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All Journal Jurnal Siasat Bisnis JDM (Jurnal Dinamika Manajemen) Gadjah Mada International Journal of Business Journal of Indonesian Economy and Business MIX : Jurnal Ilmiah Manajemen DIJB (Diponegoro International Journal of Business) Ultima Management : Jurnal Ilmu Manajemen EKUITAS (Jurnal Ekonomi dan Keuangan) Journal of Leadership in Organizations Journal of Research in Business, Economics, and Education Ilomata International Journal of Management Jurnal Ilmiah Manajemen Kesatuan Ilomata International Journal of Management
Gugup Kismono
Department Of Management, Faculty Of Economic And Business, Universitas Gadjah Mada, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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INFLUENCE OF WORK-FAMILY CONFLICT AND FAMILY-WORK CONFLICT ON EMPLOYEES’ TURNOVER INTENTIONS WITH GENDER, SOCIAL SUPPORT AND INDIVIDUAL VALUE AS MODERATING EFFECTS Putu Irma Yunita; Gugup Kismono
Journal of Indonesian Economy and Business (JIEB) Vol 29, No 1 (2014): January
Publisher : Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (223.876 KB) | DOI: 10.22146/jieb.6210

Abstract

work interfering with family-WIF and family interfering with work-FIW) and its influences on turnover intention. This research also examined the moderating effect of gender, social support and individual values on the relationship between the work-family conflict and turnover intentions. The participants of this study were 210 low and middle managers of four and five star hotels in Bali. This sample consisted of 126 males and 84 females. Multiple regression and hierarchical methods were used to test the proposed hypotheses. The result showed that WIF positively and significantly influences the turnover intention but FIW did not. It was also found that social support significantly moderates the relationships between variables studied, but gender and individual value had no impact on it.
PERUBAHAN LINGKUNGAN, TRANSFORMASI ORGANISASIONAL DAN REPOSISI PERAN FUNGSI SUMBERDAYA MANUSIA Gugup Kismono
Journal of Indonesian Economy and Business (JIEB) Vol 14, No 2 (1999): April
Publisher : Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (614.743 KB)

Abstract

The environment within which an organization operates is dynamic and has become much more diverse and complex. The environment has a profound impact on the organization's success. In today's changing, the firm faces many challenges not faced before. The company's ability to adopt or amend strategies to compensate for or take advantage of such changes will dictate its success and even survival. A change in strategy will determine its organization structure and the direction of each function within the organization, including the human resource management function. Human resource management function has expanded and moved beyond mere administration of the traditional activities. Today human resource management function is much more integrated into both the management and the strategic planning process of the organization. In order to be effective, the human resource management function must continually cultivate good relations with operating functions. Also, the company's human resource professional must acquire business knowledge competence so she/he able to understand the operating functions. Likewise, operating functions (and also the excecutives) must understand the new role of the human resource functions to effectively utilise the human resource services. This article reviews the impact of the external and internal forces to human resource management function. The forces are changing the rules of the game. The human resource management function becomes much more integrated into management and the strategic planning process. It also has a new role. In order to be effectively functional, the human resource professional must acquire new skills and builds new relationships with the operating functions. Manajemen Sumberdaya Manusia (MSDM) tengah menghadapi tantangan baru seiring dengan perubahan lingkungan eksternal dan lingkungan internal yang semakin dinamis. Tantangantantangan iersebut berkaitan dengan globalisasi, karyawan yang semakin beranekaragam, perubahan peraturan, perubahan struktural organisasi, serta perubahan teknologi (Byars dan Rue, 1997).
MACHINE AND ORGANIC PARADIGMS: APPROACHES TO ANALYZING ORGANIZATIONS Bambang Riyanto L. S; Gugup Kismono
Journal of Indonesian Economy and Business (JIEB) Vol 13, No 3 (1998): July
Publisher : Faculty of Economics and Business, Universitas Gadjah Mada

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Abstract

This paper compares and contrasts the two popular ways of seeing an organization, machine and organic paradigms. It is argued that a better understanding of these different characteristics is a necessary requirement to obtain a more accurate assessment about organizational problems and or potentials. The both paradigms concern with ways to protect organizations from any tendency of dysfunction; they represent rational attempts to exploit the resources of the organizations in the most efficient manner, given their environmental constraints. Furthermore, both offer methods to divide organizational activities in an ordered (or hierarchical) manner. However, the two paradigms differs in, at least, five important respects, namely the criteria of effectiveness (machine: maximize efficiency and production vs. organic: maximize flexibility, satisfaction and development); organizational structure (machine: functional/division of labor vs. organic: deemphasis of specialization); assumptions about human resource (machine: extrinsically motivated vs. organic: intrinsically motivated); control mechanism (machine: rigid standards vs. organic: create selfdevotion). Using the contingency approach, the paper suggests that the machine paradigm ought to be adopted in analyzing organizations living in a more stable environment, whereas the organic paradigm should be adopted in analyzing organizations living in a more turbulent environment.
Team Monitoring, Does it Matter for Team Performance? Moderating role of Team Monitoring on Team Psychological Safety and Team Learning Tarman Budianto; Ely Susanto; Sari Sitalaksmi; Gugup Kismono
Journal of Indonesian Economy and Business (JIEB) Vol 35, No 2 (2020): May
Publisher : Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jieb.54522

Abstract

Introduction: The use of work teams is a strategy that allows organizations to move faster and more proactively. Team performance is an interesting issue that needs to be studied more extensively. Background Problems: Team psychological safety and team learning have a positive effect on team performance. But in some of the literature, psychological safety has also been shown to have a negative impact on teams when team monitoring is low. This research was conducted to investigate the moderation role of team monitoring and the influence of team learning and team psychological safety on team performance.  Novelty: This research contributes new insights related with team monitoring and its interaction to team learning and team psychological safety on team performance. Team psychological safety has been proven to be able to directly influence team performance indirectly through team learning, but we tested the two separately. Research Methods: This study involved 215 respondents who joined 38 teams. The collected data were analyzed using a regression analysis and bootstrap techniques. Findings: Team monitoring has been shown to have a moderate role in influencing team learning on team performance, but it has not been proven to influence team psychological safety on team performance. The learning and psychological safety of each team proved to have a direct effect on team performance. Conclusion: This paper can guide managers since, at a certain level team monitoring can improve team performance, but too much team monitoring actually has no effect on team performance. Managers need to consider team monitoring policies carefully, to optimizing team performance by managing team learning and building team psychological safety.
Organizational culture types and individual readiness for change: evidence from Indonesia Aktsar Hamdi Tsalits; Gugup Kismono
Diponegoro International Journal of Business Vol 2, No 2 (2019)
Publisher : Department of Management | Faculty of Economics and Business | Universitas Diponegoro

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (545.784 KB) | DOI: 10.14710/dijb.2.2.2019.86-95

Abstract

This study aims to examine the effect of organizational culture types on individual readiness for change in Indonesia as a country with high collectivism. Specifically, this study examines the effect of four types of culture namely clan, adhocracy, market, and hierarchy on individual readiness for change. The sample of this study was 264 employees of XYZ Company, a family company in Indonesia that made changes by releasing part of its shares into the stock market. Test results using simple regression support the hypothesis that clan culture and adhocracy have a positive effect on individual readiness for change. However, the influence of market culture and hierarchy on individual readiness for change was also found to be positive instead of negative as hypothesized. Discussions and suggestions for future research are presented.
THE MODERATING ROLE OF PSYCHOLOGICAL EMPOWERMENT ON THE RELATIONSHIP BETWEEN BENEVOLENT LEADERSHIP AND WELL-BEING IN THE CONTEXT OF EMPLOYEES WITH DISABILITIES Gugup Kismono; Dwita Safira Pranabella
Journal of Leadership in Organizations Vol 3, No 2 (2021): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (1509.577 KB) | DOI: 10.22146/jlo.68003

Abstract

Main Objectives: This study aims to evaluate the moderating role of psychological empowerment on the relationship between benevolent leadership and employees’ well-being.Novelty: Since research involving disabled employees is rare, this study adds to the current body of knowledge by confirming the links between benevolent leadership, job satisfaction, and perceived discrimination. It also aims to find out how psychological empowerment influences the relationship between benevolent leadership and job satisfaction, as well as the association between benevolent leadership and perceived discrimination. Research methods: This research involves 85 respondents. They are employees with various disabilities working in different organizations. Moderated regression analysis is employed to analyze the data. Finding/Results: This study found that benevolent leadership significantly affect employees’ well-being: job satisfaction, and perceived discrimination. In addition, as expected, psychological empowerment strengthens the positive impact of benevolent leadership on job satisfaction. On the contrary, psychological empowerment weakens the negative impact of benevolent leadership on perceived discrimination. Conclusion: Based on the conservation of resources theory, resources provided by the organization, in this case is benevolent leadership, perceived by employees with disabilities as a recovery of the loss of resources (disabilities). Recruiting benevolent leaders or developing existing leaders to be more benevolence is important to improve disabilities employees’ well-being.
The Role of Political Skill in Interaction of Psychological Contract Breach to Counterproductive Work Behavior Andi Tenri Pada; Gugup Kismono
Journal of Research in Business, Economics, and Education Vol. 2 No. 5 (2020): October
Publisher : Kusuma Negara Business School

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Abstract

This study discusses psychological contract breach and specifically focuses on joint moderating roles of political skill of employees to explain the formation of counterproductive work behavior. The mechanism explains by Social Exchange Theory (Blau,1964) and Conservation Resources Theory (Hobfoll,1989). As predicted, we found that psychological contract breach lead to counterproductive work behavior. Moreover, the study indicate that political skill is a moderator and plays a role in social exchange relationship quality for psychological contract breach and counterproductive work behavior. The result showed that high political skill led to the weakest relationship between psychological contract breach and counterproductive work behavior (i,e., CWB-O and CWB-I). This study was conducted by doing a survey on private and public sectors in Indonesia and employed 260 supervisors as samples. Discussion about finding in this study along with theoretical and practical implications are presented completely.
The moderating effect of generations on the relationship between work values and affective commitment Gugup Kismono; Wulandari
Jurnal Siasat Bisnis VOL 27, NO 1 (2023)
Publisher : Management Development Centre (MDC) Department of Management, Faculty of Business and Economics Universitas Islam Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20885/jsb.vol27.iss1.art1

Abstract

Purpose –This study compared Generation X and Y's work values and affective commitment and explored if generation moderates the relationship. This research is needed to elucidate generational disparities in work values, affective commitment, and work values' impact on affective commitment. Validating the global generation theory requires research involving Indonesians from different industries. Design/methodology/approach – Data was acquired from 630 self-administered questionnaires from various businesses. The instruments used to measure variables have a track record of validity and reliability and were adapted from that work. The Chow Method was used to calculate the generational influence on affective commitment. Findings – The results demonstrated that Generation X and Generation Y in Indonesia had similar work values but differing affective commitment. Generation moderates the association between work values and affective commitment. This research reveals individuals with various life circumstances may still exhibit distinct character traits and value systems. Research limitation/implications – The data may not capture the traits of all generations. Generalizations must be done with caution. Generation X and Y participants were not distributed proportionally. Prior research showed that the proportion of participants didn't alter the results, but future research may take distribution into account. Practical implications – Job sector classifications and job characteristics that are suitable for Generation X and Generation Y can be developed by considering the generations' unique preferences for various value components of employment. Originality/value – This study added to our understanding of how different generations approach and value work in different ways. The implications of this study's findings for confirming the global theory of generation regarding work values and affective commitment are substantial. The results of this research demonstrated the importance of taking cultural factors into account while dealing with employees of varying ages.
Transforming Organizational Culture in a State-Owned Construction Firm: Insights from the Competing Values Framework Kismono, Gugup; Gunawan, Stephen
Ilomata International Journal of Management Vol. 5 No. 3 (2024): July 2024
Publisher : Yayasan Sinergi Kawula Muda

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61194/ijjm.v5i3.1185

Abstract

This study investigated the type of organizational culture in a state-owned construction firm using the Competing Values Framework. Diagnosing the organizational culture is essential to identifying the gap between the current and preferred cultures, and guiding the development of transformation programs. Data was collected from 58 participants using validated and reliable instruments applicable across various industries and countries. Descriptive analysis categorized the organizational culture, revealing a gap between the current and preferred types. The current culture was evenly spread across clan, adhocracy, market, and hierarchy types, whereas the preferred culture leaned towards market culture. To bridge this gap, a transformation program emphasizing transformational leadership and human resources functioning as business partners is necessary. The study faced limitations, including a relatively low response rate, although managerial responses were robust. The use of an ipsative rating scale precluded causal statistical analysis, suggesting future research might benefit from a Likert-type scale for more sophisticated analyses, including individual comparisons. This research provides a practical case of organizational culture transformation, emphasizing the shift towards a market culture in response to industry developments and business competition. Leaders are encouraged to consider individual characteristics, offer personal attention, develop a visionary approach, and communicate purposes with humility. Human resource functions should align HR practices with the company’s strategy and leverage unique employee capabilities. The study highlights the need for an ambidextrous culture and suggests that effective cultural shifts can be achieved through vertical and horizontal alignment.
EXPLORING THE IMPACTS OF POST-COVID-19 ON REMOTE WORK FOR WORKING FROM HOME EFFECTIVENESS Kismono, Gugup; Danarilia, Vania Olivine; Araminta, Devina
Ultima Management : Jurnal Ilmu Manajemen Vol 16 No 1 (2024): Ultima Management : Jurnal Ilmu Manajemen
Publisher : Universitas Multimedia Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31937/manajemen.v16i1.3462

Abstract

Abstract-This research investigates the multifaceted dynamics of remote work during the COVID-19 pandemic. It focuses on the interplay between role conflict, environmental constraints, resource constraints, acceptance of the way of working, and mental health in determining its effectiveness. This study integrates them heavily to understand how role conflict, environmental constraints, resource constraints, remote work acceptance, and mental health affect remote work effectiveness. The border theory conflict model is empirically validated, and mental health mediates challenges. This nuanced view of remote work distinguishes the research and informs organizational strategies in an evolving workplace. This study collected data from a questionnaire and relevant internet and journal sources. The quantitative descriptive study used cross-sectional data to examine correlations. The sample in this study was 113 respondents, who were then analyzed using the SEM-PLS approach. Role conflict negatively impacts remote work effectiveness, supporting the border theory conflict model. Resource constraints negatively correlated with remote work effectiveness. Acceptance of remote work improved effectiveness, but mental health did not. Mental health mediated the negative effects of role conflict, environmental constraints, and resource limitations on remote work effectiveness. The study indicates that role conflict and resource constraints diminish remote work effectiveness, whereas acceptance enhances it. Organizations should address role conflicts and provide sufficient technological resources, fostering a positive attitude toward remote work and prioritizing employee mental health for improved outcomes. Keywords: Constraints; Mental Health; Post-Covid-19; Remote Work; Role Conflict
Co-Authors Aktsar Hamdi Tsalits Andi Tenri Pada Araminta, Devina Ardianto, Heni Bambang Riyanto Bambang Riyanto L. S Bonifacius Riwi Wijayanto Bonifacius Riwi Wijayanto Danarilia, Vania Olivine Dwita Safira Pranabella Gunawan, Stephen Handoko, T Hani Hani Handoko John Suprihanto Kartika Diyandhari Levi Nilawati, Levi Niken Lulanti Rahayu Putu Irma Yunita Raden Muhammad Pradana Ramadista Reni Rosari Sari Sitalaksmi SUSANTO, ELY Tarman Budianto Utilithia Banguningsih Hanggarawati Wulandari