Articles

Engagement Analytics and Employee Retention: Challenges and Opportunities

/in /by

Employee retention is one of the major challenges for organizations, especially in IT sector, where high turnover rates can impact performance and increase costs. This study explores the role of engagement analytics in mediating the relationship between overtime, Job Satisfaction, and employee attrition. Utilizing secondary data from Kaggle and with the help of python’s libraries like Numpy, Pandas, Seaborn, Scipy stats, matplotlib and Networkx for analysis and visualizations, the study conducts correlation analysis to determine whether Job Satisfaction affects employee engagement to find that Job satisfaction is positively associated with engagement levels and mediation analysis among Overtime and employee attrition keeping engagement as a mediating variable to find that engagement has a minimal mediating effect on attrition whereas overtime highly positively affect attrition. The study leaves scope for further research governing unexplored factors affecting engagement and retention through primary data. The study also informs about the opportunities and challenges of integrating engagement analytics in driving employee retention.

The Effect of Employee Engagement (Vigor, Dedication, and Absorption) on Job Satisfaction at PT Pelindo 1

/in /by

This study examines the effect of employee engagement variables—vigor, dedication, and absorption—on job satisfaction. The research subjects consisted of all employees of PT Pelindo 1 in 2020. A total of 225 employees were selected as the sample using a simple random sampling method. Primary data were collected through a questionnaire instrument. To test the research hypotheses, data were analyzed using a multiple linear regression model. The results indicate that employee engagement and vigor have a significant but weak positive effect on job satisfaction. In contrast, dedication and absorption show a positive but statistically insignificant effect. The coefficient of determination (R²) is 14%, suggesting that vigor, dedication, and absorption are weak predictors of job satisfaction.

The Influence of Leadership Style and Organizational Culture on Employee Engagement at PT. Dayamitra Telekomunikasi, Tbk. (Study of Mitratel Employees)

/in /by

PT. Dayamitra Telekomunikasi, Tbk. (Mitratel) aims to foster strong collaboration within the organization. High employee engagement is essential for achieving this goal. However, recent internal surveys indicate a decline in employee engagement, potentially linked to leadership style and organizational culture. These factors, as supported by prior research, significantly impact employee engagement and should be addressed to improve overall organizational performance.

This research aims to examine the correlation and relationship between leadership style, organizational culture, and employee engagement as outcomes at Mitratel. The correlations will be linked to determine whether there is a relationship with the overall organizational performance level.

This quantitative study uses surveys to gather data and PLS analysis to examine the relationships between variables, even with moderate sample sizes and non-normal data.

This study found that both leadership style and organizational culture positively impact employee engagement, with organizational culture having a more significant influence. Higher levels of both factors lead to higher employee engagement.

In summary, the study confirms that a leadership style and the organizational culture have a significant impact on employees’ engagement in an organizational such as a telecommunication company like Mitratel.

The Influence of Job Satisfaction and Employee Engagement on Turnover Intention at PT. Dayamitra Telekomunikasi, Tbk. (Study of Mitratel Employees)

/in /by

The rapid advancement of business in the seamless technology era has disrupted nearly every industry. Amidst this disruption, PT. Dayamitra Telekomunikasi (also known as/abbreviated as “Mitratel”) has encountered challenges, particularly an increasing rate of employee turnover. This turnover is thought to be driven by employee dissatisfaction with various internal and external company factors, along with low engagement levels.

Previous research suggests that poor job satisfaction often results in higher turnover intentions, whereas strong employee engagement can help reduce turnover. This study explores the relationship between job satisfaction, employee engagement, and turnover intention at PT Dayamitra Telekomunikasi.

The study employed a questionnaire based on an ordinal Likert scale, with data analyzed using the Partial Least Square (PLS) model, which doesn’t require a normal distribution and uses bootstrap techniques to examine correlations between latent variables.

The results show that job satisfaction significantly impacts turnover intention, with 76.1% of job satisfaction indicators negatively influencing turnover intentions. However, employee engagement has minimal influence, with only 3.2% of engagement indicators affecting turnover intention. Therefore, while higher job satisfaction reduces turnover, employee engagement does not substantially affect turnover intentions.

In summary, the study confirms that job satisfaction is crucial in lowering turnover intention, consistent with previous research, while employee engagement has a negligible effect on turnover rates.

Navigating Change to Integrate Employee Perceptions into the Strategic Landscape of Business Split: A Study of PT Jasa Yuwana’s Potential Business Split

/in /by

Organizational change is important for business evolution, as it can impact the business direction and employees’ perceptions. Although intimidating, organizational changes can offer opportunities for growth and advancement when effectively managed. PT Jasa Yuwana, known for its assurance services, faces challenges due to low revenue growth over the past five years in assurance services, constraints in revenue optimization, and positive prospects in consulting business. It is crucial for the Company to understand employee perceptions as it plans a split. This study evaluates employee perceptions and suggests strategies for the new entity, NewCo. The main factors affecting perception are Healthy relationships with the employer/leaders and Application of skills and knowledge. To develop a growth strategy that focuses on strengths and opportunities, NewCo can use tools like the IE Matrix and TOWS Matrix. The implementation of the SO strategy is crucial for post-split survival, with employee retention being key to long-term competitiveness.

Understanding Interpersonal Relationship Drivers to Increase Employee Engagement: Study Case of PT. Sukses Multi Amarta

/in /by

This research examined the significant factors that influence interpersonal relationship of PT. Sukses Multi Amarta active and former employees. It is found that interpersonal relationship plays very important role for the employee engagement and turnover within organization. The interpersonal relationship variables are measured by applying some researches that have been conducted by previous research which concluded into three main antecedents, Social Satisfaction, Communication, and Self-Esteem. This research used qualitative interview approach as primary data to predict the root cause of the employee turnover in which concludes the interpersonal relationship as the main cause. Quantitative approach is also used in this research for secondary data by collecting literatures and distributing questionnaires. The findings of this study showed that all of the independent variables, social satisfaction, communication and self-esteem has a positive and significant effect on interpersonal relationships among workers. Communication became the key variable in influencing the level of interpersonal relationship. The recommendation programs to increase the level of communication are also provided to develop better interpersonal relationship and its least valued attributes.

A Study on Work Management Practices and its impact on Productivity: Moderating role of Sustainable Work Environment

/in /by

The concept of a Sustainable Work Environment (SWE) has garnered significant attention in recent times, as organizations strive to achieve higher levels of employee well-being and productivity. This paper aims to investigate the influence of SWE on work management and productivity, focusing on three primary objectives: a) understanding the factors contributing to a challenging SWE, b) identifying gaps in existing work environments that hinder performance, and c) comprehending employee perceptions of SWE and its impact on work management practices.

To accomplish the research objectives, a mixed-methods approach was employed, combining qualitative and quantitative data collection techniques. Firstly, an extensive review of the relevant literature was conducted, exploring the diverse factors influencing the creation of a challenging SWE (Objective a). This investigation revealed critical aspects such as work-life balance, organizational culture, leadership support, employee involvement, and physical workspace conditions as key determinants of SWE.

Subsequently, surveys will be employed to identify specific gaps in the current work environments that impede employee performance (Objective b). The research will highlight the crucial hindrances like inadequate resources, communication barriers, unclear job roles, and lack of employee recognition.

The study will also delve into understanding the employee perception of SWE and its effect on work management practices (Objective c). Through employee surveys and feedback, the research will explore more on how employees’ view their work environment impacting their motivation, job satisfaction, and overall work performance.

The outcomes of this research may have significant implications for organizations aiming to create a more sustainable and productive work environment. By addressing the identified factors contributing to a challenging SWE and recognizing existing gaps in work management, organizations can proactively design targeted interventions to foster a more supportive and conducive workplace. Cultivating a positive SWE and understanding employee perceptions will lead to greater job satisfaction, reduced turnover rates, and heightened productivity, ultimately driving organizational success.

The Effect of Talent Management and Knowledge Management on Employee Performance with Employee Engagement as Mediation Variable in BPJS Yogyakarta Indonesia

/in /by

This study aims to determine the effect of talent management and knowledge management mediated by employee engagement on employee performance at BPJS Ketenagakerjaan KACAB Yogyakarta. This study used a descriptive quantitative approach, the population in this study were BPJS Ketenagakerjaan KACAB Yogyakarta employees, totaling 42 permanent employees. Researchers determine the number of research samples using non-probability sampling technique. The non-probability sampling technique that the researchers used in this study was saturated or census sampling. The sample used was all employees of the Yogyakarta KACAB Employment BPJS, namely 42 employees. The data used are primary data obtained through questionnaires and interviews. The analytical method used in this study is the Structural Equation Model (SEM) with Partial Least Square (PLS) 4.0. The results of this study indicate that talent management has a positive and significant effect on employee performance, knowledge management has a positive and significant effect on employee performance, talent management has a positive and significant effect on employee performance with employee engagement as the mediating variable, knowledge management has a positive and significant effect on employee performance with employee engagement as a mediating variable.

Generating Strategic Initiative to Improve Employee Engagement at PT Semar Sentinel Indonesia in the Post-Pandemic Era

/in /by

The COVID-19 pandemic has impacted the economy, leading to reduced reliance on consulting services by businesses aiming to save costs. Consulting firms, including those in the construction sector, experienced significant challenges, resulting in bankruptcies and financial difficulties. The pandemic’s isolation policies affected remote workers, including consultants, causing work-related stress and decreasing productivity and work engagement. This research aims to investigate the factors contributing to high turnover at PT Semar Sentinel, with a specific focus on employee engagement. The study conducted primary data collection through semi-structured interviews with five employees from the company and the questions addressed factors that required improvement. The collected data was analyzed using NVivo 14 Software, employing deductive coding and content analysis techniques. The analysis revealed seven major variables: Psychological Availability, Brand, Leadership, Performance/Opportunity, The Work, The Basics, and Company Practices. Within these variables, specific factors affecting employee engagement were identified. The study found that variables such as People Management and Emotional Energy had low performance but high importance, indicating areas requiring improvement.

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

/in /by

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.