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All Journal Business Innovation and Entrepreneurship Journal Journal of Artificial Intelligence and Digital Business
Harefa, Agusman
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Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Electrical & Electronics Engineering Engineering Social Sciences Other

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Organizational Climate and Burnout: A Systematic Review of the Role of Salary, Administration, and Workplace Relationships Anwar, Ravel; Harefa, Agusman
Jurnal Inovasi Bisnis dan Kewirausahaan Vol 7 No 4 (2025): Business Innovation and Entrepreneurship Journal (November)
Publisher : Entrepreneurship Faculty, Universitas Garut

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35899/biej.v7i4.1153

Abstract

The world of work has undergone a fundamental shift, with post-pandemic phenomena such as "The Great Resignation" revealing employee burnout as a critical operational and financial challenge. Addressing burnout—a syndrome characterized by emotional exhaustion, cynicism, and professional inefficacy—has become crucial to organizational sustainability. Burnout is not an individual failure but a response to a dysfunctional Organizational Climate. This systemic approach contrasts with traditional research, which is often fragmented. While the burnout literature is extensive, research frequently operates in "silos," focusing on a single stressor (e.g., only social support or only role overload). Understanding the interaction between financial, bureaucratic, and social stressors remains limited. This article explores the roles of Salary, Administrative Burden, and Workplace Relationships in relation to burnout, using a Systematic Literature Review (SLR) analyzing a final corpus of N=50 articles (2015-2025) through thematic analysis. Findings indicate that burnout is an ecosystem failure requiring holistic intervention. Thematic analysis confirms that Salary is perceived as 'justice' and 'reward,' Administrative Burden as a cognitive 'hinderance demand,' and Workplace Relationships (especially POS and leadership) as the strongest 'protective resource.' However, the primary challenge lies in the interaction of stressors: high administrative burdens and toxic workplace relationships can demonstrably nullify the positive effects of adequate compensation.
Determinasi Kinerja Karyawan: Peran Disiplin Kerja, Komunikasi dan Kerjasama Tim Asriandi, Asriandi; Mutiyasnur, Fachri Apriliyan; Sahaka, Fadliani; Harefa, Agusman; Muhlis, Nur
RIGGS: Journal of Artificial Intelligence and Digital Business Vol. 4 No. 4 (2026): November - January
Publisher : Prodi Bisnis Digital Universitas Pahlawan Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/riggs.v4i4.5338

Abstract

Penelitian ini bertujuan untuk menganalisis pengaruh Disiplin Kerja (X1), Komunikasi (X2), dan Kerja Sama Tim (X3) terhadap Kinerja Karyawan (Y) berdasarkan persepsi karyawan pada PT PLN Nusantara Power Unit Pembangkit Kaltim Teluk. Penelitian ini menggunakan pendekatan kuantitatif dengan metode analisis regresi linier berganda yang diolah melalui perangkat lunak SPSS versi 26. Teknik pengambilan sampel menggunakan metode probabilitas sampling dengan jumlah sampel sebanyak 64 responden dari total populasi sebanyak 175 karyawan. Hasil analisis menunjukkan bahwa variabel Disiplin Kerja (X1) berpengaruh positif dan signifikan secara parsial terhadap Kinerja Karyawan (Y) dengan nilai thitung = 7,952 > ttabel = 2,00030, nilai signifikansi = 0,000 < 0,05, dan koefisien regresi (β) = 0,521 Variabel Komunikasi (X2) berpengaruh positif dan signifikan secara parsial terhadap Kinerja Karyawan (Y) dengan nilai thitung = 10,074 > ttabel = 2,00030, nilai signifikansi = 0,000 < 0,05, dan koefisien regresi (β) = 1,140. Variabel Kerja Sama Tim (X3) berpengaruh positif dan signifikan secara parsial terhadap Kinerja Karyawan (Y) dengan nilai thitung = 2,544 > ttabel = 2,00030, nilai signifikansi = 0,014 < 0,05, dan koefisien regresi (β) = 0,084 . Variabel Disiplin Kerja (X1), Komunikasi (X2), Kerja Sama Tim (X3) berpengaruh signifikan secara simultan terhadap Kinerja Karyawan (Y) dengan nilai Fhitung = 722,674 > Ftabel = 2,76 dan nilai signifikansi = 0,000 < 0,05. Temuan ini mengindikasikan bahwa peningkatan disiplin kerja, komunikasi yang efektif, dan kerja sama tim yang solid mampu mendorong peningkatan kinerja karyawan.
Co-Authors Anwar, Ravel Asriandi, Asriandi Muhlis, Nur Mutiyasnur, Fachri Apriliyan Sahaka, Fadliani