• Tiada Hasil Ditemukan

View of THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP, TALENT MANAGEMENT, AND ORGANIZATIONAL CULTURE ON MANAGERS’ WORK PRODUCTIVITY AT PGN WITH OCB AS INTERVENING

N/A
N/A
Protected

Academic year: 2022

Share "View of THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP, TALENT MANAGEMENT, AND ORGANIZATIONAL CULTURE ON MANAGERS’ WORK PRODUCTIVITY AT PGN WITH OCB AS INTERVENING"

Copied!
21
0
0

Tekspenuh

(1)

International Journal of Social Science Research (IJSSR) eISSN: 2710-6276 | Vol. 4 No. 1 [March 2022]

Journal website: http://myjms.mohe.gov.my/index.php/ijssr

THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP, TALENT MANAGEMENT, AND

ORGANIZATIONAL CULTURE ON MANAGERS’ WORK PRODUCTIVITY AT PGN WITH OCB AS INTERVENING

Baskara Agung Wibawa1*, Hamidah2 and Wibowo3

1 Doctorate Study in HRM, Post Graduate Program, Universitas Negeri Jakarta, INDONESIA

2 3 Doctorate Study Program in HRM, Post Graduate Program, Universitas Negeri Jakarta, INDONESIA

*Corresponding author: baskara.wibawa@pgn.co.id

Article Information:

Article history:

Received date : 26 February 2022 Revised date : 3 March 2022 Accepted date : 15 March 2022 Published date : 19 March 2022

To cite this document:

Wibawa, B. A., Hamidah, H., &

Wibowo, W. (2022).THE INFLUENCE OF

TRANSFORMATIONAL LEADERSHIP, TALENT MANAGEMENT, AND

ORGANIZATIONAL CULTURE ON MANAGERS’ WORK

PRODUCTIVITY AT PGN WITH OCB AS INTERVENING.

International Journal of Social Science Research, 4(1), 355-375.

Abstract: In a dynamic and competitive business environment, employee work productivity is a key factor to support the company's competitiveness and success.

Therefore, the efforts to develop work productivity are important to do through improvements in the factors that affect work productivity. This study aims to develop a work productivity model for the manager in Indonesia State-Owned Gas Company, especially through transformational leadership, talent management, organizational culture, and organizational citizenship behavior (OCB). The study was conducted at Indonesia State-Owned Gas Company by using quantitative methods and a sample of 127 managers taken with simple random sampling. Data collection using a 5-point Likert Scale questionnaire and analyzed using the Structural Equation Modelling (SEM). The results showed that transformational leadership, talent management, organizational culture, and OCB positively influence managers' work productivity.

Transformational leadership and organizational culture are also known to influence OCB directly, but talent management does not influence OCB. While for the mediating effect, it was found that OCB was not an intervening variable as the influence of transformational leadership and talent management on work productivity, but OCB was proven to be an intervening variable for the influence of organizational culture on work productivity. After modifying the model by eliminating insignificant pathways, it is known that the factors that influence work productivity are transformational leadership, talent management, organizational culture,

(2)

1. Introduction

The Indonesian government established State-Owned Enterprises (SOE) with two main goals, namely economic and social goals. One of them is the Indonesia State-Owned Gas Company.

However, in the 50 years since the SOE was formed, the performance remains low. One of the possible reasons for the low performance of the organization is the low performance of managers. The low performance of the manager will cause low performance of the subordinate, which in turn causes low organizational performance.

A preliminary research conducted using 24 indicators of the managers’ work productivity resulted in an average score of 3.47 on a scale of 1 to 5. The literature review conducted showed the influence of transformational leadership, talent management, organizational culture, and organizational citizenship behavior (OCB) on the work productivity of managers. Based on these problems, the research was conducted to examine the influence of transformational leadership, talent management, and organizational culture on the managers’ work productivity at PGN with OCB as the intervening variable.

2. Literature Review 2.1 Work Productivity

The term work productivity is very popular among practitioners and academics. The definition to use in this article will be made by taking into account the opinions of previous researchers, including Hasibuan (2003, p. 125); Cascio (2016, p. 20); Robbins and Coulter (2016, p. 562);

Bateman and Snell (2015, p. 461); Gomez-Mejia, Balkin, and Cardy (2007, p. 17); Hersey, Blanchrard, and Johnson (2008, p. 234); Gomez-Mejia (2008, p. 656); Shafritz, Russell, &

Borick (2007, p. 324); Prokopenko (1992, p. 3); Mangkunegara (2006, p. 102); Tarwaka, Ha, Bakri, and Sudiajeng (2006); Yunarsih and Suwatno (2008, p. 157); Budiono (2006);

Rutkauskas and Paulavicien (2005); Pavlina (2005); Hamilton-Attwell (1998, p. 84); Villotti et al. (2017) Sedarmayanti (2009); Haynes (2007); Bernardin and Russell (2013); Gibson, Ivancevich, and Donelly (2012); Teguh and Rosidah (2006); Snell & Bohlander (2007); and Daft (2008).

Based on experts’views as mentioned above, in this article, work productivity is defined as the efforts made by members of the organization in carrying out their duties to obtain better work results from time to time for the achievement of organizational goals measured by indicators:

work innovation, use of time, quality of work, performance capacity, and personal qualities.

and OCB, with organizational culture as the variable that has a dominant influence. Based on these findings, the factors of transformational leadership, talent management, organizational culture, and OCB must be considered to increase work productivity.

Keywords: transformational leadership, talent management, organizational culture, organizational citizenship behavior, work productivity.

(3)

2.2 Transformational Leadership

The definition of transformational leadership will be made by first studying the manuscripts of the existing experts, including Colquitt, LePine and Wesson (2015, p. 464); Daft (2014, p.

492); Kinicki and Kreitner (2008, p. 479); Robbins and Judge (2015, p. 364); Newstrom (2015, p. 179) Ivancevich, Konopaske, and Matteson (2014, p. 435); Yukl (2010, p. 21); DuBrin (2013, p. 85); Schermerhorn (2008, p. 325); Ivancevich et al. (2014, p. 460); Hughes, Ginnett, and Curphy (2015, p. 579); Colquitt et al. (2015, p. 476); Bateman and Snell (2015, p. 425);

Robbins and Coulter (2016, p. 532); Bryman sebagaimana dikutip Aamodt (2013, p. 450;

Keegan and Hartog (2004); Brown and Keeping (2005); Kreitner & Kinicki (2008) Danim and Suparno (2009), Avolio and Bass (2002); McShane and Glinow (2015); Sinamo and Santosa (2012).

Based on the statements of the experts above, in this paper, transformational leadership is defined as the superior's ability to influence subordinates by providing foresight and encouraging change in a positive direction with indicators: the influence of idealism, inspirational motivation, intellectual stimulation, and individual consideration.

2.2.1 Direct Influence of Transformational Leadership on the Managers’ Work Productivity

Many studies have been conducted to see the effect of transformational leadership on work productivity. Butt et al. (2014) conducted a study to see the relationship between leadership skills such as technical skills, conceptual skills, interpersonal skills, emotional intelligence, and social intelligence with increasing employee productivity in Pakistan. The results of his research indicate that leadership has a positive influence on employee productivity. A similar study was conducted by Vatankhah et al. (2017) to determine the influence of transformational leadership on employee productivity in teaching in hospitals affiliated with the Iran University of Medical Sciences. The results of his research indicate that transformational leadership has a positive influence on employee productivity.

Therefore, we propose a hypothesis Ho1: There is a direct influence of transformational leadership on the managers’ work productivity

2.2.2 Direct Influence of Transformational Leadership on Managers’ Organizational- Citizenship Behavior

Research on the influence of transformational leadership on OCB was conducted by, among others, Meihami et al. (2013) on public organizations in Kurdistan. The results of his research show that transformational leadership has a significant influence on OCB, especially altruism, prudence, and benevolence. Other researchers who also found the influence of transformational leadership on OCB include Lian dan Tui (2012); Supriadi, Hardhienata, and Retnowati (2016);

dan Ismaeelzadeh, Anjomshoa, and Fard (2016).

Therefore, we propose a hypothesis Ho2: There is a direct influence of transformational leadership on the managers’ organizational-citizenship behavior

(4)

2.2.3 Indirect Influence of Transformational Leadership on Managers' Work Productivity Through OCB

Based on the results of research by experts as stated earlier, it is known that transformational leadership has a direct influence on OCB (see section 2.2.2) and OCB has a direct influence on work productivity (see section 2.5.1). This provides an opportunity for the indirect influence of transformational leadership on work productivity through OCB. In other words, OCB will mediate or be an intervening variable the influence of transformational leadership on work productivity. The application of an influenceive transformational leadership style will increase OCB and subsequently OCB will increase work productivity.

Therefore, we propose a hypothesis Ho3: There is an indirect influence of transformational leadership on managers' work productivity through OCB

2.3 Talent Management

The definition of talent management to be used in this article will be made by taking into account the opinions of previous researchers, including Daft (2014, p. 6); Plunkett, Attner, and Allen (2005, p. 5); Koontz and Weihrich (2004); Terry in Tripathi and Reddy (2008); Michaels sebagaimana dikutip Hatum (2010, p. 10); Buckingham and Clifton (2003); Hatum (2010, p.

10); Morton sebagaimana dikutip Bhatnagar (2007); Williams (2005, p. 35); Goffee and Jones (2007); Smilansky (2006, p. 112); Redford in Wilkinson, Townsend, and Suder (2015, p. 26) Creelman (2005); Canon and Mcgee (2007); Kesler and Pascal in Lewis and Heckman (2006, p. 140); Pella and Inayati in Ratnaningsih (2011); Hatum (2010, p. 13) Lewis and Heckman (2006); Knez and Ruse in Berger and Berger (2006); Collings and Mellahi (2009, p. 307); Pella and Inayati in Ratnaningsih (2011), Smilansky (2006); Jyoti, Sharma, & Sharma (2010).

Based on the views of the experts as mentioned above, in this paper, talent management is defined as a strategic activity that is designed in an integrated manner to ensure that every employee at all work levels is at the peak of his potential and there is sufficient flow of employees into jobs in the workforce. throughout the organization, with indicators: talent audit, HR policy, training, development, motivation strategy, and career management.

2.3.1 Direct Influence of Talent Management on the Managers’ Work Productivity Research on the influence of talent management on work productivity has been conducted by Maya and Thamilselvan (2013) at a software development company in Chennai, India. The research reveals a significant relationship between the role played by talent management on organizational performance and efficiency. Research conducted by Dhanalakshmi and Gurunathan (2014) also shows that the implementation of talent management strategies increases employee engagement, which in turn improves organizational performance. Khezri et al. (2016) found a significant positive relationship between talent management and employee productivity of Bank Mellat in the Southern Province of West Azerbaijan. In addition, Zadeh and Ahmadi (2017) also proved that talent management (talent acquisition, development, and retention) has a positive and significant influence on labor productivity.

Therefore, we propose a hypothesis Ho4: There is a direct influence of talent management on the managers’ work productivity

(5)

2.3.2 Direct Influence of Talent Management on Managers’ Organizational-Citizenship Behavior

Talent management is a process by which an organization identifies, manages, and develops its people now and for the future (Robbins & Coulter, 2016). It is reflected in the resourcing strategy, attraction and retention policies and programs, talent audit, role development, talent relationship management, performance management, total reward, career management, and creating the best place to work (Smilansky, 2006). When a company has these dimensions in good and sufficient condition, then it becomes an important capital to improve employee OCB.

Employees will carry out voluntary actions continuously and exceed the standards required by the organization, thereby making a positive contribution to the development and effectiveness of the organization. The attitudes and actions of these employees are manifested in the form of altruism, conscientiousness, sportsmanship, courtesy, and civic virtue (Muchinsky, 2006).

Therefore, we propose a hypothesis Ho5: There is a direct influence of talent management on managers’ organizational-citizenship behavior

2.3.3 Indirect Influence of Talent Management on the Managers’ Work Productivity Through OCB

Referring to the explanation and argument that talent management has a direct influence on OCB (See section 2.3.2) and that OCB has a direct influence on work productivity (See section 2.5.1), then if the company implements talent management well, it will increase the OCB, which in turn followed by an increase in work productivity.

Therefore, we propose a hypothesis Ho6: There is an indirect influence of talent management on the managers’ work productivity through OCB

2.4 Organizational Culture

The definition of oragizational culture to be used in this article will be made by taking into account the opinions of previous researchers, including Schein (2010, p. 18); Colquitt et al.

(2015, p. 534); Robbins and Judge (2015, p. 497); McShane and Glinow (2015, p. 398);

Kreitner & Kinicki (2008, p. 64); Mullins (2005, p. 891); Newstrom (2015, p. 99);

Schermerhorn, Hunt, Osborn, and Uhl-Bien (2011, p. 55); Zachary and Kuzuhara (2005); Daft (2014); Gordon and DiTomaso in Baird, Harrison, and Reeve (2004); Moeljono (2006) Newstrom (2015, p. 100); Luthans (2011) Kreitner & Kinicki (2008, p. 97); Langton and Robbins (2006); Winardi (2009); and Denison cited by Sobirin (2009).

Based on experts’views as mentioned above, in this paper, organizational culture is defined as the values, policies, and attitudes that shape any context that is thought and done in an organization as a reaction to the environment that shapes organizational identity, with indicators of involvement, consistency, adaptability, and mission.

2.4.1 Direct Influence of Organizational Culture on the Managers' Work Productivity The dynamics of an organization, including a state-owned gas company, pays great attention to the importance of organizational culture. Organizational culture refers to a set of values and beliefs that are internalized and become the foundation for building the identity of an institution or organization (Kreitner & Kinicki, 2008). Organizational culture can be reflected in terms of

(6)

innovation, attention to detail, output orientation, people orientation, team orientation, aggressiveness, and stability (Langton & Robbins, 2006). If these conditions are created in an organization or company properly, it will increase work productivity, which is reflected in work effectiveness and efficiency (Gomes, 2005). Work productivity is a concept that is closely related to performance, and related to this Colquitt et al. (2019, p. 529) also confirm the influence of organizational culture on the performance of the person-organization fit that has a weak positive effect on performance. Employees who fit with their organization tend to have slightly higher levels of task performance, with effects on citizenship behavior slightly stronger.”

Therefore, we propose a hypothesis Ho7: There is a direct influence of organizational culture on the managers' work productivity

2.4.2 Direct Influence of Organizational Culture on the Managers’ OCB

Organizational culture is not only important for increasing work productivity but is also indispensable for growing employee OCB. Organizational culture is a set of values and beliefs that are internalized and become the foundation for building the identity of an institution or organization (Kreitner & Kinicki, 2008), which is reflected in innovation, attention to detail, output orientation, human orientation, team orientation, aggressiveness, and stability (Langton

& Robbins, 2006). In other words, a conducive organizational culture can trigger the growth of employee OCB.

It is because organizational culture acts as a social glue so that it can bind people together and make them feel part of the organizational experience and encourage organizational members to show their best performance (McShane & Glinow, 2018). If members of the organization have a strong bond with their organization, it will trigger a caring attitude towards the organization and are willing to be more active in helping the organization to achieve success.

Therefore, we propose a hypothesis Ho8: There is a direct influence of organizational culture on the managers’ organizational citizenship behavior

2.4.3 Indirect Influence of Organizational Culture on the managers Work Productivity Through OCB

The OCB variable can play a role as an intervening variable for the influence of organizational culture on work productivity. It can happen based on the previous explanation that theoretically as well as previous research, organizational culture has a direct effect on OCB and OCB has a direct effect on work productivity. The direction of influence can lead to an indirect influence of organizational culture on work productivity through OCB. A strong organizational culture and well implemented by its members will encourage the growth of OCB and in turn, will have an impact on increasing work productivity. This means that OCB can strengthen or weaken the influence of organizational culture on work productivity, depending on OCB conditions.

Therefore, we propose a hypothesis Ho9: There is an indirect influence of organizational culture on the managers’ work productivity through OCB

(7)

2.5 Organizational Citizenship Behavior (OCB)

OCB is part of the organizational behavior science and forms of work behavior that are usually not seen or taken into account. The definition of OCB will be made by considering studies conducted by previous researchers such as: Wulani ( 2005); Nelson and Quick (2006, p. 192);

Robbins and Judge (2015, p. 30) Bolino and Turnely in Schultz and Schultz (2016, p. 203);

Slocum and Hellriegel (2007, p. 414); Kreitner & Kinicki (2008, p. 174); McShane and Glinow (2015, p. 36); Linebaugh and Hagerty in Cascio 2016 (p. 549); Jones in Diana (2012); Garay in Waspodo and Minadaniati (2012); Podsakoff, Mackenzie, Paine, and Bachrach (2000);

Moorhead and Griffin (2014); Organ in Foote and Tang (2008), Schultz and Schultz (2016);

Aamodt (2013, p. 336); Liu, Huang and Chen in Podsakoff et al. (2000, p. 514) Podsakoff et al. (2000); Muchinsky (2006); Cascio (2016, p. 549); and Greenberg & Baron, (2008).

Based on the views of the experts as mentioned above, in this paper, OCB is defined as a voluntary action that is carried out continuously and exceeds the standards required by the organization that can make a positive contribution to the development and effectiveness of the organization, with indicators: altruism, conscientiousness, sportsmanship, courtesy, and civic virtue.

2.5.1 Direct Influence of Organizational Citizenship Behavior on the Managers' Work Productivity

Organizational dynamics in responding to environmental demands and increasingly fierce competition require OCB. Employees who have high OCB tend to be more active in their work so that they produce high productivity (Gomes, 2005). Some literature also shows a close relationship between OCB and productivity and efficiency (Bergeron, Esch, & Thompson, 2018; Podsakoff, Blume, Whiting, & Podsakoff, 2009). Podsakoff, Mackenzie, Paine, and Bachrach (2000) also show that OCB can contribute to organizational performance by increasing the productivity of coworkers and managers by facilitating collaboration between work groups and enabling organizations to adapt to changing environments.

Therefore, we propose a hypothesis Ho10: There is a direct influence of Organizational Citizenship Behavior on the managers' work productivity

Figure 1 shows the proposed hypothetical research model based on the theoretical description as presented above.

Figure 1: Proposed Research Hypothetical Model

(8)

3. Method

This research uses a quantitative approach or a positivistic paradigm. Quantitative research aims to measure objective facts by focusing on research variables. Therefore, reliability or consistency is the key to quantitative research, in addition to being value-free or objective and free from situational contexts. The research design used is a survey, namely research to examine large and small populations by selecting and examining selected samples from that population to find the incidence, distribution, and relative interrelation of the variables. Surveys are generally conducted to measure independent variables, dependent variables, and moderator and intervening variables. In this study, these variables include transformational leadership, talent management, organizational culture, OCB, and work productivity.

3.1 Sample and Sampling Procedure

The research population is all employees of the Indonesia State-Owned Gas Company. While the accessible population as a sampling frame are all managers of the Indonesia State-Owned Gas Company Jakarta, totaling 186 people. For a population of 186, according to Slovin's formula (Ryan, 2013, p. 20), with an error margin of 5%, 127 research samples are needed.

Since the study will be analyzed using Structural Equation Modeling (SEM), Hair, Black, Babin, and Anderson (2014) suggest a sample size of 100 or more. Thus, the sample size of 127 in this study has exceeded the minimum recommended number.

Sampling was done by proportional random sampling method. Technically, random sampling is done using a web-based random number generator software available at https://www.random.org/integer-sets/. Because the population in this study is divided into 5 directorates, the sample is taken proportionally as shown in Table 1.

Table 1: Distribution of Population and Sample

No Directorate Population Samples

1 Direktorat Utama 18 12

2 Direktorat Komersial 34 23

3 Direktorat Infrastruktur 78 53

4 Direktorat Keuangan 20 14

5 Direktorat SDM dan Umum 36 25

Total 186 127

3.2 Sample Context

This research was conducted from May 2018 to June 2020. The research was conducted at the Indonesia State-Owned Gas Company with managers as the unit of analysis. The research covers all Regional Offices of the State Gas Company in Indonesia with the Head Office in Jakarta. In the context of this study, a survey was used to examine the influence of transformational leadership, talent management, and organizational culture on the work productivity of Indonesian State-Owned Gas Company managers with organizational citizenship behavior (OCB) as the intervening variable.

(9)

3.3 Measurement

Research data were collected using a questionnaire. Research respondents are people who know themselves. What is stated by the subject to the researcher is true and can be trusted. The subject's interpretation of the questions asked is the same as what was meant by the researcher (Hadi, 2002). The questionnaire was made using a Likert scale and a rating scale with five alternative answers, namely: strongly agree or very often (score 5), agree or often (score 4), hesitate or rarely (score 3), disagree or very rarely (score 2), and strongly disagree or never (score 1).

3.4 Analysis

The data analysis of this study focused on (i) Confirmatory Factor Analysis (CFA) testing and (ii) hypothesis testing. The CFA test is to determine the validity and suitability of the model for each variable through its measurement indicators. The CFA test is carried out by looking at the standardized loading factor value for each indicator to its latent variable and comparing the t-count value with the t-table, which is 1.96. The CFA test uses the First Order Confirmatory Factor Analysis method for each research variable. Data processing is carried out using the LISREL 8.80 program.

The research hypotheses were tested using Structural Equation Modeling (SEM). The SEM model formulates the hypothesis of how a set of variables defines the construct and how the constructs are related to each other, and the constructs in SEM are called latent variables.

According to (Schumacker & Lomax, 2006), SEM analysis describes the relationship between observed variables and latent variables in various types of theoretical models, which provide a quantitative test of the hypothesis as formulated by the researcher.

4. Results and Discussion 4.1 Results

4.1.1 Confirmatory Factor Analysis Testing

Confirmatory Factor Analysis test has been carried out on all research variables. To see the significance of each loading factor, t-test was performed and compared with the critical value of t-table 1.96. Based on the test results, it is known that the loading factor value of all variable indicators ranges from 0.78 to 0.92. The results of t-count ranged from 10.22 to 13.45. The critical t value used as a comparison of t-count is 1.96 (See Figure 2). From these results, it can be seen that all t-count values for the observed variables and indicators are all greater than their critical values. Such results indicate that the values of all loading factors are significant, which indicates that each indicator is valid for measuring the respective latent variables.

(10)

Figure 2: Score Loading Factor of Indicators for All Research Variables

Notes: KEPTRANS = Transformational leadership; MNGTALEN = Talent management;

BUDORG = Organizational culture; OCB = Organizational citizenship behaviour;

PRDKERJA = Work productivity 4.1.2 Hypotheses Testing

In the initial test of the model, there is one variable that does not have a significant effect, namely the influence of talent management on OCB with a t-count of 0.17. Therefore, recalculation or modification was carried out by eliminating insignificant paths. The t-test value in the modified model is presented in Figure 3.

Figure 3: t-Score Modified Model Of The Influence Of Transformational Leadership, Talent Management, and Organizational Culture on the Managers’ Work Productivity with OCB as an

Intervening Variable

(11)

Based on the scores calculated above, then in Table 2 presents a summary of the calculation results of path coefficients and t-count for each variable in the modified model. The results show that the main influence of each path has been significant, all t-count values are > 1.96, so no further modification is needed.

Table 2: Path Coefficient and t-Count of the Modified Model

No. Variable influence Coefficient t-count Conclusion 1. KEPTRANS → PRDKERJA (21) 0,21 2,05 Significant 2. MNGTALEN → PRDKERJA (22) 0,21 2,09 Significant 3. BUDORG → PRDKERJA (23) 0,36 2,90 Significant

4. OCB → PRDKERJA (21) 0,23 2,24 Significant

5. KEPTRANS → OCB (11) 0,31 2,97 Significant

6. BUDORG → OCB (13) 0,59 5,09 Significant

7. MNGTALEN → OCB → PRDKERJA (22.1) 0,07 1,78 Not significant 8. BUDORG → OCB → PRDKERJA (23.1) 0,14 2,12 Significant

The suitability of the model is determined based on 10 indicators, including chi-square (2), root mean square error of approximation (RMSEA), root mean square residual (RMR), goodness of fit index (GFI), adjusted goodness of fit index (AGFI), normal fit index (NFI), non-normal fit index (NNFI), comparative fit index (CFI), incremental fit index (IFI), and relative fit index (RFI). The following Table 3 presents the indices to see the suitability of the model.

Table 3: Fit Test Scores for the Modified Model

Index Standard Conclusion

P (2) : 0,00 > 0,05 Not fit

RMSEA : 0,05 ≤ 0,08 Good fit

RMR : 0,01 ≤ 0,05 Good fit

GFI : 0,83 ≥ 0,90 Marginal fit

AGFI : 0,79 ≥ 0,90 Marginal fit

NFI : 0,98 ≥ 0,90 Good fit

NNFI : 0,99 ≥ 0,90 Good fit

CFI : 0,99 ≥ 0,90 Good fit

IFI : 0,99 ≥ 0,90 Good fit

RFI : 0,97 ≥ 0,90 Good fit

4.1.2.1 Direct Influence of Transformational Leadership on the Managers’ Work Productivity

The first hypothesis (Ho1) proposed in this study is "there is a direct positive influence of transformational leadership on managers’ work productivity", and is written statistically as follows:

Ho1 : 21 ≤ 0 H11 : 21 > 0

The results of the calculations show that the path coefficient of the direct influence of transformational leadership on work productivity (21) = 0.21. The positive path coefficient means that effective transformational leadership will increase work productivity. The t-count value obtained is 2.0, while the t-table value is 1.96, so the t-count value is greater than the t-

(12)

table, which means reject Ho and accept H1. It means that transformational leadership has a direct positive influence on managers’ work productivity.

4.1.2.2 Direct Influence of Transformational Leadership on Managers’ OCB

The second hypothesis (Ho2) proposed in this study is "there is a direct positive effect of transformational leadership on OCB", and the statistical hypothesis can be written as follows:

Ho2 : 11 ≤ 0 H12 : 11 > 0

The calculation results show the path coefficient of the direct influence of transformational leadership on OCB (11) = 0.30, t-count 2.58, and t-table 1.96. The path coefficient obtained is positive which indicates a positive or directly proportional influence, so that effective transformational leadership will increase OCB. The value of t-count greater than t-table, means reject Ho and accept H1, which can be concluded that transformational leadership has a direct positive effect on managers' OCB.

4.1.2.3 Indirect Influence of Transformational Leadership on Managers' Work Productivity Through OCB

The third hypothesis (Ho3) proposed in this study is "transformational leadership has an indirect influence on managers’ work productivity through OCB". The hypothesis can statistically be written as follows:

Ho3: 21.1 ≤ 0 H13: 21.1 > 0

The results of the calculation of the indirect influence of transformational leadership on the work productivity of managers through OCB show a path coefficient of 0.07 and t-count of 1.71. The result is t-count is smaller than t-table, which means accept Ho and reject H1 so that the result rejects Ho3. Thus, it can be concluded that there is no indirect influence of transformational leadership on managers’ work productivity through OCB.

4.1.2.4 Direct Influence of Talent Management on the Managers’ Work Productivity The fourth hypothesis (Ho4) in this study is "there is a direct positive influence of talent management on the managers’ work productivity", which is statistically written as follows:

Ho4 : 22 ≤ 0 H14 : 22 > 0

The path coefficient that shows the direct influence of talent management on work productivity (22) is 0.21, while the t-count value obtained is 2.09. The results show that the path coefficient is positive and the t-count value (2.09) is greater than the t-table (1.96), which means reject Ho and accept H1 so the results support the fourth hypothesis (Ho4). Thus it can be concluded that talent management has a positive direct influence on the managers’ work productivity.

(13)

4.1.2.5 Direct Influence of Talent Management on Managers’ OCB

The fifth hypothesis (Ho5) in this study is "there is a direct positive influence of talent management on OCB", which statistically can be written as follows:

Ho5 : 12 ≤ 0 H15 : 12 > 0

The path coefficient of the direct influence of talent management on OCB (12) is 0.02, and the t-count obtained is 0.17. The results show that the path coefficient is positive and the t- count value (0.17) is smaller than the t-table (1.96), which means accept H0 and reject H1 so that the results reject the fifth hypothesis (Ho5). Thus, it can be concluded that talent management does not have a direct influence on managers' OCB.

4.1.2.6 Indirect Influence of Talent Management on the Managers’ Work Productivity Through OCB

The sixth hypothesis (Ho6) proposed in this study is "talent management has an indirect effect on managers’ work productivity through OCB". In statistical notation, the hypothesis is written as follows:

Ho6: 22.1 ≤ 0 H16: 22.1 > 0

The calculation of the indirect influence of talent management on work managers’ productivity through OCB shows a path coefficient of 0.01 and t-count of 0.17. The result shows that t- count (0.17) is smaller than t-table (1.96), which means accept Ho and reject H1 so that the result rejects H6. Thus, it can be concluded that there is no indirect influence of talent management on the managers’ work productivity through OCB.

4.1.2.7 Direct Influence of Organizational Culture on the Managers' Work Productivity The seventh hypothesis (Ho7) proposed in this study is "there is a direct positive influence of organizational culture on work productivity", and statistically written as follows:

Ho7 : 23 ≤ 0 H17 : 23 > 0

Referring to the results of the calculation of the path coefficient of the direct influence of organizational culture on work productivity (23), the coefficient is 0.36, with t-count value of 2.91, and t-table of 1.96. The results obtained indicate that the path coefficient is positive and the t-count is greater than t-table, which means accept H1 and reject Ho, so the results support the seventh hypothesis (Ho7). This means that organizational culture has a direct positive influence on the managers’ work productivity.

(14)

4.1.2.8 Direct Influence of Organizational Culture on the Managers’ OCB

The eighth hypothesis (Ho8) proposed in this study is "there is a direct positive influence of organizational culture on OCB", and statistically can be written as follows:

Ho8 : 13 ≤ 0 H18 : 13 > 0

The calculation of the path coefficient of the direct influence of organizational culture on OCB (13) produces a coefficient of 0.58, with t-count value of 4.50. The results obtained indicate that the path coefficient is positive and the value of t-count (4.50) is greater than t-table (1.96), which means accept H1 and reject Ho, thus supporting the eigth hypothesis (Ho8). This means that organizational culture has a positive direct influence on managers’ productivity.

4.1.2.9 Indirect Influence of Organizational Culture on the Managers Work Productivity Through OCB

The ninth hypothesis (Ho9) proposed in this study is "organizational culture has an indirect influence on managers’ work productivity through OCB". In statistical notation, the hypothesis is written as follows:

Ho9: 23.1 ≤ 0 H19: 23.1 > 0

The results of the calculation of the indirect effect of organizational culture on work productivity through OCB (23.1) show a path coefficient of 0.135 and t-count of 2.10. From the results of these calculations, it is known that t-count (2.10) is greater than t-table (1.96), which means reject Ho and accept H1 so that the results support Ho9. The conclusion is that there is an indirect influence of organizational culture on work managers’ productivity through OCB.

4.1.2.10 Direct Influence of OCB on the Managers' Work Productivity

The tenth hypothesis (Ho10) proposed in this study is "there is a direct positive influence of OCB on managers’ work productivity", and statistically it is written as follows:

Ho10 : 21 ≤ 0 H110 : 21 > 0

The resulting path coefficient shows the direct influence of OCB on managers’ work productivity (21) of 0.23, the t-count value is 2.25. The path coefficient is positive and the t- count (2.25) is greater than t-table (1.96), which means reject H0 and accept H1 so that the results support the tenth hypothesis (Ho10). The conclusion is that OCB has a direct positive influence on the managers’ work productivity.

(15)

5. Discussion

According to the data in Table 3, of the 10 indices used, there are 7 indices that met the good fit criteria (RMSEA, RMR, NFI, NNFI, CFI, IFI, RFI), two marginal fit indices (GFI, AGFI), and one index is not fit (P-value (2)). Most of the indices have met the criteria, so it can be concluded that the modified empirical model is in accordance with the theoretical model. Based on the research results above, there are a number of theoretical and practical, implications, which can be explained in the following sections.

5.1 Theoretical Implication

The results of this study further emphasize the importance of transformational leadership, talent management, organizational culture, and OCB as factors that influence work productivity.

Thus, the results of this study will provide a basis for further studies that will develop models of the factors that influence work productivity.

With regard to talent management, which has no significant influence on OCB, this finding implies that strengthening OCB will be more effective if it is carried out using leadership and cultural approach. Effective leadership for OCB is transformative leadership that leads to concern for individual employees, such as prioritizing individual considerations, intellectual stimulation, and providing inspiration. Meanwhile, the cultural approach can be practiced by building a superior organizational culture, such as strengthening employee involvement, consistency, adaptation, and developing an inspiring and rational organizational mission.

Some of the study results are different from the relevant research on the influence of talent management on OCB conducted by (Chompookum & Derr, 2004) with the title “The Effects of Internal Career Orientations on Organizational Citizenship Behavior In Thailand”. This study was conducted in eight upper-middle-class organizations in Thailand. Research results from (Chompookum & Derr, 2004) stated that talent management has a positive influence on OCB.

With regard to the OCB variable, which does not act as an intervening variable, the influence of transformational leadership and talent management on work productivity, this finding will be the subject of further research to explore the causes more specifically. This study includes finding out more clearly why talent management has no significant influence on OCB.

5.2 Practical Implication

This study shows organizational culture as a factor that has a significant influence on OCB and has the most dominant influence on work productivity. The leadership of the company or organization must place organizational culture as a factor that has a strategic role for the success of the organization, especially through increasing work productivity. Talent management in this study has also been shown to have a significant role in increasing work productivity and OCB, so the human resource development division in the organization must formulate a talent management model appropriately with the current era.

(16)

Transformational leadership has proven to have a significant influence on work productivity, so this will provide greater reinforcement for company leaders to become transformative leaders in the midst of a highly competitive climate. Company leaders must be able to improvise in implementing transformational leadership according to the demands of the digital era and industry 4.0.

The OCB factor is also proven to have a significant influence on work productivity, so this will provide important information for the organization or company. Therefore, OCB will not be placed as a secondary factor but as a primary factor in efforts to strengthen work productivity.

This will be a challenge for practitioners in the field of human resources to formulate effective strategies to improve employee OCB.

6. Conclusion

The research validates seven out of ten proposed hypothesis (i) Hypothesis-1: Transformational leadership has a direct positive influence on the work managers’ productivity in the Indonesia State-Owned Gas Company; (ii) Hypothesis-2: Talent management has a direct positive influence on the managers’ work productivity at the Indonesia State-Owned Gas Company;

(iii) Hypothesis-3: Organizational culture has a positive direct influence on the work managers’

productivity in the Indonesia State-Owned Gas Company; (iv) Hypothesis-4: Organizational citizenship behavior has a direct positive influence on the managers’ work productivity in the Indonesia State-Owned Gas Company; (v) Hypothesis-5: Transformational leadership has a direct positive influence on the managers’ OCB at the Indonesia State-Owned Gas Company;

(vi) Hypothesis-7: Organizational culture has a direct positive influence on the managers’ OCB at Indonesia State-Owned Gas Company; and (vii) Hypothesis-10: OCB acts as an intervening variable for the influence of organizational culture on the managers' work productivity at Indonesia State-Owned Gas Company.

The research invalidates three out of ten proposed hypothesis (i) Hypothesis-6: Talent management does not directly influence the managers’ OCB at the Indonesia State-Owned Gas Company; (ii) Hypothesis-8: OCB does not act as an intervening variable, the influence of transformational leadership on the managers' work productivity at Indonesia State-Owned Gas Company; and (iii) Hypothesis-9: OCB does not act as an intervening variable in the influence of talent management on the managers' work productivity at Indonesia State-Owned Gas Company.

7. Acknowledgement

This work was prepared by Baskawa Agung Wibawa under supervision of Professor Dr.

Hamidah, S.E., M. Si and Prof. Dr. Wibowo, S.E., P.Phil. from the Post Graduate Program, Universitas Negeri Jakarta, Indonesia. Support by Taat P. Prihatin (ORCID ID: 0000-0003- 2819-3601), is an independent consultant with specialization in project management, project M&E, and community development. He is now taking his doctorate degree in HRM at the Postgraduate Program, Universitas Negeri Jakarta, Indonesia.

(17)

References

Aamodt, M. A. (2013). Industrial/Organizational Psychology: An Applied Approach (8th ed.).

Cengage Learning.

Baird, K. M., Harrison, G. L., & Reeve, R. C. (2004). Adoption of activity management practices: a note on the extent of adoption and the influence of organizational and cultural factors. Management Accounting Research, 15(4), 383–399.

Bateman, T. S., & Snell, S. A. (2015). Management (11th ed.). McGraw-Hill Company, Inc.

Berger, L., & Berger, D. R. (2006). Talent Management Handbook. McGraw-Hill Company, Inc.

Bergeron, D. M., Esch, C. van, & Thompson, P. S. (2018). Citizenship Behaviour and Objective Career Outcomes: A Review and Agenda for Future Work. In P. M. Podsakoff, S. B. MacKenzie, & N. P. Podsakoff (Eds.), The Oxford Handbook of Organizational Citizenship Behavior. Oxford University Press.

Bernardin, J., & Russell, J. E. A. (2013). Human Resource Management. McGraw-Hill Company, Inc.

Bhatnagar, J. (2007). Talent Management Strategy of Employee Engagement In Indian ITES Employees: Key To Retention. Employee Relations, 29(6), 640–643.

Buckingham, M., & Clifton, D. O. (2003). Now, Discover Your Strengths. Free Press.

Budiono, A. M. S. (2006). Bunga Rampai Hiperkes dan Kesehatan Kerja. Badan Penerbit UNDIP.

Butt, F. S., Waseem, M., Rafiq, T., Nawab, S., & Khilji, B. A. (2014). The impact of leadership on the productivity of employees: An evidence from Pakistan. Research Journal of Applied Sciences, Engineering and Technology, 7(24), 5221–5226.

https://doi.org/10.19026/rjaset.7.917

Canon, J. A., & Mcgee, R. (2007). Talent Management and Succesion Planning. The Chartered Institute of Personel and Development.

Cascio, W. F. (2016). Managing Human Resources: Productivity, Quality of Work Life, Profit (10th ed.). McGraw-Hill Education.

Chompookum, D., & Derr, C. B. (2004). The effects of internal career orientations on organizational citizenship behavior in Thailand. Career Development International, 9(4), 406–423. https://doi.org/10.1108/13620430410544355

Collings, D. G., & Mellahi, K. (2009). Strategic Talent Management: A review and research agenda. Human Resource Management Review, 19(4), 304–313.

https://doi.org/10.1016/j.hrmr.2009.04.001

Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2015). Organizational Behavior: Improving Performance and Commitment in the Workplace (4th ed.). McGraw-Hill Education.

Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019). Organizational Behavior: Improving Performance and Commitment in the Workplace (6th ed.). McGraw-Hill Education.

https://doi.org/10.1002/pdh.22

Creelman, D. (2005). Return on Investment in Talent Management: Measures You Can Put to Work Right Now. Human Capital Institute.

Daft, R. L. (2008). Management. South-Western Cengage Learning.

Daft, R. L. (2014). New Era of Management. South-Western Cengage Learning.

Dhanalakshmi, R. V., & Gurunathan, K. B. (2014). A study on talent management as a strategy to influence employee engagement and its affect on the organizational outcome.

International Journal of Business and Administration Research Review, 2(2347), 183–

186.

(18)

Diana, I. N. (2012). Organizational citizenship behavior (OCB) dalam Islam. Jurnal Ilmu Ekonomi Dan Sosial, 1(2).

Foote, D. A., & Tang, T. L. (2008). Job satisfaction and organizational citizenship behavior (OCB): Does team commitment make a difference in self‐directed teams? Management Decision, 46(6), 933–947. https://doi.org/https://doi.org/10.1108/00251740810882680 Gibson, J. L., Ivancevich, J. M., & Donelly, J. H. (2012). Organization: Behavior, Structure,

Processes. Business Publication, Inc.

Goffee, R., & Jones, G. (2007). Leading clever people. Harvard Business Review, 85(3), 72–

79.

Gomes, F. C. (2005). Manajemen Sumber Daya Manusia. Andi.

Gomez-Mejia, L. R. (2008). Management (3rd ed.). McFarland & Company, Inc.

Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2007). Managing Human Resources (5th ed.). Pearson Education Inc.

Greenberg, J., & Baron, R. A. (2008). Behavior in Organizations. Pearson Education Inc.

Hadi. (2002). Metodologi Research 2. Yayasan Penerbitan Fakultas Psikologi, Universitas Gadjah Mada.

Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2014). Multivariate Data Analysis.

Prentice Hall.

Hamilton-Attwell, A. (1998). Productivity and work ethics. Work Study, 47(3), 79–86.

Hasibuan, M. S. P. (2003). Manajemen Sumber Daya Manusia. Bumi Aksara.

Hatum, A. (2010). Next Generation Talent Management: Talent Management to Survive Turmoil. Palgrave McMillan.

Haynes, B. P. (2007). Office productivity: A shift from cost reduction to human contribution.

Facilities, 25(11–12), 452–462. https://doi.org/10.1108/02632770710822562

Hersey, P., Blanchrard, K. H., & Johnson, D. E. (2008). Management of Organizational Behavior: Leading Human Resources (9th ed.). Pearson-Prentice Hall.

Ismaeelzadeh, M. R., Anjomshoa, M. R., & Fard, M. K. (2016). Effect of transformational leadership on organizational citizenship behavior in physical education teachers in mashhad. Global Journal of Scientific Researches, 4(5), 86–90.

Jyoti, J., Sharma, R. D., & Sharma, J. (2010). Impact of talent management on employee effectiveness. Three Day National Commerce Conference.

Khezri, S., Niknafs, S., Ashrafi, H., & Najaf, Z. (2016). The Impact of Talent Management on Productivity of Bank Mellat of West Azerbaijan Province. International Academic Institute for Science and Technology, 3(12), 39–42.

Kinicki, A., & Kreitner, R. (2008). Organizational Behavior: Key Concepts, Skills and Best Practices. McGraw-Hill Company, Inc.

Koontz, H., & Weihrich, H. (2004). Essentials of Management: An International Perspective.

McGraw-Hill Company, Inc.

Langton, N., & Robbins, S. P. (2006). Fundamental of Organizational Behavior. Pearson Education Inc.

Lewis, R. E., & Heckman, R. J. (2006). Talent management: A critical review. Human Resource Management Review, 16, 139–154. https://doi.org/10.1016/j.hrmr.2006.03.001 Lian, L. K., & Tui, L. G. (2012). Leadership styles and organizational citizenship behavior:

The mediating effect of subordinates’ competence and downward influence tactics.

Journal of Applied Business and Economics, 13(2).

Luthans, F. (2011). Organizational Behavior: An Evidence-Based Approach (12th ed.).

McGraw-Hill/Irwin.

(19)

Maya, M., & Thamilselvan, R. (2013). Impact of talent management on employee performance and organizational effeciency in itsp’s with reference to Chennai city. International Journal of Economic Research, 10(2), 451–463.

McShane, S. L., & Glinow, M. A. Von. (2015). Organizational Behavior: Emerging Knowledge, Global Reality. McGraw-Hill Company, Inc.

McShane, S. L., & Glinow, M. A. Von. (2018). Organizational Behavior (8th ed.). McGraw- Hill Education, Inc.

Moeljono, D. (2006). Budaya Organisasi Dalam Tantangan. Media Elex Komputindo.

Moorhead, G., & Griffin, R. W. (2014). Organizational Behavior: Managing People and Organizations (11th ed.). South-Western Cengage Learning.

Muchinsky, P. M. (2006). Psychology Applied to Work (8th ed.). Thomson Wadsworth.

Mullins, L. J. (2005). Organizational Behavior. McGraw-Hill Company, Inc.

Nelson, D. L., & Quick, J. C. (2006). Organizatonal Behavior: Foundation Realities &

Challenges. Thompson South Western.

Newstrom, J. W. (2015). Organizational Behavior: Human Behavior at Work (4th ed.).

McGraw-Hill Education.

Pavlina, S. (2005). What Is Productivity?

Plunkett, W. R., Attner, R. F., & Allen, G. S. (2005). Management: Meeting and Exceding Customer Expectations. Thomson South-Western.

Podsakoff, N. P., Blume, B. D., Whiting, S. W., & Podsakoff, P. M. (2009). Individual- and organizational-level consequences of organizational citizenship behaviors: A meta- analysis. Journal of Applied Psychology, 94, 122–141.

Podsakoff, P. M., Mackenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513–563.

Prokopenko, J. (1992). Productivity Management: A Practical Handbook. International Labour Office.

Ratnaningsih, I. Z. (2011). Metode Umpan Balik 360 Derajat Untuk Mengembangkan Kepemimpinan Dalam Talent Management System (Seminar Nasional Peran Psikologi Dalam Boundaryless Organization: Strategi Mempersiapkan SDM Bertalenta).

Robbins, S. P., & Coulter, M. (2016). Management (13th ed.). Pearson Education Ltd.

Robbins, S. P., & Judge, T. A. (2015). Organizational Behavior (16th ed.). Pearson Education Ltd.

Rutkauskas, J., & Paulavicien, E. (2005). Concept of productivity in service sector. Journal of Engineering Economics, 3(43).

Ryan, T. P. (2013). Sample Size Determination and Power (1st ed.). John Wiley & Sons, Inc.

Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.

Schermerhorn, J. R., Hunt, J. G., Osborn, R. N., & Uhl-Bien, M. (2011). Organizational Behavior. John Wiley & Sons, Inc.

Schultz, D., & Schultz, S. E. (2016). Psychology and Work Today (10th ed.). Routledge.

Schumacker, R. E., & Lomax, R. G. (2006). A Beginner’s Guide to Structural Equation Modeling. Taylor & Francis.

Sedarmayanti. (2009). Sumber Daya Manusia dan Produktivitas Kerja (3rd ed.). Mandar Maju.

Shafritz, J. M., Russell, E. W., & Borick, C. P. (2007). Introducing Public Administration.

Pearson Education Inc.

Slocum, J. W., & Hellriegel, D. (2007). Fundamentals of Organizational Behavior. Thomson South Western.

Smilansky, J. (2006). Developing Executive Talent. John Wiley & Sons, Inc.

Snell, S., & Bohlander, G. (2007). Human Resource Management. Thomson/South-Western.

(20)

Sobirin, A. (2009). Budaya Organisasi: Pengertian, Makna dan Aplikasinya. UPP-STIM YKPN.

Supriadi, D., Hardhienata, S., & Retnowati, R. (2016). The relationship of transformational leadership, personality and job satisfaction to organizational citizenship behavior (OCB).

International Journal of Managerial Studies and Research, 4(11), 43–47.

Tarwaka, Ha, S., Bakri, & Sudiajeng, I. (2006). Ergonomi untuk Keselamatan, Kesehatan Kerja dan Produktivitas. UNIBA Press.

Teguh, A., & Rosidah. (2006). Manajemen Sumber Daya Manusia: Konsep, Teori dan Pengembangan dalam Konteks Organisasi Publik. Graha Ilmu.

Tripathi, P. C. C., & Reddy, P. N. (2008). Principles of Management (4th ed.). McGraw-Hill Company, Inc.

Vatankhah, S., Alirezaei, S., Khosravizadeh, O., Mirbahaeddin, S. E., & Alipanah, M. (2017).

Role of transformational leadership on employee productivity of teaching hospitals: using structural equation modeling. Electronic Physician, 9(8), 4978–4984.

https://doi.org/http://dx.doi.org/10.19082/4978

Villotti, P., Corbiere, M., Dewa, C. S., Fraccaroli, F., Sultan-Taïeb, H., Zaniboni, S., &

Lecomte, T. (2017). A serial mediation model of workplace social support on work productivity: the role of self-stigma and job tenure self-efficacy in people with severe mental disorders. Disability and Rehabilitation, 40(26), 3113–3119.

https://doi.org/10.1080/09638288.2017.1377294

Waspodo, A. A. W. S., & Minadaniati, L. (2012). Pengaruh kepuasan kerja dan iklim terhadap organizational citizenship behavior (OCB) karyawan pada PT. Trubus Swadaya, Depok.

Jurnal Riset Manajemen Sains Indonesia, 3(1), 1–16.

Wilkinson, A., Townsend, K., & Suder, G. (2015). Handbook of Research on Managing Managers. Edward Elgar Publishing.

Williams, M. (2005). The War For Talent: Getting The Best From The Best. CIPD.

Winardi. (2009). Teori Organisasi dan Pengorganisasian. Rajawali Pers.

Wulani, F. (2005). Sikap kerja dan implikasi dalam pengelolaan sumber daya manusia: Suatu kajian terhadap organizational citizenship behavior. Jurnal Studi Bisnis, 3(1).

Yunarsih, T., & Suwatno. (2008). Manajemen Sumber Daya Manusia. Alfabeta.

Zachary, W. B., & Kuzuhara, L. W. (2005). Organizational Behavior: Integrated Models and Application. Thomson/South-Western.

Zadeh, M. J., & Ahmadi, Y. (2017). Studying the relationship between talent management and workforce productivity in governmental organizations of Bam city. International Review of Management and Marketing, 7(3), 196–205

(21)

ABOUT THE AUTHORS

Baskara Agung Wibawa (Mr.) is currently the Senior Vice President of Human Resources at PT Perusaan Gas Negara (Persero) Tbk, a state-owned public gas company in Indonesia. He is now pursuing his doctorate degree in HRM, at the Post Graduate Program, Universitas Negeri Jakarta, Indonesia. Hamidah (Ms.) is a Professor and the Head of Doctorate Study Program in HRM, Post Graduate Program, Universitas Negeri Jakarta, Indonesia. Wibowo (Mr.) is a Professor at the Doctorate Study Program in HRM, Post Graduate Program, Universitas Negeri Jakarta, Indonesia.

ABOUT THE CORRESPONDING AUTHOR

Taat P. Prihatin (ORCID ID: 0000-0003-2819-3601), is an independent consultant with specialization in project management, project M&E, and community development. He is now taking his doctorate degree in HRM at the Postgraduate Program, Universitas Negeri Jakarta, Indonesia.

CONFLICT OF INTEREST

The authors confirm that this article does not have any content in a conflict of interest.

Rujukan

DOKUMEN BERKAITAN

The capital management hypothesis predicts that the regula L ory capital raLio is negatively related to loan loss provisions because bank managers with low capital

For that purpose, this thesis would like to analyze the implementation of work ethics in Islamic Banking Institutions (IBIs) and its impact to the organizational performance using

The research model is designed to attempt to find out how the four major independent variables of familial history, lifestyle habits of physical activity and diet,

Globalization had created a dynamic and complex environment of a borderless talent pipeline where workforces became larger, diverse, highly educated and agile

H1: There is a significant relationship between social influence and Malaysian entrepreneur’s behavioral intention to adopt social media marketing... Page 57 of

In this research, the researchers will examine the relationship between the fluctuation of housing price in the United States and the macroeconomic variables, which are

H 2 : Attracting talent, selecting talent, engaging talent, developing talent and retaining talent are positively related to organizational commitment. As organizational commitment

of Shared vision on TQM Educational and Support Process Management ………..161 Table 4.22 The Summary of Standardized Beta Values for Moderating Influence of Shared