ASSESSING THE READINESS OF FLEXIBLE WORKING SYSTEMS AND EMPLOYEE ENGAGEMENT : THE SIGNIFICANCE OF TRANSFORMATIONAL LEADERSHIP IN MILLENNIAL AND GENERATION Z AT THE DJKN SECRETARIAT

Prinindia Rizky Setyoningtyas; Hary Febriansyah

doi:10.31955/mea.v8i3.4450

Prinindia Rizky Setyoningtyas Institut Teknologi Bandung
Hary Febriansyah Institut Teknologi Bandung

DOI: https://doi.org/10.31955/mea.v8i3.4450

Keywords: Employee Engagement, Flexible Working System, Transformational Leadership, Bureaucratic Reform

Abstract

The need for bureaucratic reform, digital transformation, and the COVID-19 pandemic encourage the Ministry of Finance to implement a flexible working system in accordance with Minister of Finance Regulation (KMK) No. 416 of 2023. This study focuses on employees in the Secretariat of DJKN, particularly Millennials and Generation Z. This research employs mixed method that involves quantitative and qualitative aspects. The quantitative component used structured questionnaires to collect numerical data on the flexible working system, transformational leadership, and their impact on employee engagement. The qualitative component involved in-depth interviews with key organizational figures. Quantitative data analysis employed moderation regression analysis (MRA) to examine the relationship between the flexible working system and employee engagement, as well as how transformational leadership moderates this relationship. The research findings indicate that the flexible working system has a significantly positive impact on employee engagement, especially among Millennials and Generation Z. Additionally, transformational leadership significantly enhances the effectiveness of the flexible working system. Leaders who inspire and motivate their team members can amplify the positive effects of flexible work arrangements on employee engagement.

References

Abdou, A. M. (2021). Good governance and COVID-19: The digital bureaucracy to response the pandemic (Singapore as a model). Journal of Public Affairs, 21(4). https://doi.org/10.1002/pa.2656
Austin-Egole, I. S., Iheanacho, J. I., & Kpanah, P. I. (2023). Flexible Working Arrangements and Human Capital Development in Organizations: Key Issues. European Journal of Theoretical and Applied Sciences, 1(6), 166–174. https://doi.org/10.59324/ejtas.2023.1(6).17
Bernard M. Bass_ Ronald E. Riggio - Transformational Leadership, Second Edition-Lawrence Erlbaum Associates (2005). (n.d.).
Gašić, D., & Berber, N. (2021). The Influence of Flexible Work Arrangement on Employee Behavior During the COVID-19 Pandemic in the Republic of Serbia. Management:Journal of Sustainable Business and Management Solutions in Emerging Economies. https://doi.org/10.7595/management.fon.2021.0026
Ghozali, I. (2021). Aplikasi Analisis Multivariate Dengan Program IBM SPSS 26 Edisi 10. Badan Penerbit Universitas Diponegoro.
Kementerian Keuangan. 2023. KMK Nomor 416 Tahun 2023 tentang Sistem Kerja Fleksibel di Lingkungan Kementerian Keuangan.
Lee Whittington, J., Meskelis, S., Asare, E., & Beldona, S. (n.d.). Enhancing Employee Engagement.
Moradi Korejan, M., & Shahbazi, H. (2016). An analysis of the transformational leadership theory. Journal of Fundamental and Applied Sciences, 8(3), 452. https://doi.org/10.4314/jfas.v8i3s.192
Moura, D., Orgambídez-Ramos, A., & Gonçalves, G. (2014). Role stress and work engagement as antecedents of job satisfaction: Results from Portugal. Europe’s Journal of Psychology, 10(2), 291–300. https://doi.org/10.5964/ejop.v10i2.714
Newman, J., Mintrom, M., & O’Neill, D. (2022). Digital technologies, artificial intelligence, and bureaucratic transformation. Futures, 136. https://doi.org/10.1016/j.futures.2021.102886
Kementerian Sekretariat Negara Republik Indonesia. 2023. Peraturan Presiden (Perpres) Nomor 21 Tahun 2023 tentang Hari Kerja dan Jam Kerja Instansi Pemerintah dan Pegawai Aparatur Sipil Negara.
Roger J.Givens (2008). Transfromational Leadership: The Impact on Organization and Personal Outcome. Emerging Leadership Journey (Issue 1, Vol.1)
Satata, D. B. M. (2021). Employee Engagement as An Effort to Improve Work Performance: Literature Review. Ilomata International Journal of Social Science, 2(1), 41–49. https://doi.org/10.52728/ijss.v2i1.152
Sehunoe, N., Viviers, R., & Mayer, C.-H. (2015). Job satisfaction, organisational commitment and work engagement in an insurance company. In South African Journal of Labour Relations (Vol. 39, Issue 2).
Soga, L. R., Bolade-Ogunfodun, Y., Mariani, M., Nasr, R., & Laker, B. (2022). Unmasking the other face of flexible working practices: A systematic literature review. Journal of Business Research, 142, 648–662. https://doi.org/10.1016/j.jbusres.2022.01.024
Sun, L., & Bunchapattanasakda, C. (2019). Employee Engagement: A Literature Review. International Journal of Human Resource Studies, 9(1), 63. https://doi.org/10.5296/ijhrs.v9i1.14167
Wang, L., & Xie, T. (2023). Double-Edged Sword Effect of Flexible Work Arrangements on Employee Innovation Performance: From the Demands–Resources–Individual Effects Perspective. Sustainability (Switzerland), 15(13). https://doi.org/10.3390/su151310159
Wilmar B. Schaufeli, Marisa Salanova, Vicente Gonz ´ Alez-Rom´A And Arnold B. Bakker. (2000). The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach. Journal of Happiness Studies 3: 71–92.
Zulkarnaen, W., Fitriani, I., & Yuningsih, N. (2020). Pengembangan Supply Chain Management Dalam Pengelolaan Distribusi Logistik Pemilu Yang Lebih Tepat Jenis, Tepat Jumlah Dan Tepat Waktu Berbasis Human Resources Competency Development Di KPU Jawa Barat. Jurnal Ilmiah MEA (Manajemen, Ekonomi, & Akuntansi), 4(2), 222-243. https://doi.org/10.31955/mea.vol4.iss2.pp222-243.