Mapping organizational drivers of non-academic staff performance during University Autonomy Reform: Evidence from an Indonesian Public University

Ilhamuddin, Ilhamuddin, Muallifah, Muallifah ORCID: https://orcid.org/0000-0002-6431-5613, Yoenanto, Nono Hery and Hadi, Cholichul (2026) Mapping organizational drivers of non-academic staff performance during University Autonomy Reform: Evidence from an Indonesian Public University. Indonesian Psychological Research, 8 (2). pp. 111-130. ISSN 2655-9013; E-ISSN 2655-1640

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Abstract

ENGLISH

University autonomy reforms reshape governance structures and administrative systems, yet their implications for non-academic staff performance remain underexamined. Existing studies often interpret employee performance through individual constructs such as motivation, engagement, or job satisfaction, providing limited insight into how organizational systems shape everyday work. This study investigates how non-academic staff perceived factors influencing their performance during the transition of Universitas Brawijaya to a legal-entity public university (PTN-BH). Using inductive thematic analysis of open-ended survey responses from 114 administrative staff, the study identifies four interrelated domains shaping performance: structural job demands, organizational resources, development mechanisms, and institutional reinforcement. Administrative burden and procedural complexity constrain performance capacity, while leadership support, collegial environments, and infrastructure buffer these pressures. Staff-defined development priorities support organizational learning, and institutional reinforcement sustains long-term engagement. The study proposes a systemic theory of staff performance, showing that performance emerges from the alignment of governance structures, organizational resources, and institutional support systems in reforming universities.

INDONESIA

Reformasi otonomi universitas mengubah struktur tata kelola dan sistem administrasi, namun implikasinya terhadap kinerja tenaga kependidikan relatif kurang diteliti. Penelitian sebelumnya menafsirkan kinerja pegawai melalui konstruk individual, sehingga membatasi pemahaman bagaimana sistem organisasi membentuk praktik kerja sehari-hari. Penelitian ini mengkaji bagaimana tenaga kependidikan memandang faktor-faktor yang memengaruhi kinerja mereka selama transisi Universitas Brawijaya menjadi PTN-BH. Melalui analisis tematik induktif terhadap respons survei terbuka 114 tenaga administrasi, menghasilkan empat domain yang saling berkaitan dalam membentuk kinerja, yaitu tuntutan kerja struktural, sumber daya organisasi, mekanisme pengembangan, dan penguatan institusional. Beban administrasi dan kompleksitas prosedural membatasi kapasitas kinerja, sementara dukungan kepemimpinan, lingkungan kerja kolegial, dan infrastruktur berfungsi sebagai faktor penyangga terhadap tekanan tersebut. Prioritas pengembangan yang diidentifikasi oleh staf mendukung proses pembelajaran organisasi, sedangkan penguatan institusional menjaga keterlibatan dan keberlanjutan kinerja dalam jangka panjang. Penelitian ini mengusulkan teori sistemik kinerja staf, yang menunjukkan bahwa kinerja muncul dari keselarasan antara struktur tata kelola, sumber daya organisasi, dan sistem dukungan institusional dalam universitas yang sedang menjalani reformasi.

Item Type:	Journal Article
Keywords:	administrative burden; institutional reinforcement; organizational resources; organizational learning; university non-academic staff performance; tuntutan kerja struktural; penguatan institusional otonomi universitas; sumber daya organisasi; pembelajaran organisasi; kinerja tenaga kependidikan universitas
Subjects:	17 PSYCHOLOGY AND COGNITIVE SCIENCES > 1701 Psychology > 170103 Educational Psychology
Divisions:	Faculty of Psychology
Depositing User:	MA Muallifah Ny
Date Deposited:	10 Jul 2026 15:31

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