PERFORMANCE TRANSFORMATION OF CIVIL SERVANTS: AN ANALYSIS OF THE EFFECTS OF CAREER DEVELOPMENT AND SUPERVISORY SUPPORT WITH WORK MOTIVATION AS A MEDIATOR
Abstract
This study aims to analyze the influence of career development and supervisory support on employee performance, with work motivation as a mediating variable, among Civil Servants (ASN) within the Government of West Bandung Regency. The research employed a quantitative approach with a descriptive and verificative design. Data were collected through the distribution of questionnaires to 100 civil servants proportionally selected from various work units under the coordination of the Personnel and Human Resources Development Agency (BKPSDM). Data analysis was carried out using multivariate statistical techniques through a path analysis approach with SmartPLS software. The findings indicate that career development has a positive and significant effect on employee performance but does not significantly influence work motivation. Conversely, supervisory support was found to have a significant impact on both work motivation and employee performance. Work motivation also demonstrated a significant influence in enhancing civil servants’ performance. However, work motivation did not significantly mediate the relationship between career development and employee performance, while in the relationship between supervisory support and employee performance, work motivation proved to be a significant mediator. These results highlight the crucial role of supervisors in creating a supportive work environment and fostering motivation, as well as the need to strengthen career development programs that are integrated with recognition and formal appreciation aspects. This study provides empirical contributions to the development of human resource management strategies in the public sector, particularly in efforts to improve the performance of civil servants through a more holistic and humanistic approach.
Keywords: career development, supervisory support, work motivation, employee performance, civil servants, public sector.
Keywords
References
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DOI: https://doi.org/10.17509/jbme.v10i3.90117
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