Analysis of Antecedent and Consequence of Employee Engagement in Small and Medium-Sized Enterprises in Central Java, Indonesia

Handayani, Sri; Anggraeni, Ade Irma; Andriyansah,; Suharnomo,; Rahardja, Edy

doi:10.35808/ersj/724

Cited by 4 publications

(4 citation statements)

References 21 publications

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“…Anitha (2014) determined that work environment and coworker relationship had a significant impact on employees' engagement among other variables which were leadership, training and career development, compensation programmes, policies and procedures and workplace wellbeing. Another study conducted by Handayani, Anggraeni, Andriyansah, Suharnomo and Rahardja (2017) in SMEs in Central Java, Indonesia found that distributive justice had a significant effect on employees' engagement among other variables; knowledge creation and work design.…”

Section: Employees' Engagementmentioning

confidence: 97%

A Study on the Determinants of Engagement and Ambidexterity Among Engineers in SMEs Engineering Consulting Firms

Omar¹,

Yusoff²,

Rahman³

2022

APMAJ

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Various studies conducted on business sustainability have shown that organisations need to become ambidextrous in order to sustain in rapidly changing environments. A number of studies have investigated on numerous organisational ambidexterity antecedents and outcomes. However, very few studies have focused at the employee level. Therefore, the purpose of this study was to identify the variables that determine engagement and ambidexterity among engineers in the SMEs context which were predicted to be determined by person-job fit, person-team fit, and person-organisation fit. The samples were obtained from 106 graduate engineers working in SMEs Engineering Consulting Firms. Covariance-Based Structural Equation Modeling (CB-SEM) was used to test the direct and indirect effects of the variables using the Analysis of Momentum Structures (AMOS). Results indicated that only person-job fit influenced employees’ engagement, employees’ engagement influenced employees’ ambidexterity, and employees’ engagement mediated the relationship between person-job fit and employees’ ambidexterity. In summary, the findings of this study could be applied in SMEs for developing and implementing organizational strategies to improve the level of employees’ engagement and employees’ ambidexterity by focusing on person-job fit, person- team fit, and person- organisation fit. Keywords: employees’ engagement, employees’ ambidexterity, engineering

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Section: Employees' Engagementmentioning

confidence: 97%

A Study on the Determinants of Engagement and Ambidexterity Among Engineers in SMEs Engineering Consulting Firms

Omar¹,

Yusoff²,

Rahman³

2022

APMAJ

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“…Among the factors that are expected to lead to employee engagement is leadership style. Other attributes cited in previous study in the workplace are the study of Handayani et al (2017) asserting that employees display various levels of personal engagement or disengagement based on three types of attributes: (a) cognitive, (b) emotional, or (c) physical. The cognitive aspect is about employees' beliefs about an organization.…”

Section: Global Leadership Stylementioning

confidence: 99%

Effects of Global Leadership Style on Employee Work Engagement among Sector of Tourist Attractions: Followership Styles as Mediator and Perceived Organizational Support as Moderator

Sarol¹,

Rosario²

2023

IJMRA

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Given that the true test of leadership does not take place when everything is going according to plan, a leader's ability to support and guide personnel will determine whether they are a good or bad leader in the sector of tourist attractions (Kamau, 2020). As with any other industry, leadership in tourist attraction is vital to the success of the industry. Success in the tourist attraction relies heavily on collaboration, partnerships, and strong leadership. With the advent of COVID-19 , leadership in the tourist attraction sector has been put to the test. Nevertheless, the one thing this health crisis has demonstrated is th at when we find ourselves in crisis, we need leadership. Therefore, the objective of this study is to fill a gap in the literature consisting in the lack of a model relating the abovementioned variables. Basically, this study will present clarity on how global leadership st yle can influence the employee work engagement and health of tourist attraction sector of the hospitality industry. Additionally, results of the study served as a realization on possible considerations on how followership style mediates organizational support as important elements for fostering a positive and effective work environment.

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“…Sugandini et al, try to explain employee engagement in SMEs area in Yogyakarta, Indonesia, the result were employee engagement has proved to be a mediator between job satisfaction and reward to commitment and Leader Member Exchange (LMX) [2]. Handayani et al, used employee engagement as a mediator between distributive justice, knowledge creation and work design toward OCB, the result showed that distributive justice and knowledge creation has significance relationship to employee engagement, where employee engagement also significantly related with OCB [3]. Ariani analysed employee engagement as a mediator between supportive leadership toward OCB, the result showed that employee engagement was not supported as a mediator between supportive leadership toward OCB [4].…”

Section: Introductionmentioning

confidence: 99%

The Mediation of Job Engagement to Rewards and Recognition toward Organizational Citizenship Behavior and Task Performance

Kurniawan¹,

Hutami²

2019

Proceedings of the International Conference on Banking, Accounting, Management, and Economics (ICOBAME 2018)

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The purpose of this research is to analyze whether job engagement mediates rewards and recognition toward organizational citizenship behavior and task performance of craft SMEs business in Kasongan, Bantul, Yogyakarta. The sampling method of this research used purposive sampling method by spreading questionnaire. Total of the sample were 114 respondents. The result showed that the relationship between rewards and recognition and organizational citizenship behavior was partially mediated by job engagement. Furthermore, this research also proved that job engagement partially mediated the relationship between rewards and recognition and task performance.

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Analysis of Antecedent and Consequence of Employee Engagement in Small and Medium-Sized Enterprises in Central Java, Indonesia

Cited by 4 publications

References 21 publications

A Study on the Determinants of Engagement and Ambidexterity Among Engineers in SMEs Engineering Consulting Firms

A Study on the Determinants of Engagement and Ambidexterity Among Engineers in SMEs Engineering Consulting Firms

Effects of Global Leadership Style on Employee Work Engagement among Sector of Tourist Attractions: Followership Styles as Mediator and Perceived Organizational Support as Moderator

The Mediation of Job Engagement to Rewards and Recognition toward Organizational Citizenship Behavior and Task Performance

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