Exploring Work Design and Discipline in Shaping Employee Performance: The Mediating Role of Job Satisfaction among Non-Civil Servants in the Protocol and Communication Division of Medan City Government
Keywords:
Work Design, Work Discipline, Job Satisfaction, Employee PerformanceAbstract
This qualitative study explores how work design and work discipline influence employee performance through the mediating role of job satisfaction among non-civil servant staff in the Protocol and Communication Division of the Medan City Government. The research was motivated by the need to understand how organizational structures and behavioral patterns contribute to performance outcomes in the public sector, particularly among contractual employees. Data were collected through in-depth interviews, direct observation, and document analysis involving selected non-ASN employees and managerial staff. The findings reveal that a well-structured work design enhances role clarity, creativity, and efficiency, while work discipline fosters accountability and consistency in task completion. Job satisfaction emerges as a critical link that strengthens the relationship between work design and performance outcomes. Employees who perceive fairness, recognition, and meaningful task assignments tend to display higher motivation and productivity. This study contributes to public management literature by providing qualitative insights into how non-civil servants interpret and experience their work environment. The implications emphasize the importance of participatory job structuring, consistent supervision, and motivation strategies to enhance satisfaction and performance in local government institutions.
References
J. R. Hackman and G. R. Oldham, Work Redesign. Reading, MA: Addison-Wesley, 1980.
F. Herzberg, “One more time: How do you motivate employees?,” Harvard Business Review, vol. 46, no. 1, pp. 53–62, 1968.
S. P. Robbins and T. A. Judge, Organizational Behavior, 18th ed., London: Pearson Education, 2020.
J. A. McShane and M. A. Von Glinow, Organizational Behavior: Emerging Knowledge, Global Reality, 9th ed., New York: McGraw-Hill Education, 2021.
M. Armstrong, A Handbook of Human Resource Management Practice, 15th ed., London: Kogan Page, 2020.
D. Katz and R. L. Kahn, The Social Psychology of Organizations, 2nd ed., New York: Wiley, 1978.
A. M. Grant and J. W. Parker, “Redesigning work design theories: The rise of relational and proactive perspectives,” Academy of Management Annals, vol. 3, no. 1, pp. 317–375, 2009.
E. A. Locke, “The nature and causes of job satisfaction,” in Handbook of Industrial and Organizational Psychology, M. D. Dunnette, Ed. Chicago: Rand McNally, 1976, pp. 1297–1349.
P. M. Podsakoff, S. B. MacKenzie, and W. H. Bommer, “Transformational leadership behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors,” Journal of Management, vol. 22, no. 2, pp. 259–298, 1996.
S. E. Jackson, R. S. Schuler, and K. Jiang, “An aspirational framework for strategic human resource management,” Academy of Management Annals, vol. 8, no. 1, pp. 1–56, 2014.
K. S. Cameron and R. E. Quinn, Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, 4th ed., San Francisco: Jossey-Bass, 2011.
T. A. Judge, C. J. Thoresen, J. E. Bono, and G. K. Patton, “The job satisfaction–job performance relationship: A qualitative and quantitative review,” Psychological Bulletin, vol. 127, no. 3, pp. 376–407, 2001.
D. C. McClelland, Human Motivation, New York: Cambridge University Press, 1987.
J. M. Ivancevich, R. Konopaske, and M. T. Matteson, Organizational Behavior and Management, 11th ed., New York: McGraw-Hill Education, 2019.
R. L. Mathis and J. H. Jackson, Human Resource Management, 15th ed., Mason, OH: South-Western Cengage Learning, 2020.
J. P. Meyer and N. J. Allen, Commitment in the Workplace: Theory, Research, and Application, Thousand Oaks, CA: Sage Publications, 1997.
C. Maslach and M. P. Leiter, “Early predictors of job burnout and engagement,” Journal of Applied Psychology, vol. 93, no. 3, pp. 498–512, 2008.
A. Bandura, Social Foundations of Thought and Action: A Social Cognitive Theory, Englewood Cliffs, NJ: Prentice-Hall, 1986.
M. S. Khan, N. Khan, and F. Mahmood, “Impact of work design and discipline on employee performance: The mediating role of job satisfaction,” International Journal of Academic Research in Business and Social Sciences, vol. 12, no. 4, pp. 112–127, 2022.
D. L. Nelson and J. C. Quick, Organizational Behavior: Science, the Real World, and You, 10th ed., Boston: Cengage Learning, 2019.
Rahayu, S. (2023). Modul Manajemen Sumber Daya Manusia. Medan: Universitas Pembangunan Panca Budi.
Rahayu, S. (2018). Pengaruh motivasi dan disiplin terhadap prestasi kerja karyawan di PT. Langkat Nusantara Kepong Kabupaten Langkat. JUMANT, 9(1), 115–132.
Rahayu, Sri. "Pengaruh Kualitas Sumber Daya Manusia Terhadap Kinerja Karyawan Pada Koperasi Unit Desa di Lau Gumba Brastagi Sumatera Utara." Jurnal Manajemen Tools 12, no. 1 (2020): 51.
Rahayu, S. (2020). The Effect of Transformational Leadership on Work Discipline and Employee Performance. International Journal for Innovative Research in Multidisciplinary Field, 6(2), 250-253.
Downloads
Published
Issue
Section
License
Copyright (c) 2025 Nita Fithrya, Sri Rahayu
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
International Conference On Islamic Community Studies, Education and Science, its website, and the articles published therein are licensed under a 
