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Peran Pelatihan dengan Mediasi Kesesuaian Pekerjaan, Pembelajaran, dan Keterlibatan Kerja Terhadap Kinerja Pegawai Pemerintah Kota Madiun Farida, Nur Farida; Hendarsjah, Hidajat
Jurnal Aplikasi Bisnis dan Manajemen Vol. 8 No. 1 (2022): JABM Vol. 8 No. 1, Januari 2022
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.8.1.302

Abstract

In this study we investigate how training affects job performance. We propose the multiple mediator model as a mediating mechanism that transmits the positive effects of training on job performance. The aim of this study was to examine the degree of direct and indirect relationship between training and job performance, as well as to understand the mediating role of person job fit, learning from training and work engagement. The hypothesis was tested on a sample of 225 government officer using a regression test using Baron Kenny's Causal Step method. The results showed a direct relationship between training and performance. The results of the study found that person job fit and work engagement partially mediate the relationship between training and performance. The findings of this study provide useful information for policy makers to improve job fit and work engagement and performance through training. Keywords: training, job performance, person job fit, learning from training, work engagement
Peran Mediasi Keterlibatan Kerja Dalam Hubungan Antara Transformasi Kepemimpinan, Pertukaran Anggota Leader, dan Kinerja Pekerjaan Kuswady, Dody; Hendarsjah, Hidajat
Jurnal Aplikasi Bisnis dan Manajemen Vol. 8 No. 1 (2022): JABM Vol. 8 No. 1, Januari 2022
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.8.1.170

Abstract

This research aims to find out the effect of transformational leadership and leader-member exchange on the job performance of employees in textile and garment manufacturing companies. This research is expected to be useful to inspire managers to prepare good steps and strategies to improve employee job performance and develop employees. The research was conducted on employees of textile and garment manufacture with a sample of 337 people. The research method uses regression test and analysis of the mediation of Baron and Kenny. The results of the study show that the job performance variable is not influenced by transformational leadership and is influenced by the leader-member exchange. The leader-member exchange variable is influenced by the transformational leadership variable. Work engagement variable is influenced by transformational leadership and not influenced by leader-member exchange. Work engagement mediating variable is as a mediator of transformational leadership relationship to job performance and not as a mediator of leader-member exchange relationship to job performance. Keywords: job performance, leader-member exchange, manufacture textile, transformational leadership, work engagment
Pengaruh Transformational Leadership Pada Kinerja Pegawai dengan Kompensasi dan Kepuasan Kerja Sebagai Variabel Mediasi Puspitaria, Ika; Hendarsjah, Hidajat
Jurnal Aplikasi Bisnis dan Manajemen Vol. 8 No. 2 (2022): JABM Vol. 8 No. 2, Mei 2022
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.8.2.630

Abstract

This study aims to scrutinize the effect of transformational leadership on employee performance with compensation and job satisfaction as mediating variables. The research results are expected will inspire managers to prepare transformational leadership steps and strategies to improve employee performance and develop employees. The research was conducted on the regional apparatus in the Madiun City Government, with a sample of 327 respondents. The approach in this study used a quantitative approach, with data collection methods using primary and secondary data. The reliability test employed Cronbach Alpha, while the validity test utilized convergent validity and discriminant validity. Another test used Ordinary Least Squares (OLS) regression analysis. The results uncovered that (1) transformational leadership had a positive association with compensation; (2) Transformational leadership had no positive association with job satisfaction; (3) Transformational leadership positively associated with employee performance; (4) Compensation had a positive association with employee performance; (5) Job satisfaction had a positive association with employee performance; (6) There was a positive association between transformational leadership and employee performance, with compensation as a mediating variable. In addition, (7) there was a positive association between transformational leadership and employee performance, with the mediating variable of job satisfaction. There was a positive association between compensation and job satisfaction as a mediating variabel in the relationship between transformational leadership and employee performance. Keywords: compensation, employee performance, job satisfaction, transformational leadership
The Impact of Organizational Climate and Career Development on Employee Engagement With Personality As A Moderator at PT Kereta Api Indonesia (Persero) Arifah, Syahdhaniar; Hendarsjah, Hidajat
Jurnal Aplikasi Bisnis dan Manajemen Vol. 10 No. 2 (2024): JABM, Vol. 10 No. 2, Mei 2024
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.10.2.396

Abstract

Background: This research aims to investigate whether the organizational environment influences employee engagement, determine whether career development affects employee engagement, and establish whether employee personality can moderate the influence of the organizational environment on employee engagement. Purpose: This study employs a quantitative approach that emphasizes the testing of theories through the measurement of research variables using numerical data and conducting data analysis through statistical procedures. Design/methodology/approach: This study adopts a quantitative approach, emphasizing the testing of theories through the measurement of research variables using numerical data and conducting data analysis through statistical procedures.Findings/Result: The analysis results reveal several differences in variables during validity and reliability tests, as well as hypothesis testing.Conclusion: Based on the conducted analysis, it can be concluded that organizational climate has a negative and insignificant effect on employee engagement, while career development has a positive and significant impact on employee engagement. Furthermore, the dimensions of extraversion, agreeableness, and conscientiousness from the big five personality traits are capable of moderating the influence of organizational climate on employee engagement.Originality/value (State of the art): companies can find out how their workers perceive the career development system that has been implemented in the company and the extent of workers' hopes for an ideal career development system. This can provide an initial idea for companies to be able to formulate policies related to career development systems and research shows that career development systems have a positive effect on employee engagement, which is a benchmark for HR units in particular to focus more on making improvements and improvements in implementation. good career development system. Keywords: big-five personalities, career development, employee engagement, organizational climate, personality
Enhancing Individual Positive Reaction to Organizational Change Through Transformational Leadership and Change Agent’s Credibility Deviana, Riszty Budi; Hendarsjah, Hidajat
Jurnal Manajemen Bisnis Vol. 14 No. 2: September 2023
Publisher : Universitas Muhammadiyah Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.18196/mb.v14i2.17741

Abstract

Research aims: This study aims to analyze the effect of transformational leadership and the credibility of change agents on the positive reactions of individuals. Reactions are not dichotomized into forms of support and resistance but are analyzed using a three-dimensional attitude approach: cognitive, emotional, and intentional.Design/Methodology/Approach: The population of this research was civil servants at BPS-Statistics in Central Java Province, consisting of 35 regencies/municipalities. Simple random sampling was used to sample the population; there were 304 respondents. The data were then collected by self-enumeration with an online questionnaire and analyzed with Structural Equation Modeling—Partial Least Squares (SEM-PLS).Research findings: Based on statistical results, the six hypotheses proposed demonstrated a significant positive effect on all relationships between variables. Transformational leadership and change agents' credibility positively correlated with the individual positive reactions, i.e., cognitive, emotional, and intentional reactions. Theoretical Contribution/Originality: In the theory of force fields, Kurt Lewin states that the success of organizational change can be achieved by increasing the forces that drive change. This strength can be sourced from the positive reactions of individuals in the organization, where these reactions are along the cognitive, emotional, and intentional dimensions. Understanding individual reactions through the tripartite concept provides clearer information about individual reactions to change.Practitioners/Policy Implications: By applying a transformational leadership style, positive reactions to organizational change can be comprehensively enhanced in three dimensions, i.e., cognitive, emotional, and intentional. In addition, the change agent appointed to facilitate change must also have credibility.Research Limitations/Implications: This study only analyzed the relationship between the antecedent variables and the positive reactions of individuals without considering the negative reactions. Hence, the influence of reaction ambivalence on an individual's reaction to change can also be explored in future studies.
Co-Authors Abutabaq, Hussein M H Adihardja, Hamdani Sulaeman Adihardja, Hamdani Sulaeman Arifah, Syahdhaniar Deviana, Riszty Budi farida, nur farida Hardiyanto, Dedy Haryanto Haryanto Hidayah Turachma Kuswady, Dody Latifah, Nandita Nury Mellisa Claudia MULYADI Mustakim, Ramdan Nur Hidayah Prasetio, Kumala Hasta Puspitaria, Ika Raditriono, Raditriono Ramdan Mustakim Reza Rahardian Soraya Widyadana Tri Prasetyaningrum Wisnu Untoro