Pengaruh Flexible Working Arrangement terhadap Work Engagement pada Karyawan Milenial Perusahaan Startup Digital di Kota Bandung

  • Reskina Winialda Prodi Psikologi, Fakultas Psikologi, Universitas Islam Bandung
  • Yuli Aslamawati
Keywords: Flexible Working Arrangement, Work Engagement, Millennial Employee

Abstract

Abstract. This study aims to empirically examine the effect of flexible working arrangement on millennial employees work engagement in digital startup companies in Bandung City. This research used a quantitative approach with a cross-sectional survey design. This study used non-probability sampling, specifically convenience/ accidental sampling, with a sample size of 120 employees. Measurment scale using the Flexible Working Arrangement Scale from Farida and Utrecht Work Engagement Scale-17 (UWES-17) from Wilmar Schaufeli. The data analysis technique to test the research hypothesis used a multiple regression technique test. The results of this research shows that 76% millennial employees in digital startup companies in Bandung City have a high level of flexible working arrangement and 96% have a high level of work engagement. Simultaneously, flexible working arrangements have an 8.5% influence on work engagement. However, only one dimension of flexible working arrangements, that is flexible location, significantly affects work engagement. The other dimension, flexible time, does not have a significant impact on work engagement. The implication of this research is the importance of implementing flexible working arrangements, particularly in the dimension of flexible location, to enhance millennial employees work engagement in digital startup companies.

Abstrak. Penelitian ini bertujuan untuk menguji secara empiris pengaruh flexible working arrangement terhadap work engagement karyawan milenial perusahaan startup digital di Kota Bandung. Pendekatan yang digunakan ialah kuantitatif dengan desain cross-sectional survey. Teknik pengambilan sampel dalam penelitian ini menggunakan non-probability sampling yaitu convenience/ accidental sampling, dengan jumlah sampel sebanyak 120 orang. Alat ukur yang digunakan adalah skala Flexible Working Arrangement dari Farida dan Utrecht Work Engagement Scale-17 (UWES-17) dari Wilmar Schaufeli, analisis data menggunakan regresi linier berganda. Hasil penelitian menunjukkan bahwa 76% karyawan milenial perusahaan startup digital di Kota Bandung memiliki flexible working arrangement yang tinggi dan 96% karyawan milenial perusahaan startup digital di Kota Bandung memiliki work engagement yang tinggi. Secara simultan, flexible working arrangement berpengaruh terhadap work engagement sebesar 8.5%. Sedangkan secara parsial hanya satu dimensi flexible working arrangement yaitu flexible location berpengaruh secara signifikan terhadap work engagement. Sementara dimensi lainnya yaitu flexible time tidak berpengaruh secara signifikan terhadap work engagement. Implikasi penelitian ini adalah pentingnya penerapan flexible working arrangement terutama pada dimensi flexible location dalam meningkatkan work engagement karyawan milenial perusahaan startup digital.

References

Sugianto. (2021). Bagaimana Perusahaan Harus Beradaptasi di Era Transformasi Digital. Retrieved 21 June, 2023, from https://suitmedia.com/ideas/bagaimana-perusahaan-harus-beradaptasi-di-era-transformasi-digital.

Ashary, L., Abdurachman, U., & Situbondo, S. (2019). Strategi Manajemen Sumber Daya Manusia Dalam Peningkatan Produktivitas Karyawan Industri Kuliner di Kabupaten Jember. Jurnal Ekonomi dan Bisnis GROWTH, 17 (2).

Jin, M. H., McDonald, B. (2016). Understanding Employee Engagement in the Public Sector: The Role of Immediate Supervisor, Perceived Organizational Support, and Learning Opportunities. The American Review of Public Administration, 47(8), 881–897. https://doi.org/10.1177/0275074016643817.

Noe, Raymond A., Hollenback, John R., Gerhart, Barry., & Wright, Patrick M. (2011). Manajemen Sumber Daya Manusia mencapai Keunggulan Bersaing. Salemba Empat.

Markos, S., Sridevi, M.S. (2010). Employee Enggagement The Key to Improving Performance. International Journal of Business and Management, 5(12).

Cheche S.G., Muathe S.M.A., & Maina S.M. (2017). Employee engagement, organisational commitment and performance of selected state corporations in kenya. European Scientific Journal. 13(31), 317-327.

Marciano, Paul L. (2010). Carrots and Sticks Don't Work: Build a Culture of Employee Engagement with the Principles of RESPECT. McGraw Hill.

Bridge, Stevland. (2022). SVB Academy : Metode Hybrid Working, Favorit Generasi Muda?. Retrieved 21 June, 2023, from https://svbacademy.com/metode-hybrid-working-favorit-generasi-muda/.

Howe, N. Strauss, W. (2000). Millennials Rising : the next Great Generation. Vintage Books.

Edward, Y. R. (2020). Pentingnya Employee Engaged Berdasarkan Gallup Research. QuBisa. Retrieved 28 November, 2022, from https://www.qubisa.com/microlearning/pentingnya-employee-engaged-berdasarkan-gallup-research.

Sukoco, L., Fu’ada, D. N., & Muttaqin, Z. (2020). Work Engagement of Millenial Generation Employees at PT. X Bandung. Jurnal Pemikiran dan Penelitian Administrasi Bisnis dan Kewirausahaan, 5 (3).

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. https://doi.org/10.1002/job.248.

Bakker, A. B. Hakanen, J. J. Demerouti, E. Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99(2), 274–284. https://doi.org/10.1037/0022-0663.99.2.274.

Fletcher, L. (2015). Can Perceptions of Flexible Work Arrangements Boost Engagement and Desirable Employee Behaviour. Conference Paper: CIPD Applied Research Conference 2015.

Ivanauskaite, Ausra. (2015). The Impact of Flexible Work Arrangements on Employee Engagement and Organizational Commitment Through The Mediating Role or Work Family Enrichment. https://vb.ism.lt/object/elaba:19423970/19423970.pdf.

Brown, D. (2009). Generation Y in The Workpalce. Texas: The Bush School.

Timms, C., Brough, P., O’Driscoll, M., Kalliath, T., Siu, O. L., Sit, C., & Lo, D. (2014). Flexible work arrangements, work engagement, turnover intentions and psychological health. Asia Pacific Journal of Human Resources, 53(1), 83–103. https://doi.org/10.1111/1744-7941.12030.

Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169.

Zhong, L., Wayne, S. J., & Liden, R. C. (2015). Job engagement, perceived organizational support, high-performance human resource practices, and cultural value orientations: A cross-level investigation. Journal of Organizational Behavior, 37(6), 823–844. https://doi.org/10.1002/job.2076.

Saini, S., Plowman, K. (2007). Effective Communications in Growing Pre-IPO Start-Ups. Journal of Promotion Management, 13(3-4), 203–232. https://doi.org/10.1080/10496490802308547.

Hardiansyah, R., Tricahyono, D. (2019). Identifikasi Faktor-Faktor Kesuksesan Start Up Digital di Kota Bandung. Jurnal Ekonomi Fakultas Ekonomi Dan Bisnis Universitas Riau, 27 (2) (2715-6877), 134–145.

Avital, M., Te’eni, D. (2009). From generative fit to generative capacity: exploring an emerging dimension of information systems design and task performance. Information Systems Journal, 19(4), 345–367. https://doi.org/10.1111/j.1365-2575.2007.00291.x.

Selby, C., Wilson, F. (2001). Flexible Working Handbook. Sofia. Bulgaria: Virtech.Ltd. https://virtech-bg.com/bg-telework/bg/Handbook-English.pdf.

Farida, U. (2020). The Effect of Flexible Working Arrangements on Work Engagement of Online Motorcycle Taxi Drivers. Psychological Research and Intervention, 3(2), 92–99. https://doi.org/10.21831/pri.v3i2.42196.

Schaufeli, W. B., Salanova, M., González-romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92. https://doi.org/10.1023/a:1015630930326.

Schaufeli, W. B., & Taris, T. W. (2013). A Critical Review of the Job Demands- Resources Model: Implications for Improving Work and Health. Bridging Occupational, Organizational and Public Health, 43–68. doi:10.1007/978- 94-007-5640-3_4.

Wirotama. (2017). Startu-up vs Perusahaan Konvensional: Mana yang Lebih Baik Untuk Pengembangan Karier?. Retrieved 21 June, 2023, from https://samahitawirotama.com/start-up-vs-perusahaan-konvensional-mana-yang-lebih-baik-untuk-pengembangan-karier/.

Allen, T. D., Johnson, R. C., Kiburz, K. M., & Shockley, K. M. (2012). Work-Family Conflict and Flexible Work Arrangements: Deconstructing Flexibility. Personnel Psychology, 66(2), 345–376. doi:10.1111/peps.12012.

Irmawati & Alifa, “Pengaruh Quality of Work Life, Self Determination, dan Job Performance terhadap Work Engagement Karyawan,” Seminar Nasional Riset Manajemen & Bisnis, 2017.

Sarah Khairunnisa Zahrani and Farida Coralia, “Tingkat Ekspresi Emosi pada Caregiver Skizofrenia di Kecamatan Kersamanah, Kabupaten Garut,” Jurnal Riset Psikologi, vol. 1, no. 2, pp. 119–123, Feb. 2022, doi: 10.29313/jrp.v1i2.557.

Mariyani, “Cognitive Behavior Therapy untuk Menurunkan Tingkat Gangguan Depresi Sedang (F32.1),” Jurnal Riset Psikologi, vol. 2, no. 2, pp. 123–130, Dec. 2022.

Published
2023-08-03