Articles

The Relationships between Digital Culture and Human Capital Readiness in Era 4.0 towards Employee Performance in PT XYZ (SOE in Indonesia)

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Industry 4.0, as defined by the disruptive innovation phenomenon, focuses on digital economic patterns, artificial intelligence, big data, and robotics. The Indonesian Ministry of Industry pushed aggressively for the development of “Industry 4.0.” PT XYZ is a technologically literate company, which indicates that their workplace is shaped and influenced by digital tools and technologies. PT XYZ has three big technology-based projects in the works. The 105MT Sumbagsel, LRT Jabodebek, and Kereta Cepat Jakarta-Bandung are the three strategic plans. Presidential Regulation (Perpres) No. 98 of 2015 on the Acceleration of Integrated Light Rail Transit in the Jakarta, Bogor, Depok, and Bekasi Areas, which controls the development of transportation services to assist national growth, sparked the LRT Jabodebek project. Under Presidential Decree 93 of 2021, the government designated PT XYZ as the leader of the SOEs consortium for the KCJB project. PT XYZ has established digital cultures and executed human capital digital readiness in their organizations to assist their employees in doing work, acquiring information, and communicating. While employees must perform effectively with all of these new technologies, the implementation of digital culture in PT XYZ is generally excellent but not perfect. Some staff are still unfamiliar with digitization and are finding it tough to adapt. To address the challenges of the 4.0 Industry, the relationship between digital culture, human capital digital readiness and employee performance in PT XYZ should be examined. It’s also because an ideal digital culture and human capital digital readiness can improve employee performance. This study employed quantitative methods and data processing by SPSS 27. According to the data, there is a favourable and statistically significant association between digital culture, human capital digital readiness, and employee performance.

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

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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.

Identifying Human Capital Readiness and Digital Culture toward Employee Performance in Facing Industry 4.0: Case of Pt Perusahaan Listrik Negara Province X

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 The emergence of Industry 4.0 has brought changes and challenges to PT Perusahaan Listrik Negara (PLN). In order to adapt and thrive in this new era, it is crucial for companies to identify and enhance their human capital readiness and digital culture toward employee performance. The performance of employees generally has the potential to enhance the productivity of a company in achieving its goals. However, in the process of transforming and improving employee performance in the era of Industry 4.0, PT Perusahaan Listrik Negara (PLN) faces important challenges, namely the lack of mature employee readiness and weak digital capabilities. This study aims to identify the impact of human capital readiness and digital culture on employee performance in the context of facing Industry 4.0. Industry 4.0 represents a significant transformation in the way businesses operate, driven by advancements in digital technology and automation. The study focuses on understanding how the readiness of employees in terms of skills, knowledge, and attitudes, as well as the organizational culture surrounding digital adoption, influence employee performance in the era of Industry 4.0. The research found will be used to determine which dimensions need to be prioritized in order to enhance the “Amount of Work,” “Punctuality,” and “Quality of Work,” aiming to address the company’s shortcomings in both work processes and systems. Based on the analysis, it is found that Soft Skills, Attitude, Digital First Mindset, Flexibility and Agile, and Data Driven Decision Making are the dimensions with the highest priority. These indicators are crucial factors that require improvement. Based on the research found, the proposed programs as company strategies to improve employee performance include enhancing employee capabilities through seminars and workshops related to digital technology. Additionally, improving the company’s technology is essential to enable employees to operate and apply their work digitally.

Performance Improvement Through Strengthening Spiritual Capital with Trauma Healing Workshops

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The purpose of this research is to find a method of strengthening spiritual capital within Social Service employees in border districts, in order to improve their performance. It was found that inner healing due to bitter experiences in the past can be a way of building spiritual capital. As an employee of the Social Service who provides a lot of assistance to victims of violence, competence in dealing with trauma healing is an important thing that can help carry out their duties. In fact, this trauma healing workshop does not only restore the victims who are assisted, but also builds the character of the employees themselves. In this case, the trauma healing workshop is a means of increasing the potential of spiritual capital because it has a positive impact on strengthening performance. The strengthening of this performance is evident from the effectiveness of the assistance both in terms of the timing of the assistance and the results of the assistance to the victims. This research method is a qualitative method with an ethnographic approach. Data obtained from the results of observations, interviews, and literature studies. The time spent on this research was about a year, and interviews were not only conducted with employees but also leaders and the victims of violence they assisted. Thus, this trauma healing workshop can be said as a means of strengthening spiritual capital because it has a positive impact on improving performance. In general, spiritual capital is associated with spiritual values ​​that are instilled and have a positive impact on the organization. However, in this paper it is found that trauma healing workshops can also be a means of building character for employees which ultimately becomes a spiritual capital that strengthens employee performance.

E-Leadership: Unveiling the Role of Digital Era Leadership in Enhancing Employee Performance in Higher Education Institution

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This study examines the role of E-Leadership, a leadership concept in the digital era on employee performance in higher education institutions. It investigates the impact of management information systems, digital culture, and work discipline. The research methodology is Structural Equation Modelling (SEM) based on Partial Least Squares (PLS). The sample consists of 120 participants who work as Educational Staff at Pancasakti University, Tegal, Indonesia. Data analysis uses the SmartPLS v.4 software with the Second Order method. The findings of the study indicate that: 1) management information system has a positive impact on employee performance, 2) digital culture has a positive impact on employee performance, 3) work discipline has a positive impact on employee performance, 4) E-Leadership moderates the influence of management information systems on employee performance, 5) E-Leadership does not moderate the influence of digital culture on employee performance, and 6) E-Leadership does not moderate the influence of work discipline on employee performance.

 

Job Insecurity and Psychological Wellbeing: Is it Necessary to Foster Employee Performance

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Trends 2022 report warns of a slow and uncertain recovery, as the pandemic continues to have a significant impact on global labor markets. Layoffs treat experienced by the blue-collar employee in hospitality industries in Indonesia. This study aims to examine the relationship between job insecurity and psychological wellbeing on employee performance. The sample of the study was 289 blue-collar employees in Surabaya Indonesia, recruited through simple random sampling, from October through the end of November 2022. The result show that job insecurity was positive and significant related to employee performance (β =0 .213, p = 0.033). Job insecurity was indicated negative and significant to psychological wellbeing (β = – 0.421, p=0,001). Psychological wellbeing was indicated negative and significant to employee performance (β = – 0.253, p=0,004). This study provides prospective insights to management, that mental health is a crucial factor to performance employee to contribution organizational performance.

Impact Analysis of Work Environment Mediated by Job Satisfaction on Employee Performance (Case Study Asuransi Siap)

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Individual and organizational performance are substantially influenced by the work environment. This paper aims to investigate the impact of the work environment on employee performance at PT. Asuransi Siap, as mediated by job satisfaction. This research aimed to determine which elements of the physical or non-physical work environment had the greatest influence on Employee Performance and to establish the relationship between Work Environment, Job Satisfaction, and Employee Performance. On the other hand, Job Satisfaction as a mediator variable has four dimensions consists Compensation, Working Conditions, Relation Within the Company, and Promotion and Development. Employee Performance dimensions consist of Quantity, Quality, Timeliness, Presence, and Ability to Cooperate.

This study uses quantitative and qualitative research methods to collect primary data from companies using questionnaires sent to 110 respondents at the head office of PT. Asuransi Siap, and the author interviews company employees who are considered to be able to provide an overview for the author. In addition, secondary data are obtained from literature reviews from previous studies.

According to research finding, the non-physical work environment has a considerable influence on employee performance. Employees agree that elements such as positive company relations, positive interaction with supervisors or executive management, and recognition from superiors have a greater impact on employee performance than physical aspects like as lighting, temperature, etc. Although it is indisputable that the physical work environment can also influence employee performance.

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 Relationship between Human Capital Readiness in the Era 4.0 and Digital Culture towards Employee Performance: A Case Study of Unit X in PT Telekomunikasi Indonesia

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The present Industrial Revolution 4.0 will impact many aspects of human functioning. Companies in the sector must develop staff industry 4.0 knowledge and proficiency. Knowledge, abilities, and values found in human capital can be exploited to gain a competitive advantage. Strengthening digital culture is one of the elements that is thought to promote Telkom Group’s digital transformation, which is now taking place as it transitions from a telecom firm to a digital telco. The company’s corporate culture has an impact on how well its personnel perform. Performance among employees can be raised through a flexible and supportive business culture. SPSS 26 was used to process the quantitative research approach used in this study. The outcomes have a favorable and considerable impact on staff productivity and human capital preparation in the 4.0 era.

The Influence of Leadership Style, Supervisory and Organizational Culture on Employee Performance through Motivation as an Intervening Variable (Descriptive Study of Quantitative Analysis of Employee Performance at the Education and Culture Office of Serang Regency)

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Based on the results of observations, that the level of absenteeism is still low, employee absences continue to increase every year, especially for the criteria for absences, sick, late and going home. This shows that the leadership is less than optimal in supervising its employees, it is found that there are still many employees who do not come to work due to permits, illness and are late for work and even go home early. Based on the Government Regulation of the Republic of Indonesia Number 53 of 2010 concerning Discipline of Civil Servants Article 3 Point 11 which states that entering work and obeying the provisions of working hours. As a result, employees do not complete the work and often make mistakes over and over again. The purpose of this study in general is to analyze and describe the significant direct or indirect positive influence of leadership style, supervision and organizational culture on employee performance through motivation as an intervening variable. The research method used is to use path analysis (Part Analysis) to determine the direct or indirect effect of the variables studied. It is then used to analyze the extent to which the work motivation variable is able to mediate an increase in the quality of management information systems to improve employee performance and to what extent the work motivation variable is able to mediate the effect of leadership style on improving the performance of the Serang Regency Education and Culture Office Employees. The results obtained after the research was carried out were: 1) Based on the calculation results of SPSS v.25 Beta value due to the direct influence of leadership style on performance β = 0.000 the indirect effect of motivational mediating factors on the influence of leadership style on the performance of the employees of the Education and Culture Office of Serang Regency obtained value of β = 0.215. The comparison of the value of direct effect is smaller than the value of indirect effect which causes work motivation to be able to mediate the influence of leadership style on employee performance. 2). Based on the calculation results of SPSS v.25 Beta value due to the direct influence of supervision on performance β = 0.155. the indirect effect of the mediating motivational factor on the influence of supervision on the performance of the employees of the Department of Education and Culture of Serang Regency obtained the value of β = -0.046. Comparison of the value of direct effect is greater than the value of indirect effect which causes motivation to be unable to mediate the effect of supervision on employee performance. 3). Based on the calculation results of SPSS v.25 Beta value due to the direct influence of organizational culture on performance β = 0.000. the indirect effect of the mediating motivational factor on the influence of organizational culture on the performance of the employees of the Department of Education and Culture of Serang Regency obtained the value of β = 0.243. Comparison of values ​​direct effect is smaller than value indirect effect that causes motivation to be able to mediate the influence of organizational culture on employee performance.