Articles

Increasing Employee Performance through Digital Culture, Compensation, Career Development and Employee Resilience in PT. Janji Mulya Executive Learning

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PT Janji Mulya Executive Learning (PT Janji Mulya) was a business unit within Janji Mulya Business School foundation and became an independent business entity as a limited liability company (Perseroan Terbatas) in January 2020. When Covid-19 happened, the company’s revenue dropped to only 30% in the first year (2020) after the spin-off. In the next year (2021) the revenue increased almost one hundred percent despite the fact that it was still forty percent below the 2019 performance. The company expect that the trend will keep going up to the 2022 fiscal year, however the fact says the contrary: the revenue in 2022 was slightly going down. Besides, the majority of individual performance decreased by 45.9% of employees. These problems in the postpandemic condition that is differed from expectation, has raised concern of PT Janji Mulya management. Further information were obtained that several factors could be the cause of low employee performance, namely digital culture, compensation, career development, and employee resilience. Based on these problems, this research was conducted to know and analyze the relationship of digital culture, compensation, career development, and employee resilience, with employee performance, as well as to propose solution regarding the four factors that could increase employee performance.

To that end, this study was conducted with two objectives, namely descriptive and verification purpose. To analyse the hypotheses, this study employs multiple regression. Data collection was done by census to the population of PT Janji Mulya employees (N=60). Questionnaire was distributed at one-shot time horizon method and cross-sectional data.

The findings revealed that there is a significant simultaneous influence of the four independent variables on employee performance. The test of partial effect showed that each variable of digital culture, compensation, career development, and employee resilience, have a positive and significant relationship with employee performance.

Based on the results of the analysis that combines the results of hypothesis testing and the results of interviews with research informants, the business solutions for developing employee performance at PT Janji Mulya are arranged in the form of priorities based on the correlation values of the four variables on employee performance. Besides there are several insights that might influence employee performance, namely: a clear business strategy that is communicated effectively from the top management to the lowest level in the organization, Availability of resources that affect the performance of a department, and Strategic Foresight Analysis training to equip employees to be skillful at analyzing conditions, predicting changes that may occur, and managing response preparation and implementation plans, so that employees become more resilient.

The Determinant Factors for Employees to Leave (A Case Study in a Paint Chain Retailer)

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High turnover is one of the problems faced by companies, especially small and medium enterprises. PT Fakta Asia Jaya, or Fakta Retail or Fakta Group, is one of the oldest semi-modern paint chain retailers and experiences a high turnover rate, more than the average industry. The company services depended on employee knowledge and support. The higher turnover rate becomes the real problem with the cost of hiring, training, sales, and services, which might affect profitability in the long run. Many factors, such as age (generational differences), gender, length of work, marital status, job satisfaction, compensation satisfaction, and organizational culture, influence employees’ decision to leave the company.

This research uses qualitative methodology through an in-depth interview approach with questions about job satisfaction, compensation satisfaction, and organizational culture conducts information collected. This approach was chosen to understand whether those factors significantly influence their decision. This study proposes a recommendation for the business situation and to retain the current employee, especially the millennial generation.

Based on the result of the study, it was suggested that the factors related to the employee leaving are mainly personal reasons and related to job satisfaction and compensation benefit. The other aspect emphasized by millennials is looking for career advancement and work-life balance between the family. Also, it is found that the higher risk of the job tends to look at a higher salary or to be financially incentivized; the importance of being valued and communicating in every variable makes all generations feel satisfied and fulfilled.

The Effect of Employee Engagement and Career Development on Employee Performance Mediated By Work Motivation At Large Center for Training and Empowerment of Village Communities, Disadvantaged Regions and Transmigration Yogyakarta

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The purpose of this study was to examine and analyze the effect of employee engagement and career development on employees mediated by work motivation at training centers and empowerment of rural communities, disadvantaged areas and transmigration in Yogyakarta. This study was applied to 55 respondents who are civil servants at the training and empowerment center for rural communities, disadvantaged areas and transmigration in Yogyakarta. In this study, all samples, namely Civil Servants, were used as respondents, so the sampling technique used was Census. “Tests in this study were carried out using the SmartPLS 3.3.3 software. And the research results are as follows: (1) Employee Engagement has a positive and significant effect on employee performance, (2) Career Development has a positive and significant effect on employee performance.