43 research outputs found
Employees' perceptions of multinational organizational practices in Indonesia: cultural differences and social identity
No full textWhile there are a number of multinational corporations (MNCs) operating in Indonesia, only a few studies have addressed the issue of Indonesian employees’ work experiences in MNCs. How Indonesian employees perceive the foreign management practices within MNCs, and how these perceptions affect their work attitudes and behaviour remains unexplored. This research project is designed to investigate Indonesian employees’ perceptions of MNCs. More specifically, it examines the role of cultural differences and social identity in employees’ perceptions of MNCs and psychological climate, the mediating role of their perceptions of managers’ communications behaviour, and the impact of these on organisational identification and employee outcomes. The over-arching conceptual framework adopted for the study is that of Social Identity Theory. To achieve these objectives, this research used a combination of quantitative and qualitative methods, including a survey and interviews. Three organisations with headquarters in Jakarta were selected for study; each of them had experienced recent organisation change connected with the multinational nature of the company and had different industry backgrounds and different origins of the parent company. Two hundred and six participants (all volunteers) from the subsidiaries of these three MNCs participated in this research. Initially, pilot interviews wee conducted with a small number of people, selected using maximum variation sampling, to explore the organisational context and to establish the salient issued related to the cultural context of an MNC in Indonesia. After that, a survey was carried out with employees at all levels of the three organisations, to test hypotheses and to assess the generality of the findings uncovered by the interviews. Post-survey interviews were also conducted, to develop a deeper understanding of the variables examined in the survey and the complexity and contradictions in the data. Finally, follow-up interviews were conducted to clarify the results of the survey and to explore them further. All the interviews were examined through thematic analyses. Statistical procedures used included multiple regression analyses for each organisation and for the entire data set. In general, the national employees had positive views of MNCs. They sought identification with the foreign management, which offered them a high status. The research also provides evidence that cultural differences and social identity influenced Indonesian employees’ perceptions of MNCs and psychological climate, leading to differences in organisation identification and employee outcomes. Issues of differences between Indonesian and MNC values were salient in all three organisations. There were a number of values, such as ethics, safety and direct style of communication, which raised cultural barriers to national employees in reaching MNC practice standards, demonstrating that it is important for MNCs to be culturally in tune with local customs and consistent with local expectations. Cultural differences have been found to be one of the main sources of perceptual bias in MNC practices and have been cited as a major reason for any problems that exist in MNCs. However, this research shows that cultural differences are able to be bridged by the adaptive fit to the multinational work environment that has been exhibited by national employees. A strong motivation to adapt helped employees to improve their understanding and acceptance of the specific cultural differences of MNC management practices. This led to positive views of foreign management practices, psychological climate, a strong organisational identification and positive employee outcomes. This research highlights the importance of managing the balance of power and of reaching relatively equal status between Indonesian employees and expatriates in organisational practice. Rather than MNC status, or foreign management practices per se, it was power imbalance that resulted in an intergroup climate based on national culture. The salience of cultural identity was thus an effect of inequality and power imbalance between expatriates and national employees in the organisation. This study indicates that accommodative communication displayed by expatriate and national managers contributed to positive perceptions of MNCs and psychological climate, by ridging the differences in cultural values between the MNC and local employees. On the other hand, where managers’ communicative behaviour accentuated the gap and segregation between expatriates and national employees, this was likely to play an important role in stimulating cultural identification. The study also demonstrates that perceptions of foreign management practices affect employees’ work attitudes and behaviour. Perceptions of MNCs, psychological climate and organisation identification were significantly associated with employee outcomes (with the exception of intention to leave). In summary, this research suggests that the intergroup approach offers a sound framework for understanding Indonesian employees’ perceptions of differences in values and practice in the subsidiaries of multinational corporations
OPTIMALISASI UMPANBALIK DALAM PROSES PENILAIAN KARYA: STUDI KASUS PADA YAYASAN X
Get PDFIn the management of human resources in the organization, planning, succession or regeneration is one way to ensure sustainability of an organization. One of data that can be used to map potential candidates' work is performance appraisal (PA). In other words, an indicator of an effective performance appraisal is how the PA results could be used as a valid reference for succession planning in an organization. At the foundation X, although assessment work based management by objectives (MBO) is applied, but it has not yet used as a reference for succession planning. For that reason, a mapping of the evaluation process to find the phase of performance appraisal that has not run optimally has been done. The interview is used as a technique of collecting the data to 6 respondents, which includes employees whom is assessed, Department Heads whom assess and give feedback, and the Committee whom set the final score of PA. The research results show all stages the evaluation process work based MBO has been implemented. But, the lack of clarity of the feedback process cause the less positive response of employees towards the final score and self-development efforts to be done. Hence, the provision of feedback as part of the evaluation process work is one of the aspects that is essential to be optimized to ensure employee’s positive response of performance appraisal
KAJIAN KOMPREHENSIF MENGENAI KESIAPAN KARYAWAN UNTUK BERUBAH: PERHATIAN PADA PERSEPSI KARYAWAN TERHADAP KONTEKS ORGANISASI DAN PROSES PERUBAHAN
Get PDFIn order to keep up with the dynamic development of its surroundings, organizations need improve and develop its internal process, including by changing the structure of the organization. To ensure the success of the change implementation, management of organization should pay attention on managing change process. Employees would be one among the key factors of promoting a successful change as well as prohibiting implementation of change. Hence, the mapping of employees’ perception of change needs to be done thoroughly so that a more effective change management can be executed to achieve the targeted change results. Comprehensive perspectives of change implemented in this study by exploring not only the process of managing change and the readiness of change of the employees but also the context of organization in general where the change process exists. Therefore, Organizational Change Questionnaire-Context, Process, Readiness for Change (OCQ-CPR) is given to 21 employees of Foundation X. The results indicate that on average, the employees have negative perception towards the changing circumstances in the organization while they also have neutral perception on the changing process. The study also shows that the employees have mediocre outcome as a result from changes done in the organization. The perception that employees are sometimes taken advantage by their superiors and the thoughts that the change is not beneficial for them are two points that needs to be taken into account by the management so that more positive perception towards organizational context and change outcome can be attained
Gambaran Workplace Well-Being Karyawan yang Bekerja Secara Work From Home Pada Masa Pandemi Covid-19 di Jakarta
Get PDFAbstract
COVID-19 Pandemic that has occurred throughout the world has had a significant impact on the working place while the government-imposed employees to work from home. This study aimed to describe employees' workplace well-being while working from home during the Pandemic. Data was collected from 200 participants working from home during the Pandemic, using 38 items of workplace well-being (WWB) questionnaire, consisting of extrinsic and intrinsic dimensions. Descriptive statistics were applied for data analyses. The findings showed that most of the participants had a WWB in the above-average category for both intrinsic and extrinsic dimensions of WWB. The findings indicated that even though working from home, participants still maintained their well-being at work, potentially leading to productivity. However, on the intrinsic dimension, independence in work was still considered low compared to other aspects of WWB. While working from home, there was a high demand for working independently, which might cause pressure for the participants. The ability to work independently needs to improve to meet the demand. In addition, there was a significant difference in the level of WWB on the different age groups, tenure, and job levels. The older the participants with more extended working experience and a higher level of job tend to reach a higher level of WWB.
Keywords: Workplace Well-Being, Work From Home, Pandemic Covid-19
Abstrak
Pangemi covid-19 yang terjadi di dunia memberikan dampak yang signifikan di tempat kerja ketika pemerintah mengharuskan karyawan untuk bekerja dari rumah. Penelitian ini bertujuan untuk menggambarkan workplace well-being karyawan ketika bekerja dari rumah selama masa pandemi. Data penelitian dikumpulkan dari 200 partisipan yang bekerja dari rumah selama pandemi, menggunakan kuesioner workplace well-being (WWB) yang terdiri dari 38 butir, yang mencakup dimensi ekstrinsik dan intrinsik. Analisis data dilakukan dengan teknik statistik deskriptif. Temuan dari penelitian ini menunjukan sebagian besar partisipan memiliki WWB dengan kategori di atas rata-rata untuk dimensi intrinsik dan ekstrinsik. Temuan dari penelitian ini juga mengindikasikan walaupun dengan bekerja dari rumah, partisipan tetap menjaga well-being dalam bekerja, yang mana hal ini berpotensi untuk lebih produktif dalam bekerja. Namun, pada dimensi intrinsik, kemandirian dalam bekerja cenderung rendah jika dibandingkan dengan aspek lain pada WWB. Ketika bekerja dari rumah, tentunya mengharuskan karyawan untuk lebih mandiri dalam bekerja, yang mungkin hal ini dapat memberikan tekanan kepada partisipan. Kemampuan untuk mandiri dalam bekerja perlu dikembangkan untuk bisa sesuai dengan tuntutan. Sebagai tambahan, terdapat perbedaan yang signifikan pada tingkat WWB pada kelompok usia, masa kerja, dan tingkat jabatan. Partisipan yang usianya lebih tua, memiliki pengalaman kerja yang lebih banyak, dan memiliki jabatan yang tinggi cenderung memiliki WWB yang lebih tinggi.
Kata Kunci: Workplace Well-Being, Work From Home, Pandemic Covid-1
PROSES PENGAMBILAN KEPUTUSAN PINDAH KERJA PADA KARYAWAN GENERASI MILENIAL DI JAKARTA
Get PDFMillenials generation is the generation that grow up during the development of the Internet.One of the millenial generation phenomenon is the high turnover in the workplace. This isdifficult to understand and to predict by management. As a result, organizations areoverwhelmed to deal with this, and recruitment cost is increased to get a new employeeagain. Therefore, it is important to understand the decision-making process of millenialsemployees for changing jobs. This study aimed to explore the decision-making turnoverprocess of millenials employees in Jakarta. The method used is qualitative with datacollection techniques using interviews with five participants, consisted of three women andtwo men, aged 16-36 years old and have a minimum educational background of bachelor’sdegree and work in Jakarta. Other criteria of participants is that they have moved to differentworkplace at least 2 times with an average length of work a maximum of 3 years. Resultsfrom this study was that every participant has a unique dynamic and different from eachother, but there were the same distinctive characteristics of the millenials generation intaking decisions and customization. They knew what they want, and they expressed it to themanagement. The availability of job offers is among the meaningful factor to consider duringthe decision-making proces
The effect of emotional labour on work satisfaction and emotional display behaviour
Get PDFImproving the quality of service in the hospitality industry is a strategic agenda that enables the increase of foreign exchange income. Internal factors affect the quality of service, particularly factors related to emotional processing (emotional labour) of service workers that are associated with the display of an expected emotional expression (emotional display behaviour) when providing services. Furthermore, another essential aspect to consider how to express the expected emotional expression well while also maintaining work comfort (job satisfaction) of the service providers. This research explored the effect of emotional labour on emotional display behaviour and job satisfaction. The study was conducted in a 5-star hotel, involving 94 front liner employees selected through convenience sampling. The study used the Surface and Deep Act Scale, Management Behavior Scale and MSQ-Short Scale. One-way ANOVA was used to analyze the data. The results showed that emotional labour profile had a positive effect on job satisfaction but not on emotional display behaviour. Therefore emotional labour as a personal capital needs to be addressed to enhance job satisfaction. </p
PERUSAHAAN TIDAK ADIL KEPADA SAYA! : GAMBARAN PERCEIVED JUSTICE PADA SITUASI PERUBAHAN
No full textEmployees perceive the fairness of organization’s systems and procedure is called perceived justice. Some studies indicated that perceived justice affects many organizational attitudes and behaviors, such as job satisfaction, absenteeism, counterproductive behavior, and turnover. Therefore, organization needs to give attention on employees’ perceived justice. This study was taken in PT. EFG, where its employees have been complaining about many changes happened. This study was conducted with mixed method approach. Quantiative data was collected through 114 online questionnaires. The questionnaire measures three dimensions which are distributive justice, procedural justice, and interactional justice. Qualitative data was collected through interview to five participants with high and low intensity of perceived justice. The findings show that supervisor play an important role in determining other employees’ procedural and interactional justice. Other factors such as characteristics, previous experiences, perception about change and coworkers also affect employees’ perceived justice. </p
GAMBARAN KOMUNIKASI PEMIMPIN SEBAGAI BAGIAN DARI KOMUNIKASI ORGANISASI
Get PDFOrganizational communication has a substantial function to ensure good coordination forachieving organizational effectiveness. Leaders’ communication is an important aspect oforganizational communication, since the way leaders convey their messages would createframing and meaning for their employees about their jobs, their relations with other parts of theorganization, and the working climate. The meaning that employees perceive would have impacton their motivation and involvement to the job and the organization. When the formal system oforganizational communication has not been established yet, employees tend to rely oninformation from their direct leaders. This study aims to explore the description of leaders’communication as a part of organizational communication on PT AV, which has just developedthe formal working system with the limited number of employees. Six leaders from differentmanagerial levels participated to be interviewed in this study which is using a qualitativeapproach. Data was analyzed using theoretical framework of leaders’ communication fromJohansson, Miller and Hamrin (2014), includes initiating structure, facilitating work, relationaldynamic, and representing unit. The results showed that participants did not intensivelycommunicate with their staff regarding the structure of the staff tasks. Participants more relied onSOP and annual meeting. While SOP and job description was not well established yet, theparticipants’ lack of communication on structuring the staff tasks would potentially create lack ofroles and job clarity for staff. Other interesting result was that participants developed their staffsby giving challenging tasks. However, they did not explicitly say to their staff about the intendedmeaning and impacts of giving the tasks. Participants also did not know how their staffsperceived about the tasks. Because there was no open communication on the reason of givingchallenging tasks, it was potentially perceived by staff as additional burden for them. The findingsindicated leaders’ communication was not supported the formal organizational communicationsystem which was not optimally established yet in the organization. This would potentially createunclear and ambigu information received by staff
The Organizational Attraction at Company-owned University
No full textThis study took place in a university established by a company. The aim of this study is to investigate factors which may influence the university students’ affect toward the parent company. The construct of interest is organizational attraction, which is the positive attitude of an individual regarding an organization. A combination of qualitative and quantitative methods were used in this study. The total number of participants in this study was 161 (60 males, 101 females; 84 students who never worked before, 64 worked part time, 13 have worked full time). Results showed the students had neutral attitude toward
the organization as a workplace. This indicates that the students
do not necessarily prefer the parent company to other companies.
Other findings showed the first year students have higher level of
organizational attraction compared to final year students, presumably due to word of mouth by the lecturers
HUBUNGAN ANTARA KETERLIBATAN KARYAWAN DALAM PROSES PERUBAHAN DENGAN KESIAPAN MEREKA MENGHADAPI PERUBAHAN: STUDI PADA DIVISI SALES PT. ABC
Get PDFPolicy change and work system is frequently required for organization to keep competitive. Problem raised when employees express lack of readiness to change. PT. ABC is one among the company which deal with this problem. As one of shoes and bags company, PT. ABC make changes to commission and incentives system. The company expects the change will encourage employees to make sales according to predetermined targets to earn higher commissions compared to the old system. However, in the other side employees actually feel aggrieved because they lost the opportunity to get a commission. The research was conducted to 80 employees of sales division of PT. ABC spread across Indonesia using quantitative and qualitative approach. Questionnaires were implemented in the quantitative approach, that measure (1) involvement in the change process and (2) readiness to change. Interviews were conducted in the qualitative approach with three respondents whose involvement and readiness scores were high and low. Results showed there was a positive relationship between the involvement in the change process with the readiness to changes shown by the Spearman correlation coefficient of 0.625 with
