The Effect of HRM Pratices on Employee Engagement with Clan Culture as Moderating Variables

Abstract

To maintain and improve competitiveness, exploring potentials and innovations to survive in the competition aimed at attracting student interest and gaining public recognition at the national and global levels (World Class University), universities must improve employee engagement. Because high employee engagement is a source of organizational competitive advantage in achieving its vision, mission, main goals and implementing organizational strategies at the global level. To improve employee engagement with improving HRM Practices. In this study, testing the effect of HRM practices on employee engagement with clan culture as a moderating variable. The results of these tests are expected to be a reference for organizations to improve employee engagement. Questionnaires were distributedto 154 employees of universities in Surabaya with varying criteria. After the questionnaires were collected, statistical tests were performed using Partial Least Square (PLS). The results of statistical testing found that employee engagement are influenced by training & development, performance appraisal and compensation. Meanwhile, clan culture only moderates the relation between compensation for employee engagement, and does not moderate the relations between training & development and performance appraisal on employee engagement. Results of this study may be employed as a policy consideration and further contribute to the literature of management studies.

Analysing the Competing Values Framework and Organizational Culture at Lembaga Amil Zakat Infaq dan Shodaqoh Muhammadiyah (LAZISMU) Solo City, Easta Java, Indonesia

“…The type of clan culture was also found in the research of Hung & Lou (2022), Huang, et. al, (2022) and Yustrilia, et. al, (2022) that the currently developing clan culture can provide benefits to the organization because the main focus is the involvement of all employees in the form of strong teamwork making it easier to achieve common goals and provide the best quality service.…”

Effects of the Compensation System and Socio-demographic Factors on the Attitudes of Employees in the Republic of Serbia

“…(Saks, 2022). The authors Yustrilia et al (2022) explain the three elements of engagement: vigour (characterized by the existence of a high level of energy and mental resilience at work, and the desire to make an effort at work and be persistent despite difficulties); dedication (refers to one's deep involvement in one's work and feeling that it is meaningful, enthusiastic, inspired, proud and challenging); absorption (which is characterized by full concentration and enjoyment of one's work so much that time does not seem to have passed quickly). The third one is organizational commitment, which represents the mental connection of an individual with the organization in which he/she works (Mahmood Aziz et al, 2021;Ehrhardt et al, 2011;Suarez-Albanchez et al, 2021), and the relative strength of an employee's identification with a certain organization and the degree of involvement in its business activities and reflects the employee's willingness to make an above-average effort to preserve his position in the work collective (Ferris & Aranya, 1983;Jolovic & Berber, 2021).…”