RETRACTED: Impact of Power Diversity on Employee Proactivity and Job Performance: Case from Education Counselor Unit in Jakarta’s Private University [ICAESS 2022, 5 October 2022, Batam, Riau Islands, Indonesia]

Abstract

This Indonesian organizational culture indirectly suppresses employees' desire to take the initiative. Indonesia's high power distance culture will have an impact on employees' proactivity which lead to their job performance. Therefore, the purpose of this study is aimed to investigate the relationship between employee participation and job performance in a university-based organization. Also to examine the impact of power distance on the relationship between the two mentioned outcome variables. The study will be focused on University Education Counselor Unit workforce which includes a supervisor, an employee, and one former employee. Power distance has also been shown to affect job performance. As indicated in the second hypothesis, which states that the quality of job performance is inversely proportional to the organization's power distance culture. A culture of low power distance exerts less pressure on employees, resulting in improved work ethics and increased motivation to perform well on every assignment. The third hypothesis then shows that job performance is highly influenced by employee proactivity which proves to be true. To perform well, EC employees must have a proactive mindset, which serves as their primary work motivation. These hypotheses show that power distance, employee proactivity, and job performance all influence one another not only in a corporate setting but also in a university-based organization.