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Irfan Mahdi
Universitas Muhammadiyah Pontianak, Pontianak, Indonesia
Economics, Econometrics & Finance

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The Effect of Career Development and Self-Esteem on the Job Satisfaction of Civil Servants at the Office of the Ministry of Religious Affairs of Pontianak Tassyia Nurdea; Irfan Mahdi
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 9 No 1 (2026): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

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Abstract

The development of Society 5.0 positions human resources as a strategic factor in achieving organizational goals, including in government institutions that deliver public services. The job satisfaction of Civil Servants (ASN) has become an important issue because it is associated with productivity, discipline, and service quality. Empirical data at the Office of the Ministry of Religious Affairs of Pontianak City for the period 2022–2024 indicate fluctuations in absenteeism, lateness, as well as a significant decline in promotions, which suggests the need to examine factors that influence job satisfaction. The research problem in this study is whether career development and self-esteem affect the job satisfaction of ASN at the Office of the Ministry of Religious Affairs of Pontianak City, both partially and simultaneously. This study aims to analyze the effect of career development and self-esteem on ASN job satisfaction based on empirical conditions during the period 2022–2024. The research method uses a quantitative approach with multiple linear regression analysis involving 92 ASN respondents. Instrument testing was conducted through validity and reliability tests, as well as classical assumption tests including normality, linearity, and multicollinearity. The results show that career development has a positive and significant effect on job satisfaction, self-esteem has a positive and significant effect on job satisfaction, and both variables simultaneously have a significant effect with a coefficient of determination of 74.8%. This study indicates that ASN job satisfaction is formed through the interaction of organizational structural factors and individual psychological factors, which has implications for career management and strengthening employees’ psychological conditions in the public bureaucratic environment.
The Influence of Organizational Culture and Motivation on Employee Engagement of Civil Servants at the Regional Office of the Ministry of Religious Affairs of West Kalimantan Novrian Ananda Ramadhan; Irfan Mahdi
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 9 No 1 (2026): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

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Abstract

This study aims to analyze the effect of organizational culture and work motivation on the employee engagement of Civil Servants (PNS), both partially and simultaneously. The study employs a quantitative approach with an associative design. The population and sample consist of 132 civil servants (total sampling). Data were collected using a Likert-scale questionnaire and analyzed through multiple linear regression using SPSS, supported by instrument validity and reliability tests, classical assumption tests (normality, linearity, and multicollinearity), correlation coefficient (R), coefficient of determination (R²), as well as F-test and t-test at a 0.05 significance level. The results indicate that organizational culture and work motivation simultaneously have a positive and significant effect on employee engagement. Partially, both organizational culture and work motivation also have a positive and significant effect on employee engagement. An R value of 0.660 indicates a strong relationship, while an R² value of 0.436 suggests that 43.6% of the variation in employee engagement is explained by organizational culture and work motivation, whereas the remaining 56.4% is influenced by other factors outside the model. Theoretically, this study strengthens organizational behavior literature by confirming the role of organizational culture and motivation as determinants of employee engagement within the public-sector bureaucratic context. Practically, the findings provide a basis for institutions to reinforce a constructive work culture and manage motivation systematically to improve employee attachment.
The Influence of Organizational Culture and Self-Efficacy on the Motivation of Civil Servants at the UPTD Puskesmas Sungai Ambawang Irfan Mahdi; Karya Ardiansyah
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 9 No 2 (2026): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v9i2.10553

Abstract

This study aims to analyze the influence of Organizational Culture and Self-Efficacy on the Motivation of Civil Servants at the UPTD Puskesmas Sungai Ambawang. This study employed a quantitative approach with an associative method. The research sample consisted of 50 respondents selected using a saturated sampling technique. Data were collected through interviews, questionnaires, and documentation. Data analysis was conducted using multiple linear regression with the assistance of SPSS through validity tests, reliability tests, classical assumption tests, and hypothesis testing using the t-test and F-test. The results show that all research instruments were valid and reliable, and the data met the assumptions of normality, linearity, and the absence of multicollinearity. Partially, Organizational Culture has a positive and significant effect on Motivation, with a t-count value of 3.078 and a significance value of 0.003. Self-Efficacy also has a positive and significant effect on Motivation, with a t-count value of 2.300 and a significance value of 0.026. Simultaneously, Organizational Culture and Self-Efficacy have a significant effect on Motivation, with an F-count value of 31.506 and a significance value of 0.001. The correlation coefficient (R) value of 0.757 indicates a strong relationship, while the coefficient of determination (R²) value of 0.573 shows that 57.3% of Motivation can be explained by Organizational Culture and Self-Efficacy, while the remaining portion is influenced by other variables outside this study.
Co-Authors Karya Ardiansyah Novrian Ananda Ramadhan Tassyia Nurdea