Mendefinisikan Kembali Sdm: Memupuk Budaya Perbaikan Dan Inovasi Yang Berkelanjutan
Keywords:
Human Resource Practices, Culture of Continuous Improvement and Innovation, Leadership Support
Abstract
This study investigates the impact of Human Resource Practices on the Culture of Continuous Improvement and Innovation, with Employee Engagement and Leadership Support serving as intervening variables. Employing a quantitative research design, the study utilized a sample of 93 employees from PT Lucas Djaja, determined through random sampling and Slovin’s formula. Data were analyzed using Smart PLS to explore the relationships between the variables. The results reveal that Human Resource Practices significantly influence both Employee Engagement and Leadership Support. Moreover, both Employee Engagement and Leadership Support positively mediate the relationship between Human Resource Practices and the Culture of Continuous Improvement and Innovation. These findings emphasize the critical role of strategic Human Resource Practices in fostering an organizational culture that supports ongoing improvement and innovation. The study highlights the need for organizations to integrate effective Human Resource strategies, engage employees, and support leadership to enhance continuous improvement and innovation.
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[27] Adeola Olusola Ajayi-Nifise, Olubusola Odeyemi, Noluthando Zamanjomane Mhlongo, Chidera Victoria Ibeh, Oluwafunmi Adijat Elufioye, and Titilola Falaiye, “Digital transformation in banking: The HR perspective on managing change and cultivating digital talent,” Int. J. Sci. Res. Arch., vol. 11, no. 1, pp. 1452–1459, 2024, doi: 10.30574/ijsra.2024.11.1.0237.
[28] Nancy Al-Hamad, Olakunle James Oladapo, Jennifer Osayawe Atu Afolabi, Funmilola Olatundun Olatoye, and Emmanuel Osamuyimen Eboigbe, “Enhancing educational outcomes through strategic Human Resources (HR) initiatives: Emphasizing faculty development, diversity, and leadership excellence,” World J. Adv. Res. Rev., vol. 20, no. 3, pp. 363–383, 2023, doi: 10.30574/wjarr.2023.20.3.2438.
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[2] A. Uzorka and A. O. Olaniyan, “Leadership role and professional development of technology,” Educ. Inf. Technol., vol. 28, no. 1, pp. 713–723, 2023, doi: 10.1007/s10639-022-11201-6.
[3] A. Rahmat, “Jurnal Manajemen dan Bisnis ETHICAL LEADERSHIP AND INNOVATIVE BEHAVIOUR : MEDIATION ROLE OF LEADER MEMBER EXCHANGE AND,” ETHICAL Leadersh. Innov. Behav., vol. 11, no. 1, pp. 169–179, 2022.
[4] M. Abouzeid et al., “Barriers to sustainable health research leadership in the Global South: Time for a Grand Bargain on localization of research leadership?,” Heal. Res. Policy Syst., vol. 20, no. 1, pp. 1–14, 2022, doi: 10.1186/s12961-022-00910-6.
[5] I. Bernarto, D. Bachtiar, N. Sudibjo, I. N. Suryawan, A. Purwanto, and M. Asbari, “Effect of transformational leadership, perceived organizational support, job satisfaction toward life satisfaction: Evidences from indonesian teachers,” Int. J. Adv. Sci. Technol., vol. 29, no. 3, pp. 5495–5503, 2020.
[6] J. K. Ford, T. K. Lauricella, J. A. Van Fossen, and S. J. Riley, “Creating Energy for Change: The Role of Changes in Perceived Leadership Support on Commitment to an Organizational Change Initiative,” J. Appl. Behav. Sci., vol. 57, no. 2, pp. 153–173, 2021, doi: 10.1177/0021886320907423.
[7] S. Muhammed and H. Zaim, “Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success,” J. Knowl. Manag., vol. 24, no. 10, pp. 2455–2489, 2020, doi: 10.1108/JKM-03-2020-0227.
[8] H. Nienaber and N. Martins, “Exploratory study: Determine which dimensions enhance the levels of employee engagement to improve organisational effectiveness,” TQM J., vol. 32, no. 3, pp. 475–495, 2020, doi: 10.1108/TQM-05-2019-0151.
[9] 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.
[10] S. Riyanto, E. Endri, and N. Herlisha, “Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement,” Probl. Perspect. Manag., vol. 19, no. 3, pp. 162–174, 2021, doi: 10.21511/ppm.19(3).2021.14.
[11] S. F. 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, 2021.
[12] A. M. Saks, “Caring human resources management and employee engagement,” Hum. Resour. Manag. Rev., vol. 32, no. 3, pp. 1–15, 2022, doi: 10.1016/j.hrmr.2021.100835.
[13] P. Health, “Employee Engagement and Wellbeing in Times of COVID-19 : A Proposal of the 5Cs Model,” Int. J. Environ. Res. Public Health, 2021.
[14] G. Boccoli, L. Gastaldi, and M. Corso, “The evolution of employee engagement: Towards a social and contextual construct for balancing individual performance and wellbeing dynamically,” Int. J. Manag. Rev., vol. 25, no. 1, pp. 75–98, 2023, doi: 10.1111/ijmr.12304.
[15] J. F. Ybema, T. van Vuuren, and K. van Dam, “HR practices for enhancing sustainable employability: implementation, use, and outcomes,” Int. J. Hum. Resour. Manag., vol. 31, no. 7, pp. 886–907, 2020, doi: 10.1080/09585192.2017.1387865.
[16] A. Alikaj, W. Ning, and B. Wu, “Proactive Personality and Creative Behavior: Examining the Role of Thriving at Work and High-Involvement HR Practices,” J. Bus. Psychol., vol. 36, no. 5, pp. 857–869, 2021, doi: 10.1007/s10869-020-09704-5.
[17] Y. Wang, S. Kim, A. Rafferty, and K. Sanders, “Employee perceptions of HR practices: A critical review and future directions,” Int. J. Hum. Resour. Manag., vol. 31, no. 1, pp. 128–173, 2020, doi: 10.1080/09585192.2019.1674360.
[18] J. Van Beurden, K. Van De Voorde, and M. Van Veldhoven, “The employee perspective on HR practices: A systematic literature review, integration and outlook,” Int. J. Hum. Resour. Manag., vol. 32, no. 2, pp. 359–393, 2021, doi: 10.1080/09585192.2020.1759671.
[19] W. A. Srisathan, C. Ketkaew, and P. Naruetharadhol, “The intervention of organizational sustainability in the effect of organizational culture on open innovation performance: A case of thai and chinese SMEs,” Cogent Bus. Manag., vol. 7, no. 1, 2020, doi: 10.1080/23311975.2020.1717408.
[20] A. Zeb, F. Akbar, K. Hussain, A. Safi, M. Rabnawaz, and F. Zeb, “The competing value framework model of organizational culture, innovation and performance,” Bus. Process Manag. J., vol. 27, no. 2, pp. 658–683, 2021, doi: 10.1108/BPMJ-11-2019-0464.
[21] A. A. A. salam Khalil and S. A. Hamid, “The Role of Continuous Improvement Strategy (Kaizen) in organizational innovation: An analytical research in the General Company of Electrical and Electronic Industries /The Ministry of Industry and Minerals,” J. Econ. Adm. Sci., vol. 27, no. 129, pp. 41–54, 2021, doi: 10.33095/jeas.v27i129.2174.
[22] D. R. S. M. Fuad, K. Musa, and Z. Hashim, “Innovation culture in education: A systematic review of the literature,” Manag. Educ., vol. 36, no. 3, pp. 135–149, 2022, doi: 10.1177/0892020620959760.
[23] S. Bendak, A. M. Shikhli, and R. H. Abdel-Razek, “How changing organizational culture can enhance innovation? Development of the innovative culture enhancement framework,” Cogent Bus. Manag., vol. 7, no. 1, 2020, doi: 10.1080/23311975.2020.1712125.
[24] L. Adla, V. Gallego-Roquelaure, and L. Calamel, “Human resource management and innovation in SMEs,” Pers. Rev., vol. 49, no. 8, pp. 1519–1535, 2020, doi: 10.1108/PR-09-2018-0328.
[25] A. R. Beraldin, P. Danese, and P. Romano, “Employee involvement for continuous improvement and production repetitiveness: a contingency perspective for achieving organisational outcomes,” Prod. Plan. Control, vol. 33, no. 4, pp. 323–339, 2022, doi: 10.1080/09537287.2020.1823024.
[26] P. Arora and D. Suri, “Redefining, relooking, redesigning, and reincorporating HRD in the post Covid 19 context and thereafter,” Hum. Resour. Dev. Int., vol. 23, no. 4, pp. 438–451, 2020, doi: 10.1080/13678868.2020.1780077.
[27] Adeola Olusola Ajayi-Nifise, Olubusola Odeyemi, Noluthando Zamanjomane Mhlongo, Chidera Victoria Ibeh, Oluwafunmi Adijat Elufioye, and Titilola Falaiye, “Digital transformation in banking: The HR perspective on managing change and cultivating digital talent,” Int. J. Sci. Res. Arch., vol. 11, no. 1, pp. 1452–1459, 2024, doi: 10.30574/ijsra.2024.11.1.0237.
[28] Nancy Al-Hamad, Olakunle James Oladapo, Jennifer Osayawe Atu Afolabi, Funmilola Olatundun Olatoye, and Emmanuel Osamuyimen Eboigbe, “Enhancing educational outcomes through strategic Human Resources (HR) initiatives: Emphasizing faculty development, diversity, and leadership excellence,” World J. Adv. Res. Rev., vol. 20, no. 3, pp. 363–383, 2023, doi: 10.30574/wjarr.2023.20.3.2438.
[29] H. M. Jerónimo, P. L. Henriques, T. C. de Lacerda, F. P. da Silva, and P. R. Vieira, “Going green and sustainable: The influence of green HR practices on the organizational rationale for sustainability,” J. Bus. Res., vol. 112, no. June 2019, pp. 413–421, 2020, doi: 10.1016/j.jbusres.2019.11.036.
Published
2024-08-23
Section
Articles
Copyright (c) 2024 Rika Solihah, Sonny Sanjaya, Dady Indra Permana
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
