Economos :Jurnal Ekonomi dan Bisnis Volume 8.
Nomor 2.
Agustus 2025 p-ISSN.
e-ISSN.
2655-321X
THE INFLUENCE OF PLACEMENT AND WORK EXPERIENCE
ON EMPLOYEE PERFORMANCE AT THE POPULATION AND
CIVIL REGISTRY SERVICE OF PANGKEP REGENCY
Ghelvira Nurfatimah.
Sri Andayaningsih.
Zalkha Soraya.
Email: ghelviranurfatimah@gmail.
, sriandayaningsih@unismuh.
zalkhasoraya@unismuh.
Management Study Program.
Faculty of Economics and Business.
Muhammadiyah University of Makassar Jl.
Urip Sumoharjo No.
Panaikang.
Panakkukang District.
Makassar City Sulawesi Selatan 90231 Abstract Employee performance is a critical determinant of public service quality, particularly within government institutions.
This study examines .
the effect of job placement on employee performance and .
the effect of work experience on employee performance at the Population and Civil Registration Office of Pangkep Regency.
Using a quantitative approach, data were collected from 47 civil servants selected through saturated sampling.
Questionnaires served as the primary data collection tool, and the data were analyzed with SPSS 25 using descriptive statistics, instrument testing, classical assumption tests, multiple linear regression, and hypothesis testing.
The results show that job placement does not have a significant positive impact on employee performance, suggesting that proper placement alone is insufficient to enhance outcomes.
Conversely, work experience exerts a significant positive influence, indicating that accumulated knowledge and practical expertise contribute to improved employee performance in service delivery.
These findings highlight the importance of organizational strategies that strengthen employee experience through training and continuous professional development to enhance public sector service quality.
Keywords: Job Placement.
Work Experience.
Employee Performance.
Public Services INTRODUCTION Human resources (HR) are among the most crucial elements of an organization.
The success of an organization, whether in the business sector or in government institutions, is largely determined by the quality, capacity, and performance of its employees.
In the context of government agencies, the presence of qualified HR is even more vital since every service activity provided is directly experienced by the wider community.
Therefore.
HR management strategies must be carefully planned to enhance organizational performance.
Governments are required to place employees in positions that align with their competencies, skills, and work experience to ensure organizational goals are achieved effectively and efficiently.
Proper employee placement makes a substantial contribution to improving the quality of public services, which is the primary responsibility of government institutions.
In the human resource management literature, job placement is defined as the process of assigning an individual to a position that matches their expertise, knowledge, and skills.
The principle commonly referred to as Aithe right man in the right placeAn emphasizes that alignment between employee qualifications and assigned positions fosters optimal work productivity (Dinda Sri Utami et al.
, 2.
Job placement is not merely filling a vacant position but a strategic effort to maximize employee potential while supporting organizational objectives.
placement is conducted without considering competencies and qualifications, the potential risks include low work motivation, increased internal conflict, and declining performance quality.
Such conditions will inevitably affect public services, particularly in institutions such as the Population and Civil Registration Office.
In addition to job placement, another factor influencing employee performance is work Work experience reflects the length and diversity of tasks an individual has ISSN: 1978-1520 undertaken and how they have mastered certain skills through practical exposure.
According to Chikyta Melaty .
, work experience serves as a basis for assessing employee quality, as greater experience often translates into stronger abilities to manage complex work situations.
Nurcahyo & Yulianto .
further highlight that sufficient work experience enables employees to act more professionally in carrying out their duties.
This indicates that work experience is not only related to years of service but also encompasses the ability to solve problems, adapt to dynamic work environments, and contribute meaningfully to organizational success.
Previous studies demonstrate a close relationship between work experience and both productivity and efficiency.
For example.
Mundung.
MS, et al.
found that employees with longer work experience tend to complete tasks more quickly, accurately, and effectively compared to newly hired employees.
This advantage stems from their familiarity with field challenges and their reference base in decision-making.
Soraya & Akib .
add that work experience is an important internal factor influencing employee performance, alongside intelligence, skills, and personality.
Thus, relevant work experience can be regarded as a critical asset in efforts to enhance public service quality.
Nevertheless, literature reviews reveal a research gap regarding the specific relationship between job placement, work experience, and employee performance within local government agencies, particularly in civil registration services.
Most prior studies have focused on the private sector, industry, or education.
Yet, employee performance in government institutionsAi especially those delivering population administration servicesAidirectly determines the quality of public service.
Services such as issuing ID cards, birth certificates, family cards, and registering vital events require employees with adequate competence and experience to ensure efficient, accurate, and transparent processes.
The lack of studies in this context creates a research gap that warrants empirical investigation.
Preliminary observations at the Population and Civil Registration Office of Pangkep Regency indicate that employee placement does not always consider the compatibility between employeesAo educational backgrounds or expertise and their assigned positions.
Some employees are placed in roles unrelated to their core competencies, which reduces task For example, employees with backgrounds in law or social sciences are assigned to technical positions that demand expertise in administration or information technology.
This mismatch creates inefficiencies and diminishes service quality.
In terms of work experience, employees with longer tenure generally perform better, especially in processing civil registration documents promptly and accurately.
Conversely, newly recruited employees require longer adjustment periods, leading to lower productivity.
These observations strengthen the rationale for examining the impact of job placement and work experience on employee performance in this institution.
Employee performance refers to the outcomes achieved by an individual in fulfilling their Widyanarko & Sukesi .
describe performance as a combination of motivation, ability, effort, and opportunity that employees possess in completing their tasks.
Therefore, improving performance is shaped not only by internal factors such as motivation and ability but also by external factors such as appropriate job placement and relevant work When proper placement is combined with adequate work experience, it generates a positive synergy that drives organizational performance.
Based on the above discussion, job placement and work experience play a significant role in determining employee performance, particularly in public service-oriented government However, the limited empirical research on these variables within local government contexts, especially in Pangkep Regency, creates a gap that must be addressed.
This study seeks to provide a more comprehensive understanding of the importance of strategic job placement and the role of work experience in strengthening employee performance.
Furthermore, the findings are expected to serve as a valuable reference for local governments in formulating HR management policies, particularly concerning employee placement and career development.
Accordingly, this research aims to analyze the influence of job placement on employee performance and to examine the influence of work experience on employee performance at the Population and Civil Registration Office of Pangkep Regency.
The study is expected not only to contribute to the development of human resource management theory but also to provide practical implications for improving the quality of public services at the regional level.
METHOD STUDY
This research is a quantitative study with an explanatory approach, characterized by systematic and structured procedures from the study design to its conclusion.
Quantitative research involves collecting numerical data and analyzing it using statistical techniques (Sari & Alam, 2.
The study was conducted at the Office of Population and Civil Registry Service of Pangkep Regency, located on Jl.
Moh.
Arsyad B.
Padoang Doangan.
Pangkajene and Islands District, over a two-month period from November to December 2024.
The data sources consisted of both primary and secondary data.
Primary data were obtained directly from respondents through interviews and questionnaires, while secondary data were gathered from existing references, including tables, charts, and documents provided by third parties.
The population of this study consisted of all 47 permanent employees at the Population and Civil Registry Service of Pangkep Regency, with the entire population used as the sample through a saturated sampling technique (Rahmi, 2017.
Lisman & Sumiati, 2.
Data collection techniques included observation, which involved directly monitoring office activities.
documentation, which provided supporting evidence from official records, photographs, organizational structures, and institutional profiles.
and questionnaires, which employed checklists and evaluation scales to measure respondentsAo behaviors and attitudes.
These combined methods ensured the reliability and comprehensiveness of the data collected for further analysis.
Operational Definition of Variables and Measurement Operational definitions describe how variables are measured to ensure accurate and reliable This study includes independent variables, namely placement and work experience, and a dependent variable, employee performance.
Placement refers to strategic human resource management that ensures individuals are positioned according to their interests, talents, and abilities to maximize organizational effectiveness.
Work experience relates to an individual's skills in performing tasks, measured by work duration, task comprehension, completion ability, and contributions to the organization.
Employee performance refers to work outcomes influenced by ability, experience, motivation, and a conducive work environment, measured in terms of work quantity, quality, time adherence, attendance, and cooperation ability.
Variable Measurement Scale The measurement scale is a standardized reference used to determine interval lengths in measuring instruments, ensuring quantitative data accuracy.
There are four types of measurement scales:
Nominal Scale Ae The simplest form of measurement that categorizes variables without assigning quantitative value, such as gender classification .
for male, 2 for femal.
Ordinal Scale Ae Establishes a ranking order among variables but does not specify distance between them, such as satisfaction levels .
= very dissatisfied, 5 = very Interval Scale Ae Contains all the characteristics of nominal and ordinal scales with fixed intervals but lacks an absolute zero point, allowing for arithmetic operations except ratio Ratio Scale Ae The highest measurement level, including all characteristics of the other scales while possessing an absolute zero value, allowing for direct ratio comparisons .
, weight measurements where 60 kg is twice as heavy as 30 k.
Data Analysis Method The data analysis method used in this research is processed through SPSS software, incorporating various analytical techniques.
Descriptive analysis is employed to measure variables by inputting tested variable results into the software.
The research instrument used is a questionnaire distributed to respondents to measure the influence of placement and work experience on employee performance at the Population and Civil Registry Service of Pangkep Regency.
ISSN: 1978-1520
Research Instrument Testing Validity testing is conducted to assess whether the questionnaire used is reliable and accurately measures the intended variables.
Ensuring data validity helps prevent misinterpretations and enhances the credibility of the research findings.
The research process is structured to analyze how placement and work experience impact employee performance, contributing valuable insights into human resource management in public service institutions.
RESULTS AND DISCUSSION
Research Results Respondent Characteristics The data used in this study are primary data obtained through questionnaires distributed to employees of the Population and Civil Registration Service of Pangkep Regency.
The questionnaires focused on variables such as placement, work experience, and employee performance.
The study involved 47 respondents, all of whom were Civil Servants (PNS).
Respondents provided answers based on their perceptions by marking the most appropriate response.
The respondent characteristics include gender, age, education level, and length of service, as detailed below.
Gender Table 1 Presents the distribution of respondents based on gender.
Gender Number of Respondents Percentage (%) Male Female Total Source: Primary Data Processing Results, 2024.
The table indicates that 20 respondents .
6%) were male, while 27 respondents .
4%) were female, showing that female respondents outnumbered males in this study.
Age Table 2 Presents the age distribution of the respondents.
Age Group Number of Respondents Percentage (%) 31 Ae 40 years 41 Ae 50 years 51 Ae 60 years Total Source: Primary Data Processing Results, 2024.
The results show that most respondents .
7%) were aged 41Ae50 years, followed by 21.
3% in the 51Ae60 years category and 17% in the 31Ae40 years category.
Educational Level Table 3 Provides information on respondents' educational backgrounds.
Educational Level Number of Respondents Percentage (%) Senior High School Total Source: Primary Data Processing Results, 2024.
The results indicate that most respondents .
8%) had a bachelor's degree (S.
, followed by 27.
7% with a diploma (D.
3% with a master's degree (S.
, while only 4.
2% had a high school education.
Length of Service Table 4 Provides details on respondents' length of service.
Length of Service Number of Respondents Percentage (%) 1 Ae 10 years 11 Ae 20 years 21 Ae 30 years > 30 years Total Source: Primary Data Processing Results, 2024.
Most respondents .
7%) had been working for 11Ae20 years, followed by 34% with 21Ae30 years of service, 14.
9% with 1Ae10 years, and 6.
4% with over 30 years.
Descriptive Analysis This study examines three variables: placement (X.
and work experience (X.
as independent variables, and employee performance (Y) as the dependent variable.
Likert scale was used, with scores ranging from 1 .
trongly disagre.
to 5 .
trongly The following evaluation criteria were used :
Table 5 Descriptive Analysis Average Score Evaluation 00 Ae 1.
Very Bad 81 Ae 2.
Not Good 62 Ae 3.
Fairly Good 43 Ae 4.
Good 24 Ae 5.
Very Good Source: Primary Data Processing Results, 2024.
The score range is calculated as follows:
Highest score = 5 x 47 = 235 Lowest score = 1 x 47 = 47 Score range = 235 Ae 47 = 188 / 5 = 37 Based on the calculations, the evaluation categories are:
Table 6 The Score Range Range Evaluation 47 Ae 84 Very Low 85 Ae 122 Low 123 Ae 160 Fairly High 161 Ae 198 High 199 Ae 236 Very High Source: Primary Data Processing Results, 2024.
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Placement (X.
The placement variable was measured using a questionnaire with ten statements.
Table 7 Resents The Responses.
Question Score Average X1.
X1.
X1.
X1.
X1.
X1.
X1.
X1.
X1.
X1.
Overall Average Source: Primary Data Processing Results, 2024.
The highest mean score was observed in X1.
, indicating that employees believe that work experience enhances confidence in task execution.
The overall placement variable received a good rating, with an average score of 3.
99, categorizing it as high.
Work Experience (X.
The work experience variable was measured using eight statements.
Table 4.
presents the results.
Table 8 Resents The Responses.
Question Score Average X2.
X2.
X2.
X2.
X2.
X2.
X2.
X2.
Overall Average Source: Primary Data Processing Results, 2024.
The results show that the highest mean score was in X2.
, indicating that respondents strongly agreed that work experience plays a crucial role in achieving institutional goals.
The overall work experience variable was rated good, with an average score of 3.
98, placing it in the high category.
These findings suggest that both job placement and work experience significantly contribute to employee performance at the Population and Civil Registration Service of Pangkep Regency.
Discussion