Articles

Enhancing Customer Satisfaction through Talent Management and Innovative Work Behavior: The Mediating Role of Operational Performance in Reducing Lightning-Induced Claims in a Telecommunication Tower Company

/0 Comments/in /by

This study examines the effect of talent management and innovative work behavior on customer satisfaction through operational performance in reducing lightning-induced claims at XYZ Company in Area 1 Sumatra. A quantitative approach with a causal and cross-sectional research design was employed. The population consisted of 11,260 operational sites, from which 400 sites were selected using the Slovin formula. The unit of analysis was the operational site, while the units of observation included managerial representatives and customer representatives. Data were collected using a structured questionnaire measured on a five-point Likert scale and analyzed using Partial Least Squares Structural Equation Modeling (SEM-PLS). The results show that talent management has a positive and significant effect on operational performance and innovative work behavior. Operational performance also has a positive and significant effect on customer satisfaction. However, innovative work behavior does not directly affect operational performance or customer satisfaction. The direct effect of talent management on customer satisfaction is significant but negative, indicating that internal talent practices do not automatically improve customer satisfaction unless they are translated into better operational outcomes. Furthermore, operational performance significantly mediates the relationship between talent management, innovative work behavior, and customer satisfaction. These findings emphasize that customer satisfaction in lightning-induced claim management is more effectively improved through reliable operational performance supported by strong talent management and structured innovation practices.

Modeling the Drivers of Innovative Work Behavior: The Influence of Talent Management and Psychological Empowerment through Structural Equation Modeling

/in /by

In the context of rapidly evolving public health challenges, the capacity for innovative work behavior (IWB) among health sector employees is increasingly vital to ensure adaptive and responsive healthcare delivery. This study examines the influence of talent management and psychological empowerment on IWB among employees of the Garut City Health Service in Indonesia. Drawing upon resource-based theory and self-determination theory, the study conceptualizes talent management as a strategic approach encompassing talent acquisition, development, retention, and succession planning. Psychological empowerment, defined through meaning, competence, self-determination, and impact, is explored as a cognitive-motivational state that may mediate the relationship between talent management and innovative behavior. Data were collected from 221 civil servants using a structured questionnaire and analyzed using Structural Equation Modeling (SEM). The findings reveal that talent management significantly positively affects both psychological empowerment and IWB. Moreover, psychological empowerment partially mediates, indicating that employees’ perceptions of autonomy and competence are essential to translate talent initiatives into innovative outcomes. This study contributes to the theoretical understanding of innovation in the public health sector by integrating HRM and organizational behavior perspectives. Practically, it highlights the importance of cultivating psychologically empowered environments to stimulate innovation within bureaucratic health institutions. The results provide evidence-based guidance for public sector leaders aiming to foster innovation through strategic investment in human capital. Implications for theory, policy, and future research are discussed, particularly in the context of decentralization and healthcare reform in developing countries.

The Influence of Inclusive Leadership on Innovative Work Behavior: The Mediating Role of Job Autonomy and Psychological Safety (A Study of Start-Up Industry Employees in Semarang)

/in /by

This study examines the influence of inclusive leadership on employees’ innovative work behavior, with job autonomy and psychological safety as mediating variables. In today’s highly competitive and rapidly changing business environment, innovation is a critical factor for organizational success, especially in start-up companies dominated by millennials. Inclusive leadership, which emphasizes appreciation, employee involvement, and emotional support, has been shown to enhance job autonomy and create a psychologically safe work environment, encouraging employees to take risks and contribute fully to innovation. A multi-level approach analyzing interactions among individual, team, and psychological contexts is employed to understand these mechanisms. Focusing on start-up employees in Semarang, a rapidly growing hub with a strong millennial workforce, the study demonstrates that inclusive leadership plays a vital role in sustaining growth through fostering innovative behavior. The findings provide both theoretical and practical contributions for developing effective leadership strategies to support innovation in modern organizations.