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Employee Engagement: Analysis of The Motivation to Stay or Leave The IT Directorate Of Bank Tangguh Pardede, Lia Martina; Bangun, Madju Yuni Ros
Jurnal Manajemen Teknologi Vol 20, No 3 (2021)
Publisher : SBM ITB

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12695/jmt.2021.20.3.5

Abstract. The aim of this study is to identify the factors of employee engagement which influence employees' motivation to stay or leave and to develop a retention strategy for IT employees in Bank Tangguh. After merging with its shareholder, Bank Tangguh has the eighth largest assets in the banking industry in Indonesia. This has enhanced the company's reputation and brand. However, a high rate of IT turnover is still a big challenge for Bank Tangguh Data for this issue are collected using questionnaires and interviews. This study uses the employee engagement model of Fajar & Bangun (2017) and the happiness drivers identified by Hills and Argyle (2002). The employee engagement factors are company brand, leadership, performance, the basics, post-merger drivers, happiness drivers. They are mapped against the engagement behaviors (say, stay, and strive). A normality test and reliability and validity tests are performed to ensure the proper instruments are being used. The results showed that there are three main reasons for employees to stay—performance, post-merger drivers, and the basic—and three main reasons to leave: the basic, performance, and leadership. Based on those findings, the author proposes a strategy to retentain IT employees in Bank Tangguh to reduce the turnover rate.Keywords: Employee engagement, retention, turnover, motivation, banking industryAbstrak. Tujuan dari penelitian ini adalah untuk mengidentifikasi faktor-faktor keterlibatan karyawan yang mempengaruhi motivasi karyawan untuk tinggal atau pergi dan untuk mengembangkan strategi retensi bagi karyawan IT di Bank Tangguh. Setelah bergabung dengan pemegang sahamnya, Bank Tangguh memiliki aset terbesar kedelapan di industri perbankan di Indonesia. Ini telah meningkatkan reputasi dan merek perusahaan. Namun, tingkat perputaran IT yang tinggi masih menjadi tantangan besar bagi Bank Tangguh. Data pada studi ini didapat melalui kuesioner dan wawancara. Studi ini menggunakan model keterlibatan karyawan Fajar & Bangun (2017) dan happiness drivers yang diidentifikasi oleh Hills and Argyle (2002). Faktor keterlibatan karyawan adalah merek perusahaan, kepemimpinan, kinerja, the basics, post-merger drivers, happiness drivers. Hal tersebut dipetakan terhadap perilaku keterlibatan (berpendapat, menetap, dan meninggalkan). Tes normalitas dan uji reliabilitas serta validitas dilakukan untuk memastikan instrumen yang tepat digunakan. Hasilnya menunjukkan bahwa ada tiga alasan utama bagi karyawan untuk menetap - kinerja, post-merger drivers, dan the basics - dan tiga alasan utama untuk meninggalkan: the basics, kinerja, dan kepemimpinan. Berdasarkan temuan tersebut, penulis mengusulkan strategi untuk kembali mempertahankan karyawan IT di Bank Tangguh untuk mengurangi tingkat turnover.Kata kunci: Keterlibatan karyawan, retensi, perputaran, motivasi, industri perbankan

Evaluating the Implementation of Standard Operating Procedure (SOP) According to Knowledge Management (Case Study of Bank Keluarga’s Frontliner) Arip Hermawan Dwi Saputro; Madju Yuni Ros Bangun
International Journal of Management, Entrepreneurship, Social Science and Humanities Vol. 5 No. 1 (2022): June 2022
Publisher : Research Synergy Foundation

Knowledge has various forms, one of which is the Standard Operating Procedure (SOP). The number of SOPs will be directly proportional to the company's growth. The more a company grows, the more it will increase the number of SOPs or will cause more changes or adjustments to SOPs. During 2008 – 2016 Bank Keluarga expanded its business by adding Wholesale, Sinaya, Mitra Usaha Rakyat, Mitra Bisnis, WOW!, and Jenius. Each line of business has its own branch specifically to serve the segment it covers. Gemilang Project with Branch Integration as one of its initiatives then integrates the services of each line of business into one universal branch and to allow service across lines of business. However, the facts that 54% of frontliners received below standard Branch Quality Assessment Rating and 68% of branches received an average and below standard Branch Assessment rating make it necessary to to evaluate the implementation of SOP according to the knowledge management system especially in frontliner of Bank Keluarga. Primary data collected using questionnaires then SPSS Statistical Software 26 version has used to analyze the data. The result of the research obtained that Leadership and Learning are the only two variables that significantly affect the outcome.

Increase Women Leaders As a Corporate Performance Drivers In Building Material Company Izzati, Nailu Nur; Bangun, Madju Yuni Ros
Jurnal Bisnis dan Keuangan Vol 8 No 2 (2023): Business and Finance Journal
Publisher : Universitas Nahdlatul Ulama Surabaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33086/bfj.v8i2.4355

SDG 5, or Sustainable Development Goal 5, is one of the 17 goals established by the United Nations in 2015 as part of the 2030 Agenda for Sustainable Development. SDG 5 grants women and girls equal rights and opportunities to live free without discrimination, including workplace discrimination, career opportunities, and violence. The achievement of SDG 5 is critical to creating a sustainable future where women can contribute to society without fear of discrimination. The problem statement in this research is what key success, motivation, and competency are needed for women to become leaders, there are a constraint and perceptions about women that can be barriers to becoming a leader, how support system can help women to become leaders, women have limitations in their career development. The dependent variable in this study is the "Leadership" driver and the independent variables in this study are the "General/Key Success", "Motivation", "Ability", "Role", "Situational" and "Constraint" drivers. Situational Factors, constraints, general/key success and abilities significantly influence women's leaders. To increase women's leadership at SIG, the things that need to be improved are: create a women's leadership program at the age of 30s by increasing the competencies that are important for women to improve, provide facilities for women employees, so that their obstacles can be minimized, such as daycare, breastfeeding rooms, etc., increase women's confidence to show their abilities, increasing women's motivation in self-actualization, improving the support system for women from family

Developing a Strategic Framework for Enhancing Employee Engagement and Retention Yasmin, Kirana Erlinda; Bangun, Madju Yuni Ros; Ginting, Henndy
Journal of Management, Economic, and Financial Vol. 2 No. 5 (2024): Journal of Management, Economics and Finance
Publisher : Politeknik Siber Cerdika Internasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.46799/jmef.v2i5.49

Employee engagement is a critical focus in human resource management, particularly in industries with strategic significance such as the dairy industry in Indonesia. The Indonesian dairy industry plays a vital role in ensuring community nutrition and contributes significantly to the national economy through job creation and improving farmer welfare. As the market leader, PT Indosusu Nasional acknowledges that human resources are its primary asset and key to organizational success, while facing intense competition and high employee turnover. This study aims to analyze employee engagement at PT Indosusu Nasional, focusing on factors influencing engagement levels and their impact on employee retention. Data was collected through a survey involving employees from various departments of the company. The results in this study can be recommended to PT Indosusu Nasional as a strategy in retaining its employees are related to the company's reputation in building the company's image and conducting routine training for employees.

Net Zero Strategies in State Owned Energy Firms Pudjono, Alpha Nur Setyawan; Wibisono, Dermawan; Sulaeman, Dwi Rian; Asbah, Zuhwan; Bangun, Madju Yuni Ros; Purwadi, Agus; Halim, Didi Kurniadi; Putri, Aghnia Nadhira Aliya; Maulanda, Fadrian Dwiki; Sonia, Veren; Shihran, Reza Setiadi; Hibban, Laksamana Naufal; Anugia, Zakie; Priyanto, Rohmat
International Journal of Management, Entrepreneurship, Social Science and Humanities Vol. 8 No. 2 (2025): January - June Volume
Publisher : Research Synergy Foundation

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31098/ijmesh.v8i2.2688

This study investigated renewable energy strategies in Malaysia, Denmark, and Japan to derive actionable insights for Indonesia’s energy transition. The objective was to explore effective approaches for achieving net-zero emissions in state-owned energy enterprises within developing countries. A comparative analysis methodology was employed, incorporating benchmarking interviews with policymakers, industry experts, and regulators from the three countries, as well as the review of official energy strategy documents. Malaysia emphasized diversifying its energy mix through supportive policies and advancements in solar, hydro, and biomass technologies. Denmark achieved remarkable success through a liberalized energy market and robust regulatory support, particularly for wind power. Japan, shaped by its post-Fukushima context, focused on energy independence via investments in solar, wind, and geothermal technologies. The findings revealed that Indonesia could benefit from adopting a diversified energy portfolio, establishing stable policy frameworks, increasing investments in research and development, modernizing its power grid, and engaging local communities. This study concluded that aligning Indonesia’s energy policies with technological capabilities and regulatory environments is essential to achieving a sustainable energy transition and meeting net-zero targets.

Strategic Leadership in Action: Unpacking the Alignment Between Strategic Behavior and Strategy at Combipar Hadylaya, Michael H; Wisesa, Anggara; Bangun, Madju Yuni Ros
Eduvest - Journal of Universal Studies Vol. 5 No. 8 (2025): Eduvest - Journal of Universal Studies
Publisher : Green Publisher Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59188/eduvest.v5i8.50838

This study explores the influence of leadership behavior on strategic behavior at PT Combined Imperial Pharmaceutical (Combiphar) under the leadership of Michael Haryono Wanandi. The study analyzes how strategic leadership contributed to Combiphar’s transformation from a pharmaceutical company to a consumer health company. Using a mixed-method approach, this study combines qualitative interviews with key executives and a quantitative survey of senior managers. The results of the analysis show that Combiphar’s strategic leadership consists of five key components, which form the SAVEE model: Strategic Planning, Adaptive Capability, Visionary Leadership, Empowerment & Collaboration, and Ethical Leadership. This model is reflected in the company’s strategic behavior, AIM (Enthusiastic and Intelligent in Achieving Results, Integrity, Synergistic & Harmonious Cooperation, Winning the Hearts of Customers). Visionary and Ethical Leadership proved to be key predictors of long-term success, while Strategic Planning, Adaptive Capability, and Empowerment & Collaboration require further strengthening. Key recommendations include validating and integrating the SAVEE model in leadership development, enhancing Visionary and Ethical Leadership programs, optimizing data-driven Strategic Planning, and strengthening Enablement & Collaboration through cross-functional teams and reward systems.

Developing a Strategic Framework for Enhancing Employee Engagement and Retention Yasmin, Kirana Erlinda; Bangun, Madju Yuni Ros; Ginting, Henndy
Journal of Management Economic and Financial Vol. 2 No. 5 (2024): Special Issue
Publisher : Politeknik Siber Cerdika Internasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.46799/jmef.v2i5.49

Employee engagement is a critical focus in human resource management, particularly in industries with strategic significance such as the dairy industry in Indonesia. The Indonesian dairy industry plays a vital role in ensuring community nutrition and contributes significantly to the national economy through job creation and improving farmer welfare. As the market leader, PT Indosusu Nasional acknowledges that human resources are its primary asset and key to organizational success, while facing intense competition and high employee turnover. This study aims to analyze employee engagement at PT Indosusu Nasional, focusing on factors influencing engagement levels and their impact on employee retention. Data was collected through a survey involving employees from various departments of the company. The results in this study can be recommended to PT Indosusu Nasional as a strategy in retaining its employees are related to the company's reputation in building the company's image and conducting routine training for employees.

ANALYSIS OF TURNOVER INTENTION, WORK ENGAGEMENT, PERCEIVED ORGANISATIONAL SUPPORT AND HAPPINESS IN A PUBLIC SECTOR Fritz Okta Nehemnya; Madju Yuni Ros Bangun
International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Vol. 3 No. 3 (2023): June
Publisher : CV. Radja Publika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijebas.v3i3.909

The public sector in Indonesia is often regarded as a sector with stable employee turnover, possibly considered almost non-existent. However, the VUCA (volatile, uncertain, complex, and ambiguous) era has exerted pressure on employees within the Ministry of Finance (MoF) due to both global pressures (e.g., low economic growth) and domestic demands (e.g., high expectations for public services and societal way of life). The high job demands and societal pressures on employees at the MoF have created an exceedingly demanding work environment. Therefore, the research measures turnover intention (TI) which is found extremely high according to internal surveys (46%). This study explores the factors contributing to the high TI by predicting work engagement (WE), perceived organisational support (POS), and happiness as independent variables. Research data was collected through surveys (n=183) and analysed using Partial Least Squares, Structural Equation Modelling (PLS-SEM). The findings demonstrate the diverse impacts of WE (2.881>1.96 t-table; sig 0.004<0.10), POS (3.305>1.96 t-table; sig 0.001<0.10), and happiness (1.541<1.96 t-table; sig 0.123>0.10) to TI. Two hypotheses were supported, while one hypothesis was rejected, indicating the need for further research in the public sector environment.

Developing a Strategic Framework for Enhancing Employee Engagement and Retention Kirana Erlinda Yasmin; Madju Yuni Ros Bangun; Henndy Ginting
Jurnal Indonesia Sosial Teknologi Vol. 5 No. 11 (2024): Jurnal Indonesia Sosial Teknologi
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jist.v5i11.1351

Employee engagement is a critical focus in human resource management, particularly in industries with strategic significance such as the dairy industry in Indonesia. The Indonesian dairy industry plays a vital role in ensuring community nutrition and contributes significantly to the national economy through job creation and improving farmer welfare. As the market leader, PT Indosusu Nasional acknowledges that human resources are its primary asset and key to organizational success, while facing intense competition and high employee turnover. This study aims to analyze employee engagement at PT Indosusu Nasional, focusing on factors influencing engagement levels and their impact on employee retention. Data was collected through a survey involving employees from various departments of the company. The results in this study can be recommended to PT Indosusu Nasional as a strategy in retaining its employees are related to the company's reputation in building the company's image and conducting routine training for employees.

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