Rethinking work discipline and motivation: A study of employee performance in a regional legislative secretariat

Abstract

Employee performance is central to the effectiveness of public administration, yet disciplinary and motivational practices do not always produce their intended outcomes. This study examines the relationships between work discipline, work motivation, and employee performance at the Secretariat of the Regional House of Representatives (Dewan Perwakilan Rakyat Kabupaten, DPRK) of Pidie Jaya Regency, Aceh, Indonesia. A quantitative explanatory survey design was employed using a census of all 66 employees. Data were collected through a structured Likert-scale questionnaire and analyzed using multiple linear regression. The findings reveal that work discipline and work motivation are each negatively and significantly associated with employee performance. Both variables also jointly have a significant relationship with performance, although their overall explanatory contribution is limited. This unexpected pattern challenges the assumption that stronger discipline and motivation automatically lead to better performance in public-sector organizations. It may indicate that the effectiveness of these practices depends on how they are designed, communicated, and experienced by employees. However, the findings do not imply that discipline and motivation are inherently detrimental, and the underlying mechanisms require further investigation. This study contributes to public-sector human resource management research by highlighting the context-dependent nature of discipline, motivation, and performance within a local legislative secretariat. The institution should therefore review its disciplinary and motivational practices and promote a fair, supportive, participatory, and needs-based approach to managing employee performance.