Does Learning To Change Metter? Employee Routine, Work Intensification and Individual Performance
Keywords:
Learning to Change, Employee Routine, Work Intensification, Individual Performance
Abstract
The purpose of this study was to analyze the effect of learning to change (LTC), employee routine (ER), work intensification (WI), and individual performance (IP) on employees of PT Sinar Murni Indoprinting. This research is quantitative research with an inferential statistical approach. This research method uses a questionnaire with 58 respondents, as a sample of a population of 58 employees using sampling techniques. Variable measurement uses a Likert scale technique with a weight scale from 1 to 5. The data analysis used is Partial Least Square (PLS). The results of this study indicate that: (1) learning to change has no effect and is not significant to individual performance. (2) learning to change has a strong and significant effect on employee routine. (3) learning to change has a strong and significant effect on work intensification. (4) employee routine has no effect and is not significant to individual performance. (5) work intensification has a strong and significant effect on individual performance.
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References
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Widyaningrum, B., Roro Suci Nurdianti, R., Ekonomi, P., & Keguruan dan, F. (2022). Teori Manajemen Perubahan Kurt Lewin: Kajian dalam Menghadapi Disrupsi Pendidikan Post-Covid 19. Jurnal Untidar, 19(September), 297–307. http://jurnal.untidar.ac.id
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Almigo, N., Psikologi, F., Bina, U., & Palembang, D. (2004). Hubungan Antara Kepuasan Kerja Dengan Produktivitas Kerja Karyawan. 1(1), 50–60.
Astuti, N., & Palupiningdyah. (2018). The Effect of Work Overload on Job Performance with Emotional Exhaustion as Mediating Variable (Study at Employee of Production Department PT. Royal Korindah Purbalingga). Management Analysis Journal, 7(2), 85–92.
Ballarini, P., Guido, R., Mazza, T., & Prandi, D. (2009). Taming the complexity of biological pathways through parallel computing. Briefings in Bioinformatics, 10(3), 278–288. https://doi.org/10.1093/bib/bbp020
Carnahan, S., Agarwal, R., & Campbell, B. (2010). The Effect of Firm Compensation Structures on the Mobility and Entrepreneurship of Extreme Performers. Business, 920(October), 1–43. https://doi.org/10.1002/smj
Chiew, G. C., Hwa, M. A. C., & Teh, G. M. (2018). Work Intensification and Turnover Intention in Academia: The Mediating Role of Work-Life Balance. Journal of Asian Scientific Research, 8(5), 188–196. https://doi.org/10.18488/journal.2.2018.85.188.196
Dwi, H., Pandu, A., Salamah, U., & Wahyuningsih, N. (2022). Jurnal Bisnis dan Kajian Strategi Manajemen Menguji Peran Efikasi Diri Untuk Meningkatkan Pencapaian Target Kinerja Pegawai Jurnal Bisnis dan Kajian Strategi Manajemen. 6, 212–226.
Fujino, H., Ishii, H., & Shimoda, H. (n.d.). SUGGESTION OF AN EDUCATION METHOD WITH AN AFFECTIVE INTERFACE FOR PROMOTING EMPLOYEES ’ WORK MOTIVATION IN A ROUTINE WORK. https://doi.org/10.3182/20070904-3-KR-2922.00072
Guest, D. E., & Guest, D. E. (2002). Social Science Information. https://doi.org/10.1177/0539018402041002005
Hayley, J., Andreas, F., & Orcid, R. (2021). Anthropogenic intensification of short- duration rainfall extremes.
Horton, D., & Mackay, R. (2003). Using evaluation to enhance institutional learning and change : recent experiences with agricultural research and development. 78, 127–142. https://doi.org/10.1016/S0308-521X(03)00123-9
Hui, L., Bruin, A. B. H. De, & Donkers, J. (2021). Does Individual Performance Feedback Increase the Use of Retrieval Practice ? 1835–1857.
Kirby, B., West, T., Choice, T., Face, W., Segregation, H., & Have, P. (2021). Learning to Change : New Takes on Education Reform Civil Rights Practice Group. 22, 202–209.
Kogut, B., & Zander, U. (2009). Knowledge of the firm. Combinative capabilities, and the replication of technology. Knowledge in Organisations, August 2015, 17–36. https://doi.org/10.1287/orsc.3.3.383
Lachowicz, M. J., Preacher, K. J., & Kelley, K. (2018). A Novel Measure of Effect Size for Mediation Analysis. 23(2), 244–261.
Leimbach, T. (2022). Learning to change : Climate action pedagogy. 62(3).
Macky, K., & Boxall, P. (2008). High‐involvement work processes, work intensification and employee well‐being: A study of New Zealand worker experiences. Asia Pacific Journal of Human Resources, 46(1), 38–55. https://doi.org/10.1177/1038411107086542
Mahmoud, M. A., Ahmad, S. bin, & Poespowidjojo, D. A. L. (2022). Validation of the psychological safety, psychological empowerment, intrapreneurial behaviour and individual performance measurements. RAUSP Management Journal, 57(3), 219–234. https://doi.org/10.1108/RAUSP-11-2020-0252
Matias, G., Jaimovich, N., Nekarda, C. J., & Siu, H. E. (2020). The dynamics of disappearing routine jobs : A flows approach ☆. Labour Economics, 65(April), 101823. https://doi.org/10.1016/j.labeco.2020.101823
Paraswati, A. D., & Kunci, K. (2024). Workload To Individual Performance : Mediation Effect Of Burnout And Moderation Effect Of Psychological Capital. 7(1), 275–290.
Pujianto, W. E. (2023). PENGARUH INNOVATION CAPABILITY TERHADAP KINERJA INDIVIDU YANG DIMEDIASI OLEH DIGITAL MARKETING PADA UD . BUMBU MASAK MACHMUDAH ( BMM ). October. https://doi.org/10.37303/a.v25i2.479
Risher, J. (2018). When to use and how to report the results of PLS-SEM. December. https://doi.org/10.1108/EBR-11-2018-0203
Tumbel, T. M. (2021). Pengaruh Knowledge Management dan Learning Organization Terhadap Kinerja Karyawan PT Hasjrat Abadi Manado. 2(1).
Widyaningrum, B., Roro Suci Nurdianti, R., Ekonomi, P., & Keguruan dan, F. (2022). Teori Manajemen Perubahan Kurt Lewin: Kajian dalam Menghadapi Disrupsi Pendidikan Post-Covid 19. Jurnal Untidar, 19(September), 297–307. http://jurnal.untidar.ac.id
Yen, C. (2021). Learning to change : Transformative outcomes of programmes and activities for family caregivers of people with dementia in Taiwan. 61(2).
Published
2024-04-29
How to Cite
Damayanti, F. A., & Pujianto, W. E. (2024). Does Learning To Change Metter? Employee Routine, Work Intensification and Individual Performance. JOELS: Journal of Election and Leadership , 5(1), 97-107. https://doi.org/10.31849/joels.v5i1.18597
Section
Articles
