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Title: | Adaptasi Karyawan terhadap Perubahan Organisasi: Work Engagement dan Kinerja Tenaga Kependidikan PTN-BH saat Pandemi Covid-19 |
Other Titles: | Employees Adaptation on Organizational Change: Work Engagement and Performance of Educational Personnel in PTN-BH during Covid-19 Pandemic |
Authors: | Sukmawati, Anggraini Sjafri, Aida Vitayala Heryanto, Weko |
Issue Date: | 2022 |
Publisher: | IPB University |
Abstract: | Fenomena pandemi Covid-19 menyebabkan bertambahnya stimulus
terhadap akselerasi digital dan perubahan pola kerja dalam organisasi. Perubahan
ini juga dapat menyebabkan bertambahnya beban kerja karena karyawan masih
dalam proses adaptasi, potensi disengaged dan loss, serta kecenderungan
penuruanan kinerja pada tenaga kependidikan. Pengelola SDM dalam organisasi
harus terus berupaya menjaga SDM sebagai aset penting organisasi. Perlu
dilakukan pengkajian mendalam mengenai tingkat adaptasi mikro karyawan, yaitu
pada level individu yang berfokus kepada work engagement dan kinerja. Tujuan
yang ingin dicapai dari penelitian ini adalah menganalisis faktor pendukung dan
penentuan strategi untuk meningkatkan kemampuan adaptasi tenaga kependidikan
pada PTN-BH. Penelitian ini menganalisis variabel apa saja yang dapat
memberikan pengaruh terhadap work engagement dan kinerja dalam kerangka
model alir penelitian serta menganalisis cara meningkatkan work engagement dan
kinerja tenaga kependidikan dalam situasi yang berubah akibat pandemi Covid-19.
Penentuan responden dengan menggunakan purposive sampling, didapat
297 responden yang mengisi kuesioner online. Analisis data menggunakan alat
Structural Equation Modeling-Partial Least Square (SEM-PLS). Temuan
penelitian yang didapat adalah engaging leadership, praktik manajemen sumber
daya manusia dan job demands secara langsung tidak berpengaruh signifikan
terhadap work engagement. Job resources dan personal resources secara langsung
berpengaruh terhadap work engagament. Engaging leadership, praktik manajemen
sumber daya manusia, job demands dan job resources secara langsung tidak
berpengaruh signifikan terhadap kinerja. Personal resources dan work engagement
secara langsung berpengaruh signifikan terhadap kinerja. Job resources dan
personal resources secara tidak langsung melalui mediasi work engagement
berpengaruh signifikan terhadap kinerja. Secara total engaging leadership dan job
resources berpegaruh signifikan terhadap kinerja.
Proses adaptasi karyawan dapat didorong dengan cara meningkatkan work
engagement dan kinerja tenaga kependidikan. Hal yang dapat dilakukan adalah
dengan memperkuat pengelolaan yang memerhatikan kondisi lingkungan kerja
yang positif-kooperatif agar menjadi support system, memperkuat spesialisasi tiap
karyawan, menumbuhkan perasaan efikasi, percaya pada kemampuan atau
kompetensi serta rasa optimisme setiap individu tenaga kependidikan. Kinerja juga
dapat dtingkatkan dengan adanya peran kepemimpinan serta menguatkan
keterlekatan melaui vigor, dedikasi dan penghayatan terhadap pekerjaan yang
dilakukan serta sistem pengawasan berbasis remote working. The Covid-19 pandemic phenomenon is causing increased stimulus to digital acceleration and organizational patterns change. The change also causes increased workload because employees are still in the process of adapting, the potential for disengagement and loss, and the sense of drop in performance in educational personnel. The management of human resources should continue to seek to preserve human resources as an important asset of the organization. It was necessary to do a thorough study of the level of employee's micro adaptation, which is at the level of individuals focused on work engagement and performance. The purpose of this study is to analyze supporting factors and to strategize to improve the adaptability of educational personnel at PTN-BH. The study analyzed any variables that could impact work engagement and performance within the framework of the study model and analyzed how to increase work engagement and performance of educational personnel in a changing situation due to the Covid-19 pandemic. Respondent diviners using the purposive sampling method were shown 297 of those filling out an online questionnaire. Data analysis using tools Structural Equation Modeling-Partial Least Square (SEM-PLS). The earned research findings are engaging leadership, human resources management practice, and job demands have no direct effect on work engagement. Job resources and personal resources have a direct effect on work engagement. Engaging leadership, human resources management practice, job demands, and job resources have no direct effect on performance. Personal resources and work engagement have a direct effect on performance. Job resources and personal resources have an indirect effect through work engagement on performance. Engaging leadership and job resource have a total effect on performance. Employee's adaptation process can be encouraged by raising work engagement and performance of educational personnel. What can be done is to manage and look at a positive-cooperative work environment to become a support system, strengthening job specialization for every employee, growing a feeling of efficacy, believing in the capability or competency, and the optimism of each educational personnel. Performance can be enhanced by the leadership, especially engaging leadership role and strengthens the engagement through vigor, dedication, and absorption of working based on remote working. |
URI: | http://repository.ipb.ac.id/handle/123456789/111753 |
Appears in Collections: | MT - Economic and Management |
Files in This Item:
File | Description | Size | Format | |
---|---|---|---|---|
Cover.pdf Restricted Access | Cover | 594.38 kB | Adobe PDF | View/Open |
H251190231_Weko Heryanto.pdf Restricted Access | Fullteks | 1.39 MB | Adobe PDF | View/Open |
Lampiran.pdf Restricted Access | Lampiran | 542.88 kB | Adobe PDF | View/Open |
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