The Effect of Public Service Motivation, Meaningful Work and Work Engagement on Employee Performance in The Public Sector
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Keywords:
Public Service Motivation; Meaningful Work; Work Engagement; Employee Performance
Abstract
Employees are the key to organizational success that play a significant role in organizational performance, where higher individual employee performance is the basis for higher organizational performance. There are several factors that affect the performance of employees in the public sector, and in this research the analyzed factors that affect employee performance are public service motivation, meaningful work and work engagement. The research method used is a quantitative approach, with a total of 209 employees working at the Inspectorate General of the Ministry of Health. Then the data was processed using SPSS and Structural Equation Modeling (SEM) LISREL 8.8. The results show that public service motivation, meaningful work and work engagement have a positive and significant effect on employee performance, and there is a role for work engagement that mediates the effect of public service motivation and meaningful work on employee performance.
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References
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[24] Nurlita, D. E. (2019). The Effect of Public Service Motivation on Employee Performance with Organizational Citizenship Behavior and Job Satisfaction as its Intervening Variables. Review of Integrative Business and Economics Research, 8, 283-300.
[25] Han, S. H., Sung, M., & Suh, B. (2021). Linking meaningfulness to work outcomes through job characteristics and work engagement. Human Resource Development International, 24(1), 3–22.
[26] Yuniawan, A., & Udin, U. (2020). The Influence of Knowledge Sharing, Affective Commitment, and Meaningful Work on Employee‘s Performance. International Journal of Economics and Business Administration, VIII(Issue 3), 72–82. https://doi.org/10.35808/ijeba/487
[27] Scroggins, W. A. (2008). The relationship between employee fit perceptions, job performance, and retention: Implications of perceived fit. Employee Responsibilities and Rights Journal, 20(1), 57-71.
[28] Bharadwaj, S., & Jamal, T. (2020). In Search of Spiritual Workplaces: An Empirical Evidence Of Workplace Spirituality And Employee Performance In The Indian IT Industry. International Journal of Scientific & Technology Research, 9(3), 1116-1124.
[29] Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293–315.
[30] Rita Perangin-Angin, M., Lumbanraja, P., Absah, Y., & Author, C. (2020). The Effect of Quality of Work Life and Work Engagement to Employee Performance with Job Satisfaction as an Intervening Variable in PT. Mopoly Raya Medan. International Journal of Research and Review (Ijrrjournal.Com), 7(2), 72.
[31] Bakker, A. B., & Bal, M. P. (2010). Weekly work engagement and performance: A study among starting teachers. Journal of occupational and organizational psychology, 83(1), 189-206.
[32] Jeronimo, H. M., de Lacerda, T. C., & Henriques, P. L. (2020). From sustainable HRM to employee performance: a complex and intertwined road. European Management Review, 17(4), 871-884.
[33] Bashir, M., Wright, B. E., & Hassan, S. (2021). The interactive influence of public service motivation, perceived reward equity, and prosocial impact on employee engagement: a panel study in Pakistan. Public Management Review.
[34] Lin, Y., & Wang, Q. (2020). The association between public service motivation , work engagement and work attitudes among Chinese employees from community health service centers. Pre-Print, 1–18.
[35] Borst, R. T., Kruyen, P. M., & Lako, C. J. (2019). Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective. Review of Public Personnel Administration, 39(3), 372–397.
[36] Tan, K. L., & Yeap, P. F. (2021). The impact of work engagement and meaningful work to alleviate job burnout among social workers in New Zealand. Management Decision, November.
[37] Fairlie, P. (2011). Meaningful work, employee engagement, and key employee outcomes: Implications for human resource development. Advances in Human Resource Development, 13(4), 508-525.
[38] Hulshof, I. L., Demerouti, E., & Le Blanc, P. M. (2020). Day-level job crafting and service-oriented task performance: The mediating role of meaningful work and work engagement. Career Development International, 25(4), 355–371.
[39] Kim, S., Vandenabeele, W., Wright, B.E., Andersen, L.B., Cerase, F.P., Christensen, R.K., Desmarais,C., Koumenta, M., Leisink, P., Liu, B., & Palidauskaite, J. (2013). Investigating the structure and meaning of public service motivation across populations: Developing an international instrument and addressing issues of measurement invariance. Journal of Public Administration Research and Theory, 23, 79-102.
[40] Steger, M.F., Dik B.J., & Duffy R.D. (2012). Measuring meaningful work: The work and meaning inventory (WAMI). Journal of Career Assessment, 20, 322-337.
[41] Schaufeli, W.B., Bakker, A.B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement, 66, 701-716.
[42] Bakker, A. B., & Demerouti, E. (2014). Job Demands-Resources Theory. Wellbeing, III, 1–28.
[43] Van Wingerden, J., & Poell, R. F. (2019). Meaningful work and resilience among teachers: The mediating role of work engagement and job crafting. PLoS ONE, 14(9), 1–13.
[2] Gross, H. P., Thaler, J., & Winter, V. (2019). Integrating Public Service Motivation in the Job-Demands-Resources Model: An Empirical Analysis to Explain Employees’ Performance, Absenteeism, and Presenteeism. International Public Management Journal, 22(1), 176–206.
[3] Vandenabeele, W. (2009). The mediating effect of job satisfaction and organizational commitment on self-reported performance: more robust evidence of the PSM—performance relationship. International review of administrative sciences, 75(1), 11-34.
[4] Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and Consequences of Psychological and Team Empowerment in Organizations: A Meta-Analytic Review. Journal of Applied Psychology, 96(5), 981–1003.
[5] Van Wingerden, J., & Van Der Stoep, J. (2018). The motivational potential of meaningful work: Relationships with strengths use, work engagement, and performance. PLoS ONE, 13(6).
[6] Kementerian Pendayagunaan Aparatur Negara dan Reformasi Birokrasi (2022)
[7] Inspektorat Jenderal Kementerian Kesehatan (2019). Laporan Hasil Evaluasi Sistem Akuntabilitas Kinerja Instansi Pemerintah (SAKIP)
[8] Inspektorat Jenderal Kementerian Kesehatan (2020). Laporan Hasil Evaluasi Sistem Akuntabilitas Kinerja Instansi Pemerintah (SAKIP)
[9] Inspektorat Jenderal Kementerian Kesehatan (2021). Laporan Hasil Evaluasi Sistem Akuntabilitas Kinerja Instansi Pemerintah (SAKIP)
[10] Inspektorat Jenderal Kementerian Kesehatan (2021). Laporan Survei Kepuasan Inspektorat Jenderal
[11] Inspektorat Jenderal Kementerian Kesehatan (2020). Laporan Survei Kepuasan Inspektorat Jenderal
[12] Parasuraman, A., Valarie, Z. A., & Leonard, B. (1986). Reproduced with permission of the A Conceptual Model of Service Quality and Its Implications for Future. Journal of Marketing, 49(4), 41–50.
[13] Kementerian Kesehatan (2022). Peraturan Menteri Kesehatan Nomor 5 Tahun 2022 tentang Organisasi dan Tata Kerja Kementerian Kesehatan. Jakarta: Kementerian Kesehatan.
[14] Perry, J. L., & Wise, L. R. (1990). The Motivational Bases of Public Service. Public Administration Review, 50(3), 367.
[15] Rosso, B. D., Dekas, K. H., & Wrzesniewski, A. (2010). On the meaning of work: A theoretical integration and review. Research in Organizational Behavior, 30(C), 91–127.
[16] Michaelson, C., Pratt, M. G., Grant, A. M., & Dunn, C. P. (2014). Meaningful work: Connecting business ethics and organization studies. Journal of business ethics, 121(1), 77-90.
[17] Simonet, D. V., & Castille, C. M. (2020). The search for meaningful work: A network analysis of personality and the job characteristics model. Personality and Individual Differences, 152, 109569.
[18] Nawang, W. R. W., Dali, N. R. S. M., Nazarie, W. N. F. W. M., & Lee, U. H. M. S. (2022). The Role of Financial Well-being in Employees' Performance.
[19] Viswesvaran, C., & Ones, D. S. (2000). Perspectives on Models of Job Performance Related papers. International Journal of Selection and Assessment, 8(4), 216–226.
[20] Mensah, J. K. (2015). A “coalesced framework” of talent management and employee performance: For further research and practice. International Journal of Productivity and Performance Management, 64(4), 544–566.
[21] Williams, L. J., & Anderson, S. E. (1991). Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors. Journal of Management, 17(3), 601–617.
[22] van Loon, N., Kjeldsen, A. M., Andersen, L. B., Vandenabeele, W., & Leisink, P. (2018). Only When the Societal Impact Potential Is High? A Panel Study of the Relationship Between Public Service Motivation and Perceived Performance. Review of Public Personnel Administration, 38(2), 139–166.
[23] Putranto, R. A., Setiajatnika, E., & Fahmi, I. (2018). The effect of public service motivation and job satisfaction on public officers’ performance through commitment. International Journal of Academic Research in Business and Social Sciences, 8(12), 1422-1435.
[24] Nurlita, D. E. (2019). The Effect of Public Service Motivation on Employee Performance with Organizational Citizenship Behavior and Job Satisfaction as its Intervening Variables. Review of Integrative Business and Economics Research, 8, 283-300.
[25] Han, S. H., Sung, M., & Suh, B. (2021). Linking meaningfulness to work outcomes through job characteristics and work engagement. Human Resource Development International, 24(1), 3–22.
[26] Yuniawan, A., & Udin, U. (2020). The Influence of Knowledge Sharing, Affective Commitment, and Meaningful Work on Employee‘s Performance. International Journal of Economics and Business Administration, VIII(Issue 3), 72–82. https://doi.org/10.35808/ijeba/487
[27] Scroggins, W. A. (2008). The relationship between employee fit perceptions, job performance, and retention: Implications of perceived fit. Employee Responsibilities and Rights Journal, 20(1), 57-71.
[28] Bharadwaj, S., & Jamal, T. (2020). In Search of Spiritual Workplaces: An Empirical Evidence Of Workplace Spirituality And Employee Performance In The Indian IT Industry. International Journal of Scientific & Technology Research, 9(3), 1116-1124.
[29] Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293–315.
[30] Rita Perangin-Angin, M., Lumbanraja, P., Absah, Y., & Author, C. (2020). The Effect of Quality of Work Life and Work Engagement to Employee Performance with Job Satisfaction as an Intervening Variable in PT. Mopoly Raya Medan. International Journal of Research and Review (Ijrrjournal.Com), 7(2), 72.
[31] Bakker, A. B., & Bal, M. P. (2010). Weekly work engagement and performance: A study among starting teachers. Journal of occupational and organizational psychology, 83(1), 189-206.
[32] Jeronimo, H. M., de Lacerda, T. C., & Henriques, P. L. (2020). From sustainable HRM to employee performance: a complex and intertwined road. European Management Review, 17(4), 871-884.
[33] Bashir, M., Wright, B. E., & Hassan, S. (2021). The interactive influence of public service motivation, perceived reward equity, and prosocial impact on employee engagement: a panel study in Pakistan. Public Management Review.
[34] Lin, Y., & Wang, Q. (2020). The association between public service motivation , work engagement and work attitudes among Chinese employees from community health service centers. Pre-Print, 1–18.
[35] Borst, R. T., Kruyen, P. M., & Lako, C. J. (2019). Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective. Review of Public Personnel Administration, 39(3), 372–397.
[36] Tan, K. L., & Yeap, P. F. (2021). The impact of work engagement and meaningful work to alleviate job burnout among social workers in New Zealand. Management Decision, November.
[37] Fairlie, P. (2011). Meaningful work, employee engagement, and key employee outcomes: Implications for human resource development. Advances in Human Resource Development, 13(4), 508-525.
[38] Hulshof, I. L., Demerouti, E., & Le Blanc, P. M. (2020). Day-level job crafting and service-oriented task performance: The mediating role of meaningful work and work engagement. Career Development International, 25(4), 355–371.
[39] Kim, S., Vandenabeele, W., Wright, B.E., Andersen, L.B., Cerase, F.P., Christensen, R.K., Desmarais,C., Koumenta, M., Leisink, P., Liu, B., & Palidauskaite, J. (2013). Investigating the structure and meaning of public service motivation across populations: Developing an international instrument and addressing issues of measurement invariance. Journal of Public Administration Research and Theory, 23, 79-102.
[40] Steger, M.F., Dik B.J., & Duffy R.D. (2012). Measuring meaningful work: The work and meaning inventory (WAMI). Journal of Career Assessment, 20, 322-337.
[41] Schaufeli, W.B., Bakker, A.B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement, 66, 701-716.
[42] Bakker, A. B., & Demerouti, E. (2014). Job Demands-Resources Theory. Wellbeing, III, 1–28.
[43] Van Wingerden, J., & Poell, R. F. (2019). Meaningful work and resilience among teachers: The mediating role of work engagement and job crafting. PLoS ONE, 14(9), 1–13.
Published
2023-06-08
How to Cite
[1]
E. Nababan and P. Desiana, “The Effect of Public Service Motivation, Meaningful Work and Work Engagement on Employee Performance in The Public Sector”, BIEJ, vol. 5, no. 1, pp. 1-9, Jun. 2023.
Section
Articles
