PENGARUH EMPOWERING LEADERSHIP, REWARD SYSTEMS, DAN EMPLOYEE DEVELOPMENT TERHADAP EMPLOYEE ENGAGEMENT MELALUI ORGANIZATIONAL CULTURE (STUDI KASUS PADA KEMENTERIAN DALAM NEGERI REPUBLIK INDONESIA)

RINA SYARINI, . (2025) PENGARUH EMPOWERING LEADERSHIP, REWARD SYSTEMS, DAN EMPLOYEE DEVELOPMENT TERHADAP EMPLOYEE ENGAGEMENT MELALUI ORGANIZATIONAL CULTURE (STUDI KASUS PADA KEMENTERIAN DALAM NEGERI REPUBLIK INDONESIA). Doktor thesis, UNIVERSITAS NEGERI JAKARTA,.

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Abstract

Keterikatan kerja (employee engagement) merupakan faktor kunci yang menentukan kualitas kinerja dan keberlanjutan reformasi birokrasi di sektor publik. Namun, di lingkungan Aparatur Sipil Negara (ASN), tingkat engagement sering kali dipengaruhi oleh struktur organisasi yang hierarkis, keterbatasan fleksibilitas, dan tantangan budaya kerja. Penelitian ini menganalisis pengaruh empowering leadership, reward system, dan employee development terhadap employee engagement dengan organizational culture sebagai variabel mediasi pada ASN Kementerian Dalam Negeri. Menggunakan pendekatan kuantitatif dengan metode Structural Equation Modeling (SEM), data dikumpulkan dari 376 responden melalui kuesioner. Hasil penelitian menunjukkan bahwa empowering leadership tidak berpengaruh langsung signifikan terhadap employee engagement, tetapi berpengaruh signifikan melalui mediasi penuh organizational culture. Sementara itu, reward system berpengaruh langsung terhadap employee engagement, namun tidak dimediasi signifikan oleh organizational culture. Employee development berpengaruh positif signifikan terhadap organizational culture, dan melalui budaya tersebut berdampak signifikan pada employee engagement. Temuan ini menegaskan pentingnya penguatan budaya organisasi BerAKHLAK sebagai jembatan strategis untuk meningkatkan keterikatan pegawai di birokrasi publik. Penelitian ini berkontribusi secara teoretis dalam pengembangan model employee engagement kontekstual sektor publik dan memberikan implikasi praktis bagi perancangan kebijakan pengembangan SDM di lingkungan pemerintahan. ***** Employee engagement is a key factor in determining the quality of performance and the sustainability of bureaucratic reform in the public sector. However, within the Indonesian civil service (Aparatur Sipil Negara), engagement levels are often influenced by hierarchical structures, limited flexibility, and cultural challenges in the workplace. This study examines the effects of empowering leadership, reward system, and employee development on employee engagement, with organizational culture as a mediating variable, in the context of the Ministry of Home Affairs. Using a quantitative approach and the Structural Equation Modeling (SEM) method, data were collected from 376 respondents via a structured questionnaire. The findings reveal that empowering leadership does not have a significant direct effect on employee engagement, but has an important indirect effect through the full mediation of organizational culture. Meanwhile, the reward system directly influences employee engagement, yet is not significantly mediated by organizational culture. Employee development significantly and positively affects organizational culture, which in turn significantly impacts employee engagement. These results highlight the strategic role of strengthening the BerAKHLAK organizational culture as a bridging mechanism to enhance employee engagement in public bureaucracy. The study contributes theoretically to the development of a contextual employee engagement model for the public sector and offers practical implications for designing human resource development policies in government institutions.

Item Type:	Thesis (Doktor)
Additional Information:	1). Prof. Dewi Susita, M.Si. ; 2). Prof. Umi Widyastuti, M.E.
Subjects:	Manajemen > Manajemen , Business Manajemen > Manajemen Kantor, Organisasi Manajemen > Manajemen Sumber Daya Manusia Manajemen > Perilaku Konsumen
Divisions:	PASCASARJANA > S3 Ilmu Manajemen
Depositing User:	Rina Syarini .
Date Deposited:	21 Jan 2026 05:13
Last Modified:	21 Jan 2026 05:13
URI:	http://repository.unj.ac.id/id/eprint/63183

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