scholarly journals Peranan Keadilan Organisasi Terhadap Employee Engagement di Masa Perubahan Organisasi

2018 ◽  
Vol 1 (2) ◽  
pp. 362-366
Author(s):  
Sherry Hadiyani ◽  
Siti Zahreni ◽  
Fahmi Ananda
Keyword(s):  
Procedural Justice ◽  
Organizational Justice ◽  
Employee Engagement ◽  
Work Engagement ◽  
Process Of Change ◽  
Utrecht Work Engagement Scale ◽  
Balance Condition ◽  
A Company ◽  
Engagement Scale

Perubahan telah menjadi kebutuhan primer bagi kehidupan organisasi. Ketika organisasi melakukan perubahan, employee engagement menjadi elemen penting dalam proses perubahan. Karyawan yang mempunyai engagement terhadap perusahaan akan mampu berkontribusi terhadap kesuksesan organisasi dalam menghadapi persaingan maupun tantangan pada serta era globalisasi, menghasilkan pekerjaan yang lebih produktif dan kecenderungan turnover yang rendah. Faktor yang mempengaruhi employee engagement adalah keadilan organisasi, terutama keadilan distributifdan keadilan prosedural. Individu menginginkan adanya keadilan yang diberikan dari organisasi kepada mereka. Individu juga membandingkan apa yang sudah ia berikan kepada organisasi dengan apa yang sudah ia terima. Kondisi yang seimbang antara apa yang telah diberikan dengan apa yang telah diperoleh akan menimbulkan persepsi yang sama mengenai keadilan dalam organisasi dari sisi karyawan dan organisasi. Oleh karena itu, penelitian ini bertujuan untuk mengetahui peranan keadilan organisasi terhadap employee engagement karyawan di masa perubahan organisasi. Subjek penelitian ini adalah karyawan PT. perkebunan X sejumlah 150 orang. Alat ukur yang digunakan adalah skala EmployeeEngagement yang merupakan pengembangan skala Utrecht Work Engagement Scale (UWES) berdasarkan teori Schaufeli dan Bakker dan skala keadilan organisasi yang dikembangkan berdasarkan skala yang disusun oleh Colquitt. Analisis data menggunakan regresi linier berganda.Hasil penelitian ini menunjukkan bahwa keadilan organisasi memiliki pengaruh positif yang signifikan terhadap employee engagement.Jika dilihat per dimensi, hanya dimensi keadilan procedural yang memiliki pengaruh signifikan terhadap employee engagement. Change has been the primary needs for life in an organization. When an organization makes a change, employee engagement becomes an important element in the process of change. The employees who have engagement with a company will be able to give a contribution to the success of the organization is facing competition and challenge and also the globalization era, be more productive and have a low turnover possibility. The factor that influences employee engagement is organizational justice, especially distributive justice and procedural justice. An individual demands justice which is given by their organization. An individual also compares what they have given to the organization and what they have received. The balance condition between these will cause the same perception of justice in an organization for the employees and the organization. Thus, this research aimed to find the role of organizational justice towards employee engagement in the era of organizational change. The subjects in this research were 150 employees of PT. Perkebunan X. The research parameter was Employee Engagement Scale which was a development of the Utrecht Work Engagement Scale (UWES) based on Schaufeli theory and Bakker and the organizational justice scale developed based on Colquitt scale. The data analysis employed a double linear regression. The result of this research showed that organizational justice had positive and significant effects on employee engagement. When it was views per dimension, only procedural justice dimension had significant effects on employee engagement

Intervensi Pelatihan Penilaian Kinerja Pada Atasan Untuk Meningkatkan Perceived Organizational Support & Employee Engagement Pada Lembaga Pendidikan YPTK

2018 ◽  
Vol 2 (2) ◽  
Author(s):  
Holy Greata
Keyword(s):  
Performance Appraisal ◽  
Employee Engagement ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
T Test ◽  
Paired Sample ◽  
Utrecht Work Engagement Scale ◽  
Engagement Scale

Abstrak Penelitian ini bertujuan melihat efektifitas program pelatihan penilaian kinerja untuk meningkatkan perceived organizational support dan employee engagement pada karyawan di lembaga pendidikan YPTK. Alat ukur perceived organizational support merupakan adaptasi dari Survey of perceived organizational support (Eisenberger, 1986) sedangkan alat ukur employee engagement merupakan adaptasi dari Utrecht Work Engagement Scale (Schaufeli dan Bakker 2003). Hasil uji regresi menunjukkan adanya pengaruh perceived organizational support terhadap employee engagement sebesar 0.168 (p=0.016 signifikan pada l.o.s 0.05). Hasil uji paired sample t-test menunjukkan adanya perbedaan skor perceived organizational support dan employee engagement yang signifikan sebelum dan sesudah dilakukan pelatihan dan sosialisasi penilaian kinerja. Kata Kunci: Perceived Organizational Suppor; Employee Engagemen; Performance Appraisal

scholarly journals External Procedural Justice: Do Just Supervisors Shape Officer Trust and Willingness to Take the Initiative With the Public?

2021 ◽  
pp. 105756772199679
Author(s):  
Robert P. Peacock ◽  
Sanja Kutnjak Ivkovich ◽  
Maarten Van Craen ◽  
Irena Cajner Mraović ◽  
Krunoslav Borovec ◽  
...  
Keyword(s):  
Procedural Justice ◽  
Organizational Justice ◽  
Empirical Research ◽  
Work Engagement ◽  
Police Officers ◽  
The Public ◽  
Police Practice ◽  
Personal Initiative ◽  
Parallel Pathway

Decades of empirical research have shaped our understanding of organizational justice in the workplace and public assessments of police procedures on the street, but only recently has a nascent wave of research sought to better understand the role that officer perceptions of supervisory procedural justice play in shaping their (un)fair interactions with the public. The nascent research testing this relationship has focused on the evidence that officer perceptions of trust in the public is a pathway between internal procedural justice and external procedural justice. This article tests the role of trust and a parallel pathway that incorporates the concepts of work engagement and personal initiative in the procedural justice literature. Relying on a survey of 638 Croatian police officers, this study finds that the effect of supervisory procedural justice on officers’ external procedural justice is positive but indirect through a measure of trust in the public and the proposed engagement/initiative mechanism. The implications of these findings for research and police practice are discussed.

scholarly journals Transformational behaviors: Increasing work engagement in multinational environments

2021 ◽  
Vol 19 (2) ◽  
pp. 519-527
Author(s):  
Marc Valldeneu ◽  
Xavier Ferràs ◽  
Elisenda Tarrats-Pons
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Work Engagement ◽  
Multinational Companies ◽  
Utrecht Work Engagement Scale ◽  
Extra Effort ◽  
The Relationship ◽  
Collective Engagement

The role of a leader is fundamental to increase organizational culture and facilitate employee engagement. However, organizations are not providing clear guidance on how to do it. This study aims to determine the relationship between leadership styles and employee engagement as well as to understand whether there is a correlation between an engaged employee and extra effort. The study uses a Multi-Leadership Questionnaire (MLQ-5x Rater Form) to measure employee perception of the leader styles and Utrecht Work Engagement Scale (UWES-17) to determine employee engagement. The scope of the study is limited to a sample of 167 employees from 7 different multinational companies and 31 different nationalities.Results show that all the transformational behaviors and, concretely the idealized behavior, are significantly positively related to work engagement in multinational environments. Results also reveal a strong correlation between employee engagement and extra effort. The study concludes that leaders or managers should use transformational behaviors if they want to increase engagement and extra effort with their teams. They should increase transformational behaviors like being transparent, consistent, and having a strong sense of purpose to catalyze a collective engagement. These results expand previous studies of transformational leadership and work engagement in multinational environments.

scholarly journals What Millennials Want: How to Optimize Their Work

2018 ◽  
Vol 3 (1) ◽  
pp. 1
Author(s):  
Anandre Forastero ◽  
Bertina Sjabadhyni ◽  
Martina Dwi Mustika
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Working Environment ◽  
Work Design ◽  
Job Autonomy ◽  
Probability Sampling ◽  
Utrecht Work Engagement Scale ◽  
Private And Public ◽  
Work Affect ◽  
Engagement Scale

<p><strong>Abstract:</strong> It is known that it is quite difficult for companies to create a working environment that suits the characters of the Millennials, who are now undoubtedly make up the largest proportion of the workforce. This study aims to understand how job autonomy and boredom at work affect Millennials’ work engagement. Using non-probability sampling methods, 320 Millennial employees (19–37 years old) from various organizations (private and public organization) in Indonesia agreed to participate in this study. They filled in a questionnaire that measured the Utrecht Work Engagement Scale (UWES-9), Work Design Questionnaire (WDQ); and Workplace Boredom Scale. Data were analyzed using mediation analysis; and the results showed that boredom at work plays a significant role in mediating the relationship between job autonomy and employee engagement in Millennial employees. To conclude, job autonomy positively affects boredom levels of Millennial employees and low levels of boredom results in a higher employee engagement level.</p><p><strong>Abstrak: </strong>Dapat dipahami bahwa perusahaan kesulitan menciptakan lingkungan kerja yang sesuai bagi karyawan-karyawannya, khususnya karyawan Generasi Milenial yang merupakan pemain utama dalam dunia kerja. Tujuan penelitian ini adalah untuk melihat peran dari variabel-variabel yang diduga dapat mem­pengaruhi keterikatan kerja karyawan Generasi Milenial, yaitu kemandirian kerja dan kebosanan bekerja<em>.</em> Menggunakan metode <em>non-probability sampling</em>, 320 karyawan Generasi Milenial (19-37 tahun) dari berbagai organisasi di Indonesia (organisasi swasta dan negeri) bersedia berpartisipasi dalam penelitian ini. Mereka mengisi beberapa kuesioner, antara lain <em>The Utrecht Work Engagement Scale</em> (UWES-9) <em>Work Design Questionnaire</em> dan <em>Workplace Boredom Scale</em>. Analisis data yang digunakan adalah analisis mediasi; dan hasilnya menunjukkan bahwa kebosanan bekerja berperan signifikan dalam memediasi hubungan kemandiran kerja dan keterikatan kerja pada karyawan Generasi Milenial. Dapat disimpulkan bahwa kemandirian kerja dapat mempengaruhi kebosanan Generasi Milenial dalam bekerja dan rendahnya tingkat kebosanan dalam bekerja tersebut dapat mempengaruhi keterikatan kerja yang dimiliki.</p>

Arbeitsengagement zur Messung von positiver beruflicher Beanspruchung im Lehrberuf – eine berufsübergreifende Validierung

2020 ◽  
pp. 1-16
Author(s):  
Anita Sandmeier ◽  
Debbie Mandel
Keyword(s):  
Work Engagement ◽  
Utrecht Work Engagement Scale ◽  
Deutschsprachige Version ◽  
Engagement Scale

Zusammenfassung. Die Forschung zu Beanspruchung im Lehrberuf ist nach wie vor stark auf negative Auswirkungen wie Stress, Erschöpfung und Burnout fokussiert. Um ein vollständiges Bild zu erhalten, müssen auch die positiven Aspekte von Beanspruchung analysiert werden. Dafür bietet sich ein Konstrukt an, das sich in der internationalen arbeits- und organisationspsychologischen Forschung in den vergangenen Jahren durchgesetzt und in verschiedenen Berufsfeldern und nationalen Kontexten bewährt hat: Arbeitsengagement, gemessen mit der Utrecht Work Engagement Scale (UWES). Der vorliegende Beitrag analysiert die deutschsprachige Version der 9-Item Version der UWES an einer Stichprobe von Lehrerinnen und Lehrern ( N = 162) im Vergleich mit Personen aus intellektuell-forschenden Berufen ( N = 195). Konfirmatorische Mehrgruppen-Faktoranalysen zeigten, dass die UWES-9 über beide Berufsgruppen hinweg messinvariant ist. Die latente Mittelwertsanalyse ergab, dass die Lehrerinnen und Lehrer in Bezug auf das Arbeitsengagement besser abschneiden als die Fachkräfte der anderen Gruppe. Dabei hängt das Arbeitsengagement in beiden Gruppen wie erwartet positiv mit affektivem organisationalem Commitment und negativ mit der Kündigungsabsicht zusammen, was die Validität der deutschen Version des Tests belegt. Vor dem Hintergrund dieser Erkenntnisse wird am Schluss des Beitrags das Potenzial des Konstrukts für die Erforschung der positiven Beanspruchung im Lehrberuf diskutiert.

The Utrecht Work Engagement Scale: An evaluation of two versions

2009 ◽  
Author(s):  
Maura J. Mills ◽  
Satoris S. Culbertson ◽  
Clive Fullagar
Keyword(s):  
Work Engagement ◽  
Utrecht Work Engagement Scale ◽  
Engagement Scale

Utrecht Work Engagement Scale-17

2002 ◽  
Author(s):  
Wilmar B. Schaufeli ◽  
Marisa Salanova ◽  
Vicente González-Romá ◽  
Arnold B. Bakker
Keyword(s):  
Work Engagement ◽  
Utrecht Work Engagement Scale ◽  
Engagement Scale

INTERVENSI PELATIHAN PENILAIAN KINERJA PADA ATASAN UNTUK MENINGKATKAN PERCEIVED ORGANIZATIONAL SUPPORT & EMPLOYEE ENGAGEMENT

2017 ◽  
Vol 2 (2) ◽  
pp. 1-8
Author(s):  
Holy Greata
Keyword(s):  
Performance Appraisal ◽  
Employee Engagement ◽  
Study Design ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Paired Sample ◽  
Utrecht Work Engagement Scale ◽  
Before And After ◽  
Before And After Study

This study aims to look at the effectiveness of performance appraisal training programs to improve perceived organizational support and employee engagement among employees at YPTK educational institutions. This research uses a quantitative approach, with the before-and-after study design research design. The strength of this program is the ability to measure the impact of an intervention. Measuring devices perceived organizational support is an adaptation of the survey of perceived organizational support, while measuring instruments employee engagement is an adaptation of the Utrecht work engagement scale. The results of this study indicate the influence of perceived organizational support on employee engagement of 0.168 (p = 0.016 significant at l.o.s 0.05). Paired sample t-test results showed significant differences in perceived organizational support and employee engagement scores before and after the training and outreach of performance appraisal. Keywords: Perceived Organizational Suppor; Employee Engagement, Performance assessment   Penelitian ini bertujuan melihat efektifitas program pelatihan penilaian kinerja untuk meningkatkan perceived organizational support dan employee engagement pada karyawan di lembaga pendidikan YPTK. Penelitian ini menggunakan pendekatan kuantitatif, dengan design penelitian the before-and-after study design. Kelebihan dari program ini adalah kemampuan untuk mengukur dampak dari sebuah intervensi. Alat ukur perceived organizational support merupakan adaptasi dari survey of perceived organizational support, sedangkan alat ukur employee engagement merupakan adaptasi dari Utrecht work engagement scale. Hasil penelitian ini menunjukkan adanya pengaruh perceived organizational support terhadap employee engagement sebesar 0.168 (p=0.016 signifikan pada l.o.s 0.05). Hasil uji paired sample t-test menunjukkan adanya perbedaan skor perceived organizational support dan employee engagement yang signifikan sebelum dan sesudah dilakukan pelatihan dan sosialisasi penilaian kinerja.   Kata Kunci: Perceived Organizational Suppor; Employee Engagement, Penilaian Kinerja.

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