Analysis Of Employee Engagement In Kendang Jimbe Industry, Blitar City
Keywords:
HR and Employee Engagement
Abstract
The human resources which have reliable and productive have an important role for organizations or companies, especially in the era of 4.0 and digitalization in the business world, especially in employee engagement, where employees are the spearhead of the company. This study aims to see how Employee Engagement in the Kendang Jimbe Blitar Industry. This study use a qualitative descriptive research method. The results of the research from the human resource side show that CV Cherry Blossom Indonesia is very qualified because of the many employees who work all are experts (professionals), but this is a weak point for similar SMEs, especially the Kendang Jimbe Industry because after all these experts will very prone to come out if there is something that might not make them comfortable being there. 2. In terms of Employee Engagement a) Vigor : the policy which have done by the management (Mrs. Anik Sriati) to rest their employees during the day is an aspiration from the employee's proposal, of course this has been recieved so that during effective hours they can carry out activities optimally. 2) Dedication is a strong relationship between workers and what they do. CV Cherry Blossom Indonesia with 40 employees has a strong dedication to their work, this happens because indeed Kendang Jimbe Craft is a series of activities that can be carried out by experts, so that the Kendang Jimbe Industry employees there are very dedicated. 3) Absoption: work activities in the Kendang Jimbe Industry often exceed the time limit determined by the management. Sometimes workers can stay up at night while doing their work, this is certainly a note for management because after all, all work must be assessed properly.
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References
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[2] AT Tensay and M. Singh, “The nexus between HRM, employee engagement and organizational performance of federal public service organizations in Ethiopia,” Heliyon , vol. 6, no. 6, p. e04094, 2020, doi:10.1016/j.heliyon.2020.e04094.
[3] YES Iddagoda and HHDNP Opatha, “Relationships and Mediating Effects of Employee Engagement: An Empirical Study of Managerial Employees of Sri Lankan Listed Companies,” SAGE Open , vol. 10, no. 2, 2020, doi:10.1177/2158244020915905.
[4] S. S and S. MM, “Influence of empowerment, psychological contract and employee engagement on voluntary turnover intentions,” Int. J. Products. Perform. Manag. , vol. 70, no. 2, pp. 325–349, 2021, doi:10.1108/IJPPM-04-2019-0189.
[5] K. Madison, KA Eddleston, FW Kellermanns, and GN Powell, “Kinship and Gender in Family Firms: New Insights Into Employees' Organizational Citizenship Behavior,” Fam. Buses. Rev. , vol. 34, no. 3, pp. 270–295, 2021, doi: 10.1177/08944865211008062.
[6] C. Kerdpitak and K. Jermsittiparsert, “The impact of human resource management practices on competitive advantage: Mediating role of employee engagement in Thailand,” Syst. Rev. Pharm. , vol. 11, no. 1, pp. 443–452, 2020, doi: 10.5530/srp.2020.1.56.
[7] H. Nienaber and N. Martins, “Exploratory study: Determine which dimensions enhance the levels of employee engagement to improve organizational effectiveness,” TQM J. , vol. 32, no. 3, pp. 475–495, 2020, doi:10.1108/TQM-05-2019-0151.
[8] OO Ogueyungbo, LM Chinonye, E. Igbinoba, O. Salau, H. Falola, and M. Olokundun, “Organizational learning and employee engagement: The mediating role of supervisory support,” Cogent Bus. Manag. , vol. 7, no. 1, 2020, doi:10.1080/23311975.2020.1816419.
[9] S. Wasilowski, “Employee Engagement in Higher Education,” J. Soc. science. res. , vol. 12, no. 2, pp. 2699–2712, 2018, doi:10.24297/jssr.v12i2.7435.
[10] V. Christy and Duraisamy, “Ergonomics and Employee,” Int. J. Manag. , vol. 11, no. 03, pp. 435–438, 2020.
[11] E. Mujiasih, "The Relationship Between Perceived Organizational Support and Employee Engagement," J. Psikol. Undip , vol. 14, no. 1, pp. 40–51, 2015, doi:10.14710/jpu.14.1.40-51.
[12] PJ Timur, J. Tengah, TL Negara, T. Sheet, N. Republik, and T. Sheet, “{{ Mayor of Blitar, East Java Province,” vol. 2007, pp. 1–101, 2017.
[13] R. Yuliana, M. Dullah, and Zaenullah, “PPPUD Embroidery as a Superior Handmade in Blitar City,” vol. 477, no. Iccd, pp. 587–590, 2020, doi:10.2991/assehr.k.201017.130.
[14] NA Hamdan, S. Voelker, and J. Borchers, “Sketch&Stitch,” Proc. 2018 CHI Conf. Hum. Factors Comput. syst. - CHI '18 , vol. 2018-April, pp. 1–13, 2018, [Online]. Available: http://dl.acm.org/citation.cfm?doid=3173574.3173656.
[15] N. Hidayati and A. Kiranantika, “Women in fashion: Preference and existence of handmade fashion products,” Int. J. Innov. Create. Chang. , vol. 8, no. 1, pp. 221–237, 2019.
[16] M. Rameshkumar, “Employee engagement as an antecedent of organizational commitment – A study on Indian seafaring officers,” Asian J. Shipp. logistics. , vol. 36, no. 3, pp. 105–112, 2020, doi: 10.1016/j.ajsl.2019.11.003.
[17] SF Rasool, M. Wang, M. Tang, A. Saeed, and J. Iqbal, “How toxic workplace environment effects the employee engagement: The mediating role of organizational support and employee wellbeing,” Int. J. Environ. res. Public Health , vol. 18, no. 5, pp. 1–17, 2021, doi:10.3390/ijerph18052294.
[18] A. Reeves, P. Delfabbro, and D. Calic, “Encouraging Employee Engagement With Cybersecurity: How to Tackle Cyber Fatigue,” SAGE Open , vol. 11, no. 1, 2021, doi:10.1177/21582440211000049.
[19] H. Zghoul and S. Al-Haddad, “The Influence of Product Innovation on Customer Satisfaction in the Pharmaceutical Sector in Jordan,” Int. J. Appl. res. Public Health. Manag. , vol. 6, no. 1, pp. 45–63, 2020, doi:10.4018/ijarphm.2021010104.
[20] P. Pukkeeree, K. Na-Nan, and N. Wongsuwan, “Effect of attainment value and positive thinking as moderators of employee engagement and innovative work behaviour,” J. Open Innov. Technol. Mark. Complex. , vol. 6, no. 3, 2020, doi:10.3390/joitmc6030069.
[21] B. Afsar, B. Al-Ghazali, and W. Umrani, “Corporate social responsibility, work meaningfulness, and employee engagement: The joint moderating effects of incremental moral belief and moral identity centrality,” Corp. soc. Responsib. environment. Manag. , vol. 27, no. 3, pp. 1264–1278, 2020, doi:10.1002/csr.1882.
[22] B. Tiwari and U. Lenka, “Employee engagement: A study of survivors in the Indian IT/ITES sector,” IIMB Manag. Rev. , vol. 32, no. 3, 2020, doi:10.1016/j.iimb.2019.10.003.
[23] SHD and YT Sujoko Effenrin, "Accounting Research Methods: Revealing Phenomena with Quantitative and Qualitative Approaches," Graha Ilmu , vol. 53, no. 9, pp. 1689–1699, 2018.
[24] Sugiyono, "Quantitative, Qualitative, and R&D Research Methods," 2017.
[25] R. Srie Intan Maisyuri and E. Ariyanto, “the Affect of Vigor, Dedication and Absorption on the Employee Performance At Pt. Mandiri Utama Finance,” Dynasty Int. J. Manag. science. , vol. 2, no. 4, pp. 689–702, 2021, doi:10.31933/dijms.v2i4.819.
[26] Z. Teuber, X. Tang, K. Salmela-Aro, and E. Wild, “Assessing Engagement in Chinese Upper Secondary School Students Using the Chinese Version of the Schoolwork Engagement Inventory: Energy, Dedication, and Absorption (CEDA) , " Front. Psychol. , vol. 12, no. February, pp. 1–12, 2021, doi:10.3389/fpsyg.2021.638189.
[27] PH Uljanati, B. Nazararief, VS Marinda, I. Setiawati, VR Risviana, and EA Astari, "The Effect of Transformational Leadership and Organizational Learning on Organizational Performance on Embroidery Messages in Tasikmalaya - Indonesia," Rev. int. geogr. Educ. Online , vol. 11, no. 5, pp. 2024–2034, 2021, doi:10.48047/rigeo.11.05.108.
[28] LHSJ and E. Ariyanto, “The Effect of Vigor, Dedication and Absorption on the Employee Performance of PT Garuda Indonesia Cargo,” Eur. J. Bus. Manag. res. res. , vol. 2, no. 4, pp. 2507–1076, 2021, doi:10.31933/dijms.v2i4.819.
[29] H. Reed, “Goal setting and engagement: An exploration of vigor, dedication, and absorption in the workplace,” Diss. Abstr. int. Sect. A Humanity. soc. science. , vol. 77, no. 7-A(E), 2017, [Online]. Available: http://search.ebscohost.com/login.aspx?direct=true&db=psyh&AN=2016-47709-007&%0Alang=de&site=ehost-live.
[30] S. Taştan, “THE THEORETICAL IMPLICATIONS OF JOB DEMANDS– RESOURCES MODEL: A RESEARCH STUDY ON THE RELATIONS OF JOB DEMANDS, SUPERVISOR SUPPORT AND JOB AUTONOMY WITH WORK ENGAGEMENT,” Atatürk Üniversiditesi ktis Bidari. Derg. , vol. 28, no. 4, pp. 149–192, 2014, [Online]. Available: http://dergipark.gov.tr/atauniiibd/issue/2715/36027.
[31] A. Gani, L. Shuib, and E. Yadegaridehkordi, Issues , Challenges & Opportunities of , no. November. 2018.
[32] N. Saputra and .., “Does Learning Culture Impact Directly or Indirectly on Work Engagement in the Indonesian Oil Palm Industry?,” Int. J. Eng. Technol. , vol. 7, no. 3.30, p. 561, 2018, doi:10.14419/ijet.v7i3.30.18431.
Published
2022-07-23
How to Cite
Zuli, M. D., Sudarmiatin, S., & Bidin , R. (2022). Analysis Of Employee Engagement In Kendang Jimbe Industry, Blitar City. International Journal of Science, Technology & Management, 3(4), 1223-1229. https://doi.org/10.46729/ijstm.v3i4.538
Section
Articles
