Employee Engagement as An Effort to Improve Work Performance: Literature Review

Satata, Dian Bagus Mitreka

doi:10.52728/ijss.v2i1.152

Cited by 18 publications

(22 citation statements)

References 31 publications

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“…Dimensi kinerja tidak mencakup hasil dari perilaku, tetapi perilaku itu sendiri. Jadi kinerja adalah tentang perilaku atau apa yang dilakukan guru (Pianda, 2018;Satata, 2021).…”

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“…Memunculkan perilaku dari pelaku dan mengubah kinerja dari abstraksi ke tindakan. Bukan hanya instrumen hasil, perilaku juga merupakan hasil dalam dirinya sendiriproduk dari upaya mental dan fisik yang diterapkan pada tugasdan dapat dinilai selain dari hasilnya (Satata, 2021). Kinerja dalam pandangan sebagai seperangkat nilai perilaku karyawan yang membutuhkan kontribusi, baik positif maupun negatif, untuk pemenuhan tujuan organisasi (Colquitt et al, 2012;Robbins & Judge, 2015).…”

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Pengaruh Supervisi Kepala Sekolah Terhadap Peningkatan Kinerja Guru

et al. 2021

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This study aims to prove that there is a significant relationship between principal supervision and teacher performance improvement. This research was conducted with a quantitative approach using a survey method. Respondents in this study were 78 public and private elementary school teachers in Bunaken District, Manado City, North Sulawesi Province. The instrument was developed in the form of a questionnaire using a Likert scale. Hypothesis testing is done by simple regression analysis. This study concludes that there is a relationship between supervision by the principal on improving the performance of elementary school teachers in Bunaken District, Manado City with the acquisition of a t-value of 3.86 with a regression coefficient of 0.39. The value of t > of koef.reg = 0.39. This study implies that every increase in supervision by the principal will be followed by an increase in teacher performance, and vice versa every decrease in supervision by the principal will have an impact on a decrease in teacher performance. It is recommended for school principals to improve their supervisory competence to provide supervision services in order to improve teaching and teacher professional development. So that there is an increase in teacher performance which has an impact on increasing student learning outcomes and the achievement of school programs. AbstrakPenelitian ini bertujuan untuk membuktikan adanya hubungan signifikan anatara supervise kepala sekolah dengan peningkatan kinerja guru. Penelitian ini dilakukan dengan pendekatan kuantitatif menggunakn metode survei. Responden dalam penelitian ini adalah 78 orang guru SD negeri dan swasta di Kecamatan Bunaken Kota Manado Provinsi Sulawesi Utara. Instrument dikembangkan berupa angket menggunakan skala likert. Pengujian hipotesis dilakukan dengan analisis regresi sederhana. Penelitian ini menyimpulkan bahwa terdapat hubungan supervise oleh kepala sekolah terhadap peningkatan kinerja guru SD Kecamatan Bunaken Kota Manado dengan perolehan nilai t sebesar 3,86 dengan koefisien regresi 0,39. Nilai t > dari koef.reg = 0,39. Penelitian ini memberikan implikasi bahwa setiap peningkatan supervise oleh kepala sekolah akan diikuti oleh peningkatan kinerja guru, begitu juga sebaliknya setiap penurunan supervise oleh kepala sekolah akan berdampak pada penurunan kinerja guru. Direkomendasikan bagi kepala sekolah untuk meningkatkan kompetensi supervise untuk memberikan layanan supervise dalam rangka perbaikan pengajaran dan pengembangan frofesional guru. Sehingga terjadinya peningkatan kinerja guru yang berdampak pada peningkatan hasil belajar peserta didik dan ketercapaian program-program sekolah.

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“…Dimensi kinerja tidak mencakup hasil dari perilaku, tetapi perilaku itu sendiri. Jadi kinerja adalah tentang perilaku atau apa yang dilakukan guru (Pianda, 2018;Satata, 2021).…”

unclassified

Pengaruh Supervisi Kepala Sekolah Terhadap Peningkatan Kinerja Guru

et al. 2021

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“…In light of that, Jabeen & Rahim (2021) concluded that the financial and non-financial outcomes of an organization are highly dependent on the performance of its employees. However, the quality of individual performance in an organization is determined by the level of EE (Satata, 2021). This implies that it is actually EE that causes per-formance to influence the financial health of an organization, and not performance on its own.…”

Section: Introductionmentioning

confidence: 99%

“…Scholars have published on EE as well as meta-analyses (Saks & Gruman, 2020), but only a few of these studies have simultaneously incorporated moderating effects job resources (Taha, 2016;Tauetsile, 2016). Additional, few studies have found EE to be positively associated with employee performance (see Govender & Bussin, 2020;Tensay & Singh, 2020;Satata, 2021;Linggiallo, Riadi, Hariyadi, & Adhimursandi, 2021). Even so, a study conducted by Zondo (2020) in a South African automotive assembly organization revealed that EE had an insignificant effect on employees' productivity.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Employee Engagement on Employee Performance in Ghana’s MSMEs Sector during COVID-19: The Moderating Role of Job Resources

Nkansah¹,

Gyimah²,

Sarpong³

et al. 2023

OJBM

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Small, micro, and medium enterprises (MSMEs) across the globe were largely affected by the COVID-19 pandemic, which has plunged the business world into a serious crisis. However, Employee Engagement (EE) has been labeled as an essential nutrient that organizations need in order to survive in these turbulent times. This study was to examine the effect of EE on Employee Performance during the COVID-19 pandemic and how job resources moderate this relationship. The study used a sample size of 395 respondents who were chosen from a variety of MSMEs via a convenience sampling method. The study used a survey questionnaire design as the main method for collecting primary data. The results of the correlation analysis showed a statistical significant correlation between EE and employee performance. It was revealed that job resources moderated the relationship between EE and employee performance. Finally, the result showed that job resources had a significant effect on EE. Thus, it can be concluded that, in the face of COVID-19, EE is a significant predictor of the employees in the MSMEs sector performance.

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“…A person can be called a professional when they are truly engaged in their work. The enriched quality of work can be attained only through higher employee engagement (4). The high engagement of employees is beneficial for an organization as it directly influences individual, team, and organizational level outcomes (2).…”

Section: Introductionmentioning

confidence: 99%

“Doing good and feeling good” Relationship between authentic leadership with followers' work engagement: The mediating role of hedonic and eudaimonic wellbeing

Farid

Iqbal²,

Basahal³

et al. 2022

Front. Public Health

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The positive behavioral style of authentic leadership has attracted academicians' and practitioners' attention to focus more on a healthy workplace environment and its influence on followers' valued workplace relationship outcomes, such as employees' work engagement. From the lens of social exchange perspective, we tested a unified model of authentic leadership and its influence on the followers' wellbeing (hedonic and eudaimonic wellbeing) and work engagement. We also examined the mediating role of hedonic and eudaimonic wellbeing on followers' work engagement. Using a time-lagged design, we collected data from 250 telecom sector workers employed in the capital city of Islamabad, Pakistan. The results indicate the positive influence of authentic leadership on followers' work engagement and employees' hedonic and eudaimonic wellbeing. Hedonic and eudaimonic wellbeing also positively mediated the relationship between authentic leadership and followers' work engagement. The theoretical and practical implications of the study are also discussed.

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Employee Engagement as An Effort to Improve Work Performance: Literature Review

Cited by 18 publications

References 31 publications

Pengaruh Supervisi Kepala Sekolah Terhadap Peningkatan Kinerja Guru

Pengaruh Supervisi Kepala Sekolah Terhadap Peningkatan Kinerja Guru

The Effect of Employee Engagement on Employee Performance in Ghana’s MSMEs Sector during COVID-19: The Moderating Role of Job Resources

“Doing good and feeling good” Relationship between authentic leadership with followers' work engagement: The mediating role of hedonic and eudaimonic wellbeing

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