Articles

Evaluating Organizational Culture with the OCAI: Insights from the Competing Values Framework at PT. SGM

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This study analyzes the organizational culture of PT. SGM using the Organizational Culture Assessment Instrument (OCAI) based on the Competing Values Framework (CVF). The research employs a quantitative approach, distributing OCAI questionnaires to all employees to evaluate six cultural dimensions: dominant characteristics, organizational leadership, management of employees, organizational glue, strategic emphases, and criteria of success. The findings reveal that PT. SGM’s current culture is predominantly clan-oriented, emphasizing a collaborative and supportive environment, with significant hierarchical elements reflecting structure and control. However, employees prefer a shift towards a more competitive market-oriented culture, focusing on achievement and innovation. The study recommends adopting a bottom-up approach to enhance employee participation and innovation, as well as implementing transformational leadership to balance the current culture with desired competitive and innovative traits. This approach aims to align the organization’s culture with employee preferences and market demands, fostering a dynamic and innovative work environment for long-term success.

The Relationship between Key Factors and Gen Z Employee Retention in Indonesian FMCG Start-Ups

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This study investigates the factors relationship between turnover intention and employee retention of Generation Z employees in the workplace, using a combination of qualitative and quantitative research methods. Data were collected through interviews and surveys, followed by a comprehensive analysis employing descriptive statistics, and multiple linear regression. The qualitative findings highlight significant financial needs, high expectations of career advancement, and the adverse impact of long working hours on job satisfaction and retention. Quantitative analysis identifies financial opportunities, comprehensive employee benefits, and a sense of being financially rewarded as major factors contributing to economic security and retention. Work-life balance and an open, collaborative company culture, characterized by effective communication and teamwork, also play critical roles in enhancing job satisfaction and loyalty among Gen Z employees. The study reveals that financial factors, work-life balance, and organizational culture significantly impact retention rates. Furthermore, it emphasizes the interconnectedness of these variables, noting how unmet financial needs and unrealistic career expectations can lead to job dissatisfaction and increased turnover. The research concludes with recommendations for longitudinal studies, comparative research, and intersectional studies to further understand the evolving and diverse needs of Gen Z employees. Implementing robust career development programs and addressing financial needs are crucial strategies for start-ups aiming to retain young talent in the long term.

Talent Management Strategies in Indonesia’s Digital Media and Entertainment Industry for Gen Z: The Role of Leadership Style and Organizational Culture

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This study found that leadership style has a significant effect on talent management, with transformational leadership being more effective in retaining talent in the digital media and entertainment industry. However, the use of organizational culture as an intervening variable showed no significant effect on talent management. The study also highlights the challenges and opportunities in retaining Generation Z talent in the media and entertainment sector, emphasizing the importance of factors such as diversity, inclusion, technology, sustainability, and legal considerations in attracting and retaining top talent.The survey results show that different industries have different preferences regarding leadership styles, talent management strategies, and organizational culture. The music industry values community, the gaming industry prefers transformational leadership styles, the film industry emphasizes individual recognition, and the digital marketing industry prioritizes financial rewards. The analysis suggests that leadership style has a positive effect on organizational culture and talent management, and organizational culture also affects talent management. Validity and reliability tests confirmed the accuracy of the survey data.

 

Relationships between Organizational Culture, Organizational Commitment, and Organizational Citizenship Behavior

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Organizations that are going to prosper and grow, particularly in the area of human resource management, must be able to recognize new opportunities in order to be ready for the future. The researcher is eager to look at the interactions between three important factors: organizational culture, organizational commitment, and organizational citizenship behavior, based on a survey of relevant literature. Organizational culture is the social glue that keeps workers united and fosters a feeling of community within the company. Previous research has shown that indicators of organizational success are significantly impacted by organizational commitment. An organization’s efficacy can also be significantly increased by practicing organizational citizenship. Current study indicates that employees’ organizational commitment is positively impacted by organizational culture. Furthermore, the results demonstrated that organizational culture has a discernible impact on organizational citizenship behavior. Based on the results of the aforementioned investigations, the researcher concludes that organizational commitment has a considerable impact on organizational citizenship behavior. The study’s results, according to the researcher, should eventually provide light on significant variables affecting organizational development. The final result of this study is that the researcher presents a model of the relationship between three important human resource factors: organizational culture, organizational commitment, and organizational citizenship behavior, as a guideline for organizational administration and human resource management development in the future.

The Influence of Organizational Culture and Work Motivation on Employee Performance with Job Satisfaction as Mediation Variables (Case Study PT. BPR Eka Ayu Artha Bhuwana)

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This research aims to analyze the influence of organizational culture and work motivation on employee performance with job satisfaction as a mediating variable. The independent variables in this research are organizational culture and work motivation. The dependent variable in this research is employee performance and the mediating variable in this research is job satisfaction. The data collection techniques used in this research were observation, interviews and questionnaires. The data used is primary data and secondary data, with a research sample of 32 people who are employees of PT. BPR Eka Ayu Artha Bhuwana. Hypothesis testing is carried out using a variance-based Structural Equation Model (SEM) or what is called Partial Least Square (PLS). The results of the research show that organizational culture has a positive but not significant effect on job satisfaction, work motivation has a significant positive effect on job satisfaction, organizational culture has a significant positive effect on employee performance, work motivation has a positive and not significant effect on employee performance, job satisfaction has a positive and not significant effect on performance employees, job satisfaction is not a mediation of the relationship between organizational culture and employee performance and job satisfaction is not a mediation of work motivation on employee performance.

The Role of Democratic Transformational Leadership Style in Supporting Clan Organizational Culture

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Leadership plays a critical role in achieving organizational success and shaping its culture. This paper investigates the role of leadership in shaping organizational culture, specifically within a leading automotive dealership in Indonesia aiming to strengthen its clan culture. This paper aims to evaluate the existing leadership approach in the company and identify a style that would better support a clan culture. Primary data for the study was gathered through a quantitative survey of 324 employees, selected using Slovin’s formula. The questionnaire model that was employed is the Vannsimpco Leadership Survey (VLS). The tools that were used for analysis are descriptive analysis and gap analysis. Results show that the organization predominantly exhibits an Autocratic-Transformational leadership approach. In contrast, the expected leadership style that emerged from the results is Democratic-Transactional. Based on the findings, the company is advised to strategically realign its leadership to a Democratic-Transformational style, emphasizing participative decision-making, open communication, and collaborative, employee-focused approaches to foster a clan culture.

Employer Branding to Improve Employee Loyalty after a Business Merger in PT Pelindo Terminal Petikemas

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In today’s world, solid employer branding is important for any company or organization. Ambler & Barrow (1996) defined employer branding as the process of building and promoting a company’s reputation as an employer. Ilyas et al. (2020) stated that employer branding has a strong positive relationship with employee loyalty and the extent to which employees are committed to their organization and its goals. When a business goes through a merger, employee loyalty becomes an important factor in ensuring the company’s productivity, which is something that PT Pelindo Terminal Petikemas and some other Indonesian State-Owned Enterprises have gone through in recent years. The primary research objective of this study is to identify the specific aspects of employer branding that can be prioritized by PT Pelindo Terminal Petikemas to enhance employee loyalty. The methodology used is primarily quantitative research with correlational analysis as the statistical model, however, additional qualitative data was also collected and analyzed. The primary data were acquired through an online questionnaire given to the employees of PT Pelindo Terminal Petikemas. This study concludes that employer branding and employee loyalty have a strong positive significant correlation. Furthermore, it was also found that the employer branding dimensions with the strongest correlation with employee loyalty are organizational culture, ethics and corporate social responsibility, and diversity. PT Pelindo Terminal Petikemas can focus on improving the organizational culture, ethics and corporate social responsibility, and diversity aspects of employer branding to improve employee loyalty. The research also provides actionable solutions for PT Pelindo Terminal Petikemas to further strengthen its employer branding and improve employee loyalty.

The Influence of Principal’s Managerial Skills on Organizational Culture in Public Elementary Schools

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Organizational culture has an important role in improving leadership in schools. The problem in this study is that the organizational culture in public elementary schools in Bandar Lampung city is not optimal. The purpose of this study was to examine the effect of the principal’s managerial skills on organizational culture in public elementary schools in Bandar Lampung city. This research is a type of quantitative research. The study population amounted to 3359 teachers in public elementary schools in Bandar Lampung City with a research sample of 354 teachers. The research instrument used a questionnaire with a Likert scale. Instrument trials were conducted with validity and reliability tests. The data analysis technique used was simple regression. The results showed that there is a significant relationship between the principal’s managerial skills on organizational culture in public elementary schools.

The Influence of Work Motivation and Organizational Culture on Performance Mediated by Work Discipline of Employees of the One Stop Integrated Service and Investment Service, Tapin Regency, South Kalimantan Province

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The purpose of this study was to determine and analyze the significant influence of motivation, organizational culture on work discipline, significant influence of motivation and organizational culture on employee performance, significant influence of work discipline on employee performance, analyze work discipline mediate work motivation on performance and analyze work discipline mediate culture organization on the performance of employees of the Investment Service and One Stop Integrated Service in Tapin Regency, South Kalimantan Province. In this study, data analysis and hypothesis testing were carried out using Partial Least Squares Structural Equation Modeling (PLS-SEM) analysis with the SmartPLS 3.0 application. The results of the study show that there is an influence of organizational culture and motivation on employee work discipline, there is no influence of motivation and organizational culture on performance, there is an influence of work discipline on performance, work discipline does not mediate the influence of motivation on employee performance of the Regency Investment and One-Stop Service Office. Tapin.

The Influence of Organizational Culture and Job Competence on Employee Work Productivity at PT Patriot Intan Abadi, Tanah Laut Regency

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This study aims to examine the influence of organizational culture and job competence on employee productivity at PT Patriot Intan Abadi, Tanah Laut Regency. The population in this study comprises all employees of PT Patriot Intan Abadi, totaling 137 employees. The sampling technique used in this research is probability sampling, employing the Taro Yamane or Slovin formula for calculation. Based on the Slovin formula calculation, the determined sample size is 58 respondents/employees. The data analysis used in this research is multiple linear regression with statistical tools facilitated by the IBM SPSS v.25 program. The results of this study indicate that organizational culture and job competence have an influence on the work productivity of employees at PT Patriot Intan Abadi. The job competence variable has a dominant influence on the work productivity of employees at PT Patriot Intan Abadi, Tanah Laut Regency.