Does Learning Culture Impact Directly or Indirectly on Work Engagement in the Indonesia Oil Palm Industry (original) (raw)
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This is an empirical study that explored the effect of learning culture on work engagement and learning agility. A total of 67 respondents, mostly senior managers and directors, were recruited for this study They work for leading companies in Indonesia in sectors such as ICT, manufacturing, media, construction and developer, banking, and service. The results of statistical data analysis reveals that learning culture has an indirect effect on work engagement but a direct impact on learning agility. Learning agility also has a positive and significant effect on work engagement. Learning agility plays a mediating role in the relationship between work engagement and learning culture. This article gives us insight into the fact that development of organisational learning culture should be directed toward building learning agility which then will help strengthen employees' work engagement..
Sustainable Growth of Indonesia Palm Oil Companies: Synchronizing Agility, Culture, and Engagement
Proceedings of the 1st International Conference on Sustainable Management and Innovation, ICoSMI 2020, 14-16 September 2020, Bogor, West Java, Indonesia
The lack of work engagement from the millennials is becoming a strategic issue in managing managerial resources. This article is an attempt to examine work engagement of managerila resources in palm oil industry and to examine the impact of corporate culture and business agility on work engagement. This article was based on quantitative and cross-sectional research which involved 477 managers and supervisors. Collecting data was based on PLS structural equation model and using SmartPLS version 3.0 for computing and testing the research model. The result of statistical analysis explains that holistic work engagement is influenced directly by learning agility, leadership agility, and strategic agility. Learning culture influenced indirectly on holistic work engagement. For keeping sustainable growth this article recommends for palm oil companies to develop multi-layer agility in every layer of organization and aligning the corporate culture to support agility development.
https://www.ijrrjournal.com/IJRR\_Vol.8\_Issue.11\_Nov2021/IJRR-Abstract060.html, 2021
PT Sapta Sentosa Jaya Abadi is a company engaged in the plantation sector which is currently focusing on developing the quality of human resources, because the role of human resources is very vital in the production and quality of Fresh Fruit Bunches and Crude Palm Oil. However, company have problems in HR management related to Employee Engagement problems, it is indicated by the low score of Employee Engagement, especially those at the non-managerial level. PT Sapta Sentosa Jaya Abadi has made various efforts in building Employee Engagement, among others, by cultivating corporate values in order to form a strong organizational culture in the company. Based on this phenomenon, this study aims to see and analyze the influence of Organizational Culture on Employee Engagement through Work Attitudes as an intermediate variable at PT Sapta Sentosa Jaya Abadi. The research methodology used is Path Analysis. The results showed that Organizational Culture has a positive and significant effect directly on Work Attitudes; Organizational Culture has a positive and significant effect directly on Employee Engagement; Work Attitude is directly proven to have a positive and significant effect on Employee Engagement; and Organizational Culture through Work Attitude indirectly has a positive and significant effect on Employee Engagement at PT Sapta Sentosa Jaya Abadi.
Development of Work Engagement Model Based on Organizational Culture Method
International Journal of Instruction, 2022
The lecturers are one of key success in the highest education systems processes that are expected can improve the quality of education in Indonesia. The purpose of this study is to determine how the effect of Organizational Internal Communication, Organizational Justice, Intrinsic Rewards, and Self-Development on Lecturer's Work Engagement in terms of organizational culture. The population of this study is the lecturers who have a National Lecturer Registration Number at college of economics in east Jakarta. The population in this study is 377 lecturers and using a proportional random sampling technique, the sample of this study is 200 lecturers. The data analysis method used in this study is Structural Equation Modeling (SEM); for data processing, this study using Partial Least Square-Structural Equation Models (PLS-SEM) software. The results of this study are expected to provide input to the college to improve lecturers' work engagement. Improving lecturer's work engagement can be done directly through improving organizational internal communication, organizational justice, intrinsic rewards and self-development. While indirectly it can be done through increasing managerial effectiveness, and the work team is an effective mediating variable to increase lecturers' work engagement. While indirectly it can be done through increasing organizational justice. Intrinsic rewards is effective mediating variables to increase lecturers' work engagement.
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In the business competition PT. WIKA Bitumen makes each employee a human capital. The human capital concept applies the quality of employees shall be improved through the competence training, knowledge, attributes, and abilities, which is manifested in the ability to work properly so as to generate economic value in development. The objective of this research is to find the influence of organizational culture and employee engagement, and to see the interrelationship of influence between these variables and strategies to improve the employee performance. This study uses primary data obtained from interviews by using questionnaires to employees of PT. Wika Bitumen. The number of respondents is 143 respondents. Employee engangement has a significant positive effect on the performance of PT. Wika Bitumen then The results of organizational culture and employee engangement showes quite well influence. And organizational culture also has a good influence on the performance of employees PT....
International Journal of Science and Society
The performance of a college is very dependent on the performance of its employees. Therefore, Telkom University must pay attention to the factors that affect the performance of its employees, including organizational culture and employee engagement. This study aims to determine how the organizational culture at Telkom University, how Employee engagement and employee performance at Telkom University, and to test and analyze the influence of Organizational Culture and Employee Engagement on Employee Performance. The population in this study was 1247 permanent employees at Telkom University, obtained based on data from the Telkom University HR Directorate as of August 2020, the sampling technique used was Proportional Stratified Random Sampling by taking representatives from the Faculties and Directorates. Calculated using the Slovin formula, in order to obtain the number of respondents as many as 303 people. The data collection technique uses a questionnaire that has been tested for ...
International Journal of Academic Research in Business and Social Sciences
Employee engagement has been a global issue and organizations have to deal with it to strive for success. Employee engagement is defined as commitment and emotional attachment of an employee or group towards the organization. Organizational culture is one of the predictors that contributes to employee engagement. Therefore, the purpose of this research is to determine the roles of organizational culture (clan, adhocracy, hierarchy, and market) toward employee engagement in a manufacturing company in Malaysia. This research is a quantitative study, which used a self-administered questionnaire as an instrument to collect data. The data were successfully collected from 127 respondents out of 190 total population. The questionnaires and all data collected were conveniently distributed to all respondents and analysed using the Statistical Package for the Social Sciences (SPSS) software version 23 respectively. The multiple regression analysis indicated that clan, adhocracy and market culture had significant and positive relationship with employee engagement while hierarchy culture had no significant and negative relationship with employee engagement. Thus, only H 1 , H 2 and H 3 were supported. The contribution of the study is to examine how clan, adhocracy, hierarchy, and market culture affects employee engagement in manufacturing company in Malaysia. Organizational culture research in manufacturing sectors, specifically in Malaysia, remains mostly unexamined. Thus, by examining the four main working cultures, i.e., clan, adhocracy, hierarchy, and market, we can present manufacturing employers with insight into how to adapt their work culture to engage their employees.
Influence of Employee Engagement and Organizational Culture Towards Employee Performance
Manajemen Bisnis
Human resources (HR) have a very important role in an organization.Of course, by processing good human resources can drive the performance of an organization. This research was conducted at PT. XYZ, a company in the telecommunications sector in Indonesia. The purpose of this study is to determine the application of employee engagement, organizational culture conditions and performance at the company. The method used in this study is a quantitative method. This research is descriptive and causal research. The population in this study were employees of the PT. XYZ. Data analysis in this study used descriptive statistical analysis, normality test, multicollinearity test, heteroscedasticity test, and multiple regression analysis. The findings in this study concluded that employee engagement and organizational culture had a positive and significant influence partially on performance. In addition, it can be concluded that employee engagement and organizational culture have a significant s...
The role of organizational culture on employee engagement
Business: Theory and Practice, 2023
Despite the recognized importance of organizational culture (OC) for favorable organizational effects, empirically is relatively little known about its impact on employee engagement (EE), in Balkan countries, especially in the Republic of North Macedonia. To address this gap the purpose of this study is to explore the relationship between OC components and three dimensions of EE (vigor, dedication and absorption). To conduct this study a survey of 152 public secondary education employees who operate in the Republic of North Macedonia was done. The gathered data was analyzed using SPSS program. Results indicated that several components of the OC are significantly related to EE dimensions, such as employee vigor, dedication, and absorption. As a result, the study concludes that OC has a significant positive effect on EE dimensions both in and out of school. The outcomes of this study significantly contribute to a better understanding of the OC-EE relationship in the non-profit organizations.
Information Management and Business Review, 2017
Rapidly changing business environment requires organization to gain competitive advantage in order to survive. As people is known to be the most valuable assets to an organization, having employees that are actively engaged in their work can positively leads to higher performance and subsequently contribute to the success of the organization. One of the factors that would lead to work engagement among employees is through the learning organization concept which provides continuous learning and improvement, directly linked to an employee daily work and development. Despite its importance, seldom has it been reported in the literature that this paradigm has been examined. Therefore, this study attempts to determine: (i) the level of work engagement among employees; and (ii) the relationship between learning organization dimension and work engagement. Data collected from 150 employees of an institution of higher education revealed that work engagement among employees is at high level. ...