Towards Sustainable Performance of Jakarta's Government Employees
A Systematic Literature Review for Jakarta’s Top-20 Global City Vision
Keywords:
Human ResourceAbstract
This study conducts a Systematic Literature Review (SLR) to conceptualize sustainable performance (SP) in the public sector, focusing on Jakarta’s transformation toward becoming a Top-20 Global City by 2045. Drawing from 35 peer-reviewed studies published between 2020 and 2025, the review integrates human, organizational, and institutional dimensions of sustainability through five dominant theoretical lenses: Social Exchange Theory (SET), Job Demands–Resources (JD-R) Model, Public Service Motivation (PSM), Resource-Based View (RBV), and Institutional Legitimacy Theory (ILT). The analysis reveals that empowering and transformational leadership, sustainable human-resource management (SHRM), digital transformation, and legitimacy-based governance jointly underpin long-term performance in public organizations. The findings demonstrate that sustainable performance emerges from the alignment of three mutually reinforcing pillars: human sustainability, which depends on motivation, engagement, and ethical leadership; system sustainability, built upon knowledge management, technological capability, and adaptive learning; and trust sustainability, rooted in legitimacy, accountability, and citizen confidence. Together, these components form an integrated Human–System–Trust (HST) model of sustainable governance. For Jakarta’s civil service, the review highlights that sustainable performance transcends bureaucratic efficiency—requiring empowerment, innovation, and institutional integrity as the foundations of global competitiveness. The study contributes theoretically by synthesizing cross-disciplinary frameworks into a unified model of sustainable governance and offers practical implications for embedding SHRM, digital capability, and ethical leadership within Jakarta’s bureaucratic reform agenda toward 2045.
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