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"Total Quality Management akan menghasilkan produk yang berkualitas jika manajemen melibatkan partisipasi seluruh anggotanya. Inilah yang membuat Employee Participation menjadi penting. Dalam prakteknya, partisipasi tim dianggap sulit untuk dicapai karena setiap individu memiliki karakteristik yang berbeda-beda. Lingkungan kerja dan kepuasan kerja dikaitkan dengan berbagai hasil yang mencakup peningkatan kinerja, dan partisipasi karyawan. Lingkungan kerja dan kepuasan kerja merupakan variabel yang dapat memprediksi pencapaian Employee Participation. Tujuan dari penelitian ini adalah untuk menganalisis hubungan antara lingkungan kerja dan kepuasan kerja terhadap Employee Participation di industri manufaktur dan kemudian merancang peningkatan Employee Participation melalui peningkatan Lingkungan dan Kepuasan Kerja menggunakan PLS-SEM dan QFD. Berdasarkan hasil analisis data diketahui bahwa lingkungan kerja dan kepuasan kerja berpengaruh positif dan signifikan. Sedangkan 4 respon teknis yang diperoleh adalah pembinaan dan konseling karyawan secara berkala, pertemuan rutin antara manajemen dan serikat pekerja, knowledge management systems, dan career development systems.

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Total Quality Management will produce quality products if management involves the participation of all its members. This is what makes Employee Participation important. In practice, team participation is considered difficult to achieve because each individual has different characteristics. Work environment and job satisfaction are associated with various outcomes that include improved performance, and employee participation. Work environment and job satisfaction are variables that can predict the achievement of Employee Participation. The purpose of this study is to analyse the relationship between work environment and job satisfaction on Employee Participation in manufacturing industry and then design an increase in Employee Participation through improving the Environment and Job Satisfaction using PLS-SEM and QFD. Based on the results of data analysis, it was found that the work environment and job satisfaction had a positive and significant effect. Meanwhile, the 4 technical responses obtained are regular employee coaching and counselling, regular meetings between management and employee unions, knowledge management systems, and career development systems."

"ABSTRAKPenelitian ini bertujuan untuk mengetahui tingkat keterikatan pegawai di PT Pasifik Satelit Nusantara, kualitas kehidupan kerja para pegawai PT Pasifik Satelit Nusantara, serta pengaruh kualitas kehidupan kerja (work quality dan employment quality) terhadap keterikatan pegawai (vigor, dedication, absorption). Data penelitian ini diambil dari 51 responden yang merupakan karyawan PT Pasifik Satelit Nusantara. Analisis data menggunakan metode statistik deskriptif, teknik analisis regresi dan general linier model. Hasil penelitian menunjukkan bahwa kualitas kehidupan kerja PT Pasifik Satelit Nusantara memiliki pengaruh yang signifikan terhadap keterikatan pegawai. Selain itu, PT Pasifik Satelit Nusantara juga memiliki keterikatan pegawai (employee engagement) yang tinggi dan dimensi kualitas kehidupan kerja yang berpengaruh signifikan terhadap keterikatan pegawai (employee engagement) PT Pasifik Satelit Nusantara adalah work quality. Dimensi work quality ini juga memiliki pengaruh yang positif terhadap dimensi-dimensi keterikatan pegawai (employee engagement) yaitu vigor, dedication dan absorption. Penelitian ini juga memberikan saran dan masukan terhadap peningkatan kualitas kehidupan kerja di perusahaan untuk efektivitas kualitas kehidupan kerja yang dapat meningkatkan keterikatan pegawai (employee engagement) di PT Pasifik Satelit Nusantara.

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ABSTRACTThe purpose of this research is to analyze the influence of quality of work life on employee engagement at PT Pasifik Satelit Nusantara. Data was taken from 51 respondents. Data analysis is conducted using descriptive statistics, regression analysis and general linier model. Results showed that there is a significant influence of quality of work life on employee engagement at PT Pasifik Satelit Nusantara. Results also showed that PT Pasifik Satelit Nusantara has a high employee engagement and the dimension of quality of work life that has a significant effect on employee engagement is the dimension of work quality. This dimension also has a positive influence on employee engagement’s dimensions: vigor, dedication, and absorption. This research also recommended the need to improve quality of work life that can enhance employee engagement in PT Pasifik Satelit Nusantara."

"Skripsi ini membahas faktor-faktor yang Memengaruhi rendahnya partisipasi pegawai dalam program Knowledge Lynx di Direktorat Pengelolaan Sistem Informasi di Bank Indonesia di DKI Jakarta. Penelitian ini menggunakan pendekatan penelitian kualitatif dengan jenis penelitian deskriptif. Hasil penelitian yang didapat menunjukan bahwa terdapat enam faktor yang Memengaruhi partisipasi pegawai dalam program Knowledge Lynx di Direktorat Pengelolaan Sistem Informasi Bank Indonesia di DKI Jakarta yaitu faktor tidak adanya reward and punishment dalam pelaksanaan program, faktor adanya pemberlakuan program lain yang lebih menarik, faktor keterbatasan sumber daya manusia, faktor kurangnya sosialisasi program, faktor pegawai yang belum terbiasa melakukan knowledge sharing, faktor tidak adanya standar penulisan dalam program K-Lynx, faktor tampilan menu yang tidak mudah dipahami, serta faktor Community of Practice yang belum berfungsi dengan baik.

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The focus of this study is the factors that influence the low employee participation in Knowledge Lynx program in the Directorate of Information Systems Management at Bank Indonesia in DKI Jakarta. This study uses a qualitative research approach with the type of descriptive research. The results obtained show that there are six factors that influence employee participation in Knowledge Lynx program in the Directorate of Information Systems Management at Bank Indonesia in DKI Jakarta. Those factots are the lack of reward and punishment in the implementation of the program, the appearance of similar program that is more interesting, the constrains of human resource, the lack of program socialization, the employees have not been accustomed to knowledge sharing, the absence of standardized writing in Knowledge Lynx program, the display menu is not easy to understand, and the Community of Practice has not been functioned properly."

"Penelitian ini bertujuan untuk mengetahui pengaruh partisipasi karyawan dan dukungan organisasi dalam pengembangan kompetensi. Hipotesis diuji menggunakan data yang diambil dari 153 orang karyawan sebuah bank dengan menggunakan kuesioner. Hasil dari penelitian menggunakan analisis jalur menunjukkan bahwa partisipasi karyawan dalam pengembangan kompetensi tidak berpengaruh terhadap self-perceived employability. Self-perceived employability hanya dipengaruhi oleh dukungan organisasi yang dirasakan untuk pengembangan kompetensi. Sementara self-perceived employability memiliki pengaruh positif terhadap kepuasan karir dan perceived marketability karyawan. Self-perceived employability yang memiliki peran mediasi hanya memediasi secara parsial untuk hubungan antara dukungan organisasi yang dirasakan dan kepuasan karir, sedangkan untuk hubungan antara dukungan organisasi yang dirasakan dan perceived marketability, self-perceived employability memediasi secara penuh. Sementara self-perceived employability tidak memiliki peran mediasi untuk hubungan antara partisipasi karyawan dan kepuasan karir maupun perceived marketability.

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The aim of the research is to study the effect of employee participation and perceived organization support in competency development towards career satisfaction and perceived marketability mediated by self-perceived employability. Hypothesis tested using data of 153 employees from a bank company through a questionnaire. Results obtained using path analysis suggested that employee participation in competency development did not have the intended effects on self-perceived employability. Self-perceived employability only affected by perceived support for competency development. Self-perceived employability was found positively related towards career satisfaction and perceived marketability. Self-perceived employability which has a mediating role, only partially mediates the relationship between perceived support for competency development and career satisfaction, while the relationship between perceived support for competency development and perceived marketability, self-perceived employability mediates in full. Self-perceived employability has no mediating role for the relationship between employee participation in competency development and career satisfaction also perceived marketability."

"Employee engagement merupakan faktor penting yang harus diperhatikan oleh Direktorat Jenderal Pajak khususnya Kantor Pelayanan Pajak Wajib Pajak Besar dan Jakarta Khusus. Employee engagement dapat dipengaruhi salah satunya melalui keterlibatan pegawai dengan dukungan penuh dari atasan. Penelitian ini dilakukan di Kantor Pelayanan Pajak Wajib Pajak Besar dan Jakarta Khusus dengan responden berjumlah 192 yang berasal dari 4 Kantor Pelayanan Pajak dengan kriteria kinerja tertinggi dan terendah. Gaya kepemimpinan diukur menggunakan Multifactor Leadership Questionnaire (MLQ) Form 5X dari Bass dan Avolio (1995), keterlibatan pegawai diukur menggunakan instrumen penelitian yang dikembangkan oleh Vandenberg et. al. (1999 dalam Richardson dan Vandenberg, 2005), sedangkan employee engagement diukur menggunakan Utrecht Work Engagement Scale (UWES) dari Schaufeli dan Bakker (2003). Hasil penelitian ini membuktikan bahwa keterlibatan pegawai merupakan mediator bagi pengaruh kepemimpinan transformasional terhadap employee engagement. Ini menunjukkan bahwa pemimpin yang peduli dan mendukung bawahannya dapat mengakomodir pegawai untuk terlibat di dalam pekerjaannya sehingga pegawai menjadi lebih bersemangat, antusias, fokus, dan bangga terhadap pekerjaan dan organisasinya.

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Employee engagement is an important factor that must be considered by Directorate General of Taxes especially in the Large Tax Offices and Jakarta Special Tax Offices. Employee engagement can be influenced through employee involvement with full support from the leaders. This research was conducted at the Large Tax Office and Jakarta Special Tax Office with 192 respondents from 4 Tax Offices with the highest and lowest performance.

Leadership styles were measured using Multifactor Leadership Questionnaire (MLQ) Form 5X from Bass and Avolio (1995), employee involvement was measured using a research instrument developed by Vandenberg et. al. (1999 in Richardson and Vandenberg, 2005), while employee engagement was measured using Utrecht Work Engagement Scale (UWES) from Schaufeli and Bakker (2003).

This research found that employee engagement is a mediator for the effects of transformational leadership on employee engagement. It shows that leaders who care and support subordinates can accommodate employee involvement process so that employees become more power, enthusiastic, focused, and proud of the work and organization."

"Penelitian ini bertujuan untuk menguji pengaruh dari anteseden-anteseden pada aspek komunikasi, seperti symmetrical communication, transparent communication, partisipasi pegawai, komunikasi informal, knowledge sharing, dan komunikasi melalui media sosial organisasi terhadap employee engagement yang dimediasi oleh perceived communication satisfaction di lingkungan organisasi pemerintah X. Survei dilakukan terhadap 108 pegawai dengan menyebarkan kuesioner melalui aplikasi perpesanan, yang bertujuan untuk menguji pengaruh dari keenam anteseden tersebut dengan employee engagement yang dimediasi oleh variabel perceived communication satisfaction. Dari hasil pengujian, diketahui bahwa symmetrical transparent communication, partisipasi pegawai, knowledge sharing dan komunikasi melalui media sosial organisasi berpengaruh secara positif terhadap perceived communication satisfaction, hanya komunikasi informal tidak memiliki pengaruh yang positif terhadap variabel tersebut. Hal ini menandakan bahwa kelima anteseden yang diajukan memberikan pengaruh terhadap kepuasan komunikasi di organisasi pemerintah X. Sementara itu, hasil yang bertolak belakang terlihat pada variabel employee engagement, dimana hanya komunikasi informal yang berpengaruh terhadap variabel tersebut, sehingga bisa disimpulkan bahwa pegawai di organisasi pemerintah X merasakan keterlibatan dengan organisasi akibat dari diterapkannya komunikasi informal di tempat kerja mereka.

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This study aims to test the effect of antecedents on communication aspects, such as symmetrical communication, transparent communication, employee participation, informal communication, knowledge sharing, and communication through organizational social media on employee engagement which is mediated by perceived communication satisfaction in government organizations X. The survey was conducted on 108 employees by distributing questionnaires through messaging applications, which aims to test the influence of the six antecedents on employee engagement which is mediated by the perceived communication satisfaction variable. From the test results, it is known that symmetrical communication, transparent communication, employee participation, knowledge sharing, and communication through organizational social media positively affect perceived communication satisfaction. Only informal communication does not have a positive effect on this variable. This indicates that the five antecedents proposed have an influence on communication satisfaction in government organizations X Meanwhile, contradictory results were seen in the employee engagement variable, where only informal communication had an effect on this variable so that it can be concluded that employees in government organization X feel involved with the organization as a result of implementing informal communication in their workplace."

"Penelitian ini membahas mengenai analisis partisipasi pegawai dalam pelaksanaan program Bank Indonesia Layanan Intranet Kita (BLINK). Penelitian ini merupakan penelitian kualitatif sebagai data utama dengan wawancara mendalam dan observasi langsung ditunjang dengan data-data kuantitatif melaui kuisioner jenis penelitian deskriptif. Hasil penelitian menunjukkan tingkat partisipasi pegawai di Bank Indonesia rendah. Faktor penghambat dalam partisipasi adalah keterbatasan sumber daya, kurangnya sosialisasi program, kurangnya memberikan ide/masukan dalam program, tidak adanya dukungan dalam program, faktor tidak adanya pemberian tanggung jawab yang diberikan atasan kepada bawahan, pegawai tidak merasa bertanggung jawab dalam program, pegawai yang belum terbiasa melakukan knowledge sharing.

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This research focus the analysis application of employees participation in Bank Indonesia Layanan Intranet Kita (BLINK) program in Bank Indonesia Jakarta. This study used qualitative research with additional quantitative data approach with questionnaire and descriptive research. The result showed that employee participation in BLINK program was low. Participation’s barriers identified were the constrains of human resourse; the lack of program socialization; contributing ideas/advice in programs; motivation/support in the programs; the handover of responsibility by a superior to subordinate; feeling responsible to superior; the participation of surveilance on program; the employees hahe not been accustomed to knowledge sharing."

"Kemajuan teknologi yang semakin pesat mendorong industri perbankan untuk mengadopsi digitalisasi guna meningkatkan efisiensi operasional dan memperkuat daya saing. Kehadiran perbankan digital juga memperketat persaingan dalam industri ini, sehingga mendorong perbankan untuk terus berinovasi agar tetap relevan. Inovasi ini dapat diwujudkan melalui knowledge sharing di mana karyawan saling bertukar ide dan memperluas wawasan mereka. Dalam proses ini, psychological empowerment memainkan peran penting karena karyawan yang merasa diberdayakan cenderung lebih percaya diri dalam knowledge sharing dan menerapkan innovative work behavior. Selain itu, participative leadership sangat diperlukan untuk mendorong karyawan agar berani menyampaikan ide-ide mereka dan akhirnya meningkatkan kegiatan berbagi pengetahuan serta perilaku kerja inovatif. Penelitian ini dilakukan untuk menganalisis pengaruh psychological empowerment dan participative leadership terhadap innovative work behavior melalui mediasi knowledge sharing. Hasil penelitian menunjukkan bahwa knowledge sharing memediasi secara positif dan signifikan hubungan antara psychological empowerment dan innovative work behavior. Namun, knowledge sharing tidak menunjukkan pengaruh signifikan pada hubungan antara participative leadership dan innovative work behavior. Secara keseluruhan, hubungan antar variabel dalam penelitian ini memiliki pengaruh positif dan signifikan, kecuali hubungan antara participative leadership dengan knowledge sharing dan innovative work behavior.

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The rapid growth of technology has compelled the banking industry to embrace digitalization to improve operational efficiency and maintain a competitive edge. The rise of digital banking has heightened competition within the sector, prompting banks to continuously innovate to stay relevant. One way to foster innovation is through knowledge sharing, where employees collaborate by exchanging ideas and broadening their understanding. Psychological empowerment plays a vital role in this process, as empowered employees tend to be more confident in sharing knowledge and engaging in innovative work behavior. Furthermore, participative leadership is crucial in motivating employees to express their ideas, thereby promoting knowledge-sharing activities and fostering innovative behavior. This research investigates the impact of psychological empowerment and participative leadership on innovative work behavior, with knowledge sharing acting as a mediating variable. The results indicate that knowledge sharing significantly and positively mediates the relationship between psychological empowerment and innovative work behavior. However, the influence of knowledge sharing on the relationship between participative leadership and innovative work behavior was not statistically significant. Overall, the study found positive and significant relationships among the variables, except for the connections between participative leadership, knowledge sharing, and innovative work behavior."