Human Capital Development of Research Staff through Self-Leadership, Teamwork Management, and Culture Diversity

Jusriadi, Edi; Syafaruddin, Syafaruddin; Rusydi, Muhammad

doi:10.24252/minds.v8i1.19316

Cited by 5 publications

(8 citation statements)

References 19 publications

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“…Manifestations of cultural diversity tend to affect thinking and habits, so it is often referred to as cultural intelligence (Zoogah, 2016). The cultural diversity that emphasizes diversity will influence human practices, attitudes, and mindsets (Jusriadi et al, 2021). The consistency of cultural diversity will be tested when specific individuals or groups cannot understand well so that this condition is feared to trigger conflict (Mickson et al, 2020).…”

Section: Culture Diversitymentioning

confidence: 99%

“…The consistency of cultural diversity will be tested when specific individuals or groups cannot understand well so that this condition is feared to trigger conflict (Mickson et al, 2020). However, if certain individuals or groups can properly manage cultural diversity, it will give birth to job satisfaction and competitive advantage (Jusriadi et al, 2021). Several researchers have researched cultural diversity.…”

Section: Culture Diversitymentioning

confidence: 99%

“…Furthermore, in addition to the need for employees for transformational leaders, the existence of cultural diversity is no less critical for the company to pay attention to. The cultural diversity that emphasizes diversity will indirectly affect human practices, attitudes, and mindsets in traditional ways and customs (Jusriadi et al, 2021). If not considered properly, it is feared that cultural diversity will trigger conflict to result in a decrease in the level of job satisfaction and impact the employee's performance.…”

Section: Introductionmentioning

confidence: 99%

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Antecedents and Consequences of Employee Job Satisfaction in Indonesia

Lie

Sofiyan

Siregar

et al. 2021

AQA

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Factors that encourage job satisfaction include the application of transformational leadership from a leader in the company. The existence of cultural diversity also contributes to the level of employee job satisfaction. Then the implementation of organizational commitment is also essential to increase employee satisfaction at work. This study deals with the antecedents and consequences of employee work satisfaction, including transformational leadership, culture diversity, and organizational commitment as antecedents and organizational citizenship behavior (OCB) and employee performance as a consequence. The research instrument used a questionnaire distributed to 280 employees who worked in cigarette factories and tapioca flour factories in Pematangsiantar City. For data analysis, this research uses the Smart PLS application with the PLS-SEM approach oriented. This research concludes that transformational leadership and culture diversity has a significant impact on work satisfaction. On the other hand, the results of this research also conclude that organizational commitment does not significantly impact work satisfaction. Furthermore, this research also confirms that work satisfaction significantly affects organizational citizenship behavior (OCB) and employee performance. Then this study was only carried out in one city so that no specific data comparison could be obtained and only focused on the use of transformational leadership variables, culture diversity, work satisfaction, organizational citizenship behavior, and employee performance. The novelty presented from this research explains that although most employees have different cultural backgrounds if supported by a fair and wise application of transformational leadership, it will encourage job satisfaction.

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Section: Culture Diversitymentioning

confidence: 99%

Section: Culture Diversitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Antecedents and Consequences of Employee Job Satisfaction in Indonesia

Lie

Sofiyan

Siregar

et al. 2021

AQA

View full text Add to dashboard Cite

show abstract

“…Furthermore, study results (Javadi et al, 2013), focusing on the relationship between selfleadership strategies and job satisfaction, concluded that self-leadership strategies significantly affect job satisfaction in Iran. Furthermore, research (Jusriadi et al, 2021), focusing on human resource development research staff through self-leadership, concluded that human capital performance can improve if supported by solid self-leadership. Therefore, based on several previous research results, this study is carried out in developing hypotheses: H1: Self-leadership affects work satisfaction H5: Self-leadership affects human capital performance…”

Section: Literature Review Self-leadershipmentioning

confidence: 99%

“…Performance in the perspective of human resource development (HR), both in task performance and contextual performance capital, is not only measured by the availability of tangible assets in the form of physical capital and financial capital (Jusriadi et al, 2021). The achievement of work results in quality and quantity achieved by an employee within a specific time is the essential part of the organization's goals (Na-Nan & Saribut, 2020).…”

Section: Human Capital Performancementioning

confidence: 99%

Reviewing the Human Capital Performance Stimulants of Private Employees in Indonesia: The Role of Job Satisfaction as a Mediator with a Quantitative Approach

Silitonga

Inrawan

Sembiring

et al. 2021

AQA

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The effectiveness of organizations and companies is correlated with human capital performance. Therefore, we require the use of human capital performance as a benchmark for organizations and companies to achieve the vision and mission together. Later, the benchmark will serve as a basis for policymaking on the future maintenance and improvement of human capital performance. This research aims to find out the stimulants that affect the human capital performance of private employees. The quantitative causality approach is used in this study to answer the formulation of research problems and research hypotheses. Next, the researcher tested the hypothesis using Structural Equation Modeling (SEM) based on a variant called Partial Least Square (PLS) and the SmartPLS version 3.0 application as a tool to analyze it. The results of this research conclude that six hypotheses that examine the direct effect of self-leadership, organizational justice, and work environment on work satisfaction obtain positive and significant results. Then self-leadership, teamwork management, and work satisfaction on human capital performance also obtained positive and significant results. In addition, the results of this research also confirm the positive and significant mediating effect of work satisfaction on the indirect impact of self-leadership, organizational justice, and work environment on human capital performance. For further research, the author recommends further researchers develop variables that are suspected to be the main predictors to encourage work satisfaction and human capital performance to provide complete recommendations regarding the development of human resource performance, especially for millennial workers. This study presents a research model related to human capital performance regarding self-leadership, teamwork management, and work satisfaction and the contribution of self-leadership, organizational justice, and work environment to work satisfaction.

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Green inclusive leadership and green creativity in the manufacturing industry: do green human capital and employee voice matter?

Asghar,

Ullah,

Bangash

2023

IJIS

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Purpose Organisations encourage green creativity among their employees to mitigate pollution and achieve sustainable growth. Green inclusive leadership practices have a key role in influencing employees’ green attitudes and environmental efficiency. Thus, the purpose of this study is to investigate how green inclusive leadership influences employees’ green creativity. It also aims to analyse the intermediating mechanism of green human capital and employee voice between the relationship of green inclusive leadership and green creativity. Design/methodology/approach Data was collected through an in-person administered questionnaire-based survey from 312 employees of the manufacturing industry of Pakistan. SPSS PROCESS macro was used for hypothesis testing in the present study. Findings The findings depict that the perception of green inclusive leadership positively influences employees’ green creativity. Moreover, the findings demonstrate that green human capital and employee voice play substantial intervening roles among the associations investigated. Originality/value This research study is novel because it is one of the scarce research studies to examine green inclusive leadership and employees’ green creativity with the underlying mechanism of green human capital and employee voice in an eastern context.

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Human Capital Development of Research Staff through Self-Leadership, Teamwork Management, and Culture Diversity

Cited by 5 publications

References 19 publications

Antecedents and Consequences of Employee Job Satisfaction in Indonesia

Antecedents and Consequences of Employee Job Satisfaction in Indonesia

Reviewing the Human Capital Performance Stimulants of Private Employees in Indonesia: The Role of Job Satisfaction as a Mediator with a Quantitative Approach

Green inclusive leadership and green creativity in the manufacturing industry: do green human capital and employee voice matter?

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