Work Motivation, Organizational Commitment, and Supervision Effects on Employee Performance in Wajo Regency Inspectorate

DOI: https://doi.org/10.26618/fqa3x342

Authors

  • Asmiruddin Safar Master Program in Management, Faculty of Postgraduate Studies, Fajar University, Makassar
  • Hasniaty Hasniaty Master Program in Management, Faculty of Postgraduate Studies, Fajar University, Makassar
  • Sadly Abdul Djabar Master Program in Management, Faculty of Postgraduate Studies, Fajar University, Makassar

Work Motivation, Organizational Commitment, Supervision, and Employee Performance

Abstract

Public sector institutions are increasingly required to demonstrate accountability and high performance, yet many regional oversight agencies continue to face declining output despite growing resource allocations. This gap between institutional mandate and actual performance highlights the need to examine internal organizational determinants of effectiveness. This study aimed to analyze the effects of work motivation, organizational commitment, and supervision on employee performance at the Regional Inspectorate Office of Wajo Regency. The research employed a quantitative explanatory design using a census approach, involving all 80 employees as respondents. Primary data were collected through structured questionnaires measured on a five-point Likert scale and analyzed using multiple linear regression after validity, reliability, and classical assumption tests were satisfied. The results showed that work motivation and supervision had positive and significant partial effects on employee performance, whereas organizational commitment did not demonstrate a statistically significant independent effect. Simultaneously, the three variables significantly influenced performance (F = 40.867, p < 0.001), explaining 61.7% of the variance in employee performance. Work motivation emerged as the strongest predictor, indicating that responsibility, recognition, and goal orientation were central drivers of improved outcomes. This study contributes to performance management literature by integrating psychological and structural factors within a single analytical framework in a regional public oversight context. The findings imply that strengthening motivational practices and enhancing supervisory quality are critical strategies for improving accountability and institutional effectiveness in local government organizations.

References

Books :

Aguinis, H. (2021). Performance management for dummies. Wiley.

Armstrong, M., & Taylor, S. (2020). Armstrong’s handbook of human resource management practice (15th ed.). Kogan Page.

Bach, S., & Bordogna, L. (2020). Public service management and employment relations in Europe. Routledge.

Boxall, P., & Purcell, J. (2022). Strategy and human resource management (5th ed.). Red Globe Press.

Creswell, J. W., & Creswell, J. D. (2021). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). Sage Publications.

Dessler, G. (2020). Human resource management (16th ed.). Pearson.

Hill, C. W. L., Schilling, M. A., & Jones, G. R. (2023). Strategic management: Theory and cases (14th ed.). Cengage Learning.

Hood, C., & Lodge, M. (2021). The politics of public accountability. Oxford University Press.

Lodge, M., & Wegrich, K. (2022). Managing regulation: Regulatory analysis, politics and policy. Palgrave Macmillan.

Merchant, K. A., & Van der Stede, W. A. (2020). Management control systems: Performance measurement, evaluation and incentives (4th ed.). Pearson.

Noe, R. A. (2023). Employee training and development (8th ed.). McGraw-Hill.

Robbins, S. P., & Judge, T. A. (2022). Organizational behavior (18th ed.). Pearson.

Salas, E., Reyes, D. L., & McDaniel, S. H. (2020). The science of training and development in organizations. Psychological Science in the Public Interest.

Journal Articles

Bedford, D. S., & Speklé, R. F. (2021). Constructing performance measurement systems in public organizations. Accounting, Organizations and Society, 90, 101225.

Boon, C., Den Hartog, D. N., & Lepak, D. P. (2022). A systematic review of human resource management systems and performance. Human Resource Management Review, 32(2), 100742.

Cerasoli, C. P., Nicklin, J. M., & Ford, M. T. (2021). Intrinsic motivation and performance revisited. Journal of Applied Psychology.

Collings, D. G., McMackin, J., Nyberg, A. J., & Wright, P. M. (2021). Strategic human resource management and COVID-19: Emerging challenges and research opportunities. Journal of Management Studies.

DeNisi, A., & Murphy, K. R. (2021). Performance appraisal and performance management: 100 years of progress? Journal of Applied Psychology, 106(3), 421–433.

Ellinger, A. D., Ellinger, A. E., & Keller, S. B. (2021). Supervisory coaching and employee performance outcomes. Human Resource Development Quarterly, 32(3), 289–312.

Etikan, I., & Bala, K. (2020). Sampling and sampling methods. Biometrics & Biostatistics International Journal, 9(3), 215–217.

Howard, J. L., Gagné, M., & Bureau, J. S. (2020). Testing motivational mechanisms in the workplace. Motivation and Emotion, 44, 101–115.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2020). How does HRM influence organizational outcomes? Academy of Management Journal.

Karatepe, O. M., & Olugbade, O. A. (2021). The effects of work engagement and organizational commitment on performance outcomes. International Journal of Contemporary Hospitality Management, 33(4), 1425–1443.

Kim, S., & Holzer, M. (2020). Public employees and performance management systems: Accountability and service effectiveness. Public Administration Review, 80(3), 456–468.

Kim, T. Y., & Beehr, T. A. (2021). Self-determined motivation and performance. Human Performance, 34(3), 189–208.

Klein, H. J., Molloy, J. C., & Brinsfield, C. T. (2020). Reconceptualizing workplace commitment: A review and research agenda. Journal of Organizational Behavior, 41(2), 101–117.

Kuvaas, B., Buch, R., & Dysvik, A. (2020). Performance management: Perceived fairness and employee outcomes. Human Resource Management Journal, 30(4), 485–501.

loyd, R., & Mertens, D. (2020). Expectancy theory and employee motivation in organizational settings. Journal of Organizational Psychology, 20(1), 9–22.

Meyer, J. P., Morin, A. J. S., & Vandenberghe, C. (2022). A person-centered approach to organizational commitment. Journal of Management, 48(2), 398–426.

Otley, D. (2022). Control and performance management systems: A review of research and practice. Accounting, Organizations and Society, 100, 101–118.

Riketta, M. (2021). The causal relation between organizational commitment and performance: A meta-analytic review. Journal of Vocational Behavior, 129, 103602.

Ryan, R. M., & Deci, E. L. (2020). Intrinsic and extrinsic motivation from a self-determination theory perspective. Contemporary Educational Psychology, 61, 101860.

Van den Broeck, A., Ferris, D. L., Chang, C. H., & Rosen, C. C. (2021). A review of self-determination theory’s basic psychological needs at work. Journal of Management, 47(1), 5–32.

Vandenabeele, W., & Hondeghem, A. (2021). Public service motivation and performance. Public Administration Review, 81(5), 833–845.

Downloads

Published

2026-02-28

Issue

Vol. 10 No. 1 (2026): FEBRUARY 2026

Section

Articles

License

Authors who publish with Jurnal Ilmu Manajemen Profitability agree to the following terms:

  1. Copyright of the articles remains with the authors.

  2. Authors grant the journal the right of first publication with the work simultaneously licensed under a Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC 4.0). This license allows others to:

    • Share (copy and redistribute the material in any medium or format)

    • Adapt (remix, transform, and build upon the material)
      as long as they give appropriate credit to the original author(s) and source, provide a link to the license, and indicate if changes were made. Non-commercial use only.

  3. Authors are permitted to:

    • Distribute their published work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.

    • Enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal’s published version of the work (e.g., post it to a class website or institutional archive).

  4. For permissions to use the content published in this journal beyond the scope of the license (e.g., commercial purposes), please contact the editorial office via the journal email.

License Details:
This journal is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC 4.0).