Career Development Model on Adaptive Performance Mediated by Work Motivation in the Merauke Judicial Institution
Abstract
This study aims to analyze the influence of Career Development on Adaptive Performance among employees of judicial institutions in Merauke, with Work Motivation as a mediating variable. The research was conducted at two judicial institutions in Merauke, namely the Religious Court (Pengadilan Agama/PA) Merauke and the District Court (Pengadilan Negeri/PN) Merauke. A quantitative approach with an explanatory research design was employed. Data were collected through a structured Likert-scale questionnaire distributed to the entire population of 89 permanent employees, of which 85 questionnaires were returned and deemed valid for analysis. Data analysis was conducted using the Partial Least Squares Structural Equation Modeling (PLS-SEM) method via SmartPLS 4.0 software. Hypothesis development was grounded in Self-Determination Theory (Deci & Ryan) and Human Capital Theory. The findings reveal that all four hypotheses proposed in this study were accepted. First, career development has a positive and significant effect on employees' adaptive performance (β = 0.422, t = 3.493, p = 0.000). Second, work motivation has a positive and significant effect on adaptive performance (β = 0.483, t = 3.872, p = 0.000). Third, career development has a positive and significant effect on work motivation (β = 0.806, t = 12.192, p = 0.000), representing the largest coefficient in the model and indicating the dominant role of career development as a motivational predictor in the border-region judicial context. Fourth, work motivation was proven to partially mediate the effect of career development on adaptive performance (indirect effect β = 0.389, t = 3.379, p = 0.001). This partial mediation finding confirms that career development enhances adaptive performance through two simultaneous pathways: a direct pathway through technical competency acquisition, and an indirect pathway through the reinforcement of employees' intrinsic motivation, extrinsic motivation, and work engagement. This study contributes theoretically as the first empirical evidence integrating these three variables within the context of judicial institutions in Eastern Indonesia's border region, while offering managerial implications for PA and PN Merauke leadership in designing motivation-based human resource development programs to promote optimal adaptive performance.
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DOI: https://dx.doi.org/10.30659/jrbi.v23i2.52827
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