The Workforce in Indonesian Organizations: An Analysis Based Upon the Cultural Dimensions of Hofstede’s Model

Artina, Bella Santya; Desnasari, Dita; Fitriyah, Fita; Rizkita, Rainda Goesti

doi:10.32535/jicp.v2i4.780

Cited by 6 publications

(7 citation statements)

References 13 publications

(25 reference statements)

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“…This index indicates that seniority and hierarchy is a major element in Indonesia's organizational culture. Indonesian employees expect specific instructions from their superiors [15]. For example, lower-ranking employees look forward to being informed about their responsibilities and deadlines.…”

Section: Introductionmentioning

confidence: 99%

RETRACTED: Impact of Power Diversity on Employee Proactivity and Job Performance: Case from Education Counselor Unit in Jakarta’s Private University [ICAESS 2022, 5 October 2022, Batam, Riau Islands, Indonesia]

Prasetyaningtyas¹

2023

Proceedings of the 4th International Conference on Applied Economics and Social Science, ICAESS 2022, 5 October 2022, Batam, Ri

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This Indonesian organizational culture indirectly suppresses employees' desire to take the initiative. Indonesia's high power distance culture will have an impact on employees' proactivity which lead to their job performance. Therefore, the purpose of this study is aimed to investigate the relationship between employee participation and job performance in a university-based organization. Also to examine the impact of power distance on the relationship between the two mentioned outcome variables. The study will be focused on University Education Counselor Unit workforce which includes a supervisor, an employee, and one former employee. Power distance has also been shown to affect job performance. As indicated in the second hypothesis, which states that the quality of job performance is inversely proportional to the organization's power distance culture. A culture of low power distance exerts less pressure on employees, resulting in improved work ethics and increased motivation to perform well on every assignment. The third hypothesis then shows that job performance is highly influenced by employee proactivity which proves to be true. To perform well, EC employees must have a proactive mindset, which serves as their primary work motivation. These hypotheses show that power distance, employee proactivity, and job performance all influence one another not only in a corporate setting but also in a university-based organization.

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Section: Introductionmentioning

confidence: 99%

RETRACTED: Impact of Power Diversity on Employee Proactivity and Job Performance: Case from Education Counselor Unit in Jakarta’s Private University [ICAESS 2022, 5 October 2022, Batam, Riau Islands, Indonesia]

Prasetyaningtyas¹

2023

Proceedings of the 4th International Conference on Applied Economics and Social Science, ICAESS 2022, 5 October 2022, Batam, Ri

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“…This can be seen in their consideration to filter anonymous questions they perceive as falling into the private or public categories. Furthermore, the informants, who are microinfluencers, remain conscious of distinguishing personal and public information, as evident in their practice of filtering NGL Link anonymous questions.In the cultural context, Indonesia is a country with high power distance and a collectivist culture (19). According to Li (20), social media users in collectivist cultures prefer to share personal information with close friends, typically within their real-life friendship groups, compared to users in individualistic cultures.…”

Section: Dissemination Of Personal Information By Followersmentioning

confidence: 99%

Safeguarding Personal Information: Communication Privacy Management By Gen-Z Influencers

Mutiara Cipta,

Alvin

2023

IJERSC

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This research investigates the utilization of the NGL Link feature in Instagram Stories and its impact on the disclosure of personal information by micro-influencers. The study explores the experiences and privacy management strategies of Gen-Z micro-influencers. The study adopts a post-positivist paradigm and employs a case study approach to delve deeper into the research topic. Four micro-influencers meeting specific criteria were selected as informants for the study. Data collection techniques included interviews and data documentation. The informants shared their experiences, perspectives, and attitudes towards using the NGL Link feature. The findings reveal that the NGL Link feature enables micro-influencers to interact with their followers and share personal information, leading to increased engagement and deeper connections. However, concerns about privacy and the dissemination of personal information arise. The informants employ various filtering methods to protect their privacy, categorizing questions and selectively sharing responses. Dissemination of personal information by followers is observed, particularly among those who know the micro-influencer in real life. The study concludes that filtering serves as the primary privacy management strategy for micro-influencers using the NGL Link feature.

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“…Namun, disayangkan bahwa pengembangan potensi ini masih menghadapi kendala sumber daya manusia. Penelitian yang dilakukan oleh Artina et al, (2020) mengindikasikan bahwa Indonesia masih memiliki ciri-ciri seperti tingginya tingkat jarak kekuasaan, budaya kolektivitas yang kuat, orientasi yang lebih maskulin, kecenderungan kurang menghindari ketidakpastian, orientasi jangka panjang, dan beberapa pembatasan yang memengaruhi angkatan kerja.…”

Section: Pendahuluanunclassified

Kepemimpinan Transformasional Generasi Milenial Dalam Menghadapi Kesenjangan Lintas Generasi Di Perusahaan Blue Ekonomi Jawa Timur

Kent,

Noviaty Kresna Darmasetiawan

2023

JMBI UNSRAT

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Abstract. This research discusses the role of generations (Baby Boomers, Generation X, and Millennials) in the Blue Economy industry in Indonesia. The main challenge for leaders is managing generational and work culture differences. The research results show that Millennial leaders have three basic characteristics of leadership behavior, such as communicating a clear vision, building trust, and respecting others. However, these characteristics are not enough to overcome cross-generational challenges and work culture in Indonesia. Therefore, leaders need to develop adaptability, generational understanding, and self-control. The research was conducted at PT. X in Probolinggo with qualitative methods and a case study approach.effects. This research uses a qualitative approach with resource persons taking high-level decisions (directors, General Managers, or owners) as interview subjects. Data was collected through purposive sampling, including in-depth interviews, observation and documentation. Confirmation data was obtained through interviews with employees, visitors, and document analysis.. Abstrak. Penelitian ini membahas peran generasi (Baby Boomer, Generasi X, dan Millennial) dalam industri Blue Economy di Indonesia. Tantangan utama bagi pemimpin adalah mengelola perbedaan generasi dan budaya kerja. Hasil penelitian menunjukkan bahwa pemimpin Millennial memiliki tiga karakteristik dasar leadership behavior, seperti komunikasi visi yang jelas, membangun kepercayaan, dan menghormati orang lain. Namun, karakteristik ini belum cukup untuk mengatasi tantangan lintas generasi dan budaya kerja di Indonesia. Oleh karena itu, pemimpin perlu mengembangkan kemampuan adaptasi, pemahaman generasi, dan kendali diri. Penelitian dilakukan di PT. X di Probolinggo dengan metode kualitatif dan pendekatan studi kasus.efek. Penelitian ini menggunakan pendekatan kualitatif dengan narasumber pengambil keputusan tingkat tinggi (direktur, General Manager, atau pemilik) sebagai subjek wawancara. Data dikumpulkan melalui purposive sampling, termasuk wawancara mendalam, observasi, dan dokumentasi. Konfirmasi data diperoleh melalui wawancara dengan karyawan, pengunjung, dan analisis dokumen.

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The Workforce in Indonesian Organizations: An Analysis Based Upon the Cultural Dimensions of Hofstede’s Model

Cited by 6 publications

References 13 publications

RETRACTED: Impact of Power Diversity on Employee Proactivity and Job Performance: Case from Education Counselor Unit in Jakarta’s Private University [ICAESS 2022, 5 October 2022, Batam, Riau Islands, Indonesia]

RETRACTED: Impact of Power Diversity on Employee Proactivity and Job Performance: Case from Education Counselor Unit in Jakarta’s Private University [ICAESS 2022, 5 October 2022, Batam, Riau Islands, Indonesia]

Safeguarding Personal Information: Communication Privacy Management By Gen-Z Influencers

Kepemimpinan Transformasional Generasi Milenial Dalam Menghadapi Kesenjangan Lintas Generasi Di Perusahaan Blue Ekonomi Jawa Timur

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