Komunikasi Organisasi dalam Pengembangan Kinerja Pustakawan Perpustakaan Khusus Lembaga Pemerintah

Abstract

Perpustakaan, khususnya perpustakaan lembaga pemerintah, menghadapi dinamika baru di era transformasi digital, meningkatnya kebutuhan informasi publik, serta tuntutan akuntabilitas layanan yang semakin kompleks. Sebagai institusi yang berkontribusi langsung pada pencapaian Tujuan Pembangunan Berkelanjutan (SDGs), terutama pada pilar pendidikan berkualitas (SDG 4), inklusi informasi (SDG 16.10), pengurangan kesenjangan (SDG 10), dan inovasi (SDG 9), perpustakaan memiliki peran strategis dalam memastikan keterjangkauan informasi, literasi digital, serta dukungan pengetahuan bagi pengambilan keputusan berbasis data. Namun, perkembangan teknologi, lingkungan kerja VUCA (Volatility, Uncertainty, Complexity, and Ambiguity), keterbatasan sumber daya, serta perubahan pola kebutuhan pengguna menempatkan pustakawan pada situasi yang menuntut kompetensi yang lebih kompleks daripada sebelumnya. Pustakawan pemerintah kini tidak lagi hanya mengelola koleksi, tetapi juga mendukung manajemen data, layanan digital, knowledge management, literasi informasi, hingga kolaborasi lintas unit dalam mendukung tugas dan fungsi organisasi induk. Berbagai tantangan muncul, seperti rendahnya kompetensi digital lanjutan, budaya organisasi yang birokratis, komunikasi internal yang belum efektif, kurangnya dukungan pengembangan profesional, serta belum kuatnya kemampuan adaptif pustakawan menghadapi percepatan teknologi. Karena itu, penelitian mengenai peran komunikasi organisasi, kompetensi digital, dan agilitas pustakawan terhadap kinerja menjadi sangat relevan dan mendesak. Penelitian ini bertujuan untuk 1) menganalisis komunikasi kepemimpinan, kepuasan komunikasi internal organisasi, kompetensi digital, agilitas dan kinerja pustakawan yang bekerja di perpustakaan khusus lembaga pemerintah, 2) menganalisis pengaruh komunikasi kepemimpinan, kepuasan komunikasi, kompetensi digital dan agilitas pustakawan terhadap kinerja pustakawan, dan 3) merumuskan strategi komunikasi organisasi untuk meningkatkan kinerja pustakawan yang bekerja di perpustakaan khusus lembaga pemerintah di Indonesia. Berlandaskan paradigma post-positivistik dengan pendekatan survei kuantitatif menggunakan Structual Equation Model (SEM-PLS), penelitian ini melibatkan 310 pustakawan perpustakaan khusus lembaga pemerintah. Data diperoleh melalui survei daring menggunakan kuesioner, serta wawancara mendalam untuk memperkaya temuan kuantitatif. Variabel penelitian mencakup komunikasi kepemimpinan, kompetensi digital, kepuasan komunikasi, agilitas, serta kinerja pustakawan. Validitas isi, validitas konstruk, dan reliabilitas instrumen menunjukkan hasil yang baik sehingga layak digunakan untuk analisis lanjutan. Untuk merumuskan strategi peningkatan kinerja pustakawan, penelitian ini mengintegrasikan Importance Performance Map Analysis (IPMA) dan Implementation Research Logic Model (IRLM). Hasil penelitian menunjukkan bahwa komunikasi kepemimpinan dan kepuasan komunikasi berada pada kategori sedang, sementara kompetensi digital berada pada kategori sedang-tinggi. Literasi informasi dan data merupakan kekuatan utama, sedangkan dimensi kolaborasi digital, keamanan, dan kreativitas konten masih memerlukan peningkatan. Agilitas pustakawan berada pada tingkat sedang dan mencerminkan perlunya penguatan kemampuan adaptif, problem solving, dan ketahanan menghadapi tekanan. Kinerja pustakawan tergolong baik pada aspek operasional, tetapi pada aspek strategis seperti kontribusi organisasi, kepemimpinan, dan kemampuan bekerja di bawah tekanan belum optimal. Secara struktural, tidak ada pengaruh langsung komunikasi kepemimpinan, kepuasan komunikasi, maupun kompetensi digital terhadap kinerja pustakawan. Ketiganya memengaruhi kinerja melalui mediasi penuh agilitas pustakawan, yang menjadi prediktor utama kinerja. Model menunjukkan bahwa 50,2 persen varians agilitas dijelaskan oleh ketiga variabel tersebut, dan agilitas menjelaskan 40 persen varians kinerja. Ini menegaskan bahwa dalam ekosistem kerja pemerintah, kinerja tidak dapat ditingkatkan hanya melalui kompetensi teknis dan komunikasi, tetapi membutuhkan kemampuan adaptasi yang kuat. Strategi implementasi peningkatan kinerja pustakawan lembaga pemerintah dirumuskan dengan menempatkan komunikasi organisasi sebagai pengungkit utama perubahan kinerja. Empat strategi utama yaitu penguatan agilitas pustakawan, penguatan komunikasi kepemimpinan, pengembangan kompetensi digital, dan optimalisasi kepuasan komunikasi internal, dirancang saling melengkapi dalam membangun lingkungan kerja yang adaptif. Melalui integrasi dalam sistem manajemen kinerja, pengembangan SDM, jejaring profesional, dan dukungan kebijakan sektoral, strategi bertujuan membentuk perilaku kerja pustakawan yang proaktif, adaptif, dan resilien. Penelitian ini menawarkan kebaruan berupa model integratif yang menghubungkan komunikasi organisasi, kompetensi digital, agilitas, dan kinerja; temuan mediasi penuh agilitas; serta integrasi metode SEM–IPMA–IRLM untuk menghasilkan strategi berbasis riset. Secara praktis, hasil ini penting untuk memperkuat kapasitas SDM perpustakaan pemerintah dalam menjawab tantangan transformasi digital, mendukung pencapaian SDGs, dan meningkatkan kualitas layanan publik di era informasi.

Libraries, particularly government special libraries, are currently navigating rapid changes driven by digital transformation, rising public information demands, and increasing pressures for accountability and service quality. As institutions that directly contribute to the Sustainable Development Goals (SDGs), especially SDG 4 (quality education), SDG 9 (industry, innovation, and infrastructure), SDG 10 (reduced inequalities), and SDG 16.10 (public access to information), libraries play a pivotal role in ensuring inclusive access to knowledge, strengthening digital literacy, supporting evidence-based decision-making, and enabling citizens to participate in public life. However, technological acceleration, VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) environments, limited resources, and shifting user needs present significant challenges for librarians, requiring broader and more adaptive skill sets than ever before. Government librarians are now expected not only to manage collections but also to support data governance, digital services, knowledge management, organizational communication, and inter-unit collaboration. Challenges such as insufficient advanced digital competence, bureaucratic communication patterns, limited professional development, weak cross-unit collaboration, and low adaptive capacity hinder their ability to respond to emerging demands. Within this context, research that investigates the roles of leadership communication, communication satisfaction, digital competence, and agility in shaping librarian performance becomes highly relevant and necessary. This study aims to 1) analyze leadership communication, organizational internal communication satisfaction, digital competence, agility and performance of librarians working in special libraries of government institutions, 2) analyze the influence of leadership communication, communication satisfaction, digital competence and librarian agility on librarian performance, and 3) formulate organizational communication strategies to improve the performance of librarians working in special libraries of government institutions in Indonesia. Based on the post-positivistic paradigm with a quantitative survey approach using the Structural Equation Model (SEM-PLS), this study involved 310 librarians of special libraries of government institutions. Data was obtained through online surveys using questionnaires, as well as in-depth interviews to enrich quantitative findings. The research variables include leadership communication, digital competence, communication satisfaction, agility, and librarian performance. The validity of the content, the validity of the construct, and the reliability of the instrument show good results so that it is suitable for use for advanced analysis. To formulate strategies to improve librarian performance, this study integrates Importance Performance Map Analysis (IPMA) and Implementation Research Logic Model (IRLM). The results showed that leadership communication and communication satisfaction were in the medium category, while digital competence was in the medium-high category. Information and data literacy are key strengths, while the dimensions of digital collaboration, security, and content creativity still need improvement. Librarians' agility is at a moderate level and reflects the need to strengthen adaptive skills, problem solving, and resilience to pressure. The performance of librarians is classified as good in the operational aspect, but in strategic aspects such as organizational contribution, leadership, and the ability to work under pressure are not optimal. Structurally, there is no direct influence of leadership communication, communication satisfaction, or digital competence on librarian performance. All three affect performance through the full mediation of librarians' agility, which is the main predictor of performance. The model shows that 50.2 percent of the agility variance is explained by all three variables, and the agility explains 40 percent of the performance variance. This confirms that in the government work ecosystem, performance cannot be improved only through technical and communication competencies, but requires strong adaptability. The implementation strategy for improving the performance of government agency librarians is formulated by placing organizational communication as the main lever for performance change. The four main strategies, namely strengthening librarian agility, strengthening leadership communication, developing digital competencies, and optimizing internal communication satisfaction, are designed to complement each other in building an adaptive work environment. Through integration in performance management systems, human resource development, professional networks, and sectoral policy support, the strategy aims to shape the work behavior of librarians that are proactive, adaptive, and resilient. This research offers novelty in the form of an integrative model that connects organizational communication, digital competence, agility, and performance; agile mediation findings; and the integration of SEM-IPMA-IRLM methods to produce research-based strategies. In practical terms, this result is important to strengthen the capacity of government library human resources in responding to digital transformation challenges, supporting the achievement of the SDGs, and improving the quality of public services in the information age.