The Role of Training and Organizational Support in Shaping Public Employees’ Performance: Evidence from Village Governance in North Sumatra

Christin Natalia Sianipar; Robert Tua Siregar; Asnawati; Calen; Richard Berlien

doi:10.61255/jeemba.v4i4.1202

Authors

Christin Natalia Sianipar Sekolah Tinggi Ilmu Ekonomi Bina Karya Tebing Tinggi https://orcid.org/0000-0001-8431-6069
Robert Tua Siregar Universitas Prima Indonesia https://orcid.org/0000-0003-3314-9488
Asnawati Universitas Potensi Utama https://orcid.org/0009-0004-5871-7159
Calen Universitas Murni Teguh https://orcid.org/0000-0002-3016-305X
Richard Berlien Universitas Murni Teguh https://orcid.org/0000-0001-8778-5557

DOI:

https://doi.org/10.61255/jeemba.v4i4.1202

Keywords:

Organizational support, Public employee performance, Training, Village governance

Abstract

Purpose – This research investigates the relationship between training, organizational support, and public employee performance in village governance in North Sumatra, Indonesia. Guided by human capital theory and perceived organizational support theory, this research conceptualizes training as a means of enhancing employee competence, while organizational support serves as a facilitating condition that enables employees to carry out their responsibilities more effectively.

Design/methodology/approach – This research adopted a quantitative explanatory approach. Primary data were obtained from 100 village government employees working in selected offices across North Sumatra through a structured questionnaire and purposive sampling. The data were examined using descriptive statistics, validity and reliability assessments, classical assumption tests, and multiple linear regression.The construct scores were developed from Likert-scale questionnaire items measuring training, organizational support, and public employee performance.

Findings/Results – The findings reveal that training has a positive and statistically significant association with public employee performance, with a regression coefficient of 0.386. Organizational support likewise demonstrates a positive and significant association with employee performance, with a coefficient of 0.337. The overall regression model is statistically significant, as shown by an F-statistic of 63.765 and an R² value of 0.568. Thus, training and organizational support collectively account for 56.8% of the variation in public employee performance.

Originality/Value – This research contributes to the public-sector human resource management literature by investigating training and organizational support as complementary factors linked to employee performance within village government. Its originality lies in its focus on village-level public employees in North Sumatra, a local governance context that remains underexplored. The results indicate that village employee performance is related both to competency enhancement through training and to organizational factors, including leadership direction, sufficient resources, supervision, recognition, and professional development opportunities.

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