INTRODUCTION
Various
aspects of human life cannot be separated from the consequences of the
expansion of globalization. The rapid development of science is accompanied by
the pace of information technology, especially in communication and
transportation. The sector has increasingly narrowed the distance between
countries and has also diluted the boundaries of space, time, and space. The
effect of this phenomenon contributes to environmental changes that take place
very dynamically and continuously. Moreover, individuals must learn a new set
of skills related to the usage of ICT or digital technologies in a
technology-rich society (Van Laar, Van Deursen, Van Dijk, & De Haan, 2020).
In government sector organizations, the pressure for changes to be made is
caused, among others, by the public's demands for service efficiency,
improvements to the service facilities used, the use of technology, and
information disclosure. So in 2008, the government launched Bureaucratic Reform
as a sign of the start of changes in governance. As the basis for implementing this bureaucratic
reform, Presidential Regulation No. 80 of 2011 was issued concerning the Grand
Design of Indonesian Bureaucratic Reform 2010-2025. The Grand Design for
Bureaucratic Reform in Indonesia states that bureaucratic reform has the vision
to create a world-class government. In order to achieve this, the government
must be professional, have integrity and be able to provide excellent service
to the community. The target of initiating this reform is the transformation of
the pattern of governance, especially regarding the management of the
organization, its institutions, and its apparatus. There are 8 (eight) areas of
Change in bureaucratic reform, namely (1) mental changes in the apparatus with
the creation of positive work culture, (2) proper organizational arrangements
for functions and sizes, (3) management in accordance with the principles of
good governance, (4) arrangement of regulations that are more orderly and not
overlapping, (5) management of human resources in the apparatus for improving
the quality of government administration and services, (6) strengthening
supervision, (7) strengthening performance accountability and (8) improving the
quality of public services.
Through this
bureaucratic reform, the change process is carried out systematically through
several stages and continues to encourage the creation of clean government
management, improvement of public services, increasing capability and
accountability of bureaucratic services, and growing professionalism of
apparatus resources. Therefore, bureaucratic reform is an attempt to transform
an organization from its current state to the desired state in the context of
bureaucratic reform.
Human
resources (HR) is a crucial capital as one of the determinants of the success
or failure of an organization. If you want organizational performance to be
good, human resources are needed as an organizational driver who has good work
behavior. Human resources should have the ability to continuously improve the
quality of their performance. One form of this bureaucratic reform is the
enactment of Law Number 5 of 2014 concerning state civil apparatus (Armenakis, Harris, & Mossholder, 1993).
Organizational
performance can be called successful if it is supported by the performance
shown by individuals in the organization that is also good. There are various
factors behind the increase in performance, and if employees are able to
control these factors, it can help employees get the title of working with good
quality. Especially when faced with an environmental situation that is
experiencing very dynamic changes at this time, the existing human resources
must also prepare and equip themselves. Change is not an easy thing to do.
Every employee in the organization will show various attitudes and reactions;
there are those who are willing to accept but not a few who refuse. Employees
accept changes because they have the readiness to adapt to changes that occur
and have confidence that these changes will bring goodness and benefits to
themselves in addition to the organization. If such conditions, the changes
made by the organization can be successful. However, it is inevitable that
there are also various factors behind employees being resistant or rejecting
organizational transformation. This should be the main concern of the
organization because if it is not handled properly, then the organization will
have difficulty changing, and in the end, the organization will be crushed by
the Change itself and will not be able to survive.
In
maintaining the organization in the midst of a changing environment that has
complexity and high competitiveness, a leader who is ready for it is needed.
Modern leadership models such as transformational leadership show an important
impact on organizational success. Transformational leadership has the ability
to express the vision and mission clearly, is able to stimulate motivation,
creativity, and innovation of employees, and provide broad opportunities for
employees to increase their capacity. This leadership model can increase
employee feelings to help the organization achieve its goals and be willing to
voluntarily prioritize the interests of the organization.
On the other
hand, employee engagement is also an element that also plays an important role
in improving performance. Employees feel dread, cynicism, burnout,
disengagement, and a lack of willingness are likely participate in the
process of organizational change (Islam, Furuoka, & Idris, 2021).
The emergence of the concept of employee engagement in organizational behavior
has become an important issue studied in these two decades. In some books and
studies, engagement is defined as 'attachment' or 'involvement.' Employee
engagement is an employee's physical, psychological and emotional investment
that affects their performance. Employees who have a sense of engagement or
engagement with the organization will be a trigger factor for increasing
employee performance. They will try to give their best contribution so that the
results of their work can support the achievement of the expected goals.
The Ministry
of Law and Human Rights is part of the government that carries out development
in the field of Law and Human Rights and has the task of realizing laws that
provide security, justice, and business certainty. The strategic role of the
Ministry of Law and Human Rights in government is:
(1) law
formation, (2) service and law enforcement, (3) promotion of human rights, and
(4) management support. The Ministry of Law and Human Rights has carried out
bureaucratic reform starting in 2010. Carrying out very diverse tasks and
functions and having a strategic position in the legal field, it is supported
by 62,657 apparatus resources who carry out tasks in 1,288 work units (LKIP
Kemenkumham, 2020).
The
declaration of bureaucratic reform at the Ministry of Law and Human Rights was
carried out in 2013. Various efforts have been made by the Ministry of Law and
Human Rights for the successful implementation of this bureaucratic reform. One
of the actions of this bureaucratic reform is the establishment of an Integrity
Zone (ZI). For work units that are
successful in building integrity and providing quality services, they will
receive the titles of a Clean and Serving Bureaucratic Area (WBBM) and a Corruption-Free Area (WBK). As shown in the Kemenkumham 2020
Performance Report, there were 11 work units that won the WBBM predicate, and 72 work units won the WBK predicate. This achievement increased when compared to the
previous year but was still too small compared to the number of existing work
units.
Table 1
Comparison of WBBM and WBK in 2019 and 2020
|
Year
|
Number of Satker
�WBK
|
Number of WBBM Satker
|
|
2019
|
38
|
4
|
|
2020
|
72
|
11
|
Source: LKIP Kemenkumham 2020
This very
large number of apparatus can be a strength as well as a weakness for the
Ministry of Law and Human Rights. With this large number, the Ministry of Law
and Human Rights can be more optimal in providing services in the field of law
and human rights to the community. However, the obstacle faced with this large
number of employees is that HR management does not work. Employees who have
competence in accordance with their field of work will encourage optimal
employee performance improvements. Meanwhile, in HR management at the Ministry
of Law and Human, the problems or challenges, namely (1) In an effort to achieve
the vision and mission in the legal field, HR management through a systemic
approach has not been carried out. (2) There are still issues of authority and
program planning between the management system and human resource development.
(3) Organizational performance is not yet optimal due to problems related to
integrity, professionalism, and employee career patterns (Citrawan, 2019).
In
fulfilling its duties and functions in developing human resource competencies, BPSDM uses the training path (especially
classical) more than the non-training path. With a large number of Kemenkumham
apparatus and scattered placements, of course, this training path is not
effective and efficient. The budget needed to carry out the training is quite
large, especially the budget allocation to finance official travel, procurement
of supporting facilities, and infrastructure to consumption. Due to the high
cost of implementing this, the number of training carried out is reduced so
that a small number of employees have the opportunity to participate in
competency development. Government Regulation Number 17 of 2020 concerning
Management of Civil Servants states that the competency development of each
Employee is carried out at least 20 hours of lessons in one year. To be able to
fulfill the rights of employees for competency development, it will be
difficult if the conventional system is still carried out.
The idea of
a method for developing human resources using information
technology has actually been carried out by the Head of BPSDM Kumham by
organizing training on e-learning methods as regulated in the Regulation of the
Minister of Law and Human Rights of the Republic of Indonesia Number 10 of
2017. Competency development through online training is more effective. They
are mostly followed by employees who have just been appointed as civil servants
due to their expertise in using technology-based devices. Meanwhile, for
employees with long and senior tenures, online training is considered unattractive.
The following is a table describing the achievement of outputs from classical
training and e-learning training.
The data
above shows that in the first program target, one of the indicators for
achieving the target could not be met. Indicators, The percentage of ASN
Kemenkumham who get competency development is targeted at 85% or a total of
53,335 employees. However, the actual achievement can only be 70% or a total of
43,713 employees. This is allegedly a result of the Corona Virus 19 (Covid-19)
pandemic experienced by all countries. This condition causes the need for
adjustment of learning methods that initially focused on classical learning to
distance learning.
In 2020, the
entire country was shocked by a pandemic caused by the outbreak of Covid-19.
The risks posed by this epidemic have had a tremendous impact on changing the
order of life. The order in the administration of government is also inevitable
due to the pandemic. In the bureaucratic aspect, the government issues policies
to immediately adapt and respond to changes that occur so that they can still
facilitate sustainable welfare and economic development in various existing
conditions. The context of the government must be dynamic, which is a necessity
in facing the challenges and obstacles in this pandemic situation. Optimal use
of technology in assisting the implementation of the duties of the apparatus,
of course, requires a lot of preparation and ability. Adaptation and creativity
are needed in today's era. The creation of a new design to continue to carry
out activities as usual while still complying with health protocols needs to be
prepared by management thus state civil servants can still show high
performance.
The writer
state leadership of the BPSDM Kumham
has responded to environmental changes caused by the rapid development of
information technology with several online pieces of training and the selection
of Kumham Corpus learning strategies. This effort is in order to accelerate and
expand the opportunities for all Kemenkumham employees to participate in HR
development. However, there is very little interest from employees to take part
in this training, as can be seen from the number of employees who have passed
the training. So that the focus of online training is then shifted to only
targeting new employees. Meanwhile, the implementation of the Kumham Corpus has
not yet started. Competency development activities until the 2021 fiscal year
are still using training methods even though they are carried out remotely due
to the Covid-19 pandemic.
As a unit
that carries out competency development, the opportunity for BPSDM Kumham employees themselves to add
skills and expertise is also very lacking. This is because the special budget
allocation for employees who want to participate in competency development in
other agencies is still lacking. Ironically, many of the BPSDM Kumham employees
who have worked for several years have never been called upon to participate in
the competency development organized by BPSDM Kumham other than pre-service
training for appointment as civil servants. However, the results of the
competency assessment held in 2020 by the BPSDM
Competency Assessment Center for employees at various levels of office, it was
found that BPSDM employees, in
general, have high competence and confidence when completing work. This
competency assessment is carried out to measure the potential and competence of
employees from a managerial and socio-cultural perspective. And the results of
the managerial competence assessment of BPSDM
employees, one of which is related to the ability to manage Change and
cooperation, also show optimal results. In addition, when viewed from the
Performance Assessment of Civil Servants, which is carried out every year, the majority
of employees get good grades from their superiors.
In terms of employee attachment to the organization, the sense of
engagement owned by BPSDM Kumham employees is also felt to be lacking. This can
be seen from the lack of enthusiasm of employees in participating in the
activities held; attendance is only to fulfill attendance. Likewise, in
carrying out work, in general, employees only carry out routine tasks or those
requested by their superiors. The problem of the lack of employee participation
is also one of the causes of the failure of BPSDM
Kumham in winning the WBK title for the last three years, even though various
preparations have been made and every requirement has been followed. According
to the informant, the process of achieving the WBK/WBMM predicate did not get the full attention and support of
all employees. The feasibility assessment process carried out by external
parties should require the full support of all employees, commitment, and
consistency because the assessment is carried out in various aspects of the
organization's management.
To analyze
the performance problems of the Legal and Human Rights BPSDM in achieving its
program targets in the development of the srate civil servants of the Ministry
of Law and Human Rights, the author is interested in knowing the factors from
the leadership side of officials, employee engagement, and readiness of the Law
and Human Rights BPSDM employees in
dealing with changes that occur.
Several
previous research literature reveals that there are many factors that influence
employee performance improvement, namely transformational leadership, employee
engagement, and employee readiness to change. As research conducted by (Victoria & Rahardja, 2018)
entitled Analysis of the Effect of Transformational Leadership Style, Work
Motivation and Employee Engagement on Employee Performance finds that
transformational leadership has a positive and significant effect on employee
performance. The better the implementation of transformational leadership that
is received and felt, the effect on increasing employee performance. Research
by (Buil, Mart�nez, & Matute, 2019) with the title Transformational Leadership and
Employee Engagement: The Role of Identification, Engagement, and Proactive
Personality also revealed the same results. However, in the field, different
results were found in other studies. As research conducted by (Eliyana & Ma�arif, 2019)
with the title Job Satisfaction and Organizational Commitment Effect in the
Transformational Leadership Towards Employee Performance and (Siswatiningsih, Raharjo, & Prasetya, 2018) with the title The Influence of Transformational and
Transactional Leadership on Organizational Culture, Work Motivation, Commitment
Organizational and Employee Performance. Both studies show that
transformational leadership does not necessarily improve performance or in
other words, this study shows a positive but not significant effect of
transformational leadership on employee performance.
Another
factor that affects employee performance is employee engagement. Research
conducted by (Ismail, Iqbal, & Nasr, 2019) entitled Employee Engagement and Job Performance in
Lebanon: The Mediating Role of Creativity and (Ali, Sabir, & Mehreen, 2019) with the title Predicting Engagement and Performance
Through Firm's Internal Factors found that employee engagement has an impact on
which is positive and significant to performance. The creation of employee
engagement which is determined by various factors, leads to an increase in
performance. If the level of employee engagement imprinted on employees is
high, it will encourage increased performance.
In
organizational transformation planning, the leader is the source of change
readiness. Meanwhile, employees are important objects that need to be prepared.
It takes leadership that is able to convey the purpose of the Change and who is
able to motivate employees to want to be involved in the change (Abbasi, 2017),
in his research entitled Transformational Leadership and Change Readiness and A
Moderating Role of Perceived Bureaucratic Structure: An Empirical
Investigation, found that transformational leadership has a positive and
significant impact on the readiness to change in government employees. However,
in other studies, different results were found that transformational leadership
has an effect on readiness to change, but it is not as significant as the
research findings conducted by (Susyanto, 2019)
with the title The Effect of Leadership, Employee Engagement and Job
Satisfaction on Readiness to Change in Facing Organizational Change. Employee
involvement significantly affects readiness to change, as shown by the findings
of research conducted by (Matthysen & Harris, 2018)
with the title The Relationship between Readiness to Change and Work
Engagement: A Case study in an Accounting Firm Undergoing Change. Employees
with a high sense of engagement will positively accept the change process and
agree to carry out job demands more effectively. This is contrary to the results
of research by (Darmanto et al., 2020)
entitled The Effect of Employee Engagement, Organizational Commitment and
Transformational Leadership on Readiness to Change in Ahmad Dahlan University
Employees who say that transformational leadership and employee engagement have
no correlation with employee readiness to change.
Katsaros, Tsirikas, and Kosta (2020),
in their research entitled "The Impact of Leadership on Firm Financial
Performance: The Mediating Role of Employees' Readiness to Change," found
that leadership style is very important in influencing employee readiness to
change and confirms that leadership has a relationship with performance through
a mediator, namely readiness to change. The role of readiness to change as a full
mediator is also found from the research findings compiled by Yuwono
et al. (2020) and (Asbari, Novitasari, Gazali, Silitonga, & Pebrina,
2020). To improve
employee performance in the organizational transformation process, in addition
to employee readiness to change, a change-oriented leadership style is also
very necessary. The following is a summary of some of the studies that yielded
different findings:
Respondents' answers to the
dimensions used to measure the readiness to change a variable, it is known that
the average value of the overall indicators is 3.974 in the high category. This
shows that the statements regarding employee readiness to change received a
positive response from BPSDM Kumham employees. Table 19 also shows that the
highest mean value is found in the personnel benefit indicator (KB10) with a
statement regarding the changes made will increase the knowledge and skills of
employees. And the lowest mean value is seen in the management support
indicator (KB9) of 3,589 with a statement that the organization provides
training to employees so that they are ready to face the changes made.
DISCUSSION
1. The Effect of Transformational Leadership
on Employee Performance
Through the
results of the analysis of this study, it is known that there is a positive
influence between transformational leadership and employee performance, but the
effect is not significant. The presence of a leader with a transformational
leadership style does not necessarily encourage an increase in employee
performance. There are many other factors not examined in this study that have
a greater influence on improving employee performance. Several indicators have
been designed using four dimensions of transformational leadership, namely
ideal influence, inspirational motivation, intellectual stimulation, and
individual considerations.
When viewed
from the respondents' answers to statements related to indicators of transformational
leadership at BPSDM Kumham, this type
of leadership practice actually already exists. The leadership at BPSDM Kumham has shown sensitivity to
changes in the world environment due to the pace of globalization and the
development of information technology. The challenges faced by BPSDM Kumham in
carrying out its duties to create Human Rights of the Ministry of Law and Human
Rights who have competence in accordance with the field of duty and increase
their performance are difficult if HR development management is still carried
out with classical training methods. Electronic-based training (e-learning) and
Kumham Corpu are a form of transformation carried out to achieve the program
targets that have been set and fulfill the performance agreement between the
Head of BPSDM Kumham and the Minister of Law and Human Rights. However, over
time this e-learning training did not show optimal results. Many of the
Ministry of Law and Human Rights employees were not interested in participating
in it. Because employees who take part in e-learning training from their
respective workplaces are always given daily work by their superiors, they
don't focus on learning. Then this e-learning is intended for basic training
materials where the participants are new employees, which are indeed many in
number. However, those who need competency development are all employees, so an
e-learning training formula is needed that allows the learning process to be
carried out, including practice or simulation.
Since its
launch in November 2019, Kumham Corpus has not yet seen its implementation.
According to the head of this strategy, it is very helpful for the task of BPSDM Kumham in meeting the development
needs of HR Kumham. This learning process can improve employee performance to
meet the indicators for achieving the program objectives of each work unit. The
learning methods offered also vary according to the needs of each Employee,
such as independent learning, a community of practice, coaching, mentoring, and
so on. Another idea brought up by the leadership of BPSDM is to create a study house application, where through this
application, employees will have more opportunities to participate in
self-development that is tailored to their needs as a result of previous
competency assessments. This application can be accessed via smartphones and
computers.
From the
various efforts initiated by the leadership of BSPDM, the mission to carry out a transformation in the work system
of BPSDM Kumham does not seem to have
been conveyed clearly to all employees as executors of the duties of BPSDM. And if seen in practice, the form
of the policy that was initiated has not been included in the activity plan for
the following year. So the leader's own commitment to carry out what has been
set is lacking. BPSDM employees who are dominated by young people aged 40 years
and under have good competence. This is evident from the results of the
managerial and socio-cultural competency assessments where the optimal level of
competence is obtained. In terms of the ability to adapt to organizational
transformation, in general, BPSDM
employees do not have an impact on their performance. With information
technology-based applications in the execution of work, work will be easier and
faster to carry out. In addition, the willingness to learn new things is still
high. For this reason, it is necessary to have opportunities for employees to
complete work in their own way so that their creativity remains honed. These
characteristics are what can maintain the performance of BPSDM employees, even though the practice of transformational
leadership has not been fully implemented.
The findings
of previous research conducted by (Siswatiningsih et al., 2018) on 130 employees of the Muhammadiyah
General Hospital Ahmad Dahlan also concluded that increased transformational
leadership would not necessarily improve employee performance. In other words,
transformational leadership had no significant effect on employee performance.
It is also in accordance with the findings of a study in one of the shoe
industries by Yuwono et al.
(2020) that the age of mature employees is
above 30 years, and a working period of more than five years no longer requires
the practice of transformational leadership because they are more independent
in their work. Likewise, Yuwono et al. (2020) in their research found that because
the transformation process as the main indicator of the transformational
leadership variable only lasted a short time, the performance of employees in
the industry had no effect. Transformational leadership has no effect on
performance with a beta coefficient of -0.0217 and at-count of 0.1399. The
performance of mid-level managers at PT Pelabuhan Indonesia III is not affected
by this transformational leadership style (Eliyana & Ma�arif, 2019). Meanwhile, several previous studies
actually found different results. According to (Victoria & Rahardja, 2018) and (Buil et al., 2019), the presence of transformational
leaders in an organization has a strong influence on improving employee
performance. Transformational leadership style is a leadership style that is
able to encourage followers to show in-role and extra-role behavior at work. In
addition, there is the attention given to their subordinates by helping them to
be more creative and innovative in their work. The difference in the findings
of this study is reasonable because the research was carried out in various
types of organizations, but what was observed was human behavior.
2.
The Effect
of Transformational Leadership on Readiness for Change
From the
test results, it is known that the effect of transformational leadership on
readiness to change is positive and significant. The role of a leader is very
important in preparing all employees to face the changes that will be made.
This is considering that the response shown by each Employee is not necessarily
willing to voluntarily accept the Change. Several approaches must be taken by a
leader, starting from communicating the purpose of the Change, setting an
example, motivating, and providing support by helping employees. Thus employees
will better understand the purpose of making changes and know how to deal with
these changes.
The idea of
the leadership of BPSDM
in transforming HR development policies within the Ministry of Law and Human
Rights by adopting the use of information technology can be said to be good.
The next thing that must be the focus of leadership is how to prepare employees
to accept the Change and be able to adapt. In order for employees to be able to
adapt, of course, sufficient preparation is needed and in accordance with the
role that will be carried out. Leaders equip employees with various skills and
expertise so that they can support the implementation of new tasks assigned to
them. Likewise, the provision of adequate work facilities and infrastructure
will make it easier for employees to work. Regarding the management of this
Change, the results of the competency assessment conducted in 2020, it was
found that BPSDM employees actually
have the ability to manage Change optimally. This could be due to the
demographics of the employees, the majority of whom are young people with an
age range of 20 to 40 years who have the character of being easy to adapt to
many things, one of which is technology. They are not surprised and clumsy
about the emergence of new technologies. They are interested in anything that
can make work faster and easier. High self-confidence that is able to work well
and produce the best performance.
If you look
at the character of employees like this, leaders need to open up wide
opportunities for employees to develop themselves. However, in reality, there
are still many employees who have not attended training related to their field
of work. Meanwhile, the budget allocation that can be used by employees to take
part in external training at BPSDM is
still very limited. The limited budget is mostly used by functional positions
such as widyaiswara and also medical personnel (doctors and nurses) in an
effort to increase credit numbers. The readiness of employees to change is not
only because they are young people who really like challenges and are easy to
adapt to the environment, but also requires leadership intervention.
From the
indicators of transformational leadership, intellectual stimulation obtained
the highest respondent's answer score of 3.932 with the statement that
employees get the opportunity to do their jobs in their own way. BPSDM Kumham
employees like the use of technology in completing their work because it
provides time and cost-efficiency. Likewise, the leadership of BPSDM always tries to keep up with the
times in carrying out program activities in order to achieve the target
performance indicators. The implementation of competency development for all
employees of the Ministry of Law and Human Rights, who are very numerous and
scattered in various regions, has adopted a technology approach and various
other policies. This policy can be welcomed by BPSDM Kumham employees who are
dominated by the generation who master the use of technology and like
everything that is practical and easy. They agree that changes made by the
organization are considered feasible and must be fully supported. This time and
cost efficiency are very important considering the number of employees of the
Ministry of Law and Human Rights is 62,657 people and must accommodate the
development needs of each Employee equally. Thus the Change in the method of
carrying out the duties and functions of BPSDM Kumham, according to the
respondents, employees of BPSDM are
considered to provide efficiency for the organization, and they are ready to
accept and deal with these changes. This is in accordance with the indicator of
readiness to change, namely eligibility, with the highest respondent's answer
score of 4.205.
The findings
of this study are in line with previous research conducted by (Abbasi, 2017), where the object of his research
was 600 government employees in Rasht, Iran, who revealed that a leader must
provide support and attention to employees in dealing with changes planned by
the organization. To achieve the expected performance, it is also important for
the leadership to conduct regular evaluations and provide appropriate
incentives. Attention to the needs of employee personnel must also be carried
out as an effort for employees to maintain their good performance. Other research
also concludes that transformational leaders are able to become role models and
provide examples to subordinates so that their subordinates become better at
preparing for change (Indriastuti & Fachrunnisa, 2021). This is different from the
research conducted by Susyanto (2019), which found that transformational
leadership did not significantly affect the readiness to change employees. Policies
regarding changes initiated by top management (CEO, BOD, and their staff) were
not conveyed properly to the lower levels. Information related to policies was
very limited and only through labor unions so that employees could not prepare
themselves to face these changes.
3. The Influence of Employee Engagement
on Employee Performance
Tests in
this study showed a positive but not significant effect between employee
engagement on employee performance. Employees who have a high attachment to the
organization will not necessarily directly motivate them to improve their
performance. Indeed, many experts and researchers say that the key to the
success of an organization is the performance of its employees, and one aspect
that supports employee performance is maintained or increased is a strong
employee commitment to the organization, the goals to be achieved by the
organization and the values adopted by the organization. This
commitment is evidenced by enthusiasm in completing work on time and with
quality, a sense of pride in the organization, and a willingness to give
something more for the organization.
The engaged
condition owned by BPSDM Kumham employees, when viewed from the respondents'
answers to each employee engagement indicator, is in the high category.
Moreover, the spirit indicator got the highest score of 4.274. This is in
accordance with the age of the majority and the working period of the BPSDM
Kumham employees who are respondents in this study, the enthusiasm they show in
their work because they want to show their capabilities and compete with each
other to show their abilities. There is a sense of enthusiasm for challenges in
work and the changes that are made because that is one of the characteristics
of young people. In addition, the next reason that motivates employees to work
that cannot be denied is to fulfill performance allowances and get overtime. To
obtain performance allowances, employees must input all their activities at
work and the output produced in the daily journal in the personnel system
application (MPEG). This journal will then be assessed by the direct supervisor,
the highest value is 2, and the lowest value is 0 if the superior feel that the
activities carried out by his subordinates on that day are not appropriate.
From this journal assessment, it will be known the number of performance
allowances that will be received by employees. Thus the enthusiasm and
dedication shown by employees is not necessarily a reflection of a sense of
being engaged in the organization. There are other driving factors that are
indeed more profitable for employees. And, of course, the impact on performance
improvement is also not optimal. If something happens, such as late receiving
salaries and allowances or even the absence of overtime allocation, employees
will be lazy to work. Then, if it is observed that the results of the calculation
of the respondent's answer index related to employee engagement from the
dedication dimension with the statement that works inspire employees, the
lowest score is 3.781. This may be because the tasks or jobs under their
authority have not been able to demonstrate their capabilities which could be
higher. The tasks given are routine tasks that are almost the same every day,
so they feel less challenged.
Contrasting
results were found from previous research conducted by (Victoria & Rahardja, 2018) on 282 non-medical employees of
RSUD KRMT Wongsonegoro, who found that t count 2.767 > t table 1.9939, which
means that there is a positive and significant relationship between employee
engagement and employee performance. In line with the research of Ali et al. (2019) and Ismail et al. (2019) where the
higher the sense of engaged employees in their organization, the higher the
Employee's performance will be. Previous research used more samples and was
carried out in private companies so that it could have the character of
employee behavior with the current research.
4. Effect of Employee Engagement on
Readiness to Change
Tests on the
correlation between employee engagement and readiness to change resulted in a
positive and significant effect between the two. Employees who already have an
attachment to work and the organization tend to be willing to make extra
efforts for mutual success. This is in line with research conducted by (Matthysen &
Harris, 2018), where their research respondents
have a high sense of engagement because they are very excited to work, have an
attachment to work, and are able to face various job demands. However, changes
that occur in the organization require various adjustments such as
restructuring, demands for longer working hours, greater responsibilities.
Contrary to the findings of research conducted by (Darmanto et al., 2020) concluded that Ahmad Dahlan
University employees as research respondents with a tenure of more than ten
years have a great responsibility for their work and a strong commitment to
persist in their work. In addition, the sacrifices given to work in the form of
energy and thoughts are considered a natural thing to do.
Many BPSDM employees in the productive age
range of 20 to 40 years are very enthusiastic about trying to give the best
results at work. This is in accordance with the highest response score of 4.274
obtained by the dimension of employee engagement, namely enthusiasm. The
enthusiasm shown is one indicator of the Employee's sense of belonging to the
organization. With that spirit, employees will be motivated to prepare
themselves for changes that occur by equipping themselves with new knowledge
and skills. Changes made by the organization, of course, have taken into
account the efficiency of all organizational resources. Including work
operations that can be simpler and easier than before, and this will certainly
be liked by employees. Like the character possessed by young employees who
really like everything with instant results, current technological developments
have a very significant impact on work efficiency. Many types of work are done
more easily and quickly by using information technology. In addition, young
employees are also very easy to adapt to the environment, so changes that occur
are considered a challenge that must be conquered. Their desire to always be
updated with the latest technology is also one of the factors that support them
to be better prepared to face various changes. The sense of engaged employees
from young people really needs to be considered by the organization. Providing
opportunities for employees to show their abilities, to be involved in the
decision-making process, and to be rewarded if they are able to show
achievements are some ways to increase employees' sense of belonging to the
organization and will make them willing to prepare for a better and more
profitable condition.
5. Effect of Readiness to Change on
Employee Performance
In this
study, readiness to change shows a positive and significant effect on employee
performance. Employees who have equipped themselves with various skills and
expertise will be better prepared to face the demands of new tasks due to the
changes that occur. This readiness will maintain their performance or maybe
even improve it further. As the results of research conducted by (Yuwono et al., 2020), and (Katsaros et al., 2020) that the belief and spirit of
readiness to change in employees are able to maintain their good performance.
Based on the
calculation of the respondent's answer index, it was found that the dimension
of readiness to change had the highest score of 4.274 derived from feasibility
with the statement that Change will bring the organization to be more efficient
in managing its resources. At BPSDM Kumham, the transition from the
conventional training method, namely classical, to e-learning training or
distance training, was greatly impacted. The number of employees participating
in the training increases and can be held simultaneously. Costs arising from
the implementation of classical training such as official travel costs for
participants and teachers are no longer needed, as well as the limited capacity
of class facilities and dormitories, which are no longer a problem. Thus, the
opportunity for Kemenkumham employees to get the opportunity to take part in
the training will increase. The task of BPSDM Kumham in developing employee
competencies will be more easily realized, and the performance targets that
have been set can also be met. In this way, organizational performance will
also increase. The transformation carried out by BPSDM Kumham in an effort to
accelerate the achievement of program targets must also be followed by various
efforts to prepare its employees. Preparation in terms of supporting facilities
and work infrastructure is also needed, especially since remote training is
being held where internet data quotas are provided for each Employee and laptop
device so that they can still work optimally. Preparation in order to increase
knowledge and expertise, especially related to the use of information
technology, is also important. With organizational support for employee
readiness, it will certainly increase employee confidence that this Change is
indeed worthy of being carried out and supported. Coupled with the direction
and guidance as a form of attention given by the leadership will really help
them through these changes. Employees' self-confidence to keep up with the
changes made will grow, and they will try to show maximum effort to achieve
good performance so that it can also encourage good organizational performance.
6. The Effect of Transformational Leadership on Employee Performance Through
Readiness to Change
Data
processing of this study found that readiness to change is a mediator for the
relationship between transformational leadership and employee performance. The
mediating variable participates in influencing the relationship between the
two. When compared with the results of research that examines the close
relationship of transformational leadership to employee performance directly,
it is found that the results are not significant. The existence of a
transformational leader with a fast character in responding to changes that
occur in the environment and seeing the need for adjustments to be made within
the organization, being able to transform these changes to their subordinates
by communicating about the purpose of the Change and the ability to support and
motivate their subordinates does not necessarily make employees motivated. To
improve its performance. Many other factors are considered by employees to
continue to show good performance. In the midst of environmental changes as a
result of the rapid development of information technology recently, the readiness
of employees to face Change is a major concern. The role of transformational
leaders, starting from conveying the goals of Change, providing support, and
paying attention to subordinates, will lead to positive attitudes of
subordinates about the Change. The availability of opportunities for employees
to equip themselves with various skills and expertise will also facilitate the
process of accepting Change. Employees' worries about changes that are not
necessarily successful and bring benefits will be removed. Leaders do not only
focus on Change but also have to know how to empower existing employees.
Employees who understand the purpose of Change, are fully supported by the
leadership, will be easier to accept changes and make preparations. The more
prepared employees are in dealing with Change, the easier it will be for them
to carry out the tasks and new jobs given to them. Thus the resulting
performance will also increase.
From the
results of this study, it was found that transformational leadership had no
significant effect on improving the performance of BPSDM Kumham employees. When
the variable of readiness to change is added, the influence of transformational
leadership on employee performance becomes stronger or more significant. The
demographics of BPSDM Kumham employees who tend to be ready to adapt to changes
and like the use of information technology in doing their work are able to help
leaders improve employee performance and organizational performance. So it can
be said that the variable of readiness to change acts as a full mediator. The
results of this study support the findings of previous research conducted by (Yuwono et al., 2020), and (Katsaros et al.,
2020). Although this previous
research was conducted on private organizations, while this research was on
public organizations, it can be seen that the observed human behavior showed
the same results.
7. The Influence of Employee Engagement
on Employee Performance Through Readiness to Change
Tests on the
effect of the mediating variable on readiness to change between the relationship
between employee engagement and employee performance showed positive and
significant results. The role of the readiness to change variable as mediation
was found to strengthen the correlation of the two variables, which, if
calculated, the direct correlation did not show significant results. The high
sense of attachment of employees to the organization will not automatically
make them work hard and earnestly by mobilizing all their abilities to create
work performance. Employees showing good performance is something that should
be done at least for their own benefit, not because they are driven by a sense
of the organization. With the intervention of the readiness to change variable
because they believe that the Change will bring efficiency to the organization,
employees will be encouraged to prepare themselves with various skills and
expertise so that they can still show good performance or even improve.
BPSDM with a
composition of strata 1 (S1/D4) educated employees, has a working period of
fewer than five years and is dominated by millennials (aged 20 to 40 years) who
are very enthusiastic about the current advances in information technology. The
desire to learn new things such as new skills and expertise is still
passionate. Changes that occur mostly due to the development of information
technology are able to attract their attention and try to follow and master it.
This is an opportunity for leaders to empower and encourage them to want to use
this technology to create creativity at work so that work is done more easily
and quickly so that the work results are also good. Even though employees feel
less engaged in the organization, the character of employees who come from
young people who really like new things that are challenging to know is not difficult
for them to accept Change.
CONCLUSION
In accordance with the
results of data testing and discussion presented in the previous chapter, which
was conducted using Partial Least Square (PLS) software regarding the effect of
transformational leadership and employee engagement on employee performance
through readiness to change.
Transformational
leadership shows a positive but not significant effect on employee performance.
This means that to improve employee performance, the presence of a
transformational leader is not the main factor. There are other factors, both
internal and external, that can encourage performance improvement. At BPSDM, it is very important to have a
transformational leader who is adaptive to environmental changes. The goals or
ideals of the organization must be conveyed clearly and precisely to all
subordinates so that their subordinates will better understand the form of
roles and tasks they will perform. Likewise, providing motivation and support
to subordinates will also increase their confidence in their leaders. And what
is no less important is that the leader must first show his commitment to be
better so that his subordinates will get an example or role model that deserves
to be imitated and will foster a sense of pride in the figure of his leader.
Thus, subordinates will be triggered to work better for the success of
achieving organizational goals.
Transformational
leadership has a positive and significant influence on readiness to change.
Changes made in an organization, whether large or small, will certainly have an
impact on all employees. So we need a leader who wants to be involved in
preparing his employees to face these changes. Being a leader who is able to be
an example, motivate and support and have confidence in subordinates to
complete their duties will encourage employees to prepare themselves by
increasing their capabilities for the success of implementing changes.
Employee engagement has a
positive but not significant effect on employee performance. This means that an
increase in employee engagement does not give meaning to an increase in
employee performance. Employees' willingness to show good performance can be
driven by various factors. This factor can come from yourself or from outside
yourself. Although the Employee's sense of being engaged in the organization is
high, it does not necessarily encourage him to improve his performance.
Employee
engagement shows a positive and significant effect on readiness to change.
Employees will try to prepare themselves to be able to follow the changes made
because of the sense of engagement that arises in their organization. This bond
fosters enthusiasm to participate in following changes made by the
organization. Various forms of readiness are carried out, such as adding expertise
and skills so that they are able to complete the demands of new, more
challenging tasks and jobs. There is a belief that the changes made are an
effort to survive and be able to compete with competitors. In addition, the
Change will provide an opportunity for employees to learn new things that did
not exist before and believe that this change will make their work easier.
Readiness
to change has a positive and significant impact on employee performance. This
shows that the more prepared employees are to face organizational change, the
easier it is to maintain the good performance or even increase. This employee
readiness is due to the belief that efficiency can be achieved if the
organization makes some changes. Especially changes that involve the use of
information technology which currently provides a lot of convenience and
comfort in carrying out various life activities.
Transformational
leadership has a positive and significant influence on employee performance
through readiness to change as a mediation. This shows that readiness to change
is a mediation that fully strengthens the relationship between transformational
leadership and employee performance, which initially, the correlation between
the two was not significant. Leaders who give freedom to their subordinates to
be creative in carrying out their duties and work and subordinates' perception
of organizational change will bring efficiency to the organization will
contribute to their desire to improve their performance.
Employee
engagement has a positive and significant impact on employee performance
through readiness to change as a mediation. Initially, the correlation between
the two variables was not significant, but after adding a mediating variable,
the correlation between the two variables became significant. Thus, it can be
concluded that the readiness to change variable here acts as a full mediation.
The sense of engagement which is shown by the enthusiasm of employees to
provide the best results to the organization and coupled with the emergence of
the belief that efficiency can be achieved by the existence of several changes
in the organization, will be a lever for improving their performance.
REFERENCES
Abbasi, Badri. (2017).
Transformational leadership and change readiness and a moderating role of
perceived bureaucratic structure: an empirical investigation. Problems and
Perspectives in Management, 15(1), 35�44. Google Scholar
Ali, Zulqurnain,
Sabir, Sadia, & Mehreen, Aqsa. (2019). Predicting engagement and
performance through firm�s internal factors: Evidence from textile sector. Journal
of Advances in Management Research. Google Scholar
Armenakis, Achilles
A., Harris, Stanley G., & Mossholder, Kevin W. (1993). Creating readiness
for organizational change. Human Relations, 46(6), 681�703. Google Scholar
Asbari, Masduki,
Novitasari, Dewiana, Gazali, Gazali, Silitonga, Nelson, & Pebrina, Erni
Taruli. (2020). Analisis Kesiapan untuk Berubah di Masa Pandemi Covid-19: Studi
Pengaruh Kepemimpinan Transformasional terhadap Kinerja Karyawan. Jurnal
Perspektif, 18(2), 147�159. Google Scholar
Buil, Isabel,
Mart�nez, Eva, & Matute, Jorge. (2019). Transformational leadership and
employee performance: The role of identification, engagement and proactive
personality. International Journal of Hospitality Management, 77,
64�75. Scopus
Darmanto, Win, Astuti,
W. Sri Puji, Putri, Kevita, Khoirunnisa, Nur, Mulyawan, Dea B., & Shanti,
Arin N. (2020). The effects of lead acetate exposure on blood component and
kidney: The mechanism of oxidative stress. Ecology, Environment and
Conservation, 26, S65�S69. Google Scholar
Eliyana, Anis, &
Ma�arif, Syamsul. (2019). Job satisfaction and organizational commitment effect
in the transformational leadership towards employee performance. European
Research on Management and Business Economics, 25(3), 144�150. Scopus
Indriastuti, Dwi,
& Fachrunnisa, Olivia. (2021). Achieving Organizational Change: Preparing
Individuals to Change and their Impact on Performance. Public Organization
Review, 21(3), 377�391. Google Scholar
Islam, M. Nazmul,
Furuoka, Fumitaka, & Idris, Aida. (2021). Mapping the relationship between
transformational leadership, trust in leadership and employee championing
behavior during organizational change. Asia Pacific Management Review, 26(2),
95�102. Scopus
Ismail, Hussein Nabil,
Iqbal, Adnan, & Nasr, Lina. (2019). Employee engagement and job performance
in Lebanon: the mediating role of creativity. International Journal of
Productivity and Performance Management. Google Scholar
Katsaros, Kleanthis
K., Tsirikas, Athanasios N., & Kosta, Georgia C. (2020). The impact of
leadership on firm financial performance: the mediating role of employees�
readiness to change. Leadership & Organization Development Journal. Google Scholar
Matthysen, Megan,
& Harris, Chantel. (2018). The relationship between readiness to change and
work engagement: A case study in an accounting firm undergoing change. SA
Journal of Human Resource Management, 16(1), 1�11. Google Scholar
Muhammad, Hamdan K.,
El Talla, A. Suliman, Mazen, J. Shobaki, & Abu-Naser, Samy S. (2020).
Strategic Sensitivity and Its Impact on Boosting the Creative Behavior of
Palestinian NGOs. International Journal of Academic Accounting, Finance and
Management Research (IJAAFMR), 4(5). Google Scholar
Siswatiningsih, Ida,
Raharjo, Kusdi, & Prasetya, Arik. (2018). Pengaruh Kepemimpinan
Transformasional Dan Transaksional Terhadap Budaya Organisasi, Motivasi Kerja,
Komitmen Oganisasional Dan Kinerja Karyawan. Jurnal Bisnis Dan Manajemen,
5(2). Google Scholar
Sugiyono. (2019). Metode
Penelitian Kuantitatif, Kualitatif R&D. Bandung: Alfabeta. Google Scholar
Susyanto, Hendro.
(2019). Pengaruh Kepemimpinan, Keterlibatan Karyawan dan Kepuasan Kerja
terhadap Kesiapan untuk Berubah dalam Menghadapi Perubahan Organisasi. Jurnal
Ekonomi, Bisnis, Dan Akuntansi, 21(1). Google Scholar
Van Laar, Ester, Van
Deursen, Alexander J. A. M., Van Dijk, Jan A. G. M., & De Haan, Jos.
(2020). Measuring the levels of 21st-century digital skills among professionals
working within the creative industries: A performance-based approach. Poetics,
81, 101434. Scopus
Victoria, Inge, &
Rahardja, Edy. (2018). Analisis Pengaruh Gaya Kepemimpinan Transformasional,
Motivasi Kerja Dan Employee Engagement Terhadap Kinerja Karyawan (Studi Pada
Karyawan Non Medis RSUD KRMT Wongsonegoro Semarang). Diponegoro Journal of
Management, 7(3), 38�49. Google Scholar
Yuwono, Teguh, Wiyono,
Nuri, Asbari, Masduki, Novitasari, Dewiana, & Silitonga, Nelson. (2020).
Analisis Pengaruh Efektivitas Kepemimpinan Transformasional dan Kesiapan untuk
Berubah terhadap Kinerja Karyawan Wanita di Masa Pandemi Covid-19. Jurnal
Ilmiah Mahasiswa Ekonomi Manajemen, 5(3), 615�632. Google Scholar
