Sustaining Performance Amid Structural Pressure: The Paradox of Reward and Motivation among Village Officials
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Authors:Puguh Wijayanto1*, Harianto Respati2, Mokhamad Natsir3
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Abstract
Village officials’ performance is critical to effective local governance and public service delivery. This study examines the effects of job placement, rewards, and work motivation on the performance of village officials in Jiwan District, Madiun Regency. A quantitative research design was employed, involving all 95 village officials from 14 villages through saturated sampling. Data were collected using a five-point Likert-scale questionnaire and analysed through multiple linear regression in SPSS after the relevant model assumptions were assessed. The results demonstrate that job placement, rewards, and work motivation each have a positive and significant effect on village officials’ performance. Rewards emerged as the dominant predictor, underscoring the importance of recognising officials’ contributions through financial and non-financial forms of appreciation. Collectively, the three predictors significantly explain 50.3% of the variation in performance, while the remaining 49.7% is attributable to factors outside the model. These findings extend the public-sector human resource management literature by demonstrating the combined importance of appropriate placement, equitable rewards, and sustained motivation in strengthening performance at the village-government level. The study highlights the need for village governments to implement integrated, transparent, and merit-based human resource policies that promote professional, responsive, and performance-oriented officials while improving the quality of public service delivery.
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