The Impact of Training, Knowledge Management, and Discipline on Employee Effectiveness, with the Work Environment as A Moderating Variable at the Ministry of Health of the Republic of Indonesia
DOI:
https://doi.org/10.55324/ijoms.v5i10.1312Keywords:
training, knowledge management, work discipline, work environment, employee effectivenessAbstract
Employee effectiveness is a critical factor in supporting the achievement of organizational goals, particularly in public sector institutions such as the Ministry of Health of the Republic of Indonesia, which faces increasing demands arising from digital transformation and complex public service challenges. This study aims to examine the effects of training, knowledge management, and work discipline on employee effectiveness, as well as the moderating role of the work environment in these relationships. This research employed a quantitative approach using an explanatory research design. Data were collected through questionnaires distributed to employees of the Ministry of Health of the Republic of Indonesia, and the data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS. The results indicate that training, knowledge management, and work discipline have positive and significant effects on employee effectiveness. Training was identified as the strongest factor contributing to employee effectiveness, followed by knowledge management and work discipline. Furthermore, the work environment significantly moderated the relationships between training, knowledge management, and work discipline and employee effectiveness, indicating that a supportive work environment strengthens the influence of these factors. The findings highlight that improving employee effectiveness requires not only individual competency development but also organizational support through effective knowledge management, discipline reinforcement, and the creation of a conducive workplace environment. This study provides practical implications for the Ministry of Health in developing sustainable human resource management strategies to enhance employee effectiveness and organizational performance.
References
Al Wali, J., Muthuveloo, R., Teoh, A. P., & Al Wali, W. (2023). Disentangling the relationship between employees' dynamic capabilities, innovative work behavior and job performance in public hospitals. International Journal of Innovation Science, 15(2), 368–384. https://doi.org/10.1108/IJIS-01-2022-0012
Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328.
Cavalcanti, D. R., Oliveira, T., & de Oliveira Santini, F. (2022). Drivers of digital transformation adoption: A weight and meta-analysis. Heliyon, 8(2), Article e08911. https://doi.org/10.1016/j.heliyon.2022.e08911
Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512.
Dewah, P., & Mutula, S. M. (2016). Knowledge retention strategies in public sector organizations: Current status in Sub-Saharan Africa. Information Development, 32(3), 362–376.
Hasibuan, M. S. P. (2019). Human resource management. The Earth of Scripts.
Ingsih, K., Astuti, S. D., & Riyanto, F. (2024). The role of digital competence in improving service quality and employee performance. SA Journal of Human Resource Management, 22, Article a2689. https://doi.org/10.4102/sajhrm.v22i0.2689
Itang. (2015). Work discipline and work competence with quality of service in the Office of Religious Affairs (KUA) District of Mount Kencana, Lebak Regency, Banten. Journal of Management & Sustainability, 5, 132.
Janus, S. S. (2016). Becoming a knowledge-sharing organization: A handbook for scaling up solutions through knowledge capturing and sharing. World Bank Publications.
Jeilani, A., & Hussein, A. (2025). Impact of digital health technologies adoption on healthcare workers' performance and workload: Perspective with DOI and TOE models. BMC Health Services Research, 25(1), Article 271. https://doi.org/10.1186/s12913-025-12414-4
Kayode, A., & Saleh, H. (2025). Discipline and disciplinary procedures and effective service delivery in Nigeria's public service. In International.
McDermott, A. M., et al. (2015). Hybrid healthcare governance for improvement? Combining top-down and bottom-up approaches to public sector regulation. Public Administration, 93(2), 324–344.
McNabb, D. E. (2015). Knowledge management in the public sector: A blueprint for innovation in government. Routledge.
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14–37.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company. Oxford University Press.
Nöhammer, E., & Drexel, M. (2024). The potentials of digital workplace health promotion. International Journal of Environmental Research and Public Health, 21(7), Article 902. https://doi.org/10.3390/ijerph21070902
World Health Organization. (2015). People-centred and integrated health services: An overview of the evidence: Interim report. World Health Organization.
World Health Organization. (2018). Building the primary health care workforce of the 21st century. World Health Organization.
World Health Organization. (2022). Health systems resilience toolkit: A WHO global public health good to support building and strengthening of sustainable health systems resilience in countries with various contexts. World Health Organization.
Phaladi, M. (2024). Key organisational barriers to effective knowledge risk management in South African public sector enterprises. Intangible Capital, 20(3), 447–463.
Robbins, S. P., & Judge, T. A. (2019). Organizational behavior. Pearson.
Sugiyono. (2016). Quantitative, qualitative, and R&D research methods. Alfabeta.
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Riki Arli, Dewi Susita, Despinur Dara
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-ShareAlike 4.0 International (CC-BY-SA). that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
