ANALISIS FAKTOR KEPEMIMPINAN OTENTIK DAN PERSEPSI DUKUNGAN ORGANISASI PADA WORK ENGAGEMENT STAF ORGANISASI PERHOTELAN DENGAN EFIKASI DIRI SEBAGAI MEDIATORNYA
DOI:
https://doi.org/10.14421/jpsi.v7i2.1775Keywords:
work engagement, kepemimpinan otentik, efikasi diri, persepsi dukung organisasi, pariwisata, organisasi hotelAbstract
Abstract. This study aims to look at the effect of authentic leadership variables and perceptions of organizational support on staff engagement work in hospitality organizations by using self-efficacy as a moderator. This is because an increase in the number of tourists, both domestic and foreign, has encouraged competition for the quality of services in Yogyakarta, including hotels as accommodation. This study looks at the influence of organizations and the ability of individuals to increase work engagement on staff of hospitality organizations. Specifically, the variables measured to see organizational influence are authentic leadership and perceived organizational support. The variable used to see the ability of individuals who influence work engagement is self-efficacy. The results of this study indicate a significant correlation of each variable on work engagement. However, self-efficacy is less able to act as an effective moderator and more a strong predictor for work engagement variables. In addition, the results of the study also showed that perceived organizational support, authentic leadership and self-efficacy were able to influence work engagement by 28.8% together.
Abstrak. Penelitian ini bertujuan untuk melihat pengaruh variabel kepemimpinan otentik dan persepsi dukungan organisasi pada work engagement staf di organisasi perhotelan dengan menggunakan efikasi diri sebagai moderatornya. Hal ini dikarenakan peningkatan jumlah wisatawan baik domestik maupun mancanegara telah mendorong persaingan akan kualitas jasa pelayanan di Yogyakarta termasuk di dalamnya adalah hotel sebagai akomodasi. Penelitian ini melihat pengaruh dari organisasi dan kemampuan individu untuk meningkatkan work engagement pada staf organisasi perhotelan. Secara khusus, variabel yang diukur untuk melihat pengaruh organisasi adalah kepemimpinan otentik dan persepsi dukungan organisasi. Variabel yang digunakan untuk melihat kemampuan individu yang berpengaruh pada work engagement adalah efikasi diri. Hasil dari penelitian ini menunjukkan adanya korelasi yang signifikan dari masing-masing variabel terhadap work engagement. Namun demikian, efikasi diri kurang dapat berperan sebagai moderator yang efektif dan lebih menjadi prediktor yang kuat untuk variabel work engagement. Selain itu, hasil penelitian juga menunjukkan bahwa persepsi dukungan organisasi, kepemimpinan otentik dan efikasi diri mampu mempengaruhi work engagement sebesar 28,8% secara bersama-sama.
Downloads
References
Abu-Shamaa, R., Al-Rabayah, W., & Khasawneh, R. (2015). The Effect of Job Satisfaction and Work Engagement on Organizational Commitment. The IUP Journal of Organizational Behavior, XIV(4), 7-27.
Anjani, S., & Helmi, A. F. (2014). Peran Persepsi Dukungan Organisasi dan Efikasi Diri dalam Melaksanakan Tri Dharma Perguruan Tinggi terhadap Work Engagement pada Dosen. Yogyakarta: Skripsi Fakultas Psikologi Universitas Gadjah Mada.
Avolio, B.J., & Chan, W.L. (2008). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16(3), 315-338.
Avolio, B.J., & Luthans, F. (2006). High Impact Leaders: Moments matter in authentic leadership development. New York: McGraw-Hill.
Azwar, S.(2009). Metode Penelitian. Yogyakarta: Pustaka Pelajar
Azwar, S.(2009). Reliabilitas dan Validitas. Yogyakarta: Pustaka Pelajar.
Azwar, S.(2012). Penyusunan Skala Psikologi. Yogyakarta: Pustaka Pelajar.
Bakker, A.B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328.
Bakker, A.B., & Leither, M.P. (2010). A Handbook of Essential Theory and Research. USA : Psychology Press.
Bandura, A. (1997). SELF-EFFICACY: The Exercise of Control. New York: W. H. Freeman and Company.
Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press.
Baron, R.M. & Kenny, D.A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51 (6): 1173-1182.
BPS. (2017, November 9). Data Kunjungan Wisatawan Mancanegara Bulanan Tahun 2017. Dipetik February 20, 2018, dari Kementerian Pariwisata Republik Indonesia: http://www.kemenpar.go.id/userfiles/12_%20Lapbul%20Des%202017%20(Angka%20Revisi).pdf
BPS. (2017, September 04). Kunjungan Wisman Juli 2017 Mencapai 1,35 Juta Kunjungan. Berita Resmi Statistik, 83(09), 2-9.
Breso, E., Schaufeli, W.B., & Salanova, M. (2011). Can a self-efficacy-based intervention decrease burnout, increase engagement, and enhance performance? A quasi-experimental study. High Education, 61(4), 339-355.
Clark, S. (2017, June 18). 4 Ways Millennials Are Changing The Face Of Trave. Diambil kembali dari www.huffingtonpost.com: https://www.huffingtonpost.com/sarah-clark/4-ways-millennials-are-ch_b_10503146.html
Creswell, J. W. (2009). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches 3rd Edition. Los Angeles: SAGE Publication, Inc.
Eid, J., Mearns, K., Larsson, G., Laberg, J. C., & Johnsen, B. H. (2012).Leadership,psychological capital and safety research: Conceptual Issues and future researchquestions. Safety Science, 50 (2), 55–61.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. 1986. Does pay for performance increase or decrease perceived self-determination and intrinsic motivation?. Journal of Personality and Social Psychology. 77: 1026-1040.
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87, 565-573.
Emuwa, A. (2013). Authentic Leadership: Commitment to supervisor, follower empowerment, and procedural justice climate. Emerging Leadership Journeys, 6(1), 45-65.
Gardner, W.L., Cogliser, C.C., Davis, K.M., & Dickens, M.P. (2011). Authentic Leadership: A review of the literature and research agenda. The Leadership Quarterly, 22 (6), 1120-1145.
George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic leadership. Harvard Business Review, 85(2), 129-138.
Hadi, S. (2004). Statistik I. Yogyakarta: Andi Offset.
Hair, J., Black, W.C., Babin, B.J., & Anderson, R.E. (2010). Multivariate Data Analysis (7th Edition). Norwich, United Kingdom: Prentice Hall.
Hassan, A., & Ahmed, F. (2011). Authentic leadership, trust and work engagement. International Journal of Social, Human Science and Engineering, 5(8), 1-7.
Judge, T., Bono, J., Erez, A., & Locke, E. (2005). Core-self Evaluations and Job and Life Satisfaction: the Role of self-concordance and goal attainment. Journal of Applied Psychology, 90(2), 257-268.
Khan, W. (1990). Psychological Conditions of Personal Engagement and Diengagement at Work. Academy of Management Journal, 692-724.
Liu, J., Cho, S., & Putra, E. D. (2017). The moderating effect of self-efficacy and gender on work engagement for restaurant employees in the United States. International Journal of Contemporary Hospitality Management, 29(1), 624-642.
Mustikowati, R. I., & Sarwoko, E. (2011). Pengaruh Kualitas Layanan Terhadap Kepuasan Pelanggan dan Konsekuensinya Pada Loyalitas (Studi Pada Obyek Wisata Di Kabupaten Malang). MODERNISASI, 93-114.
Nizam, S., Ruzainy, M. N., Sarah, S., & Idayu, N. (2016). Generation Y: Organizational Commitment and Turnover Intention. The European Social & Behavioral Sciences, 448-456.
Schaefer, C. D. (2017). Factors Contributing to Millennial Turnover Rates in Department of Defense Organizations. Melbourne: Bisk College of Business, Florida Institute of Technology.
Schaufeli, W.B., & Bakker, A.B. (2004). Job demands, job resources, and their relationship with burnout and engagement: a multi sample study. Journal of Organizational Behavior, 25(3), 293-315.
Shantz, A., Alfes, K., & Latham, G. (2016). The Buffering Effect of Perceived Organizational Support on the Relationship between Work Engagement and Behavioral Outcomes. Human Resources Management(50), 25-38.
Sweetman, D., & Luthans, F. (2010). The power of positive psychology: Psychological capital and work engagement. In A.B. Bakker & M.P. Leiter (Eds.), Work engagement: A handbook of essential theory and research (pp. 54-68). New York: Psychology Press.
Urdan, T., & Pajares, F. (2006). Self-Efficacy Beliefs of Adolescent. Charlotte: Information Age Publishing.
Walumbwa, F., Avolio, B., Gardner, W., Wernsing, T., & Peterson, S. (2008). Authentic Leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
Walumba, F., Avolio, B. & Zhu, W. (2008). How Transformational Leadership Weaves Its Influence on Individual Job Performances: the Role of identification and efficacy beliefs. Personnel Psychology, 61(4), 793-825.
Yongxing, G., Du, H. X., & Lei, M. (2017). Work engagement and job performance: The moderating role of perceived organizational support. Anales de Psicologia, 33(3), 708.
Zhao, L., & Zhao, J. (2017). A Framework of Research and Practice Relationship betweek Work Engagement, Affective Commitment, and Turnover Intention. Open Journal of Social Sciences, 225-233.
Downloads
Published
Issue
Section
License
Authors who publish with this journal agree to the following terms:- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).