The Effect of Training, Education, and Emotional Intelligence on Employee Work Performance: Evidence from a Government Religious Institution in Southeast Sulawesi, Indonesia
DOI:
https://doi.org/10.59890/mjst.v3i6.275Keywords:
Compensation, Employee Engagement, Employee Retention, Social Exchange Theory, Self-Determination Theory, Indonesia; Service SectorAbstract
This study investigates the effects of training, education, and emotional intelligence on the work performance of employees at the Ministry of Religious Affairs, Konawe Regency, Southeast Sulawesi, Indonesia. Grounded in human capital theory and social-cognitive theory, this quantitative study employs a census sampling technique, encompassing all 50 employees of the institution. Data were collected through structured Likert-scale questionnaires and analyzed using multiple linear regression via SPSS version 22. The results reveal that training exerts a significant positive effect on work performance (β = 0.312; t = 3.292; p = 0.002 < 0.05), and education exerts a significant positive effect on work performance (β = 0.341; t = 3.471; p = 0.001 < 0.05). Contrary to the dominant theoretical predictions, emotional intelligence demonstrates a significant negative effect on work performance (β = −0.287; t = −3.201; p = 0.02 < 0.05). This anomalous finding is interpreted through the lens of person-job fit theory and bureaucratic organizational context, wherein procedural compliance and technical precision override emotional flexibility. The study contributes to the human resource management literature by contextualizing emotional intelligence effects within public-sector bureaucracies and underscores the primacy of structured training and formal education in enhancing organizational performance
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