Effects of Covid-19 Cultural Change on Employee Performance: A Cross-Sectional Study in Jakarta, Indonesia

Abstract

This study aims to determine changes in employee performance after Covid 19 slowly began to change from a pandemic to an endemic regarding compassion, employee involvement, job satisfaction, and commitment. The sample used in this study was 200 employees working in the Jakarta area. The research data was collected through a questionnaire distributed in a Google Form. The sampling technique used the Non-Probability Sampling Analysis Model with the Purposive Sampling technique. The data processing method is quantitative and associative with survey and SEM methods. This study shows that employee engagement has an effect on employee job satisfaction and work commitment. Compassion has an effect on employee job satisfaction. Job satisfaction affects employee performance. However, on the other hand, compassion has no effect on employee performance and work commitment. Employee engagement has no effect on performance. Work commitment has no effect on employee performance.

The Importance of Participatory Communication in Development Planning Deliberations for Agritourism Village Enhancement

“…As a result, the development is less participatory with low engagement from stakeholders of civil society, small and medium enterprises, farmer groups, and women's organizations. Further, the planned and implemented development is not completely in line with the problems, needs, and potentials of the local community (Wolor et al, 2022). Meanwhile, a mechanism for planning and implementing programs is called the Development Planning Deliberation (DPD).…”

“…DPD is carried out gradually every year, from village level in January, a subdistrict in February, regency in Marcg, and province and national in April in order to determine the forthcoming development program in the 146 following year(s) (Wolor et al, 2022). The result of DPD is an annual development planning from the village through national levels that will be carried out by the involved stakeholders based on five-year development plans established by the government.…”

The Performance of Internal Quality Assurance of Community Learning Center during Covid-19 Outbreak

“…For CLCs as educational organizations, this adversity requires the establishments to have strong resilience by using financial, social, and technical resources to adapt, anticipate, or elastically to changes and irregularities (Tengblad & Oudhuis, 2018;Duchek, 2020;Wolor, Dania, Suherdi, Nurkhin, & Ardiansyah, 2022). Being able to respond to disasters by taking action before an event occurs, building stronger and safer communities, assisting in understanding the current level of exposure and the potential effects of adverse events, and assisting organizations or communities in taking responsibility for disaster risk on their own are just a few of the reasons why this resilience is necessary.…”

Role of Leader-Member Exchange, Knowledge Hiding, Prosocial Motivation, And Impression Management Motivation for The Creative Potential of Employees

“…Who has laid up no material can produce no combination". Consequently, creativity is very much dependent on information and knowledge sharing and thus may be crucially influenced by knowledge hiding (Castaneda & Cuellar, 2020;Guo, Brown, & Zhang, 2022;Wolor, Dania, Suherdi, Nurkhin, & Ardiansyah, 2022). Knowledge reduction will decrease the ability of individuals to generate creative ideas (Jahanzeb, Fatima, Bouckenooghe & Bashir, 2019;Kremer, Villamor, & Aguinis, 2019) and may critically affect the potential to generate creative ideas for their groups/organisations.…”