The Influence of
Transformational Leadership Style and Job Mutations on Employee Performance at
BPJS Employment
Faradillah1*, Marlina
Widiyanti2, Muhammad Yusuf3, Mohammad Adam5
1*,2,3Master of Management Study Program, Sriwijaya University, Indonesia
E-mail: 1*[email protected],
m[email protected],
[email protected], [email protected]
|
Keywords: |
ABSTRACT |
|
Transformational
Leadership Style, Job Transfers, Performance |
This research was conducted with the aim of
determining the influence of transformational leadership style and job
transfers on employee performance at BPJS Employment. The population in this
study is all permanent employees of BPJS Employment, South Sumatra regional
office in 2022-2023, totaling 100 employees. In this research, the
respondents in this research are all 100 permanent employees at BPJS
Employment in 2022-2023 and all of them are the number of respondents in this
research using the census technique method. The results of multiple linear
analysis show that transformational leadership style and job transfer have a
positive and significant effect on employee performance. Transformational
leadership style has a dominant influence on employee performance.
Transformational leadership style, it is expected that the role of superiors
needs to be an evaluation. Superiors are expected to provide enthusiasm and
appreciation for employee performance results by giving awards to employees
who provide good performance results and achieve achievements. Job transfers,
it is hoped that the process for carrying out this rotation will need to be
adjusted again. Where, if employees are often given work rotation, employees
have to change their work environment and living environment. |
INTRODUCTION
Human resources are an important
part of a company and require management carried out by the organization in
order to influence whether or not the goals of the organization are achieved,
so that human resources are the most valuable asset a company has because they
have an important role in determining the future fate of the company. The role
of the organization is very necessary to form the commitment of its employees,
organizations are required to be able to provide support to their employees.
Employees who have organizational commitment are employees who are able to
identify their involvement in the organization. Other factors that play a role
in improving employee performance towards organizational commitment are
leadership style and processes or the impact of mutations on performance in an
organization.
BPJS Employment
(Employment Social Security Administering Agency is a public legal entity that
is responsible to the president and functions to organize social security
programs for workers. It can also be said that BPJS Employment is a public
program that provides protection for workers to overcome certain social and
economic risks and its implementation uses a social insurance mechanism.
The history of the formation of BPJS
Employment Palembang Branch is that, before it was transformed into BPJS
Employment Palembang Branch, it was previously called PT. Jamsostek
(Persero) and continues to undergo a very long
process, starting from Law no. 33/1947 jo, Law no. 2/1951 concerning Work
Accidents, Minister of Labor Regulation (PMP) No. 48/1952 jo, PMP No. 8/1956
concerning the regulation of assistance for workers' health care efforts, PMP
No. 15/1957 concerning the establishment of the Labor Social Foundation, PMP
No. 5/1964 concerning the establishment of the Workers' Social Security Fund
Foundation (YDJS), enactment of Law no. 14/1969 concerning Labor Principles.
Chronologically, the process of creating social insurance for workers is
becoming increasingly transparent.
In 2011, Law Number 24 of 2011
concerning the Social Security Administering Agency (BPJS) was enacted. In
accordance with the mandate of the law dated January 1 2014 PT. Jamsostek changed to a Public Legal Entity. PT. Jamsostek is still trusted to administer the workforce
social security program which includes Work Accident Insurance (JKK), Death
Insurance (JKM), Old Age Security (JHT) with the addition of Pension Security
(JP) starting in July 2015. So in 2014 the Government implemented the program
National Health Insurance (JKN) as a social security program for the community
in accordance with Law Number 24 of 2011, the Government changed the name of
Askes which is managed by PT. Askes Indonesia (Persero)
became BPJS Health and changed Jamsostek which was
managed by PT. Jamsostek (Persero)
became BPJS Employment.
BPJS Employment has branch offices
and pioneer branch offices in cities and districts spread across all corners of
Indonesia. With so many branch offices, BPJS Employment management always
carries out a transfer process for all employees and structural officials every
year with placement spread throughout Indonesia. Each employee occupies a
maximum of 1 position for a maximum of 5 years and structural officials occupy
the same position for a maximum of 3 years. Every employee must undergo a
mutation process while being a BPJS Employment employee. This mutation process
certainly means that these employees have to adapt to the new environment and
leadership. The results of the author's observations made at the BPJS
Employment Regional Office of South Sumatra, there was an increase and decrease
in performance achievements from 2018 to 2022 which can be seen from the
following table:
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Table 1
Key
Performance Indicator for BPJS Employment for South Sumatra Regional Office
|
Year |
Customers |
Financial |
Internal Business Process |
Learning and Growth |
Score |
Rating |
|
2018 |
9.45 |
19.04 |
66.46 |
5.70 |
100.65 |
10 |
|
2019 |
12.6 |
18.77 |
45.50 |
8.09 |
84.96 |
11 |
|
2020 |
19.95 |
21.53 |
43.57 |
13.64 |
98.69 |
7 |
|
2021 |
20.22 |
22.34 |
40.86 |
13.24 |
96.76 |
11 |
|
2022 |
37.62 |
19.19 |
46.24 |
9.32 |
112.37 |
2 |
Source: SMILE BPJS Employment, 2023
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Table 2
Data on BPJS Employment Personnel Movements, South Sumatra Regional Office
|
No |
Year |
Total Employee Transfers |
Total Employees |
|
1 |
2018 |
70 |
334 |
|
2 |
2019 |
50 |
354 |
|
3 |
2020 |
95 |
347 |
|
4 |
2021 |
57 |
340 |
|
5 |
2022 |
161 |
337 |
Source:
Internal Data from BPJS Employment South Sumatra Regional Office, 2023
Based on Table 2, it can be seen that the performance of BPJS Employment
employees at the South Sumatra Regional Office experienced increases and
decreases every year during 2018 - 2022. The highest score was 112.37 with 2nd
place nationally, where this year there were incoming and outgoing mutations with the highest number
during 2018 - 2022 with almost 50% of employees experiencing transfers from a
total of 327 employees of the South Sumatra regional office in 2022. The entry
and exit of employees can affect the sustainability of the organization both
directly and indirectly and with the change of leaders every year of course it
also has an influence on performance by Of course, everyone's leadership style is
different.
The increase and decrease in
performance is influenced by the mutation process carried out every year by
BPJS Employment management. For employees who feel uncomfortable with their
job, position and work environment, transfers are an unpleasant thing.
Meanwhile, for some other employees, transfers are something that is eagerly
awaited because they feel bored with the monotonous work atmosphere or want to
get new challenges or new positions. In an agency, transfers are a common thing
to do in an effort to provide opportunities for employees to gain more
knowledge and experience so that they will be able to improve their
performance.
This mutation can affect employee
performance, if they are placed in a position or workload that is not in
accordance with their skills or competencies. Apart from that, the impact of
this mutation means that employees have to work extra because of the burden of
the new position, adapt to the work environment and create good relationships
with superiors and other employees so that good cooperation can be created in
the future. For employees who are transferred, they have to move their
belongings from the old office to the new office and need preparations to bring
their families to move to a new place. This takes quite a long time, especially
if they are transferred to an area that is quite far away, where the transfer
process for BPJS Employment employees is very difficult. The turnover of all
regions in Indonesia means that work in new positions is delayed and requires time
to adapt.
LITERATURE
REVIEW
A.
Transformational
Leadership Style
Transformational leadership can also be defined as leadership where leaders
use charisma, apart from that they can also use intellectual stimulation to
carry out transformation and revive their organization. According to Hakim
(2018), transformational leaders are more concerned with re-actualizing their
followers and the organization as a whole rather than giving instructions that
are top down, meaning a top-down approach, which uses decision making by the
government and then communicates it to the people.
Apart from that, transformational leaders position themselves more as mentors
who are willing to accommodate the aspirations of their subordinates
B.
Job Transfer
According
to Dessler (2005), a transfer is a move from one job to another, usually
without a change in salary or level
C.
Employee
Performance
Performance
is a result achieved by employees in their work according to certain criteria
that apply to a job (Robbins, 2016).
RESEARCH METHODS
The population in this study is all permanent employees of BPJS Employment,
South Sumatra regional office in 2022-2023, totaling 100 employees. Determining
the sample size used by the author in this research was the census method (saturated
sampling), which is a sample determination technique when all members of the
population are used as samples. The sampling method used in this research is
the saturated sample method. The saturated sampling method is a sample
determination technique when all members of the population are used as
respondents. In this research, the respondents in this research are all 100
permanent employees at BPJS Employment in 2022-2023 and all of them are the
number of respondents in this research.
RESEARCH
RESULT
b. The regression coefficient value for the transformational leadership style
variable is 0.621 with a value 
of 8.680, indicating that
the transformational leadership style has a positive effect on employee
performance. This shows that as the transformational leadership style increases
, there will be an increase of 8,680 .
c. The regression coefficient value for the job transfer variable is 0.193
with a value of 2.733, indicating that
job transfers have a positive effect on employee performance. This shows that
the more job transfers increase, the more experienced an increase of 2,733.
DISCUSSION
The Influence of Transformational
Leadership Style on Employee Performance at BPJS Employment
The analysis results obtained in this research show that
the transformational leadership style has a positive and significant effect on
employee performance so that the first hypothesis can be accepted. The results of this research are in line with the results of research from
( Zgrzepski, 2022); (Kalsoom et al., 2022); (Arif & Akram, 2022); (Mutholib
& Ammy, 2022); (Zulkifli, 2022); (Muaja et al., 2022); (Paais &
Pattiruhu, 2020); (Shafi et al., 2020); (Lai & Tang, 2020); (Li et al.,
2019); (Miao & Cao, 2019); (Wei & Subhan, 2019); (Harb & Sidani,
2019); (Paoluccia et al., 2018) which shows that transformational leadership
style has a positive and significant effect on employee performance.
Based on the results of
the respondents' responses to the transformational leadership style variable in
Table 2, Respondents' responses to the charisma dimension showed that the
average percentage of answers was Strongly Disagree (0%), Disagree (2.33%),
Neutral (24.33%), Agree (38%), and Strongly Agree (35.33%). This shows that
superiors have positive charisma which makes employees respect superiors more
and give superiors confidence in making decisions and leading. However, with
respondents stating "Disagree", there is an indication that some
employees cannot trust their superiors.
Respondents' responses to
the inspirational motivation dimension showed that the average percentage of
answers was Strongly Disagree (2.50 %), Disagree (4%), Neutral (21.5%), Agree
(35.5%), and Strongly Agree (36%). .5%). This shows that superiors can provide
encouragement to the team and are enthusiastic about the performance results
produced by employees that are in the "Pretty Good" category.
However, with there still being respondents who stated "Strongly
Disagree" and "Disagree", there is an indication that some
employees feel a lack of superiors in providing enthusiasm, motivation and
appreciating the results of the employees' work.
Respondents' responses to
the intellectual stimulation dimension showed that the average percentage of
answers was Strongly Disagree (0.33 %), Disagree (2%), Neutral (20.67%), Agree
(38.33%), Strongly Agree (38 %). This shows that the role of superiors at BPJS
Employment in providing support, providing ideas as input and providing
opportunities for employees to provide opinions is felt to be "good".
However, with there still being respondents who stated "Strongly
Disagree" and "Disagree", there is an indication that some
employees feel there is a lack of role from superiors in providing
opportunities for employees to provide responses.
Respondents' responses to
the individual consideration dimension showed that the average percentage of
answers was Strongly Disagree (0.5 %), Disagree (1%), Neutral (15.5%), Agree
(39%), Strongly Agree (44%). This shows that superiors at BPJS Employment
provide opportunities for all employees to develop skills and provide
opportunities for employees to develop better. Superiors provide opportunities
to provide training to employees who need it, especially with frequent job
transfers which sometimes do not match education with inappropriate job
descriptions. So it is necessary to provide training so that employees can
provide performance results that are in accordance with the agency's targets
and expectations. However, with there still being respondents who stated
"Strongly Disagree" and "Disagree", there is an indication
that some employees feel that they are not given enough opportunities to
develop their knowledge and skills.
Based on the overall
results of respondents' responses to the transformational leadership style
variable (X1) can it was concluded that of the five dimensions of
transformational leadership style, the largest percentage for answers
"Agree" and "Strongly Agree" was 83%, namely in the
individual consideration dimension. Meanwhile, the lowest percentage was in the
inspirational dimension, namely 72%. This means that the transformational
leadership style in BPJS Employment is considered to be "Good
enough".
The Effect of Job Transfers on
Employee Performance at BPJS Employment
The analysis results obtained in
this research show that job transfers have a positive and significant effect on
employee performance so that the second hypothesis can
be accepted. The results of the frequency of respondents'
questionnaire answers show that job transfers have a positive and significant
effect on employee performance. This research is in
line with the results of research from (Mutholib & Ammy,
2022); (Hudiyah & Syaodih,
2022); (Zulkifli, 2022); (Mantouw
et al., 2022); (Fardiansyah, 2021); (Kadir et al., 2021); (Malikhah,
2020); (Sari et al., 2020); (Nurmawati, 2020); (Arisandi, 2019); (Prasetyo et
al., 2018) shows the results that job transfers have a positive and significant
effect on employee performance.
Based on the results of respondents' responses to the job
transfer variable in Table 2, respondents' responses to
the promotion dimension show that the average percentage of answers is Strongly
Disagree ( 0.5 %), Disagree (3%), Neutral (18.5%), Agree (34%). .5%), and
Strongly Agree (43.5%). This shows that the job promotions given at BPJS
Employment are in accordance with the employee's educational level and length
of service and are included in the "Good Enough" category. However,
with respondents stating "Disagree", there is an indication that some
employees feel that the promotions given are sometimes not in accordance with
the employee's education and the job description given.
Respondents' responses to the job rotation dimension showed an average
percentage of answers of Strongly Disagree (1%), Disagree (6%), Neutral (21%),
Agree (30%), and Strongly Agree (42%). This shows that BPJS Employment often
rotates employees within 1-2 years and is given according to need. However,
with there still being respondents who stated "Strongly Disagree" and
"Disagree", there is an indication that some employees feel that the
work rotation provided is sometimes carried out for more than 2 years of work.
Respondents' responses to the production transfer dimension showed an
average percentage of answers: Strongly Disagree (2%), Disagree (8.5 %),
Neutral (28.5%), Agree (24%), and Strongly Agree (37%). This shows that with
frequent rotations and for employees with certain positions where work
rotations are often carried out, employees must always be ready if they are
transferred. This means that employees must continue to be able to adapt to
new environments and new challenges that always exist in every work process at
BPJS Employment. However, with there still being respondents who stated
"Strongly Disagree" and "Disagree", there is an indication
that some employees feel that this too frequent rotation means that employees
are always given challenges both in new work environments and even new positions
that are their responsibilities.
Respondents'
responses to the replacement transfer dimension showed an average percentage of
answers of Strongly Disagree (2.5 %), Disagree (9%),
Neutral (25.5%), Agree (37%), and Strongly Agree (26%). This shows that
employees, especially permanent employees at BPJS Employment, must always be
ready if asked to be transferred and are required to continue to develop.
However, with there still being respondents who stated "Disagree",
there is an indication that some employees say that the more frequent job
transfers require employees to continue to be able to adapt to new
environments.
Respondents' responses to the dimension of self-actualization needs showed
an average percentage of answers: Strongly Disagree (0%), Disagree (8%),
Neutral (23%), Agree (31.5%), Strongly Agree (37.5 %) .
This shows that female employees at BPJS Employment can apply for a transfer to
follow their husbands. Apart from that, employees who have entered their
retirement period are also given the opportunity to choose their work area if
they meet the requirements. However, with there still being respondents who
stated "Disagree", there is an indication that some employees,
especially female employees, who want to apply for a transfer, one of them with
their husband, employees say there are many procedures that need to be
fulfilled and BPJS Employment only provides a few opportunities, which is still
the case. Complained by female employees.
Based on the overall results of respondents' responses to the job transfer
variable (X 2 ) can it was concluded that of the five dimensions, the largest
percentage for answers "Agree" and "Strongly Agree" was
78%, namely in the promotion dimension. Meanwhile, the lowest percentage was in
the physiological needs dimension,
namely 61%. This means that the job transfers that BPJS Employment provides to
its employees still have problems for some employees. One of them is the
application process for female employees, where the process and opportunities
offered are given a maximum limit. Apart from that, changes for transfers are
felt to be too fast, which means employees have to change tasks. This is
considered still insufficient even though the promotion dimension shows
"Good" results.
CONCLUSION
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