Analisis Penguatan Kepemimpinan Transformasional dan Reward Dalam Meningkatkan Kepuasan Kerja Pegawai ASN
Keywords:
kinerja ASN, kepemimpinan transformasional, reward, iklim organisasi, kepuasan kerja
Abstract
Aparatur Sipil Negara (ASN) merupakan profesi bagi pegawai pemerintah dengan perjanjian kerja di instansi pemerintah. Instansi pemerintah memiliki iklim organisasi yang berbeda satu dengan yang lainnya. Sehingga, kinerja ASN memiliki tantangan tersendiri dalam mewujudkan tujuan organisasi tersebut. Umumnya, analisis kinerja pegawai hanya dilakukan pada organisasi swasta. Penelitian ini bertujuan untuk menganalisis penguatan kinerja ASN melalui kepemimpinan transformasional dan reward terhadap kepuasan kerja. Metode penelitian yang digunakan adalah pendekatan kuantitatif. Pengumpulan data dilakukan dengan menyebarkan kuesioner kepada 202 responden. Responden dalam penelitian ini adalah ASN Direktorat Jenderal Pendidikan Agama Islam, Kementerian Agama Republik Indonesia. Hasil uji realibilitas menunjukkan koefisien 𛼠> 0,60 yaitu kepemimpinan transformasional (0.964), efektivitas reward (0.961), dan kepuasan kerja (0.973). Hasil penelitian ini menunjukkan bahwa terdapat pengaruh positif langsung kepemimpinan transformasional terhadap kepuasan kerja. Selain itu, terdapat pengaruh positif langsung efektivitas reward terhadap kepuasan kerja. Berdasarkan hasil analisis Scientific Identification Theory to Conduct Operation Research in Education Management (SITOREM) terdapat delapan indicator yang perlu diperbaiki. Penelitian ini berimplikasi pada institusi pemerintahan dalam merumuskan kebijakan pembinaan pegawai ASN sebagai bagian dari Sumber Daya Manusia.
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References
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Tan, M., Hee, T. F., & Piaw, C. Y. (2015). A qualitative analysis of the leadership style of a vice-chancellor in a private University in Malaysia. SAGE Open, 5(1). https://doi.org/10.1177/2158244015577665.
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Tran, D. B., & Tran, H. T. M. (2023). Partner’s generalized locus of control and domains of job satisfaction: evidence from Australia. Journal of Asian Business and Economic Studies. https://doi.org/10.1108/JABES-06-2022-0152.
Venketsamy, A., & Lew, C. (2022). Intrinsic and extrinsic reward synergies for innovative work behavior among South African knowledge workers. Personnel Review. https://doi.org/10.1108/PR-02-2021-0108
Weller, I., Süß, J., Evanschitzky, H., & von Wangenheim, F. (2020). Transformational Leadership, High-Performance Work System Consensus, and Customer Satisfaction. Journal of Management, 46(8), 1469–1497. https://doi.org/10.1177/0149206318817605
Yasir, M., Imran, R., Irshad, M. K., Mohamad, N. A., & Khan, M. M. (2016). Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity: Evidence From Non-Profit Organizations. SAGE Open, 6(4). https://doi.org/10.1177/2158244016675396
Yasuhara, H., & Kita, S. (2011). Stream/Bounce Phenomenon in Audition: Change in the Perceptual Organization by an Abrupt Event in Vision and Audition. I-Perception, 2(8), 835–835. https://doi.org/10.1068/ic835
Alagarsamy, S., Mehrolia, S., & Aranha, R. H. (2023). The Mediating Effect of Employee Engagement: How Employee Psychological Empowerment Impacts the Employee Satisfaction? A Study of Maldivian Tourism Sector. Global Business Review, 24(4), 768–786. https://doi.org/10.1177/0972150920915315.
Aman-Ullah, A., Aziz, A., Ibrahim, H., Mehmood, W., & Aman-Ullah, A. (2023). The role of compensation in shaping employee’s behaviour: a mediation study through job satisfaction during the Covid-19 pandemic. Revista de Gestao, 30(2), 221–236. https://doi.org/10.1108/REGE-04-2021-0068.
AR, A. A., Mustanir, A., Syarifuddin, H., Jabbar, A., Saifullah, Sellang, K., Razak, M. R. R., Ibrahim, M., Ali, A., & Irwan. (2021). Implementasi Kebijakan Pemerintah Terhadap Disiplin Aparatur Sipil Negara Pada Kantor Kelurahan Baranti Kabupaten Sidenreng Rappang. Jurnal Sosial Politika, 2(1), 65–73. https://doi.org/10.55678/prj.v8i1.201.
Chen, D., Ning, B., & Bos, W. (2022). Relationship between Principal Leadership Style and Student Achievement: A Comparative Study between Germany and China. SAGE Open, 12(2). https://doi.org/10.1177/21582440221094601.
Felix, C. O., Ahmad, A. H. B., & Arshad, R. B. (2016). Examining Ethical Reasoning and Transformational Leadership Style in Nigeria Public Sector. SAGE Open, 6(2). https://doi.org/10.1177/2158244016635256.
Fryer, L. K., & Nakao, K. (2020). The future of survey self-report: An experiment contrasting likert, VAS, slide, and swipe touch interfaces. Frontline Learning Research, 8(3), 10–25. https://doi.org/10.14786/flr.v8i3.501
Gibson, J. L., Ivancevich, J. M., Donnely Jr., J. H., & Konopaske, R. (2006). Organizations: Behavior Structure Processes. McGraw Hill.
Goh, A. M. J., Ang, S. Y., & Della, P. R. (2018). Leadership style of nurse managers as perceived by registered nurses: A cross-sectional survey. Proceedings of Singapore Healthcare, 27(3), 205–210. https://doi.org/10.1177/2010105817751742.
Gunawan, A., Syarif, A., & Khobir, K. (2023). Pengaruh Gaya Kepemimpinan Dan Etos Kerja Terhadap Kinerja ASN Pada Dinas Kearsipan Provinsi Sumatera Selatan. Jurnal Administrasi Dan Manajemen, 13(3), 200–208.
Indrasari, M. (2017). Kepuasan kerja dan kinerja karyawan. Indomedia Pustaka.
Indrayani, I., Nurhatisyah, N., Damsar, D., & Wibisono, C. (2023). How does millennial employee job satisfaction affect performance? Higher Education, Skills and Work-Based Learning. https://doi.org/10.1108/HESWBL-01-2023-0004.
Kamselem, K. M., Nuhu, M. S., Lawal, K. A. A., Liman, A. M., & Abdullahi, M. S. (2022). Testing the nexus between reward system, job condition and employee retention through intervening role of employee engagement among nursing staff. Arab Gulf Journal of Scientific Research, 40(1), 34–53. https://doi.org/10.1108/AGJSR-05-2022-0061.
Mäkelä, L., Suutari, V., Rajala, A., & Brewster, C. (2022). Job exhaustion among assigned and self-initiated expatriates – the role of effort and reward. Journal of Global Mobility, 10(4), 456–475. https://doi.org/10.1108/JGM-06-2022-0028.
Metz, S., Piro, J. S., Nitowski, H., & Cosentino, P. (2019). Transformational Leadership: Perceptions of Building-Level Leaders. Journal of School Leadership, 29(5), 389–408. https://doi.org/10.1177/1052684619858843.
Nathues, E., van Vuuren, M., & Cooren, F. (2021). Speaking about vision, talking in the name of so much more: A methodological framework for ventriloquial analyses in organization studies. Organization Studies, 42(9), 1457–1476. https://doi.org/10.1177/0170840620934063.
Nursalim, M. F., Pratiwi, A., Farasi, S. N., & Ansori, M. I. (2023). Kepemimpinan Pendekatan Sifat Dalam Organisasi. Journal of Management and Social Sciences (JMSC), 1(3), 86–108.
Pradhan, S., & Jena, L. K. (2019). Does Meaningful Work Explains the Relationship Between Transformational Leadership and Innovative Work Behaviour? Vikalpa, 44(1), 30–40. https://doi.org/10.1177/0256090919832434.
Purwanto, P. (2021). Reward dan Punishment sebagai Alternatif Mengatasi Perpindahan Aktivitas Pemerintahan di Ibukota Baru. MUKADIMAH: Jurnal Pendidikan, Sejarah, Dan Ilmu-Ilmu Sosial, 5(1), 21–26. https://doi.org/10.30743/mkd.v5i1.3407.
Rehmani, M., Farheen, N., khokhar, M., Iftikhar, U., Anwer, N., & Irshad, H. (2022). How Does Transformational Leadership Stimulate Employee Innovative Behavior? A Moderated Mediation Analysis. SSRN Electronic Journal, September, 1–14. https://doi.org/10.2139/ssrn.4068002.
Suryany, E., Kossasy, S. O., Monia, F. A., & Gulo, J. Y. D. (2019). Pegaruh kemampuan kerja terhadap kinerja aparatur sipil negara (ASN) di kantor camat Padang Selatan Kota Padang. Jurnal Public Administration, Business and Rural Development Planning, 1(2), 65–82..
Tan, M., Hee, T. F., & Piaw, C. Y. (2015). A qualitative analysis of the leadership style of a vice-chancellor in a private University in Malaysia. SAGE Open, 5(1). https://doi.org/10.1177/2158244015577665.
Tichy, N., & Devanna, M. (1986). The Transformational Leader. Wiley.
Tran, D. B., & Tran, H. T. M. (2023). Partner’s generalized locus of control and domains of job satisfaction: evidence from Australia. Journal of Asian Business and Economic Studies. https://doi.org/10.1108/JABES-06-2022-0152.
Venketsamy, A., & Lew, C. (2022). Intrinsic and extrinsic reward synergies for innovative work behavior among South African knowledge workers. Personnel Review. https://doi.org/10.1108/PR-02-2021-0108
Weller, I., Süß, J., Evanschitzky, H., & von Wangenheim, F. (2020). Transformational Leadership, High-Performance Work System Consensus, and Customer Satisfaction. Journal of Management, 46(8), 1469–1497. https://doi.org/10.1177/0149206318817605
Yasir, M., Imran, R., Irshad, M. K., Mohamad, N. A., & Khan, M. M. (2016). Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity: Evidence From Non-Profit Organizations. SAGE Open, 6(4). https://doi.org/10.1177/2158244016675396
Yasuhara, H., & Kita, S. (2011). Stream/Bounce Phenomenon in Audition: Change in the Perceptual Organization by an Abrupt Event in Vision and Audition. I-Perception, 2(8), 835–835. https://doi.org/10.1068/ic835
Published
2023-11-20
Section
Original Articles
Copyright (c) 2023 Sidik Sisdiyanto
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