The Influence of State Civil Apparatus Competence, Work Environment, and Reward Systems on State Civil Apparatus Performance at BKPSDM Cirebon
DOI:
https://doi.org/10.32493/JJSDM.v10i1.60169Keywords:
Civil Servant Competence, Work Environment, Reward System, Employee PerformanceAbstract
This study examines the influence of state civil apparatus competence, work environment, and reward systems on the performance of state civil apparatuss at the Regional Civil Service and Human Resource Development Agency (BKPSDM) of Cirebon. Improving state civil apparatus performance has become a strategic issue in public sector governance, particularly in the context of bureaucratic reform aimed at creating professional, adaptive, and service-oriented public institutions. Nevertheless, challenges related to disparities in employee competence, less supportive work environments, and the suboptimal implementation of reward systems continue to affect employee productivity and organizational effectiveness. This research employed a quantitative approach with an associative design to analyze the causal relationships among the variables under investigation. The study involved 130 state civil apparatuss as respondents using a census sampling technique. Data were collected through structured questionnaires based on a five-point Likert scale and analyzed using Structural Equation Modeling based on Partial Least Squares (SEM-PLS) with the assistance of SmartPLS version 4 software. The findings reveal that competence has a positive and significant effect on state civil apparatus performance with a coefficient value of 0.418, indicating that competence is the most dominant factor influencing employee performance. The work environment also demonstrates a positive and significant effect with a coefficient value of 0.254, while the reward system exerts a positive and significant influence with a coefficient value of 0.365. Simultaneously, these three variables explain 77.3% of the variance in state civil apparatus performance, indicating that the proposed model possesses strong predictive capability. The study concludes that improving state civil apparatus performance requires an integrated and sustainable human resource management strategy through strengthening employee competencies, creating a conducive work environment, and implementing fair, transparent, and performance-based reward systems. The findings contribute theoretically to the development of public sector human resource management studies and practically provide strategic insights for regional governments in formulating adaptive and performance-oriented state civil apparatus management policies.
References
1. Armstrong, M. (2024). Reward management: A handbook of remuneration strategy and practice. Kogan Page.
2. Armstrong, M., & Taylor, S. (2023). Armstrong’s handbook of human resource management practice (15th ed.). Kogan Page.
3. De Carlo, A., Girardi, D., Falco, A., Dal Corso, L., & Benevene, P. (2020). Workplace conditions and worker performance. Journal of Workplace Learning, 32(6), 403–416. https://doi.org/10.1108/JWL-02-2020-0027
4. Dwiyanto, A. (2020). Manajemen pelayanan publik. Gadjah Mada University Press.
5. Eisenberger, R., & Rhoades, L. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698–714. https://doi.org/10.1037/0021-9010.87.4.698
6. Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2022). A primer on partial least squares structural equation modeling (PLS-SEM) (3rd ed.). Sage Publications.
7. Khalid, K., & Nawab, S. (2018). Employee participation and employee performance in public organizations. International Journal of Business and Management, 13(8), 93–102. https://doi.org/10.5539/ijbm.v13n8p93
8. Kurniasih, D., Pratama, R., & Sari, M. (2021). Pengaruh reward terhadap kinerja pegawai sektor publik. Jurnal Administrasi Publik, 15(1), 45–56.
9. Lestari, P., & Prabowo, H. (2023). Reward finansial dan nonfinansial terhadap kinerja ASN. Jurnal Manajemen Pemerintahan, 11(2), 88–101.
10. Prasetyo, A., & Sutanto, E. M. (2020). Pengaruh kompetensi terhadap kinerja ASN. Jurnal Administrasi Negara, 24(1), 55–68.
11. Rahmawati, D., & Hidayat, T. (2022). Lingkungan kerja nonfisik dan pengaruhnya terhadap kinerja ASN. Jurnal Ilmu Administrasi, 19(3), 210–223.
12. Sedarmayanti. (2020). Manajemen sumber daya manusia: Reformasi birokrasi dan manajemen pegawai negeri sipil. Refika Aditama.
13. Undang-Undang Republik Indonesia Nomor 5 Tahun 2014 tentang Aparatur Sipil Negara.
14. Wibowo. (2021). Manajemen kinerja (6th ed.). Rajawali Pers.
15. Wulandari, R., & Hasanah, N. (2025). Pengaruh kompetensi terhadap kualitas pelayanan ASN. Jurnal Manajemen Sektor Publik, 10(1), 1–12.
16. Yusmardi, R., Putra, A., & Lestari, S. (2025). Sistem reward dan kinerja ASN. Jurnal Kebijakan Publik, 14(2), 88–102.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 Maulida Fitriyah, Edy Hartono
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish in this journal agree to the following terms:
The author owns the copyright of the article and assigns to the journal the right of first publication with the work simultaneously licensed under the terms Atribusi 4.0 Internasional (CC BY 4.0)
which allows others to share the work with acknowledgment of the work's authorship and initial publication in this journal.Authors may enter into separate additional contractual arrangements for the non-exclusive distribution of the published journal version of the work (for example, posting it to an institutional repository or publishing it in a book), with acknowledgment of the work's original publication in this journal.
Authors are permitted and encouraged to post their work online (for example, in institutional repositories or on their websites) before and during the submission process, as this can lead to productive exchanges, as well as earlier and larger citations of published work (See The Effect of Open Access).
.png)
