Articles

The Effect of Transfers, Employee Performance Appraisal, And Talent Management on Employee Engagement Mediated by Job Satisfaction at Tax Offices Under the Regional Office of The Directorate General of Taxes in Yogyakarta Special Region

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 This study aims to analyze the effect of transfer, employee performance appraisal, and talent management on employee engagement, with job satisfaction as a mediating variable. The phenomenon of resignation requests or transfer of employees to other institutions is an issue frequently faced by various organizations, this is also the case at vertical units at the Regional Office of the Directorate General of Taxes in the Special Region of Yogyakarta. The research focused on the variables of transfers, performance appraisal, and talent management in the public sector which is rarely conducted. The researcher intends to examine employee engagement within organizations relate to Human Resource Management (HRM) policies. This research is quantitative, using questionnaires as the data collection method. The population in this study consisted of 381 employees from five tax offices. A purposive sampling method was used. From the 76 questionnaires collected, the data were then analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results of the study show that: (1) Talent Management has a positive and significant effect on job satisfaction, (2) Employee Performance Appraisal has a positive and significant effect on employee engagement, (3) Job Satisfaction has a positive and significant effect on employee engagement, (4) Talent Management has a positive and significant effect on employee engagement mediated by job satisfaction. This study will strengthen existing knowledge that HRM practices should be context-specific rather than universal, in order to better accommodate the unique human resource conditions at the Directorate General of Taxes.

The Effect of Transformational Leadership and Employee Engagement on Employe Performance Mediated by Organizational Citizenship Behaviour (OCB) on ASN Employees at the Gunungkidul Regional Secretariat Office

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The Regional Secretariat is a key element in fostering a more professional and change-adaptive bureaucracy. According to the 2024 Performance Report of the Gunungkidul Regency Regional Secretariat, several strategic indicators have not yet been fully achieved. This reflects a performance gap between expectations and actual ASN performance. This study aims to analyze the influence of transformational leadership and employee engagement on employee performance mediated by organizational citizenship behavior (OCB) in ASN employees at the Gunungkidul Regional Secretariat Office. This study used a sample of 112 civil servants at the Gunungkidul Regional Secretariat office. The research method employed descriptive analysis to observe the characteristics of respondents and the research variables. Furthermore, the data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The study found that transformational leadership and organizational citizenship behavior (OCB) did not significantly influence employee performance, while employee engagement significantly influenced employee performance. Furthermore, organizational citizenship behavior (OCB) mediated the relationship between transformational leadership and employee engagement on employee performance.

The Influence of Employee Engagement and Corporate Culture on Employee Performance in the Telecommunications Industry (Case Study: PT Dayamitra Telekomunikasi Tbk)

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The purpose of this study is to examine how corporate culture and employee engagement influence the performance of employees at PT Dayamitra Telekomunikasi Tbk (Mitratel). The research is motivated by the crucial role of fostering strong employee engagement and cultivating a positive corporate culture to support optimal employee performance, particularly within the telecommunications infrastructure sector, which is highly dynamic and competitive. To achieve this objective, this study employs a quantitative research approach, with data analysed using the Structural Equation Modelling-Partial Least Squares (SEM-PLS) method facilitated by SmartPLS software. Based on the findings, it can be concluded that employee performance at PT Dayamitra Telekomunikasi Tbk (Mitratel) shows significant improvement when employees experience higher levels of engagement and operate within a supportive and well-developed corporate culture. This positive relationship underscores the vital role of employee engagement and corporate culture as strategic levers in enhancing organizational performance. Theoretically, this study is expected to contribute to the enrichment of organizational behavior literature by providing empirical evidence on the interplay between cultural factors and employee engagement in driving performance outcomes. Practically, the results of this research can serve as a valuable reference for managers and policymakers in designing and implementing effective strategies to strengthen employee engagement and cultivate a positive work environment that supports sustainable performance improvements.

Engagement Analytics and Employee Retention: Challenges and Opportunities

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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

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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)

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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)

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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

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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

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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

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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.