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THE EFFECT OF WORK-LIFE FLEXIBILITY POLICY ON PERFORMANCE AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB): WITH BURNOUT AS A MEDIATOR VARIABLE Sefiana Putri Suleman; Ade Solahudin; Eteh Resa Asyifa
International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Vol. 6 No. 1 (2026): February
Publisher : CV. Radja Publika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.19434893

Abstract

This study aims to analyze the effect of Work-Life Flexibility Policy on employee performance and Organizational Citizenship Behavior (OCB), with burnout as a mediating variable. The study used a quantitative approach with an explanatory research method. Data were collected through questionnaires from employees of PT Kaiti Global Indonesia and analyzed using Structural Equation Modeling (SEM) based on Partial Least Squares (PLS) with the help of SmartPLS. The results of the study indicate that Work-Life Flexibility Policy has a negative and significant effect on burnout and a positive and significant effect on employee performance and OCB. Burnout has a negative and significant effect on performance and OCB, and is proven to mediate the relationship between Work-Life Flexibility Policy and employee performance and OCB. This study concludes that the implementation of an effective work flexibility policy can reduce burnout, thereby improving performance and encouraging employee OCB behavior.
Juridical Analysis of State Responsibility in Fulfilling the Rights and Compensation of Fixed-Time Work Agreements (PKWT) Workers in the Outsourcing System Ade Solahudin; Harmono Harmono
Jurnal Legisci Vol 4 No 1 (2026): Vol 4 No 1 August 2026
Publisher : Ann Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62885/legisci.v4i1.1218

Abstract

Background. The increasing incidence of more flexible employment relationships, including fixed-term contracts (fixed-time work agreements/PKWT) and outsourced workers, poses new challenges to the protection of workers, including the achievement of employment compensation rights. This has been sufficiently articulated in various laws that are normatively expected to be effective, but in practice, violations of rights still recur. This situation shows a discrepancy between what is ordered and what happens on the ground. Aims. This study seeks to reveal how state responsibility is carried out in fulfilling the rights of PKWT workers, as well as how monitoring and law enforcement are carried out in practice. Methods. This research uses a normative legal approach by examining laws and regulations, legal concepts, and relevant studies, and linking them to emerging practices. Result. The results of the discussion show that the main problem does not lie in the absence of norms, but in how these norms are implemented. Responsibilities in outsourcing systems are not fully distributed, so when a breach occurs, workers are often unsure who is responsible. On the contrary, the functions of supervision and law enforcement have not been properly carried out. Inconsistent supervision and law enforcement responses that tend to be weak mean violations do not result in meaningful consequences for business actors. Under these conditions, the law remains a reference, but it has not fully worked as an effective instrument of protection. As a result, worker protection is still at the formal level and has not been fully felt in practice. Conclusion. Thus, the issue of protecting PKWT workers in the outsourcing system cannot be understood solely as a matter of compliance; it is also related to how the state carries out its supervisory function and ensures clarity of responsibilities in employment relations. Implementation. Without this, the gap between norms and practices will persist, and worker protection will be difficult to fully realize.
Employee Performance in the Digital Era: The Role of Transformational Leadership and Employee Involvement Muhammad Salman Al-Farisi; Ade Solahudin
Jurnal Mantik Vol. 10 No. 1 (2026): May : Manajemen, Teknologi Informatika dan Komunikasi (Mantik)
Publisher : Institute of Computer Science (IOCS)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35335/mantik.v10i1.7126

Abstract

The implementation of the Electronic-Based Government System (SPBE) has intensified the need for public organizations to strengthen employee performance through digital adaptation and effective leadership practices. However, limited studies have examined the mediating role of employee engagement in linking digital transformation and transformational leadership to employee performance within public sector institutions. This study investigates the direct and indirect effects of digital transformation and transformational leadership on employee performance through employee engagement at the Ministry of Religious Affairs of Majalengka Regency. This research employed a quantitative associative approach using a survey method. Data were collected from 180 employees selected through simple random sampling using structured questionnaires with Likert-scale measurements. The data were analyzed using path analysis and the Sobel test with SPSS version 22 to evaluate the mediation effect. The findings indicate that digital transformation and transformational leadership have positive and significant effects on employee engagement and employee performance. Employee engagement also significantly improves employee performance and partially mediates the relationship between digital transformation and performance, as well as transformational leadership and performance. Furthermore, Digital Transformation, Transformational Leadership, and Employee Engagement jointly explain 87.1% of the variance in employee performance (Adjusted R² = 0.871). These findings demonstrate that employee engagement plays a strategic mediating role in strengthening employee performance during digital transformation in public sector organizations. The study contributes to the public management and organizational behavior literature by integrating digital transformation, transformational leadership, and employee engagement into a unified performance model within the government sector
The Effects of Empowering Leadership and Organizational Justice on Employee Engagement in PT. Jaya Celcon Prima Muhamad Dias Putra Pratama; Ade Solahudin
EKOMA : Jurnal Ekonomi, Manajemen, Akuntansi Vol. 5 No. 6: September 2026
Publisher : CV. Ulil Albab Corp

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56799/ekoma.v5i6.19330

Abstract

This study was motivated by the importance of employee engagement as a strategic factor in improving organizational performance and sustainability, particularly in the manufacturing sector, which faces challenges related to work intensity and perceptions of fairness. The purpose of this study is to analyze the influence of empowering leadership and organizational justice on employee engagement at PT Jaya Prima Celcon. The study employs an associative quantitative approach using a census method involving 99 employees, and data collection was conducted via a Likert-scale questionnaire. The data were analyzed using the Partial Least Squares–Structural Equation Modeling (PLS-SEM) approach to assess the validity of the measurement model and the structural model. The research findings indicate that empowering leadership has a positive and significant effect on employee engagement levels. Furthermore, organizational justice was also found to have a positive and significant effect on employee engagement. Simultaneously, these two variables account for a high proportion of the variance in employee engagement, demonstrating the model’s strong predictive power. This study concludes that empowering leadership and the implementation of organizational justice are important workforce resources for enhancing employee engagement, with practical implications for companies to strengthen participatory leadership practices and consistent justice systems to foster sustainable work engagement.