DETERMINAN KINERJA KARYAWAN PERUSAHAAN PERTAMBANGAN MALUKU UTARA
Abstract
Penelitian ini bertujuan untuk meneliti pengaruh sistem manajemen kinerja terhadap perilaku kerja inovatif dan kinerja karyawan yang di moderasi kepemimpinan transformasional pada perusahaan pertambangan di Maluku Utara. Subjek penelitian ini adalah karyawan pada perusahaan pertambangan A dan B yang berlokasi di Pulau Obi, Maluku Utara. Sampel terkumpul sebanyak 87 responden yang dibagikan melalui kuisioner. Variabel yang digunakan pada penelitian ada 4 variabel yaitu sistem manajemen kinerja, perilaku kerja inovatif dan kinerja, kepemimpinan transformasional. Hasil penelitian didapatkan bahwa variabel sistem manajemen kinerja berpengaruh positif dan signifikan terhadap perilaku kinerja inovatif (β = 0.594, t = 6.925, p = 0.000), variabel kepemimpinan transformasional memperkuat pengaruh sistem manajemen kinerja terhadap perilaku kerja inovatif dan tidak signifikan (β = 0.075, t = 1.176, p = 0.240), variabel perilaku kerja inovatif berpengaruh positif dan signifikan terhadap kinerja (β = 0.654, t = 11.038, p = 0.000). Peran sistem manajemen kinerja di perusahaan sangat penting karena dapat mempengaruhi terciptanya perilaku kerja yang inovatif dan kinerja terhadap karyawan. Kepemimpinan transformasional walaupun tidak memoderasi hubungan antara sistem manajemen kinerja terhadap perilaku kerja inovatif akan tetapi kepemimpinan transformasional mempengaruhi perilaku kerja inovatif terhadap karyawan.
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Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24. https://doi.org/10.1108/EBR-11-2018-0203
Hosseini, S., & Haghighi Shirazi, Z. R. (2021). Towards teacher innovative work behavior: A conceptual model. Cogent Education, 8(1). https://doi.org/10.1080/2331186X.2020.1869364
Jia, K., Zhu, T., Zhang, W., Rasool, S. F., Asghar, A., & Chin, T. (2022). The Linkage between Ethical Leadership, Well-Being, Work Engagement, and Innovative Work Behavior: The Empirical Evidence from the Higher Education Sector of China. International Journal of Environmental Research and Public Health, 19(9), 5414. https://doi.org/10.3390/ijerph19095414
Johari, J., Yean Tan, F., & Tjik Zulkarnain, Z. I. (2018). Autonomy, workload, work-life balance and job performance among teachers. International Journal of Educational Management, 32(1), 107–120. https://doi.org/10.1108/IJEM-10-2016-0226
K, J., & Ranjit, G. (2020). Effect of transformational leadership on job performance: testing the mediating role of corporate social responsibility. Journal of Advances in Management Research, 17(5), 605–625. https://doi.org/10.1108/JAMR-05-2020-0068
Kinicki, A. J., Jacobson, K. J. L., Peterson, S. J., & Prussia, G. E. (2013). Development and Validation of the Performance Management Behavior Questionnaire. Personnel Psychology, 66(1), 1–45. https://doi.org/10.1111/peps.12013
Kmieciak, R. (2021). Trust, knowledge sharing, and innovative work behavior: empirical evidence from Poland. European Journal of Innovation Management, 24(5), 1832–1859. https://doi.org/10.1108/EJIM-04-2020-0134
Kou, X., Kurdi-Nakra, H., & Pak, J. (2022). The framework of first-line manager’s HR role identity: A Multi-actor HR involvement perspective. Human Resource Management Review, 32(4), 100898. https://doi.org/10.1016/j.hrmr.2022.100898
Kubiak, E. (2022). Increasing perceived work meaningfulness by implementing psychological need-satisfying performance management practices. Human Resource Management Review, 32(3), 100792. https://doi.org/10.1016/j.hrmr.2020.100792
Lamidi, N. L., Tarmizi, M. I., & Hananto, D. (2022). PENGARUH SELF EFFICACY TERHADAP JOB PERFORMANCE GURU DENGAN JOB SATISFACTION SEBAGAI VARIABEL INTERVENING. Jurnal Ilmiah Manajemen, Ekonomi, & Akuntansi (MEA), 6(3), 2184–2200. https://doi.org/10.31955/mea.v6i3.2530
Mertens, S., Schollaert, E., & Anseel, F. (2021). How much feedback do employees need? A field study of absolute feedback frequency reports and performance. International Journal of Selection and Assessment, 29(3–4), 326–335. https://doi.org/10.1111/ijsa.12352
Mysirlaki, S., & Paraskeva, F. (2020). Emotional intelligence and transformational leadership in virtual teams: lessons from MMOGs. Leadership & Organization Development Journal, 41(4), 551–566. https://doi.org/10.1108/LODJ-01-2019-0035
Nasir, N., Halimatussakdiah, H., Suryani, I., Zuhra, S. E., Armia, S., & Mahdani, M. (2019). How Intrinsic Motivation and Innovative Work Behavior Affect Job Performance. Proceedings of the 1st Aceh Global Conference (AGC 2018). https://doi.org/10.2991/agc-18.2019.91
Omotunde, O. I., & Alegbeleye, G. O. (2021). Talent management practices and job performance of librarians in university libraries in Nigeria. The Journal of Academic Librarianship, 47(2), 102319. https://doi.org/10.1016/j.acalib.2021.102319
Palladan, A. A. (2018). Moderating Effects of Cyberloafing Activity on Innovative Work Behaviour and Lecturers Job Performance. International Journal of Advanced Studies in Social Science & Innovation, 2(1), 28–49. https://doi.org/10.30690/ijassi.21.03
Pulakos, E. D. (2004). Performance Management, Effective Practice Guideline Society for Human Resource Management. Alexandria.
Puni, A., Mohammed, I., & Asamoah, E. (2018). Transformational leadership and job satisfaction: the moderating effect of contingent reward. Leadership & Organization Development Journal, 39(4), 522–537. https://doi.org/10.1108/LODJ-11-2017-0358
Purc, E., & Laguna, M. (2019). Personal Values and Innovative Behavior of Employees. Frontiers in Psychology, 10. https://doi.org/10.3389/fpsyg.2019.00865
Ramdani, Z., Marliani, R., & Rahman, A. A. (2019). THE INDIVIDUAL WORK PERFORMANCE SCALE: A PSYCHOMETRIC STUDY AND ITS APPLICATION FOR EMPLOYEE PERFORMANCE. Humanities & Social Sciences Reviews, 7(5), 405–414. https://doi.org/10.18510/hssr.2019.7545
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Published
2023-10-07
How to Cite
Azuwara, L., Tanuwijaya, J., & Gunawan P, A. (2023). DETERMINAN KINERJA KARYAWAN PERUSAHAAN PERTAMBANGAN MALUKU UTARA. Jurnal Ilmiah Manajemen, Ekonomi, & Akuntansi (MEA), 7(3), 633-652. https://doi.org/10.31955/mea.v7i3.3428
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