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All Journal Psikologika : Jurnal Pemikiran dan Penelitian Psikologi G-Couns: Jurnal Bimbingan dan Konseling
Hukama, Vizra
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Education Physics Other

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Hierarchical Culture's Role as Moderator Between Job Engagement and Job Satisfaction ASN Maeshade, Sheila; Etikariena , Arum; Hukama, Vizra
Psikologika: Jurnal Pemikiran dan Penelitian Psikologi Vol. 30 No. 2 (2025)
Publisher : Universitas Islam Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20885/psikologika.vol30.iss2.art4

Abstract

The decline in the number of Civil Servants (Aparatur Sipil Negara/ASN) in Indonesia, as reported by the Central Bureau of Statistics (BPS) from 2020 to 2023, highlights significant challenges within the country’s bureaucratic system. Environmental instability driven by bureaucratic reform has been linked to reduced employee engagement, as individuals struggle to adapt to ongoing changes. Such discomfort may impact employees’ job satisfaction an essential construct to examine, given the strategic role of ASN in delivering public services and executing governmental functions. While prior studies have established a positive relationship between work engagement and job satisfaction, limited research has examined the moderating role of organizational culture, particularly hierarchical culture, within this relationship. Guided by the Job Demands-Resources (JD-R) model (Bakker & Demerouti, 2008), this study investigates hierarchical culture as a contextual resource potentially moderating the relationship between work engagement and job satisfaction. Data were collected through validated self-report instruments, including the Job Satisfaction Survey(JSS), Utrecht Work Engagement Scale-9 (UWES-9), and the Organizational Culture Assessment Instrument. The survey was administered online to 203 ASN participants using convenience sampling. Hypothesis testing was conducted using PROCESS Macro Model 1 in SPSS v27.0 to examine the moderating effect. The results indicate that hierarchical culture does not significantly moderate the relationship between work engagement and job satisfaction. These findings suggest that hierarchical structures may not influence how engaged employees translate their engagement into satisfaction. Future research is encouraged to explore alternative moderators such as perceived organizational support or leadership styles to deepen understanding of the mechanisms underlying employee satisfaction in public sectorsettings.
Knowledge Sharing Behavior and Job Satisfaction: Exploring the Psychological Function of Employee Counseling in Indonesian Bureaucracy Hukama, Vizra; Etikariena, Arum; Madhani, Alya Aqilah; Ahmad, Nor Shafrin
G-Couns: Jurnal Bimbingan dan Konseling Vol. 10 No. 03 (2026): July 2026, G-Couns: Jurnal Bimbingan dan Konseling
Publisher : Universitas PGRI Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31316/g-couns.v10i03.8974

Abstract

This study investigates the relationship between knowledge-sharing behavior and job satisfaction among Indonesian civil servants, with hierarchical organizational culture as a moderator. Set within Indonesia’s context of bureaucratic reform, this research highlights how structural and cultural changes shape public sector performance. While knowledge sharing is linked to innovation and well-being, inconsistent findings suggest that contextual factors, especially hierarchy, influence its effect on satisfaction. Using a quantitative cross-sectional design, 203 civil servants from various institutions with at least two years of experience participated. Data from an online survey were analyzed using Pearson correlation and moderated regression (Hayes PROCESS Model 1). Results show that knowledge sharing positively predicts job satisfaction (b = .1691, p < .01), meaning exchanging knowledge enhances psychological fulfillment. However, hierarchical culture significantly and negatively moderates this relationship (b = –0.1161, p < .05), indicating that rigid, authority-driven environments reduce the benefits of knowledge exchange. Additionally, older and longer-tenured employees report higher satisfaction and alignment with hierarchical norms, while better-educated individuals show lower satisfaction and weaker cultural alignment. These findings emphasize the psychological role of knowledge sharing in public institutions and highlight the need for reforms promoting autonomy, open communication, and counseling-based support to improve employee well-being and performance within Indonesia’s bureaucracy. Keywords: bureaucratic reform, civil servants, hierarchical culture, Indonesia, job satisfaction, knowledge sharing, organizational psychology
Co-Authors Etikariena , Arum Etikariena, Arum Madhani, Alya Aqilah Maeshade, Sheila Nor Shafrin Ahmad, Nor Shafrin