motivation. Highlights: Technology proficiency records a positive significant coefficient of β = 0.304. Internal drive records the largest standardized coefficient at β = 0.384. Rule compliance remains statistically significant with β = 0.322 and p = 0.015. Keywords: Performance, ASN, Competence
Organizational Commitment Dominates Transformational Leadership in Public Employee Performance: Komitmen Organisasi Memiliki Peran Dominan dalam Kepemimpinan Transformasional terhadap Kinerja Pegawai Negeri Jepriyadi Jepriyadi; M. Oktavianur
Indonesian Journal of Innovation Studies Vol. 27 No. 4 (2026): October
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijins.v27i4.2289

Abstract

General Background: Employee performance is essential for supporting effective public-sector organizations and achieving organizational goals. Specific Background: Employee performance at the Regional Finance and Asset Agency of Mesuji Regency is associated with transformational leadership and organizational commitment. Knowledge Gap: Although both factors have been widely discussed, their simultaneous relationship with employee performance in the context of regional financial and asset management remains important to examine. Aims: This study examines the effects of transformational leadership and organizational commitment on employee performance at the Regional Finance and Asset Agency of Mesuji Regency. Results: Using data from 42 respondents and quantitative analysis with SPSS, transformational leadership had a positive and significant effect on employee performance (t = 2.568, p = 0.014), while organizational commitment also had a positive and significant effect (t = 6.167, p < 0.001). The model explained 86.2% of the variation in employee performance. Novelty: This study simultaneously examines transformational leadership and organizational commitment as determinants of employee performance within a regional government financial and asset management agency. Implications: Strengthening transformational leadership and organizational commitment can support employee responsibility, productivity, and performance in public-sector organizations. Highlight: Transformational leadership significantly improves employee performance. Organizational commitment significantly improves employee performance. The model explains 86.2% of employee performance variation Keywords: Leadership, Motivation, Performance
Co-Authors Jepriyadi Jepriyadi Putri Mirinda Toni Saputra