Eka Pariyanti, Wiwiek Rabiatul Adawiyah and Siti Zulaikha Wulandari
The main objective of this study is to assess kinship employee engagement as a mediating variable in the relationship between person–organization–fit (P-O Fit) and person–job–fit…
Abstract
Purpose
The main objective of this study is to assess kinship employee engagement as a mediating variable in the relationship between person–organization–fit (P-O Fit) and person–job–fit with turnover intention.
Design/methodology/approach
This research was conducted at creative industry micro, small and medium enterprises (MSME) in Yogyakarta, Indonesia. The number of respondents was 331 MSME employees. The distribution of questionnaires was carried out using offline and online systems through direct questions and Google forms. The data analysis tool used was structural equation modelling.
Findings
The findings of this study revealed that kinship employee engagement is proven to mediate the relationship between P-O-fit and P-J-fit on turnover intention.
Research limitations/implications
This research provides a new perspective on social exchanges, namely, exchanges that are intangible based on the relationship between employees, leaders and owners of micro and small medium enterprises (MSMEs) in the form of kinship employee engagement. Employees who feel P-O Fit and P-J fit with their organizations will exhibit positive behavior in the form of kinship employee engagement.
Practical implications
The first practical implication is that MSME superiors/owners must pay more attention to P-O fit; one way to do this is to assess P-O fit at the recruitment and selection stage. This may be useful for organizations that hire and retain employees whose goals and values closely match those of the organization. With regard to the P-J fit relationship, and turnover intention, which turns out to have a negative relationship, this finding has implications for the formulation of policies that should not only focus on increasing the knowledge, skills and abilities of employees but also on fulfilling their wishes. For example, providing employees with training, self-development opportunities, flexible working hours and competitive salaries will strengthen their level of compatibility with their jobs, which in turn will reduce the willingness of employees to leave their jobs.
Social implications
In social practice, kinship employee engagement can be applied to MSMEs. When MSME owners have limited funds, facilities, etc., to bind employees, they can apply kinship to employees so that they are more attached to MSMEs.
Originality/value
This study is among the first to introduce a new construct (kinship employee engagement) which is an extension of the engagement construct that is more specific and follows the MSME context, and is the first study to propose kinship employee engagement as a mediating variable in the relationship between P-O-fit and P-J-fit on turnover intention.
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Adriana Madya Marampa, Althon K Pongtuluran and Eka Pariyanti
This study aims to explore the distinctive dynamics of knowledge sharing, empowering leadership, psychological empowerment, innovative work behavior, and the moderating impact of…
Abstract
Purpose
This study aims to explore the distinctive dynamics of knowledge sharing, empowering leadership, psychological empowerment, innovative work behavior, and the moderating impact of kinship employee engagement in the creative industries of SMEs in Tana Toraja, Indonesia.
Design/methodology/approach
Using structural equation modeling, this research analyzes quantitative data collected from 512 employees in creative industry SMEs.
Findings
Knowledge sharing is not found to be associated with psychological empowerment but is positively related to innovative work behavior. Empowering leadership is positively associated with both psychological empowerment and innovative work behavior. Psychological empowerment mediates the relationships between knowledge sharing and innovative work behavior, as well as between empowering leadership and innovative work behavior. Finally, kinship employee engagement moderates the relationship between psychological empowerment and innovative work behavior.
Research limitations/implications
The cross-sectional design restricts establishing causal relationships among variables, suggesting the need for longitudinal studies. Contextual factors specific to Tana Toraja, such as cultural nuances and economic conditions, may not have been fully explored, impacting the applicability of findings elsewhere. Future research could mitigate these limitations by using larger and more diverse samples, using mixed-methods approaches and conducting longitudinal studies to track changes over time.
Practical implications
The findings underscore the importance of nurturing empowering leadership and promoting a culture of knowledge sharing to cultivate innovative work behavior. Moreover, leveraging kinship relationships can optimize organizational effectiveness and employee engagement in culturally nuanced settings.
Social implications
Strengthening these organizational practices not only enhances SME performance in creative industries but also fosters community cohesion and contributes positively to societal well-being.
Originality/value
This research uniquely explores the interplay of knowledge sharing, empowering leadership, psychological empowerment and the role of kinship employee engagement in enhancing innovative work behavior within SMEs in culturally distinct contexts like Tana Toraja’s creative industries.
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Zahrotush Sholikhah, Wiwiek Rabiatul Adawiyah, Bambang Agus Pramuka and Eka Pariyanti
Although the academic literature provides extensive insight into the motivations for the unethical use of information technology in online classes, little is known about how…
Abstract
Purpose
Although the academic literature provides extensive insight into the motivations for the unethical use of information technology in online classes, little is known about how perceived justice, the opportunity to cheat and spiritual legitimacy mitigate unethical behavior among young academics. The purposes of this study are two folds: first, to determine how perceived lecturers’ justice and opportunity to cheat may mitigate academic misconduct in online classes, and second, to evaluate the moderating effect of spiritual power on the relationship between perceived lecturers’ justice and opportunity to cheat and academic misconduct.
Design/methodology/approach
This research was conducted at universities in three Southeast Asia countries, including Indonesia, Malaysia and Thailand, with a total of 339 respondents. The research questionnaire was distributed using Google Forms. The analytical method used to test the research hypothesis is moderated regression analysis (MRA).
Findings
The findings of this study reveal that spirituality moderates the relationship between lecturer justice and the opportunity to cheat online. Even though the justice level of the lecturer is low, individuals with relatively high spirituality will show much less cheating behavior than when there is a low level of lecturer justice and a low level of student spirituality, and vice versa.
Research limitations/implications
Cheating occurs when students develop an intention to cheat, which leads to actual involvement in cheating, meaning that theoretically, the findings extend the fraud triangle theory. In addition, the practical implications of this research are that lecturers need to conduct fair teaching, such as transparency of exam conditions, assessment, the right to an opinion and supervision during exams, consequently, the students cannot cheat. Spirituality is also an essential factor that can reduce online cheating, so instilling spirituality in specific courses is a fruitful solution.
Originality/value
The contributions of this study are twofold. First, this study gives testable theories on how spiritual help works. Second, this study offers tailored and more humanistic assistance, such as a mechanism that adjusts to the academic world’s usage of more positive technologies. This study contributes to the literature on online cheating in higher education across three Southeast Asian nations (Indonesia, Malaysia and Thailand).
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Eka Pariyanti, Wiwiek Rabiatul Adawiyah and Siti Zulaikha Wulandari
The main objective of this study is to examine the relationship between person-organization fit (P-O fit), job satisfaction (JS), workplace spirituality (WS) and turnover…
Abstract
Purpose
The main objective of this study is to examine the relationship between person-organization fit (P-O fit), job satisfaction (JS), workplace spirituality (WS) and turnover intentions in small and medium-sized enterprises (SMEs) and the moderate role of WS in these relationships.
Design/methodology/approach
Research data were collected by cross-sectional data collection methods. The sample contains 242 employees of SMEs in Indonesia. The analytical method used to test research hypotheses is moderate regression analysis.
Findings
The results show that P-O fit is an antecedent that can reduce turnover intention. JS has a negative effect on turnover intention and WS has a negative effect on turnover intention. WS moderates the relationship between P-O fit and turnover intention and the relationship between JS and turnover intention.
Research limitations/implications
This study enhances the understanding of the importance of WS in reducing employee turnover intentions. This research also contributes to the research model based on fit theory and social exchange theory.
Practical implications
The practical implication of this research is to improve P-O fit in employees. Managers can manage the right people for the environment and the right environment for the individual. In other words, the organization must choose both. The most basic way to create a P-O fit for employees is to recruit employees suitable to organizational goals because, in general, SMEs rarely have a written vision and mission.
Social implications
Through the of spirituality in the workplace, employees will experience a sense of meaning and purpose in their work, foster a sense of unity through positive relationships and achieve alignment between personal and organizational values. Consequently, this will diminish the inclination to seek employment elsewhere.
Originality/value
Although turnover intention in employees is considered necessary, there is still minimal research that discusses turnover intention and WS in SMEs. To the authors' knowledge, no one has tested WS on the relationship between PO fit and JS with turnover intention in SMEs.
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Adriana Madya Marampa, Raden Lestari Garnasih and Eka Pariyanti
The purpose of this paper is to examine perceived supervisory support (PSS) and the impact of the antecedents of sharing knowledge, namely, clan culture (CC) as well as trust in…
Abstract
Purpose
The purpose of this paper is to examine perceived supervisory support (PSS) and the impact of the antecedents of sharing knowledge, namely, clan culture (CC) as well as trust in innovative work behavior (IWB).
Design/methodology/approach
This research focuses on small and medium-sized enterprise (SME) employees, especially SMEs located around tourist attractions in Indonesia. Data collection was carried out by distributing questionnaires. The distribution of the questionnaire was carried out in two ways, namely, the offline and online systems via the Google form. Data analysis tool using structural equation modeling.
Findings
The findings reveal that PSS, knowledge sharing (KS), CC as well as trust are positively related to IWB. In addition, it was also found that KS was proven to mediate CC relationships as well as the trust which had a positive relationship with IWB.
Research limitations/implications
The research design uses cross-sectional data. This means that the measurement of variables is based on self-reports and is carried out at one time, which can lead to method bias that can affect the results of the study. Thus, further research is recommended to collect data longitudinally, which will make the findings stronger.
Practical implications
Theoretically, this study extends previous research by outlining a set of organizational elements that tend to influence KS behavior and their impact on IWB in the SMEs context.
Social implications
Managers and owners of SMEs need to create a CC because the creation of a family or CC will more easily foster a culture of sharing knowledge within the organization, which will ultimately increase IWB.
Originality/value
This study emphasizes that it is not only internal factors within employees that can foster IWB but there are external factors that play an important role in increasing IWB, such as CC, PSS, trust and KS. And to the best of the authors’ knowledge, this is the first study to include all the constructs in one model and the context of SMEs.
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Eka Pariyanti, Wiwiek Rabiatul Adawiyah and Siti Zulaikha Wulandari
There are two objectives in this study. First, testing the relationship between person-organization fit (P-O fit) and person-job fit (P-J fit) on turnover intentions. Second…
Abstract
Purpose
There are two objectives in this study. First, testing the relationship between person-organization fit (P-O fit) and person-job fit (P-J fit) on turnover intentions. Second, examining the moderating role of kinship on the relationship between P-O fit and P-J fit on turnover intentions.
Design/methodology/approach
This research was conducted at private universities in Lampung with a total of 282 respondents. The analytical method used to test the research hypothesis was moderated regression analysis (MRA)
Findings
There are five proposed hypotheses, and all of them are supported. The findings of this study reveal that P-O fit and P-J fit are predictors that are negatively related to turnover intentions. Furthermore, kinship moderates the relationship between P-O fit and P-J fit on turnover intentions.
Research limitations/implications
This study adds to the literature on turnover intentions in universities and underscores some important advances and contributions in developing a human resource management theory related to social capital. Based on the findings of this study, organizations are expected to pay more attention to P-O fit, P-J fit and kinship to reduce the level of turnover intentions. Employers are expected to choose people who match the organization's values and work and create interpersonal relationships between them to reduce turnover intentions, which mean the findings extend the theory of attraction-selection-attrition (ASA), social exchange and social capital. These findings provide theoretical and pragmatic insights for human resource management practitioners and relevant stakeholders.
Practical implications
Practically, the concepts of P-O fit and P-J fit are important to be considered by the leadership because creating a suitable environment for employees will trigger positive behaviors. Leaders must find the right people for the environment and the right environment for the employees. Furthermore, this study has implications for a relational approach to overcoming turnover intentions in the workplace. The relational approach is in the form of kinship. Organizations that encourage opportunities for social interaction among members can reduce employee turnover and tend to create positive social capital.
Social implications
In social practice, kinship connects people in an organization. The existence of kinship in an organization helps academicians get relational and emotional support from coworkers and superiors so that they will feel a family relationship that may not be found in other organizations, which eventually reduces turnover intentions.
Originality/value
The originality of this study lies in investigating the moderating role of kinship on the relationship between P-O fit and turnover intentions. Kinship in this study is different from research in general. “Kinship” here is based on a kinship perspective because of the peculiarities of Asian culture, especially in Indonesia, namely kinship without blood relations and marriage.
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Eka Pariyanti, Andiana Rosid and Wiwiek Rabiatul Adawiyah
The purpose of this study is to determine whether or not Islamic Workplace Spirituality (IWS) acts as a moderator in the relationship between Organizational Justice (OJ), Job…
Abstract
Purpose
The purpose of this study is to determine whether or not Islamic Workplace Spirituality (IWS) acts as a moderator in the relationship between Organizational Justice (OJ), Job Satisfaction (JS) and Workplace Deviant Behavior (WDB).
Design/methodology/approach
This research was conducted at Islamic-based universities in Lampung, with 213 employees as respondents out of 456 population’s members. The sampling technique used was purposive sampling, and the data were collected directly from respondents using a self-administered questionnaire. The analysis method used to test the research hypothesis was moderated regression analysis (MRA).
Findings
Out of six hypotheses proposed all were supported. This study confirmed the moderating role of Islamic Workplace Spirituality on the relationship of organizational justice and job satisfaction with workplace deviant behavior.
Research limitations/implications
This study has several limitations on the self-report measures used, which may lead to general error bias. Also, because of the cross-sectional nature of data collection in this study, it can impact the inaccurate delineation of causal conclusions between the constructs examined (Clugston, 2000). Further research is suggested to conduct longitudinal research. This research was conducted in Lampung and is limited to religion-based agencies, limiting the generalizability of some findings in different places. Future studies are suggested to examine this construct in a broader scope. Generalizability problems were observed because people's responses to the questionnaires were so evident that they did not give importance to the research work, and they thought it was a waste of time to respond.
Practical implications
Since bearing the label “Islamic Higher Education” identifies them as part of Islamic education, all institutions that bear that label must follow Islamic law rulings in all of their operational activities. Islamic Spirituality in the Workplace (IWS) will make employees in organizations work on time and even manage their workload correctly. Having values related to spiritual constructs will make employees more ethical in understanding values and behavior, also increase trust among workers.
Social implications
ISW will make employees in organizations/agencies work on time and even manage their workload correctly. Management must understand that an organization needs to create a healthy environment by providing organizational justice and reducing people's deviant behavior in the organization. Positive individual behavior shall increase the quality of one's social life.
Originality/value
Most theories in human resources development in higher education came from the field of psychology while religious perspectives tend to be omitted. This study underlines some of the crucial advances and contributions in developing human resource management theory related to Islamic workplace spirituality as a strategy to mitigate employees' deviant behavior.