The impact of individual characteristics towards employee performance of millennial employees

Ilhami, Susanti Dwi; Armanu, Armanu; Noermijati, Noermijati

doi:10.20525/ijrbs.v9i4.758

Cited by 4 publications

(5 citation statements)

References 19 publications

(25 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Adjustment to work is carried out by considering the abilities, talents, and also the potential possessed to be able to carry out the duties, authorities, and responsibilities that will be carried out (Terry et al, 1996). New employees while working bring the knowledge, attitudes, and skills used in work to provide the best performance (Ilhami et al, 2020). Employees already have implicit knowledge that comes from employee experience that can be used in solving problems when working.…”

Section: Work Adjustmentmentioning

confidence: 99%

The Employee Sustainability Strategy in Automation

Ilhami¹,

Setiadi²

2023

Among Makarti

View full text Add to dashboard Cite

Seiring dengan perkembangan teknologi yang ada, otomatisasi terus berkembang pesat. Penerapan otomatisasi yang diterapkan oleh banyak organisasi mendorong munculnya permasalahan terutama di kalangan karyawan. Kebijakan keberlanjutan karyawan harus diperhatikan oleh organisasi. Dengan demikian, diperlukan pemahaman yang mendalam terkait keberlangsungan karyawan. Dalam makalah ini, kami berusaha untuk mengidentifikasi kontribusi keberlanjutan karyawan dalam menghadapi otomatisasi melalui tinjauan literatur sistematis (SLR). Secara khusus, kami secara sistematis: i) definisi otomatisasi diberikan dengan jelas, ii) pengaruh otomatisasi terhadap organisasi yang menerapkan otomatisasi, iii) strategi untuk menghadapi otomatisasi dengan menggunakan keberlanjutan karyawan. Efek otomatisasi dapat menggantikan tenaga kerja dan tugas bukan pekerjaan. Otomatisasi yang diterapkan oleh organisasi ini juga dapat menciptakan lapangan kerja baru sehingga membutuhkan keterampilan baru, namun dampak negatifnya dapat menurunkan kesejahteraan juga. Ada dua strategi untuk keberlangsungan karyawan yaitu pelatihan dan penyesuaian kerja (penyesuaian lingkungan organisasi, penyesuaian kerja, penyesuaian atasan kerja, dan penyesuaian rekan kerja tempat karyawan bekerja). Selanjutnya, berdasarkan temuan kami untuk SLR tinjauan literatur sistematis ini, kami harus melibatkan berbagai disiplin ilmu seperti teknik mesin, psikologi, dan manajemen sumber daya manusia sehingga pembahasan yang diberikan lebih mendalam dan komprehensif yang melibatkan berbagai bidang ilmu.

show abstract

Section: Work Adjustmentmentioning

confidence: 99%

The Employee Sustainability Strategy in Automation

Ilhami¹,

Setiadi²

2023

Among Makarti

View full text Add to dashboard Cite

show abstract

“…Karakteristik individu ini bila diarahkan dengan baik akan meningkatkan kinerja karyawan sejalan dengan hasil penelitian menunjukkan karakteristik individu berpengaruh terhadap karyawan (Esthi, 2020). Hasil penelitian Ilhami et al (2020), menunjukkan bahwa karakteristik individu berpengaruh positif dan signifikan terhadap kinerja karyawan generasi milenial.…”

Section: Individual Characteristic and Job Satisfactionunclassified

Pengaruh Individual Caracteristic Job Crafting Terhadap Employe Performance Melalui Job Satisfaction

Hardiyanti,

Siswadi

2023

j. manaj. STIE. Muhammadiyah. Palopo

View full text Add to dashboard Cite

The aims of this study are to explore the mediating impact of job satisfaction on job skills, characteristics and employee performance. Methodological design of a questionnaire answered by 157 employees working at PT. Mighty harvest facility with SEM PLS data analysis. The research results show that the relationship between individual characteristics and employee performance is positive and significant. The relationship between individual characteristics and job satisfaction shows that it is significantly positive. Job crafting on employee performance is negative, indicating that the relationship between crafting and employee performance has a small influence. There is a positive and significant relationship between job crafting and job satisfaction. Job satisfaction with employee performance shows that it has a significant positive relationship. Practical implications Companies can shape organizational culture and increase employee job satisfaction in general. Furthermore, this research enriches the organizational behavior literature by recognizing and empirically validating the role of individual characteristics, employee involvement in improving performance. The originality of the findings of this research can help in creating a better understanding of job satisfaction and describe its relationship with leadership character.

show abstract

“…On the other hand, previous research conducted by, that millennials value friendship and love than previous generations (Gibson et al, 2009). In addition, millennials also foster a sense of optimism and high morale therefore, essential value benevolence is probably considered necessary for this generation (Ilhami et al, 2020). Moreover, also said that millennials have highly persuaded peers, emphasizing obedience and honor (Jenkins 2019).…”

Section: The Highest Rank Of Most Important Valuesmentioning

confidence: 99%

“…Millennials are the generation that is classified as being born between 1980 and 2005 and taking over essential roles in an organization (Twenge et al, 2012). Therefore, millennials are human assets that must be considered by the organization (Ilhami et al, 2020). Unlike their predecessors, such as Baby Boomers, who tend to be optimistic, and X Generation skeptical, millennials are more realistic (Lancaster and Stillman, 2002).…”

Section: Introductionmentioning

confidence: 99%

Benevolence and Conformity: Millennials Workers’ Basic Values

Bramanwidyantari¹,

Widhianingtanti²

2021

Social.val.Soci

View full text Add to dashboard Cite

Values are essential in peoples’ lives, guiding individuals to think and take some actions. In the workplace, these values are closely related to people’s competence within their duties. As the future workforce generation, it is essential to capture the value possessed by the millennial generation. Therefore, this study investigates what millennials value most in their life. The data was collected using The Short Schwartz’s Value Survey to overview the intrinsic value that motivates people using a Likert scale (0-8). Ten values are measured: power, achievement, hedonism, stimulation, self-direction, universalism, benevolence, tradition, conformity, and security. This study involved millennial workers (N=123) who graduated varies from high school to postgraduate. Benevolence (47.97%) and conformity (47.15%) were considered fundamental values. Nevertheless, there are no differences in values between sex and years of service. Values of achievement (p=0.028) and self-direction (p=0.009) were found different between monthly salaries. Moreover, values of power (p=0.04) and conformity (p=0.03) were found between educational backgrounds. These findings imply significant differences in several values according to millennials’ income and educational background.

show abstract

The impact of individual characteristics towards employee performance of millennial employees

Cited by 4 publications

References 19 publications

The Employee Sustainability Strategy in Automation

The Employee Sustainability Strategy in Automation

Pengaruh Individual Caracteristic Job Crafting Terhadap Employe Performance Melalui Job Satisfaction

Benevolence and Conformity: Millennials Workers’ Basic Values

Contact Info

Product

Resources

About