A Phenomenological Exploration of Employee Performance Enhancement Policies at the Department of Manpower and Transmigration of North Toraja
Abstract
This study aims to explore employees’ experiences in responding to performance improvement policies at the Department of Manpower and Transmigration in North Toraja Regency. Utilizing a qualitative phenomenological approach, data were collected through in-depth interviews with five purposively selected participants. The findings reveal that understanding of performance-related policies remains uneven among employees; workplace facilities are inadequate in several units, and the reward–punishment system lacks consistent implementation. Furthermore, the current leadership style is perceived as open but not fully participatory, and disparities in work environments across divisions contribute to diminished motivation. Key driving factors of performance include intrinsic motivation, work commitment, and peer support, while inhibiting factors involve unclear performance targets, limited infrastructure, and ineffective interdepartmental communication. This study underscores the need for a contextual approach in performance policy formulation, equitable distribution of resources, and the development of participative leadership practices to foster a fair and productive organizational culture.
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