What drives civil servant performance? The roles of career development and work motivation in an Indonesian local government agency

Abstract

Improving civil servant performance is essential for strengthening the quality, accountability, and responsiveness of local government services. This study examines the roles of career development and work motivation in shaping the performance of civil servants at the Regional Financial Management Agency (Badan Pengelolaan Keuangan Daerah, BPKD) of Bireuen Regency, Indonesia. A quantitative explanatory survey design was employed. Data were collected from all 69 civil servants at the agency through a structured Likert-scale questionnaire and analyzed using multiple linear regression. The findings show that career development and work motivation each have a positive and statistically significant effect on civil servant performance. Both factors also jointly make a significant contribution to performance, indicating that institutional opportunities for career advancement and employees’ motivation function as complementary drivers of effectiveness in local government organizations. Career development can strengthen employees’ competencies and perceptions of professional advancement, while work motivation can encourage greater effort, responsibility, and commitment to organizational objectives. This study contributes to public-sector human resource management literature by highlighting the importance of integrating career management and motivational practices within a local government setting. The findings suggest that government agencies should establish transparent and merit-based career pathways, provide relevant competency-development opportunities, recognize employee contributions, and create a supportive work environment. Such measures can help sustain employee motivation and improve the delivery of public services.