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All Journal JAM : Jurnal Aplikasi Manajemen SEIKO : Journal of Management & Business
Nisfiannoor, M.
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Decision Sciences, Operations Research & Management Social Sciences

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Pengaruh Workplace Spirituality Terhadap Innovative Work Behaviour Dimediasi Psychological Empowerment dan Intrinsic Motivation pada Karyawan Millenial Dewinta, Lulu Pearla; Nilasari, B. Medina; Nisfiannoor, M.
SEIKO : Journal of Management & Business Vol 6, No 1 (2023): January - Juny
Publisher : Program Pascasarjana STIE Amkop Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37531/sejaman.v6i1.4033

Abstract

Penelitian ini berfokus pada hal-hal yang memberikan dampak terhadap Innovative Work Behaviour. Bersama dengan efek mediasi Intrinsic Motivation dan Psychological Empowerment terhadap Innovative Work Behaviour. Pengambilan sampel dilakukan dengan purposive sampling dan didapatkan 104 sampel valid karyawan kategori millennial dari PT Bank Negara Indonesia (Persero), Tbk khususnya area kerja Wilayah 12. Data penelitian dianalisis menggunakan SPSS-AMOS. Hasilnya menunjukkan bahwa Workplace Spirituality dan Intrinsict Motivation secara positif mempengaruhi Innovative Work Behaviour. Selain itu, efek mediasi Intrinsic Motivation memperkuat pengaruh positif antara Workplace Spirituality terhadap Innovative Work Behaviour. Sedangkan Psychological Empowerment tidak berpengaruh positif terhadap Innovative Work Behaviour. Di sisi lain, variabel mediasi Psychological Empowerment tidak memberikan pengaruh Workplace Spirituality terhadap Innovative Work Behaviour. Innovative Work Behaviour dianggap sebagai alat yang sangat penting yang mengarah pada perolehan keunggulan kompetitif atas pesaing dalam ekonomi berbasis pengetahuan ini karena tidak ada organisasi yang dapat bertahan tanpa inovasi berkelanjutan. Workplace Spirituality dalam lingkungan kerja membuka peran Innovative Work Behaviour oleh karyawan milenial melalui keinginan untuk berkembang yang lebih tinggi dan meningkatkan rasa kepuasan di tempat kerja. Kata Kunci: Innovative Work Behaviour, Workplace Spirituality, Psychological Empowerment, dan Intrinsic Motivation
CHANGES IN MOTIVATION THAT AFFECT EMPLOYEE PERFORMANCE DURING THE COVID 19 PANDEMIC Nilasari, B. Medina; Nisfiannoor, M.; Devinta, Florensia Rosary Meida
Jurnal Aplikasi Manajemen Vol. 19 No. 2 (2021)
Publisher : Universitas Brawijaya, Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21776/ub.jam.2021.019.02.19

Abstract

This study aims to analyze whether self-efficacy, intrinsic motivation, and extrinsic motivation can influence employee performance. The analysis was carried out using the Structural Equation Model (SEM) method using the AMOS version 24. The sample amounted to 200 people who are employees of various sectors of private companies in the Jabodetabek area. The results showed that self-efficacy led to increased employee performance. The higher self-efficacy in work, the employee performance will increase. Meanwhile, the motivation that affects employee performance is extrinsic, not intrinsic motivation. Extrinsic motivation is a mediator that strengthens the effect of self-efficacy on employee performance. The implication for the company is that the company must continue to improve the self-efficacy of employees through managers provides counseling continuously to employees in determining work goals/targets following KSA (knowledge, skills, and abilities). In addition, managers also need to assign clear, detailed, and measurable tasks to employees. In a pandemic like now, extrinsic motivation must be focused more. Various forms of extrinsic motivation that managers can do, such as: creating attractive incentive/bonus/ commission programs, giving praise to employees who have completed tasks, and giving recognition for good employee work. Further research can add variables that mediate the effect of self-efficacy on employee performance such as creativity variables, and the addition of independent variables such as transformational leadership that can affect selfefficacy, or add moderator variables such as job levels.
Co-Authors B. Medina Nilasari, B. Medina Devinta, Florensia Rosary Meida Dewinta, Lulu Pearla