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LAMPIRAN
DATA MAINTEST
DATA UJI VALIDITAS DAN RELIABILITAS
MEASUREMENT MODEL
STRUCTURAL MODEL
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UJI HIPOTESIS
NILAI P-VALUE
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UJI HIPOTESIS
NILAI STANDARD COEFFICIENT
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STRUCTURAL MODEL (GOODNESS OF FIT)
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DATA PRETEST
DATA UJI VALIDITAS DAN RELIABILITAS
“PERCEIVED ORGANIZATIONAL SUPPORT”
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EMPLOYEE ENGAGEMENT
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AFFECTIVE COMMITMENT
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EMPLOYEE PERFORMANCE
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In-depth Interview
Tempat : Kantor PT XYZ
Narasumber : Karyawan Divisi IT
Interviewer : Yemima Tewal (Peneliti)
A = Peneliti
B = Narasumber
A : Hai Kak, apakah saya boleh minta waktunya sebentar untuk bertanya?
B : Iya boleh
A : Saya saat ini sedang menyusun skripsi, kemudian objek penelitian saya adalah perusahaan
ini. Jadi saya ingin menanyakan beberapa hal terkait penelitian saya,, saya harap kakak tidak
keberatan menjadi narasumber saya
B : Bisa kok
A : Kalau tidak salah beberapa minggu lalu kakak ingin mengadakan training untuk staff IT
ya? Saya hanya ingin konfirmasi aja sih siapa tahu salah informasi
B : Oh iya, betul tapi masih on progress sih ini. Masih menunggu persetujuan dulu
A : Belum jadi dilaksanakan ya? Lama juga ya kak menunggu persetujuannya
B : Iya saya juga bingung, tapi ya hanya bisa menunggu Sudah 2 minggu sepertinya belum
ada kabar apa-apa
A : Begitu ya kak. Baik kalau begitu, saya hanya ingin konfirmasi saja sih. Soalnya perlu
untuk penelitian saya.
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B : Oh gitu. Oke semoga sukses ya
A : Terima kasih waktunya kak
In-depth Interview
Tempat : Kantor PT XYZ
Narasumber : Karyawan Divisi IT
Interviewer : Yemima Tewal (Peneliti)
A = Peneliti
B = Narasumber
A : Hai Kak, apakah saya boleh minta waktunya sebentar untuk bertanya?
B : Iya. Apa yang bisa dibantu ya
A : Saya saat ini sedang menyusun skripsi, kemudian objek penelitian saya adalah perusahaan
ini. Jadi saya ingin menanyakan beberapa hal terkait penelitian saya,, saya harap kakak tidak
keberatan menjadi narasumber saya
B : Oh boleh aja kok
A : Bagaimana tanggapan kakak selama bekerja di perusahaan sampai saat ini?
B : Dalam hal apa dulu nih. Secara umum sih baik-baik aja. Lingkungan kerja juga enak
karena teman-teman ramah semua
A : Kakak sudah berapa lama bekerja di perusahaan ini?
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B : 1 tahun sepertinya kalau tidak salah ingat
A : Nah setelah bekerja selama 1 tahun ini kira-kira ada gak hal-hal yang membuat terasa
kurang atau perlu diperbaiki?
B : Sebenarnya dari awal bekerja disini saya tidak merasa kurang ya. Fasilitas juga cukuplah,
programmer yang penting ada laptop, wifi yang kencang seharusnya sudah cukup menunjang.
Tapi mungkin beberapa bulan terakhir ini saya merasa kurang nyaman dengan tempat kerja
ya
A : Tempat kerja maksudnya seperti apa kak?
B : Yah seperti yang kamu lihat lah kondisi kerja divisi IT saat ini, harus menempati ruangan
meeting entah sampai kapan bisa punya ruangan tersendiri yang luas, nyaman. Dulu kan
spesial anak IT pake 1 ruko sendiri. Sekarang jadi 1 ruang meeting yang sempit rasanya
langsung terasa.
A : Kira-kira menurut kakak dengan ruang kerja yang tidak nyaman berdampak gak sih untuk
kinerja kakak dan teman-teman?
B : Pastinya berdampak dong. Teman-teman jadi tidak betah berlama-lama dalam ruangan,
jadi lebih sering ke rooftop untuk cari udara segar katanya. Termasuk saya juga salah satunya
yang tidak betah dalam ruangan.
A : Sangat disayangkan waktu yang terbuang untuk bekerja ya kak
B : Iya betul sekali
A : Baik kak kalau begitu, saya hanya ingin bertanya itu saja. Terima kasih banyak ya
waktunya
B : Oke sama-sama
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In-depth Interview
Tempat : Kantor PT XYZ
Narasumber : Karyawan Divisi Finance&Accounting
Interviewer : Yemima Tewal (Peneliti)
A = Peneliti
B = Narasumber
A : Hai Kak, apakah saya boleh minta waktunya sebentar untuk bertanya?
B : Boleh. Mau tanya soal apa ya
A : Saya saat ini sedang menyusun skripsi, kemudian objek penelitian saya adalah perusahaan
ini. Jadi saya ingin menanyakan beberapa hal terkait penelitian saya,, saya harap kakak tidak
keberatan menjadi narasumber saya
B : Silahkan, selama tidak membahayakan ya
A : Bagaimana tanggapan kakak selama bekerja di perusahaan sampai saat ini? Apakah
sesuai dengan ekspektasi kakak, misalnya dalam hal dukungan perusahaan untuk pekerjaan
kakak sendiri?
B : Yah kita semua karyawan pasti punya ekspektasi yang tinggi dong untuk setiap
perusahaan dimana kita bekerja, dan pasti ada yang tidak sesuai ekspektasi kita. Tapi sejauh
ini saya merasa cukup aja sih
A : Kakak sudah berapa lama bekerja disini?
B : Kira-kira 1 tahun lebih ya kalau gak salah
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A : Lumayan ya. Kalau begitu dari hampir 1 tahun lebih ini mungkin ada kendala yang kakak
alami terkait pekerjaan?
B : Sebenarnya hal-hal kecil saja sih, contohnya seperti kalau ingin cuti kita kan pasti
sebelumnya harus cari tahu dulu sisa cuti kita berapa. Nah kadang kalau mau bertanya soal
sisa cuti, kadang suka lama responnya. Padahal kita kan butuh supaya bisa susun rencana,
apalagi kalau ingin berlibur bersama keluarga
A : Menurut kakak sendiri dari kendala-kendala yang ada jadi menghambat kinerja kakak?
B : Ada sih. Kadang jadi suka gak mood kalau sudah begitu, akhirnya jadi gak konsentrasi
kerjaannya
A : Lalu ada hal lain lagi gak kak? Mungkin dari fasilitas kerja. Menurut kakak apakah sudah
cukup memadai?
B : Kalau fasilitas kayaknya sudah cukup sih. Soalnya mungkin karena divisi F&A tidak
terlalu membutuhkan banyak fasilitas jadi tidak terlalu rasa kurangnya
A : Oh sudah cukup ya. Oke kak kalau begitu, terima kasih atas waktu dan informasinya
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In-depth Interview
Tempat : Kantor PT XYZ
Narasumber : Karyawan Divisi Operation
Interviewer : Yemima Tewal (Peneliti)
A = Peneliti
B = Narasumber
A : Hai Kak, apakah saya boleh minta waktunya sebentar untuk bertanya?
B : Oh boleh dong
A : Saya saat ini sedang menyusun skripsi, kemudian objek penelitian saya adalah perusahaan
ini. Jadi saya ingin menanyakan beberapa hal terkait penelitian saya,, saya harap kakak tidak
keberatan menjadi narasumber saya
B : Oh gitu, oke gapapa kok
A : Bagaimana tanggapan kakak selama bekerja di perusahaan sampai saat ini? Apakah
sesuai dengan ekspektasi kakak, misalnya dalam hal dukungan perusahaan untuk pekerjaan
kakak sendiri?
B : Wah gimana ya, banyak sebenarnya kalau mau ikuti ekspektasi saya
A : Tidak apa-apa kak saya hanya ingin tahu kok, soalnya berkaitan dengan penelitian saya
B : Banyak. Pertama soal BPJS, kalau dibandingkan perusahaan lain kan sekarang semua
perusahaan sudah memfasilitasi karyawan dengan BPJS. Tapi herannya sampai sekarang
perusahaan ini belum ada tuh fasilitas BPJS
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A : Kakak sudah bekerja berapa lama disini?
B : 2 tahun kurang lebih ya
A : Lama juga ya. Tapi memang dari awal tidak ada pembahasan soal BPJS ya kak?
B : Iya gak ada sampai sekarang ini. Padahal itu kan penting ya untuk kita
A : Selain itu ada apa lagi kak yang menurut kakak kurang di perusahaan ini?
B : Selain itu jenjang karirnya juga kurang, saya udah lumayan lama tapi tetap disini aja
posisinya. Jadi rasa kurang berkembang aja disini. Terus menurutku kurang banget kegiatan-
kegiatan seru dikantor seperti yang banyak karyawan lain usulin, outing gitu kan seru.
Karyawan bisa lebih kompak, tidak seperti sekarang masih keliatan perbedaannya
A : Oh gitu ya kak. Menurut kakak, dari kekurangan-kekurangan diatas jadi berdampak sama
kinerja kakak gak?
B : Mungkin kalau kinerja ya paling kurang kompak aja rasanya. Tapi kalau begini terus saya
pengen sih pindah perusahaan kalau ada yang panggil
A : Oh kakak sudah punya pemikiran untuk resign? Bahaya dong
B : Yah masih menunggu saat yang tepat sih. Sambil tunggu panggilan dari perusahaan lain
kalau ada dan punya kesempatan baik kenapa enggak ya kan
A : Iya sih. Betul juga. Oke kak saya hanya ingin menanyakan itu saja rasanya cukup. Terima
kasih banyak atas waktunya
B : Oke senang bisa bantu
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In-depth Interview
Tempat : Kantor PT XYZ
Narasumber : Karyawan Divisi Operation
Interviewer : Yemima Tewal (Peneliti)
A = Peneliti
B = Narasumber
A : Hai Kak, apakah saya boleh minta waktunya sebentar untuk bertanya?
B : Iya boleh
A : Saya saat ini sedang menyusun skripsi, kemudian objek penelitian saya adalah perusahaan
ini. Jadi saya ingin menanyakan beberapa hal terkait penelitian saya,, saya harap kakak tidak
keberatan menjadi narasumber saya
B : Oke gak apa-apa
A : Bagaimana tanggapan kakak selama bekerja di perusahaan sampai saat ini? Misalnya
dalam hal dukungan perusahaan untuk pekerjaan kakak sendiri?
B : Kalau dukungan perusahaan aku tidak terlalu mempermasalahkan sih. Selama
pekerjaanku dilengkapi fasilitas yang mendukung
A : Mungkin soal opini atau pendapat kakak yang pernah diajukan ke perusahaan, bagaimana
tanggapan dari perusahaan sendiri?
B : Kalau pendapat kurang diterima yah wajar aja ya mungkin karena kita posisinya kurang
penting. Sudah biasa
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A : Wah setiap posisi dalam perusahaan punya peran penting sih kak. Kalau harapan kakak
sendiri untuk kantor seperti apa?
B : Harapan saya ya lebih bonding satu sama lain, antar divisi saling kenal tidak seperti
sekarang divisi ops seperti kurang diperhatikan
A : Maksudnya kurang diperhatikan dalam hal apa? Menurut kakak apakah hal ini berdampak
bagi karyawan divisi Ops yang lainnya?
B : Contohnya kan setiap minggu ada pembagian minuman gratis ya dikulkas. Nah kita divisi
ops paling sering kehabisan. Apalagi kita kan enggan untuk naik ke lantai 4 mengambil
minuman. Jadi biasanya kita keatas sudah kehabisan minuman, mungkin karena kelamaan
jadi tidak kebagian. Kita jadi merasa kurang diperhatikan kalo seperti ini
A : Saya sendiri juga kadang tidak kebagian sih kak. Semoga saja kedepannya jumlah stok
ditambah ya, atau mungkin karyawan jadi lebih peka ingat orang lain
B : Iya betul, semoga saja
A : Oke deh kak kalau begitu. Hanya itu saja yang ingin saya tanyakan. Terima kasih atas
waktu dan kesediaannya
B : Oke sama-sama
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South Asian Journal of Business StudiesEnhancing Organizational Commitment and Employee Performance through Employee Engagement: AnEmpirical CheckOwais Nazir Jamid Ul Islam
Article information:To cite this document:Owais Nazir Jamid Ul Islam , (2017)," Enhancing Organizational Commitment and Employee Performance throughEmployee Engagement: An Empirical Check ", South Asian Journal of Business Studies, Vol. 6 Iss 1 pp. -Permanent link to this document:http://dx.doi.org/10.1108/SAJBS-04-2016-0036
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of employee engagement on employee performance remains invariant across the two sample
groups (faculty: β= 0.26, t= 2.53, p< 0.01; non-faculty: β= 0.25, t= 2.47, p< 0.01). The
significant positive effect of perceived organizational support on employee performance is
uniform for both the faculty and non-faculty sample groups (faculty: β= 0.30, t= 3.16, p< 0.01;
non-faculty: β= 0.28, t= 2.19, p< 0.01). Finally, a significant positive relationship was found
between rewards and customer engagement for both the sample groups (faculty: β= 0.22, t= 2.18,
p< 0.01; non-faculty: β= 0.24, t= 2.44, p< 0.01). These results hold almost the same pattern
across two sample sets.
4. Discussion and implications
Literature on organizational relationships emphasizes on the key role of employee
engagement in strengthening the organizational work environment and improving the outcomes.
The main motive of this study was to examine the effect of perceived organizational support on
employee engagement, and the effect of employee engagement on affective commitment and
employee performance in the context of higher educational establishments. A model was framed
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to describe the relationships under study. The results revealed that employee engagement
positively influences employee performance and affective commitment. Results further revealed
a direct as well as an indirect (mediated by employee engagement) relationship of perceived
organizational support with employee performance and affective commitment. Therefore,
perceived organizational support affects employee engagement positively and employee
engagement in turn shows a positive effect on affective commitment and employee performance.
Grounded on social exchange theory, this study advocates that employees who perceive greater
organizational support are more likely to repay this favor of perceived organizational support
through higher levels of engagement, commitment and performance. The results support
previous studies on employee engagement (Rich et al., 2010; Saks, 2006). The analysis of faculty
and non-faculty sample group results suggest in order to enhance employee performance and
affective commitment, organizations need to provide support to their employees irrespective of
their managerial positions and adopt new approaches to make employee engagement central to
their organizations.
A report reveals that Indian employees are more engaged than their global counterparts.
The report further shows that 46% of the Indian workforce stands engaged whereas the global
average for the same is 34% (Deodhar, 2014). While these numbers do present a relatively good
picture in India, the fact remains that 54% of the Indian workforce is somewhat disengaged with
their job. This makes it quite clear that today, organizations must take creative initiatives to boost
engagement. Furthermore, studies on the Indian higher education context and engagement are
almost absent. Hence, this study is an important contribution to organizational behavior in
general and the Indian higher education environment in particular. The centrality of employee
engagement is decisive to the success of higher education in India. Employee engagement is
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imperative to most effectively achieving the overall purpose of higher educational institutions,
which is focused on the knowledge enterprise. The role of seniors and institutes in such scenario
becomes even more important, especially in India, where traditionally the hierarchical work
system is looked upon with great importance (Varma et al., 2005). In India, socio-emotional
needs such as support and care are expected from seniors; hence, the level of engagement and
commitment towards the organization depends strongly on perceived organizational support
(Garg and Dhar, 2014).
Considering the context of this study, it is evident that organizations showing concern
towards perceived organizational support can create a sense of duty among employees who
reciprocate with higher levels of work engagement. Higher level of perceived organizational
support is expected to lead to favorable attitudinal and behavioral consequences that repay
positively to benefit the organization (Pazy and Ganzach, 2009). In academics, employees need
to be engaged. Thus, educational organizations in India that aim to develop a committed
workforce with higher levels of performance through employee engagement need to focus on
employees’ perception of the support they experience from their organization. Organizations
need to launch programs that address employees’ needs and concerns (e.g., focus groups, surveys
and suggestion programs) and also need to demonstrate care and support (e.g. regular meetings,
flexible work arrangements).
To have a continuous cycle of teaching and research excellence in a higher institution, a
focus on retaining recruited and developed staff is crucial. Since it is difficult to replace the
knowledge, skills and experience of the academic staff, evidently, the retention of such a staff
should be a strategic priority (Simmons, 2002). Without a well-qualified, engaged and committed
staff, no academic institution can really ensure sustainability and quality contributions over a
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long period of time (Robyn and Preez, 2013). The managing bodies of educational institutions
need to understand that employee engagement is an on-going and a long-term process that
demands continued interactions over time in order to generate obligations and a state of
reciprocal interdependence (Cropanzano and Mitchell, 2005). Communicating and actively
demonstrating, appreciating employees and caring about their welfare is a good strategy to start
with. Educational organizations should ideally make such actions an integral part of their
management and leadership, because the significance of employee engagement in educational
institutes arguably resonates well beyond the individual workplace. A healthy educational
institute with highly engaged and committed workforce has positive implications for the society
at large. This study is expected to broaden the scant literature on engagement in the context of
Indian higher education and be fruitful for academic practitioners as well as researchers.
Conclusion and future research directions
The study contributes to existing employee engagement literature by developing and
validating a research model that describes employee engagement, its antecedents and
consequences in Indian higher educational establishments. This study can be helpful to the
managing body of such higher educational institutes while framing strategies to develop a
competent and committed workforce that is well engaged with the organization and provides a
competitive advantage. Indian higher educational organizations should always be looking for
various ways through which engaged employees will sense a close connection with their
organization. Positive outcomes in the shape of improved commitment and performance should
provide enough encouragement to initiate relevant action.
Certain limitations are acknowledged by this study. This study examined only few
variables, future research may extend the number of variables in our model. Additional variables
such as reward and recognition, job satisfaction etc. can also be taken into account for future
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research. In our study, sample size of some departments is more as compared to other
departments; results may differ with a proportionate sample size. Future research can also
conduct the study on a large sample size using many institutes so as to generalize the findings.
One of such limitations is the scope of this study which is limited to Delhi-NCR region only.
This work is limited to the Indian context; a cross cultural study may be conducted so as to see if
any variations occur in other cultural settings. A comparative study among the employees of
government and private institutes as well as among faculty and support staff is also suggested.
Finally, the relationships proposed in this study could be tested using moderators such as gender,
income, or age.
References
Achterberg, W., Pot, A. M., Kerkstra, A., Ooms, M., Muller, M. and Ribbe, M. (2003), “The effect of depression on social engagement in newly admitted Dutch nursing home residents”, The Gerontologist, Vol. 43 No. 2, pp. 213-218.
Angle, H. L. and Perry, J. L. (1981), “An empirical assessment of organizational commitment and organizational effectiveness”, Administrative Science Quarterly, pp. 1-14.
Ashforth, B. E. and Humphrey, R. H. (1995), “Emotion in the workplace: A reappraisal”, Human Relations, Vol. 48, pp. 97–125.
ASSOCHAM (2013), “B-schools increasingly loosing shine in India”, available at: www.assocham.org/prels/shownews-archive.php?id¼3877, accessed in February, 2016. ASSOCHAM (2016), “Lack of quality higher education, limited seats forcing 6.8 lakh students to study abroad: ASSOCHAM study”, Retrieved from http://assocham.org/newsdetail.php?id=5042 on October, 2016. Bakker, A. B. and Demerouti, E. (2008), “Towards a model of work engagement”, Career Development International, Vol.13 No. 3, pp. 209-223.
Bakker, A. B. and Schaufeli, W.B. (2008), “Positive organizational behavior: engaged employees in flourishing organizations”, Journal of Organizational Behavior, Vol. 29 No. 2, pp. 147-154. Bakker, A. B. (2009), “Building Engagement in the Workplace”, in Burke, R.J. and Cooper, C.L. (Eds), “The Peak Performing Organization”, Routledge, New York, NY, pp. 50-72.
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