The Influence of Work Discipline, Workload, and Work Motivation on Employee Performance at the Manggala District Office, Makassar City
DOI:
https://doi.org/10.24256/kharaj.v8i3.12311Keywords:
employee performance; work discipline; workload; work motivation; public sectorAbstract
This study examines the effects of work discipline, workload, and work motivation on employee performance at the Manggala Subdistrict Office, Makassar City. The study employed a quantitative explanatory approach with a cross-sectional design. Data were collected through structured questionnaires using a five-point Likert scale and supported by observation and documentary analysis. The population consisted of 35 civil servants, all of whom were included as respondents using a census sampling technique. Data were analyzed using multiple linear regression with IBM SPSS Statistics after conducting validity, reliability, normality, multicollinearity, and heteroscedasticity tests. The results indicate that work discipline has a positive but statistically insignificant effect on employee performance (B = 0.159; β = 0.145; p = 0.094). In contrast, workload has a positive and statistically significant effect on employee performance (B = 0.344; β = 0.200; p = 0.044), indicating that appropriately managed workload may stimulate employee effort and task achievement. Work motivation demonstrates the strongest positive and statistically significant effect (B = 0.651; β = 0.682; p < 0.001). Simultaneously, work discipline, workload, and work motivation significantly explain employee performance (F = 109.906; p < 0.001), with an R² of 0.914. The findings imply that public-sector performance improvement should prioritize motivational mechanisms and balanced workload management while maintaining discipline as a foundational organizational requirement. The study contributes context-specific evidence to public-sector human resource management and provides practical implications for strengthening employee performance and service delivery.
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