Published: 2026-06-01
The Effect of Digitization of Personnel Services in Moderating the Influence of Employee Competence and Organizational Support on Performance at Regional Office VII BKN
DOI: 10.35870/jemsi.v12i3.6369
Abstract
This study investigates the effect of digitization of personnel services in moderating the relationship between employee competence, organizational support, and employee performance at the Regional Office VII of the State Civil Service Agency (BKN) Palembang. The research emphasizes the strategic role of digital personnel systems in strengthening the contribution of human resource factors to performance outcomes within public sector organizations. This study employed a quantitative survey design involving 73 civil servants at the Regional Office VII of BKN Palembang. Data were analyzed using PLS-SEM with SmartPLS 4.0, and all measurement instruments met the required validity and reliability criteria (AVE > 0.50; CR > 0.70). The results show that employee competence and organizational support have significant positive effects on employee performance. The digitization of personnel services further enhances performance by improving efficiency and transparency, while partially moderating the effects of competence and organizational support on performance. The study concludes that personnel digitalization strengthens the impact of employee competence and organizational support on performance, indicating the need for an integrated strategy that combines competency development, organizational support, and effective digital personnel systems in public sector organizations. This research is limited by its focus on a single government institution, which may restrict the generalizability of the findings. In addition, the use of self-reported data may introduce response bias, and the cross-sectional design does not capture changes over time. This study contributes to human resource management and public administration literature by empirically confirming the moderating role of personnel digitalization in government settings, while offering practical insights for improving civil servant performance through integrated competence development, organizational support, and digital transformation.
Keywords
Digitalization; Employee Competence; Organizational Support; Employee Performance
Article Information
This article has been peer-reviewed and published in the JEMSI (Jurnal Ekonomi, Manajemen, dan Akuntansi). The content is available under the terms of the Creative Commons Attribution 4.0 International License.
-
Issue: Vol. 12 No. 3 (2026)
-
Section: Articles
-
Published: 2026-06-01
-
License: CC BY 4.0
-
Copyright: © 2026 Authors
-
DOI: 10.35870/jemsi.v12i3.6369
AI Research Hub
This article is indexed and available through various AI-powered research tools and citation platforms. Our AI Research Hub ensures that scholarly work is discoverable, accessible, and easily integrated into the global research ecosystem.
Riki Herlangga Utama, Tridinanti University
Student at Magister of Manajemen, Tridinanti University.
Msy. Mikial, Tridinanti University
Lecturer Faculty Economics and Business at Tridinanti University.
Ima Andriyani, Tridinanti University
Lecturer Faculty Economics and Business at Tridinanti University.
Sari Sakarina, Tridinanti University
Lecturer Faculty Economics and Business at Tridinanti University.
-
Abebe, A., & Assemie, A. (2023). Quality of work life and organizational commitment of the academic staff in Ethiopian universities. Heliyon, 9(4), e15139. https://doi.org/10.1016/j.heliyon.2023.e15139.
-
Aboramadan, M., & Dahleez, K. A. (2020). Leadership styles and employees’ work outcomes in nonprofit organizations: The role of work engagement. Journal of Management Development, 39(7–8), 869–893. https://doi.org/10.1108/JMD-12-2019-0499.
-
Adamy, M. (2016). Manajemen sumber daya manusia: Teori dan praktik penelitian. Unimal Press.
-
Adiwantari, S. A., Bagia, I. W., & Suci, N. M. (2019). Pengaruh gaya kepemimpinan transformasional dan kepuasan kerja terhadap kinerja pegawai. Bisma: Jurnal Manajemen, 5(2), 101–111.
-
Ahmed, R. R., Pahi, M. H., Nadeem, S., Soomro, R. H., Parmar, V., Nasir, F., & Ahmed, F. (2023). Maximizing organizational performance: The power of intellectual capital, business ethics, and technological change: Evidence from South Asian countries. Preprints. https://doi.org/10.20944/preprints202304.0944.v1.
-
Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179–211.
-
Ajzen, I. (2002). Perceived behavioral control, self-efficacy, locus of control, and the theory of planned behavior. Journal of Applied Social Psychology, 32(4), 665–683.
-
Akbar, M., Montundu, Y., Adam, L. O. B., & Hatani, L. (2022). Pengaruh gaya kepemimpinan transformasional terhadap kinerja anggota dengan dimediasi iklim organisasi dan kepuasan kerja pada anggota kepolisian Resort Kendari. Jurnal Manajemen, Bisnis dan Organisasi, 6(2), 488–511. https://doi.org/10.33772/jumbo.v6i2.22806.
-
Akinyemi, A. F., Rembe, S., & Nkonki, V. (2020). Trust and positive working relationships among teachers in communities of practice as an avenue for professional development. Education Sciences, 10(5), 136. https://doi.org/10.3390/educsci10050136.
-
Alifuddin, M., & Widodo, W. (2021). Mitigating turnover intention among private school teachers. Journal of Education and Learning (EduLearn), 15(3), 443–449. https://doi.org/10.11591/edulearn.v15i3.20069.
-
Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp. 71–98). Jossey-Bass.
-
Boxall, P., Purcell, J., & Wright, P. (2007). The Oxford handbook of human resource management. Oxford University Press.
-
Boyatzis, R. E. (2008). Competencies in the 21st century. Journal of Management Development, 27(1), 5–12.
-
Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13(3), 319–340.
-
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507.
-
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2021). A primer on partial least squares structural equation modeling (PLS-SEM) (3rd ed.). Sage Publications.
-
Hidayat, R., Sari, D. P., & Wijaya, A. (2021). Organizational readiness for digital transformation in public sector: A case study of Indonesian government agencies. Journal of Public Administration and Governance, 11(2), 45–62.
-
Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2017). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management, 43(6), 1854–1884.
-
Li, L., Lin, J., Turel, O., Liu, P., & Luo, X. (2021). The impact of digital transformation on healthcare performance: The mediating role of resource integration. International Journal of Medical Informatics, 147, 104376.
-
Parida, V., Sjödin, D., & Reim, W. (2019). Reviewing literature on digitalization, business model innovation, and sustainable industry. Sustainability, 11(2), 391.
-
Pratiwi, A., & Lestari, S. (2021). The effect of work competence on public service quality through employee performance. Journal of Public Service and Governance, 5(1), 23–35.
-
Putra, R., & Sari, M. (2022). Digital competency and technology adaptation as key success factors for digital transformation in public sector. Indonesian Journal of Public Administration, 8(2), 89–104.
-
Ramadhan, A., & Nugroho, H. (2023). The impact of digitalization on administrative efficiency and public service quality. Journal of Government Innovation, 4(1), 112–128.
-
Spencer, L. M., & Spencer, S. M. (1993). Competence at work: Models for superior performance. John Wiley & Sons.
-
Suhartono, D. (2020). Organizational support and its impact on employee loyalty and performance in government institutions. Public Administration Review, 12(3), 45–58.
-
Venkatesh, V., Morris, M. G., Davis, G. B., & Davis, F. D. (2003). User acceptance of information technology. MIS Quarterly, 27(3), 425–478.
-
Vial, G. (2019). Understanding digital transformation. MIS Quarterly, 43(1), 223–249.
-
Wang, Y., Hong, A., Li, X., & Gao, J. (2020). The impact of technology-supported organizational resources on employee performance during digital transformation. Journal of Organizational Computing and Electronic Commerce, 30(3), 215–234.
-
Wicaksono, A. (2021). The role of organizational support in enhancing employee morale and performance. Journal of Human Resource Management, 15(2), 78–92.
-
Yuliani, S., & Fitria, R. (2022). Digitalization as a bridge between individual capability and organizational outcomes. Journal of Management and Innovation, 9(1), 34–48.
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish with this journal agree to the following terms:
1. Copyright Retention and Open Access License
Authors retain copyright of their work and grant the journal non-exclusive right of first publication under the Creative Commons Attribution 4.0 International License (CC BY 4.0).
This license allows unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
2. Rights Granted Under CC BY 4.0
Under this license, readers are free to:
- Share — copy and redistribute the material in any medium or format
- Adapt — remix, transform, and build upon the material for any purpose, including commercial use
- No additional restrictions — the licensor cannot revoke these freedoms as long as license terms are followed
3. Attribution Requirements
All uses must include:
- Proper citation of the original work
- Link to the Creative Commons license
- Indication if changes were made to the original work
- No suggestion that the licensor endorses the user or their use
4. Additional Distribution Rights
Authors may:
- Deposit the published version in institutional repositories
- Share through academic social networks
- Include in books, monographs, or other publications
- Post on personal or institutional websites
Requirement: All additional distributions must maintain the CC BY 4.0 license and proper attribution.
5. Self-Archiving and Pre-Print Sharing
Authors are encouraged to:
- Share pre-prints and post-prints online
- Deposit in subject-specific repositories (e.g., arXiv, bioRxiv)
- Engage in scholarly communication throughout the publication process
6. Open Access Commitment
This journal provides immediate open access to all content, supporting the global exchange of knowledge without financial, legal, or technical barriers.