Pengaruh Workforce Diversity Terhadap Employee Engagement (Studi Kasus Di Rumkit Tingkat IV IM 0702)
Abstract
Tujuan dari penelitian ini adalah untuk mengetahui bagaimana variasi sumber daya manusia berdampak pada keterlibatan karyawan pada Rumkit tingkat IV IM 0702 Meulaboh. Penelitian ini menggunakan pendekatan kuantitatif kolerasional. Penelitian ini menggunakan sampling total dari populasi, yang terdiri dari 69 responden tenaga kerja di Rumkit tingkat IV IM 0702 Meulaboh. Untuk menganalisis data, analisis regresi linear sederhana digunakan. Hasil penelitian menunjukkan bahwa variasi sumber daya manusia memiliki efek positif dan signifikan terhadap keterlibatan karyawan pada Rumkit tingkat IV IM 0702 Meulaboh, dengan nilai signifikansi 0,000 < 0,05. Hasil uji koefisien determinasi menunjukkan bahwa variabel keragaman tenaga kerja berkontribusi sebesar 61,6% terhadap keterlibatan karyawan pada Rumkit tingkat IV IM 0702. Variabel lain, 38,4%, dipengaruhi oleh variabel yang tidak dimasukkan dalam penelitian ini, seperti kinerja, lingkungan kerja, dan produktifitas.
Kata Kunci: Workforce Diversity, Employee Engagement
Full Text:
PDFReferences
REFERENSI
Alan M. Saks, J. A. G. (2014). What Do We Really Know About Employee Engagement? Invinited Feature Article, 2(1), 1–9.
Albrecht, S. L. (2010). HandBook Of Employee Engagement.
Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89–136.
Ciocirlan, C., & Pettersson, C. (2012). Does Workforce Diversity Matter in the Fight against Climate Change? An Analysis of Fortune 500 Companies. Corporate Social Responsibility and Environmental Management, 19(1), 47–62.
Garnero, A., Kampelmann, S., & Rycx, F. (2014). The heterogeneous effects of workforce diversity on productivity, wages, and profits. Industrial Relations, 53(3), 430–477.
Goswami, S., & Goswami, K. (2017). Menjelajahi hubungan antara keragaman tenaga kerja, inklusi dan keterlibatan karyawan. Drishtikon: Jurnal Manajemen, 9(1), 65–89.
Halbesleben, J. R. B. (2010). A meta-analysis of work engagement: Relationships with burnout, demands, resources, and consequences. In Work engagement: A handbook of essential theory and research. (pp. 102–117). Psychology Press.
Jonsén, E., Melender, H. L., & Hilli, Y. (2013). Finnish and Swedish nursing students’ experiences of their first clinical practice placement - A qualitative study. Nurse Education Today, 33(3), 297–302.
Karanges, Emma Ruth; Beatson, Amanda; Johnston, Kim; Lings, I. (2014). Optimizing employee engagement with internal communication: A social exchange perspective. Journal of Business Market Management, 7(2), 329–353.
Kochan, T., Bezrukova, K., Ely, R., Jackson, S., Joshi, A., Jehn, K., Leonard, J., Levine, D., & Thomas, D. (2003). The effects of diversity on business performance: Report of the diversity research network. Human Resource Management, 42(1), 3–21.
Menguc, B., Auh, S., Fisher, M., & Haddad, A. (2013). To be engaged or not to be engaged: The antecedents and consequences of service employee engagement. Journal of Business Research, 66(11), 2163–2170.
Muthee, L. (2021). Influence of workplace diversity on employee engagement at International Rescue Committee Kenya. Thesis, Strathmore University.
Narayanan, S., & Raina, K. (2018). Effect of primary dimensions of workforce diversity on employee engagement: A literature review. International Journal of Mechanical Engineering and Technology, 9(3), 655–670.
Patel, T. (2016). Multiparadigmatic Studies of Culture: Needs, Challenges, and Recommendations for Management Scholars. European Management Review, 14(1), 83–100.
Podsiadlowski, A., Gröschke, D., Kogler, M., Springer, C., & van der Zee, K. (2013). Managing a culturally diverse workforce: Diversity perspectives in organizations. International Journal of Intercultural Relations, 37(2), 159–175.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619.
Saxena, A. (2014). Workforce Diversity: A Key to Improve Productivity. Procedia Economics and Finance, 11(14), 76–85.
Scott, C. L., & Sims, J. D. (2016). Developing Workforce Diversity Programs, Curriculum, and Degrees in Higher Education.
Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262–1289.
Tio Darmawan, Fibria Indriati Dwi Liestiawati, E. A. (2020). Analisis pengaruh workforce diversity dan inclusion terhadap employee engagement pada Fakultas Ilmu Administrasi Universitas Indonesia. Fakultas Ilmu Administrasi Universitas Indonesia.
Wambui, T. W., Muthura, M., & Kamau, A. (2013). Managing Workplace Diversity : A Kenyan Perspective Managing Workplace Diversity : A Kenyan Pespective. International Journal of Business and Social Science, 4(16).
Wilbur, K., Snyder, C., Essary, A. C., Reddy, S., Will, K. K., & Mary Saxon. (2020). Developing Workforce Diversity in the Health Professions: A Social Justice Perspective. Health Professions Education, 6(2), 222–229.
DOI: https://doi.org/10.35308/jbkan.v8i2.10863
Refbacks
- There are currently no refbacks.
Jurnal Bisnis dan Kajian Strategi Manajemen (JBKSM)
Editorial Office
Jurusan Manajemen, Fakultas Ekonomi, Universitas Teuku Umar
Jl. Alue Peunyareng, Ujong Tanoh Darat, Meureubo, Kabupaten Aceh Barat, Aceh 23681, Indonesia
jbksm@utu.ac.id
+6282165076974 l +6285277182682
This work is licensed under a Creative Commons Attribution 4.0 International License.