PENGARUH PELATIHAN DAN PENGEMBANGAN, KEADILAN, DAN KEPEMIMPINAN TERHADAP EMPLOYEE ENGAGAMENT GENERASI MILLENNIAL DI KOTA JAKARTA

Trengginas Wirabakti Taufiq, Lusi Savitri, Dwi Idawati, Julianita Kurniasari Chandra

Abstract


Penelitian ini bertujuan untuk mengetahui pengaruh pelatihan dan  pengembangan, keadilan, dan kepemimpinan terhadap  employee engagement generasi millennial di kota Jakarta. Keadilan dalam penelitian ini dibagi menjadi 2, yaitu keadilan distributif dan keadilan prosedural. Sedangkan kepemimpinan dibagi menjadi kepemimpinan transaksional dan kepemimpinan transformasional. Penelitian ini dilakukan dengan menganalisis hasil kuesioner dari 391 orang karyawan generasi millennial di kota Jakarta yang disebar dengan teknik purposive sampling. Peneltian ini menggunakan SPSS 21 sebagai alat untuk melakukan analisis regresi linear berganda. Penelitian ini menunjukan bahwa secara simultan, pelatihan dan pengembangan, keadilan, dan kepemimpinan mempengaruhi employee engagement sebesar 49,2%. Sedangkan secara parsial, pelatihan dan pengembangan berpengaruh positif sebesar 0,465; keadilan distributif berpengaruh positif sebesar 0,177; keadilan prosedural berpengaruh positif sebesar 0,192; kepemimpinan transformasional berpengaruh positif sebesar 0,095; lalu kepemimpinan transaksional tidak mempengaruhi employee engagement generasi millennial di kota Jakarta. Dari semua variabel yang diuji, pelatihan dan pengembangan menjadi variabel berpengaruh paling signifikan terhadap employee engagement generasi millennial di kota Jakarta. Penelitian dapat memberikan masukan kepada manajer untuk dapat membuat strategi agar dapat meningkatkan employee engagement. Selain itu, saran untuk penelitian selanjutnya juga dibahas dalam penelitian ini.

 

The purpose of this research is to understand the impact of training and development, justice, and leadership on employee engagement in millennials of Jakarta. Justice in this research is divided into distributive justice and procedural justice. Meanwhile, leadership is divided into transactional leadership and transformational leadership. This research is analyzing the questionnaire’s result of 391 millennials employee in Jakarta using purposive sampling technique. SPSS 21 is used for statistical analysis including regression.In this research, training and development, justice, and leadership, simultaneously, effecting employee engagement as much as 49.2%. Partially, training and development have 0.465 positive effect, distributive justice have 0.177 positive effect, procedural justice have 0.192 positive effect, transformational leadership have 0.095 positive effect, and transactional does not have effect on employee engagement in millennials in Jakarta. From all of the variables, training and development have the most impact on employee engagement in millennials in Jakarta. This research also provided insight for managers, so that they can formulate strategies to increase employee engagement. Suggestions for further research also discussed in this research.


Keywords


Employee Engagement; Training and Development; Justice; Leadership; Millennial

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DOI: https://doi.org/10.34149/jmbr.v16i1.147

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