No abstract

Turbulence in the business environment imposed large companies or market leaders to become more agile in doing business. Developing business agility can be implemented in many levels of business organization. This paper proposes a multi-layer perspective of business agility construct by examining construct validity through structural equation modelling. Based on organizational behavior theory, this paper proposes combining construct from three different perspectives of business agility: strategic agility from an organizational perspective, leadership agility from a group perspective, and learning agility from an individual perspective. The paper involved 477 supervisors and managers of Indonesian oil palm plantations as respondents. The data was analyzed by using Lisrel version 9.30. The result explains that the second-order construct is the best-fit construct for defining multi-layer agility as a measurement model.

The purpose of this research is to find out the influence of work environment on the performance of millennial employees in one of the Republic of Indonesia's state ministry offices. Methods of this research is quantitative with a hypothetical testing using SPSS. The population and study sample are all employees who working in companies with minimum one-year work tenure that fall into the millennial age category according to Howe and Strauss (2000). Data was collected using a questionnaire that was built based on the concept of work environment according to Sedarmayanti (2011) and employee loyalty according to Saydam (2011). There are 23 statements in the questionnaire with responses using 5 Likert scales. From the results of descriptive analysis, the average score of respondents' perception was 4.10 for work environment and 4.13 for loyalty of millennial employees. All average perception score is found higher than 80% of the highest value of the Likert scale used (4,00 from 5 level Likert scale). From the hypothesis test results obtained: work environment has a significantly positive effect on the loyalty of millennial employees with a t count of 7.903 and a significance of 0.000. Hypothesis was accepted. Theoretically, the findings from the results of this study have implications to support and complement the results of previous studies. In practical management, the findings from the results of this study have implications: companies need to ensure the availability of work environment factors that have proven to have significant effects on employee loyalty. The work environment factors referred to primarily are the physical work environment (lighting, temperature, layout, and supporting equipment) and non-physical (cooperative relationships, professional colleagues, and bosses that are easily found). From the research results, there are a number of proposals for further research: although the influence of work environment was found to be significant, the coefficient of determination was only 36.7%. It needs to be further investigated for other influential factors which are 63.3%.