Articles

Culture-Leadership Fit in Fashion Industry Medium Enterprise in Indonesia

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This study examines the culture-leadership alignment at PT Tunggal Ritel Indonesia (TRI), a medium-sized Indonesian fashion enterprise facing revenue volatility and a widening gap between sales targets and realization. The study started from the proposition that these issues reflected a misalignment between organizational culture and its leadership approach. Using the Integrated Culture Framework, a census survey of 84 employees measured current and preferred culture across eight styles. Descriptive statistics and Wilcoxon signed-rank tests were used to compare profiles and identify culture gaps, while attribute-level analysis highlighted priority behaviors. The results show significant gaps for all styles, with employees favouring a blended culture in which “caring” is the “north star”, supported by “safety”, “order”, and “learning”. A literature-based keyword matching analysis was then applied to leadership styles to assess their fit with the target culture mix. Servant leadership was chosen as the best match with the target culture mix. The study contributes to the culture–leadership alignment literature in emerging fashion markets. It provides practical guidance for medium-sized firms designing culture change initiatives.

The Influence of Competence and Organizational Culture on Employee Performance with Self-Efficacy as an Intervening Variable A Study at the Human Resources and Health Division of PT Kereta Api Indonesia (Persero) DAOP 6 Yogyakarta

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This study aims to analyze the influence of competence and organizational culture on employee performance, with self-efficacy as an intervening variable among employees of the Human Resources and Health Division at PT Kereta Api Indonesia (Persero) DAOP 6 Yogyakarta. A quantitative approach was employed, using a census sampling method involving 60 employees as respondents. Data were collected through a questionnaire and analyzed using Structural Equation Modeling (SEM) with the Partial Least Square (PLS) method via SmartPLS 4.0. The results show that both competence and organizational culture have a direct positive influence on employee performance. Furthermore, self-efficacy plays a significant mediating role in the relationship between competence and employee performance, as well as between organizational culture and employee performance. These findings highlight the importance of enhancing employee self-efficacy, especially in critical divisions, to maximize their contribution to organizational goals. This research contributes theoretically by addressing the research gap on the mediating role of self-efficacy, and practically by providing insights for HR development strategies in state-owned enterprises.

Organizational Culture Transformation Towards Inclusive Development in Timor Leste: Dynamics of Equalizing Social and Cultural Development

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This topic is a significant part of my dissertation research which reviews the Transformation of Organizational Culture in the Environment of the Ministry of Social Affairs, Solidarity, and Inclusion in Timor-Leste. This discussion aims to; 1) describe in detail the Transformation of Organizational Culture in the Environment of the Ministry of Social Affairs, Solidarity, and Inclusion in Timor-Leste, and 2) reveal how the important role of this ministry in its efforts for development in Timor-Leste. The research was conducted with a descriptive qualitative approach by utilizing the theory of transformation principles introduced by Bernand Bass (1985). Improvement of an institution can only be done by recognizing the organizational culture that applies in the organization or institution, namely the Ministry of Social Affairs, Solidarity, and Inclusion. As a large organization that oversees a number of social offices under it, this ministry functions not only as a reference institution but also as a role model institution for organizations under it throughout the country. The results of this study indicate that change is the impact of development to improve the welfare of the Timorese people so that equitable social resilience is created. Organizational culture transformation is by establishing core values that must be understood together, under inspiring leadership, providing recognition and appreciation (reward system), training and development (capacity quality improvement), and building a solid team.

Principal Leadership, Organizational Culture, and School-Based Management to Improve the Quality of Elementary Schools

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This study aims to examine the role of principal leadership, organizational culture, and school-based management in improving the quality of elementary schools, both separately and simultaneously. The sample size was 121 public elementary school teachers. The sampling technique used was stratified random sampling. The data analysis technique was descriptive and causal with multiple linear regression. Primary data processing was assisted by the SPSS application program. In an effort to improve the quality of elementary schools, this can be done by optimizing principal leadership, organizational culture, and school-based management. Policies related to this optimization can be implemented separately or at different times or carried out simultaneously. Policies related to optimizing organizational culture to improve the quality of elementary schools should be prioritized over principal leadership and school-based management.

The Influence of Organizational Culture and Competence on Work Stress Mediated by Workload on Employees of the General Election Commission of the Special Region of Yogyakarta Province

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Organizational Culture that is oriented towards the regularity of observed behavior, strong norms, dominant values, philosophy, rules, and organizational climate directly contributes to the increasing Work Stress felt by employees, in the form of physiological symptoms, psychological symptoms, and behavioral symptoms. Likewise, Competence that is oriented towards high knowledge, understanding, ability, values, attitudes, and interests, but is less in accordance with the competencies needed to carry out the work that is directly responsible contributes to the increasing Work Stress felt by employees, in the form of physiological symptoms, psychological symptoms, and behavioral symptoms.

The research findings show that Organizational Culture and Competence have a significant positive impact on employee Work Stress. Organizational Culture encourages the creation of an obligation to submit to and comply with strict regulations governing the main tasks and functions in carrying out work, but the process of determining the regulations themselves is very long, so that when the regulations are issued, it is close to the deadline for the work implementation stage, this makes it difficult for employees because they have to immediately learn, adjust and adopt the regulations to complete the work with a limited deadline, in the end this condition causes the work stress felt by employees to increase. While the high Competence possessed but not in accordance with the work that is the responsibility causes a lack of sufficient understanding of the character of the work that is the responsibility and knowledge that does not comply with the standards set causes the Work Stress felt by employees to increase, because employees are required to be able to adapt and work in new fields of work that are far different from the competencies they have. In this study, statistically Workload has a significant positive influence as a mediator of the influence of the variables Organizational Culture and Competence on Work Stress. This shows that Workload is able to help explain why Organizational Culture and Competence cause Work Stress felt by employees to increase.

This study underlines the importance of creating a more positive organizational culture, ensuring that each employee has high competencies that are appropriate or suitable for the field of work they are responsible for, and carefully managing the existing workload. These findings provide valuable insights for organizations that seek to manage employee work stress levels by utilizing appropriate regulatory practices, understanding, knowledge, and skills appropriate to the field of work being worked on, and adjustments to work conditions, target setting, and better use of working time.

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.

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.