Effects of Covid-19 Cultural Change on Employee Performance: A Cross-Sectional Study in Jakarta, Indonesia

Christian Wiradendi Wolor; Rizki Firdausi Rachma Dania; Suherdi Suherdi; Akhmad Nurkhin; Ardiansyah Ardiansyah

doi:10.36923/jicc.v22i4.42

Open Access Article

Christian Wiradendi Wolor ⁽¹⁾ , Rizki Firdausi Rachma Dania ⁽²⁾ , Suherdi Suherdi ⁽³⁾ , Akhmad Nurkhin ⁽⁴⁾ , Ardiansyah Ardiansyah ⁽⁵⁾

(1) Faculty of Economics, Universitas Negeri Jakarta, Indonesia , Indonesia

(2) Faculty of Economics, Universitas Negeri Jakarta, Indonesia , Indonesia

(3) Faculty of Economics, Universitas Negeri Jakarta, Indonesia , Indonesia

(4) Faculty of Economics, Universitas Negeri Jakarta, Indonesia , Indonesia

(5) International Marketing Management Study Program, Politeknik Tempo, Indonesia,Politeknik Tempo , Indonesia

https://doi.org/10.36923/jicc.v22i4.42

Issue
Vol. 22 No. 4 (2022)

Submitted
August 14, 2022

Published
December 20, 2022

Keywords:

Covid 19, Organizational Culture, Employee Engagement, Commitment, Employee Performance

PDF XML

Abstract

This study aims to determine changes in employee performance after Covid 19 slowly began to change from a pandemic to an endemic regarding compassion, employee involvement, job satisfaction, and commitment. The sample used in this study was 200 employees working in the Jakarta area. The research data was collected through a questionnaire distributed in a Google Form. The sampling technique used the Non-Probability Sampling Analysis Model with the Purposive Sampling technique. The data processing method is quantitative and associative with survey and SEM methods. This study shows that employee engagement has an effect on employee job satisfaction and work commitment. Compassion has an effect on employee job satisfaction. Job satisfaction affects employee performance. However, on the other hand, compassion has no effect on employee performance and work commitment. Employee engagement has no effect on performance. Work commitment has no effect on employee performance.

Full text article

Generated from XML file

References

Al-Muallem, N., & Al-Surimi, K. M. (2019). Job satisfaction, work commitment and intention to leave among pharmacists: A cross-sectional study. BMJ Open, 9, 1–12. https://doi.org/10.1136/bmjopen-2018-024448 DOI: https://doi.org/10.1136/bmjopen-2018-024448

Al Mehrzi, N., & Singh, S. K. (2016). Competing through employee engagement: a proposed framework. International Journal of Productivity and Performance Management, 65(6), 1–16. https://doi.org/10.1108/IJPPM-02-2016-0037 DOI: https://doi.org/10.1108/IJPPM-02-2016-0037

Amri, A., Ramadhi, R., & Ramdani, Z. (2021). Effect Of Organization Commitment, Work Motivation And Work Discipline On Employee Performance (Study at. PT. PLN (Persero) P3b Sumatera UPT Padang). International Journal of Educational Management and Innovation, 2(1), 88–99. https://doi.org/10.12928/ijemi.v2i1.3183 DOI: https://doi.org/10.12928/ijemi.v2i1.3183

Andrade, M. S., Westover, J. H., & Peterson, J. (2019). Job satisfaction and gender segregation. Journal of Business Diversity, 19(3), 22–40. https://doi.org/10.1093/oep/gpi015 DOI: https://doi.org/10.33423/jbd.v19i3.2211

Azaliney Binti Mohd Amin, F., Mohd Mokhtar, N., Adibah binti Ibrahim, F., Nishaalni, & Norazmi bin Nordin, M. (2021). A Review Of The Job Satisfaction Theory For Special Education Perspective. Turkish Journal of Computer and Mathematics Education, 12(11), 5224–5228. https://www.proquest.com/openview/68adaa312c0e4ffa10103867d78495fa/1?pq-origsite=gscholar&cbl=2045096

Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The Meaning, Antecedents and Outcomes of Employee Engagement: A Narrative Synthesis. International Journal of Management Reviews, 19(1), 31–53. https://doi.org/10.1111/ijmr.12077 DOI: https://doi.org/10.1111/ijmr.12077

Begenirbas, M and Caliskan, A. (2014). Duygusal Emeğin İş Performansı ve İşten Ayrılma Niyetine Etkisinde Kişilerarası Çarpıklığın Aracılık Rolü The Mediating Role of Interpersonal Deviance on Effects of Emotional Labor to Job Performance and Intention to Quit. Business and Economics Research Journal, 5(2), 109–127. https://www.berjournal.com/the-mediating-role-of-interpersonal-deviance-on-effects-of-emotional-labor-to-job-performance-and-intention-to-quit

Beloor, V., Nanjundeswaraswamy, T. S., & R, S. D. (2017). Employee Commitment and Quality of Work Life – A Literature Review. International Journal of Indian Psychology, 4(2), 175–188. https://doi.org/10.25215/0402.040 DOI: https://doi.org/10.25215/0402.040

Cesário, F., & Chambel, M. J. (2017). Linking Organizational Commitment and Work Engagement to Employee Performance. Knowledge and Process Management, 24(2), 1–7. https://doi.org/10.1002/kpm.1542 DOI: https://doi.org/10.1002/kpm.1542

Chadi, A., & Hetschko, C. (2017). The magic of the new: How job changes affect job satisfaction. Journal of Economics and Management Strategy, 27(1), 1–17. https://doi.org/10.1111/jems.12217 DOI: https://doi.org/10.1111/jems.12217

Chanana, N., & Sangeeta. (2021). Employee engagement practices during COVID-19 lockdown. Journal of Public Affairs, 21(4), 1–8. https://doi.org/10.1002/pa.2508 DOI: https://doi.org/10.1002/pa.2508

Chandani, A., Mehta, M., Mall, A., & Khokhar, V. (2016). Employee engagement: A review paper on factors affecting employee engagement. Indian Journal of Science and Technology, 9(15), 1–7. https://doi.org/10.17485/ijst/2016/v9i15/92145 DOI: https://doi.org/10.17485/ijst/2016/v9i15/92145

Ćulibrk, J., Delić, M., Mitrović, S., & Ćulibrk, D. (2018). Job satisfaction, organizational commitment and job involvement: The mediating role of job involvement. Frontiers in Psychology, 9(132), 1–12. https://doi.org/10.3389/fpsyg.2018.00132 DOI: https://doi.org/10.3389/fpsyg.2018.00132

Dhamija, P., Gupta, S., & Bag, S. (2019). Measuring of job satisfaction: the use of quality of work life factors. Benchmarking: An International Journal, 26(3), 1–23. https://doi.org/10.1108/BIJ-06-2018-0155 DOI: https://doi.org/10.1108/BIJ-06-2018-0155

Diamantidis, A. D., & Chatzoglou, P. (2019). Factors affecting employee performance: an empirical approach. International Journal of Productivity and Performance Management, 68(1), 171–193. https://doi.org/10.1108/IJPPM-01-2018-0012 DOI: https://doi.org/10.1108/IJPPM-01-2018-0012

Dwyer, M. L., Alt, M., Brooks, J. V., Katz, H., & Poje, A. B. (2021). Burnout and Compassion Satisfaction: Survey Findings of Healthcare Employee Wellness During COVID-19 Pandemic using ProQOL. Kansas Journal of Medicine, 14(1), 121–127. https://doi.org/10.17161/kjm.vol1415171 DOI: https://doi.org/10.17161/kjm.vol1415171

Eldor, L. (2018). Public service sector: The compassionate workplace - The effect of compassion and stress on employee engagement, burnout, and performance. Journal of Public Administration Research and Theory, 28(1), 86–103. https://doi.org/10.1093/jopart/mux028 DOI: https://doi.org/10.1093/jopart/mux028

Eldor, L., & Vigoda-Gadot, E. (2016). The nature of employee engagement: rethinking the employee–organization relationship. International Journal of Human Resource Management, 28(3), 1–27. https://doi.org/10.1080/09585192.2016.1180312 DOI: https://doi.org/10.1080/09585192.2016.1180312

Eliyana, A., Ma’arif, S., & Muzakki. (2019). Job satisfaction and organizational commitment effect in the transformational leadership towards employee performance. European Research on Management and Business Economics, 25(3), 144–150. https://doi.org/10.1016/j.iedeen.2019.05.001 DOI: https://doi.org/10.1016/j.iedeen.2019.05.001

Fachriansyah, R. (2020, March 15). Work-from-home policy in effect at major Jakarta companies over virus concerns. The Jakarta Post. https://www.thejakartapost.com/news/2020/03/15/work-from-home-policy-in-effect-at-major-jakarta-companies-over-virus-concerns.html

García Lirios, C. (2021). Modeling Work Commitment in the Covid-19 Era. Indonesian Journal of Innovation and Applied Sciences, 1(3), 187–199. https://doi.org/10.47540/ijias.v1i3.287 DOI: https://doi.org/10.47540/ijias.v1i3.287

Gupta, N., & Sharma, V. (2016). Exploring Employee Engagement—A Way to Better Business Performance. Global Business Review, 17(3S), 1S-19S. https://doi.org/10.1177/0972150916631082 DOI: https://doi.org/10.1177/0972150916631082

Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2014). Multivariate Data Analysis (7th ed.). Pearson New International Edition.

Hameed, Abdul, A. W. (2011). Employee Development and Its Affect on Employee Performance A Conceptual Framework. International Journal of Business and Social Sciences, 2(13), 224–229. https://www.ijbssnet.com/journals/Vol._2_No._13_Special_Issue_July_2011/26.pdf

Hee, O. C., Qin, D. A. H., Kowang, T. O., Husin, M., & Ping, L. L. (2019). Exploring the Impact of Communication on Employee Performance. International Journal of Recent Technology and Engineering, 8(3S2), 654–658. https://doi.org/10.35940/ijrte.c1213.1083s219 DOI: https://doi.org/10.35940/ijrte.C1213.1083S219

Hendri, M. I. (2019). The mediation effect of job satisfaction and organizational commitment on the organizational learning effect of the employee performance. International Journal of Productivity and Performance Management, 68(7), 1208–1234. https://doi.org/10.1108/IJPPM-05-2018-0174 DOI: https://doi.org/10.1108/IJPPM-05-2018-0174

Hoboubi, N., Choobineh, A., Kamari Ghanavati, F., Keshavarzi, S., & Akbar Hosseini, A. (2017). The Impact of Job Stress and Job Satisfaction on Workforce Productivity in an Iranian Petrochemical Industry. Safety and Health at Work, 8(1), 67–71. https://doi.org/10.1016/j.shaw.2016.07.002 DOI: https://doi.org/10.1016/j.shaw.2016.07.002

Homans, G. C. (1958). Social Behavior as Exchange. American Journal of Sociology, 63(6), 597–606. https://www.jstor.org/stable/2772990 DOI: https://doi.org/10.1086/222355

Hur, W. M., Moon, T. W., & Ko, S. H. (2016). How Employees’ Perceptions of CSR Increase Employee Creativity: Mediating Mechanisms of Compassion at Work and Intrinsic Motivation. Journal of Business Ethics, 153(1), 629–644. https://doi.org/10.1007/s10551-016-3321-5 DOI: https://doi.org/10.1007/s10551-016-3321-5

Irfan, S., & Marzuki, N. A. (2018). Hierarchy culture as a moderator on the relationship between work motivation and work commitment. Indian Journal of Positive Psychology, 9(1), 89–96. https://doi.org/10.15614/ijpp.v9i01.11749 DOI: https://doi.org/10.15614/ijpp.v9i01.11749

Islam, O. N. J. U. (2017). Enhancing Organizational Commitment and Employee Performance through Employee Engagement: An Empirical Check. South Asian Journal of Business Studies, 6(1), 1–31. https://doi.org/http://dx.doi.org/10.1108/SAJBS-04-2016-0036 DOI: https://doi.org/10.1108/SAJBS-04-2016-0036

Jamal Ali, B., & Anwar, G. (2021). An Empirical Study of Employees’ Motivation and its Influence Job Satisfaction. International Journal of Engineering, Business and Management, 5(2), 21–30. https://doi.org/10.22161/ijebm.5.2.3 DOI: https://doi.org/10.22161/ijebm.5.2.3

Jha, B., & Kumar, A. (2016). Employee Engagement: A Strategic Tool to Enhance Performance. Journal for Contemporary Research in Management, 3(1), 21–29. https://www.academia.edu/40448766/Employee_Engagement_A_Strategic_Tool_to_Enhance_Performance

Kahn, W. A. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. The Academy of Management Journal, 33(4), 692–724. https://doi.org/https://doi.org/10.5465/256287 DOI: https://doi.org/10.5465/256287

Kim, Y. H., Kim, S. R., Kim, Y. O., Kim, J. Y., Kim, H. K., & Kim, H. Y. (2017). Influence of type D personality on job stress and job satisfaction in clinical nurses: The mediating effects of compassion fatigue, burnout, and compassion satisfaction. Journal of Advanced Nursing, 73(4), 905–916. https://doi.org/10.1111/jan.13177 DOI: https://doi.org/10.1111/jan.13177

Ko, S. H., & Choi, Y. (2019). Compassion and job performance: Dual-paths through positivework-related identity, collective self esteem, and positive psychological capital. Sustainability (Switzerland), 11(23). https://doi.org/10.3390/su11236766 DOI: https://doi.org/10.3390/su11236766

Ko, S. H., & Choi, Y. (2020). The effects of compassion experienced by SME employees on affective commitment: Double-mediation of authenticity and positive emotion. Management Science Letters, 10(6), 1351–1358. https://doi.org/10.5267/j.msl.2019.11.022 DOI: https://doi.org/10.5267/j.msl.2019.11.022

Kong, H., Jiang, X., Chan, W., & Zhou, X. (2018). Job satisfaction research in the field of hospitality and tourism. International Journal of Contemporary Hospitality Management, 30(5), 1–25. https://doi.org/10.1108/IJCHM-09-2016-0525 DOI: https://doi.org/10.1108/IJCHM-09-2016-0525

Li, Y., Yang, J., Wu, M., Wang, J., & Long, R. (2021). A comprehensive model of the relationship between miners’ work commitment, cultural emotion and unemployment risk perception. Sustainability (Switzerland), 13, 1–22. https://doi.org/10.3390/su13052995 DOI: https://doi.org/10.3390/su13052995

Lilius, J. M., Worline, M. C., Dutton, J. E., Kanov, J. M., & Maitlis, S. (2011). Understanding compassion capability. Human Relations, 64(7), 873–899. https://doi.org/10.1177/0018726710396250 DOI: https://doi.org/10.1177/0018726710396250

Liu, J., & Mao, Y. (2020). Continuing medical education and work commitment among rural healthcare workers: A cross-sectional study in 11 western provinces in China. BMJ Open, 10 (1), 1–13. https://doi.org/10.1136/bmjopen-2020-037985 DOI: https://doi.org/10.1136/bmjopen-2020-037985

Loan, L. T. M. (2020). The influence of organizational commitment on employees’ job performance: The mediating role of job satisfaction. Management Science Letters, 10(1), 3307–3312. https://doi.org/10.5267/j.msl.2020.6.007 DOI: https://doi.org/10.5267/j.msl.2020.6.007

Macey, W. H., & Schneider, B. (2008). The Meaning of Employee Engagement. Industrial and Organizational Psychology, 1(1), 3–30. https://doi.org/https://doi.org/10.1111/j.1754-9434.2007.0002.x DOI: https://doi.org/10.1111/j.1754-9434.2007.0002.x

Matthews, B., Daigle, J., & Houston, M. (2018). A dyadic of employee readiness and job satisfaction: Does there exist a theoretical precursor to the satisfaction-performance paradigm? International Journal of Organizational Analysis, 26(5), 842–857. https://doi.org/10.1108/IJOA-01-2018-1320 DOI: https://doi.org/10.1108/IJOA-01-2018-1320

Moon, T. W., Hur, W. M., Ko, S. H., Kim, J. W., & Yoon, S.-W. (2015). Positive Work-Related Identity as a Mediator of the Relationship between Compassion at Work and Employee Outcomes. Human Factors and Ergonomics In Manufacturing, 26(1), 1–11. https://doi.org/10.1002/hfm.20615 DOI: https://doi.org/10.1002/hfm.20615

Moon, T. W., Hur, W. M., Ko, S. H., Kim, J. W., & Yoon, S. W. (2014). Bridging corporate social responsibility and compassion at work: Relations to organizational justice and affective organizational commitment. Career Development International, 19(1), 49–72. https://doi.org/10.1108/CDI-05-2013-0060 DOI: https://doi.org/10.1108/CDI-05-2013-0060

Nadim, M., & Zafar, M. A. (2021). Evaluation of Nurses’ Job Engagement as an Outcome of Experienced Compassion in the Workplace, Using the Lens of Affective Event Theory. SAGE Open, 1(1), 1–15. https://doi.org/10.1177/21582440211058185 DOI: https://doi.org/10.1177/21582440211058185

Nazir, O., & Islam, J. U. (2020). Effect of CSR activities on meaningfulness, compassion, and employee engagement: A sense-making theoretical approach. International Journal of Hospitality Management, 90(1), 1–10. https://doi.org/10.1016/j.ijhm.2020.102630 DOI: https://doi.org/10.1016/j.ijhm.2020.102630

Neff, K. D., Kirkpatrick, K. L., & Rude, S. S. (2007). Self-compassion and adaptive psychological functioning. Journal of Research in Personality, 41(1), 139–154. https://doi.org/10.1016/j.jrp.2006.03.004 DOI: https://doi.org/10.1016/j.jrp.2006.03.004

Nisar, A., Abid, G., Elahi, N. S., Athar, M. A., & Farooqi, S. (2020). Impact of compassion on voice behavior: A moderated mediation model. Journal of Open Innovation: Technology, Market, and Complexity, 6(4), 1–18. https://doi.org/10.3390/joitmc6040148 DOI: https://doi.org/10.3390/joitmc6040148

Osborne, S., & Hammoud, M. S. (2017). Effective Employee Engagement in the Workplace. International Journal of Applied Management and Technology, 16(1), 50–67. https://doi.org/10.5590/ijamt.2017.16.1.04 DOI: https://doi.org/10.5590/IJAMT.2017.16.1.04

Pawirosumarto, S., Sarjana, P. K., & Muchtar, M. (2017). Factors affecting employee performance of PT.Kiyokuni Indonesia. International Journal of Law and Management, 59(4), 602–614. https://doi.org/10.1108/IJLMA-03-2016-0031 DOI: https://doi.org/10.1108/IJLMA-03-2016-0031

Pitaloka, E., & Meirini Putri, F. (2021). the Impact of Employee Engagement and Organizational Commitment on Employee Performance. Business Management Journal, 17(2), 117–133. https://doi.org/10.30813/bmj.v DOI: https://doi.org/10.30813/bmj.v17i2.2739

Rachmawati, Y., & Suyatno, S. (2021). The effect of principals’ competencies on teachers’ job satisfaction and work commitment. Participatory Educational Research, 8(1), 362–378. https://doi.org/10.17275/per.21.21.8.1 DOI: https://doi.org/10.17275/per.21.21.8.1

Ramli, A. H. (2019). Compensation, Job Satisfaction and Employee Performance in Health Services. Business and Entrepreneurial Review, 18(2), 177–186. https://doi.org/10.25105/ber.v18i2.5335 DOI: https://doi.org/10.25105/ber.v18i2.5335

Reddy, T. N., Inthiyaz, K., & Subramanyachary, P. (2019). Investigating the Relationship between Quality of Work Life and Employee Commitment amongst Bank Employees. International Journal of Business and Management, 28(8), 190–196. https://doi.org/10.5539/ijbm.v5n10p75 DOI: https://doi.org/10.5539/ijbm.v5n10p75

Rhee, S. Y., Hur, W. M., & Kim, M. (2017). The Relationship of Coworker Incivility to Job Performance and the Moderating Role of Self-Efficacy and Compassion at Work: The Job Demands-Resources (JD-R) Approach. Journal of Business and Psychology, 32(6), 711–726. https://doi.org/10.1007/s10869-016-9469-2 DOI: https://doi.org/10.1007/s10869-016-9469-2

Rizky, M. C., & Ardian, N. (2019). Enhance Employee Performance for Increase Work Motivation on Universitas Pembangunan Panca Budi Medan. International Journal in Management and Social Science, 07(08), 2321–1784. https://www.indianjournals.com/ijor.aspx?target=ijor:ijmss&volume=7&issue=8&article=009

Saks, A. M. (2019). Antecedents and consequences of employee engagement revisited. Journal of Organizational Effectiveness, 6(1), 19–38. https://doi.org/10.1108/JOEPP-06-2018-0034 DOI: https://doi.org/10.1108/JOEPP-06-2018-0034

Santos, A. S., Reis Neto, M. T., & Verwaal, E. (2018). Does cultural capital matter for individual job performance? A large-scale survey of the impact of cultural, social and psychological capital on individual performance in Brazil. International Journal of Productivity and Performance Management, 67(8), 1352–1370. https://doi.org/10.1108/IJPPM-05-2017-0110 DOI: https://doi.org/10.1108/IJPPM-05-2017-0110

Schechner, R. (1985). Between Theatre and Anthropology. Pennsylvania University Press. DOI: https://doi.org/10.9783/9780812200928

Sekaran, U., & Bougie, R. (2016). Research Methods for Business. In John Wiley & Sons (7th ed.). John Wiley & Sons. https://doi.org/10.1007/978-94-007-0753-5_102084 DOI: https://doi.org/10.1007/978-94-007-0753-5_102084

Shrotryia, V. K., & Dhanda, U. (2020). Development of employee engagement measure: experiences from best companies to work for in India. Measuring Business Excellence, 24(3), 319–343. https://doi.org/10.1108/MBE-07-2019-0071 DOI: https://doi.org/10.1108/MBE-07-2019-0071

Simbula, S., Guglielmi, D., & Schaufeli, W. B. (2011). A three-wave study of job resources, self-efficacy, and work engagement among Italian schoolteachers. European Journal of Work and Organizational Psychology, 20(3), 285–304. https://doi.org/10.1080/13594320903513916 DOI: https://doi.org/10.1080/13594320903513916

Simpson, A. V., Clegg, S., & Pitsis, T. (2014). “I Used to Care but Things Have Changed”: A Genealogy of Compassion in Organizational Theory. Journal of Management Inquiry, 23(4), 347–359. https://doi.org/10.1177/1056492614521895 DOI: https://doi.org/10.1177/1056492614521895

Toropova, A., Myrberg, E., & Johansson, S. (2020). Teacher job satisfaction: the importance of school working conditions and teacher characteristics. Educational Review, 1–27. https://doi.org/10.1080/00131911.2019.1705247 DOI: https://doi.org/10.1080/00131911.2019.1705247

Turner, V. (1988). The Anthropology of Performance. PAJ Publications.

Vaillancourt, E. S., & Wasylkiw, L. (2020). The Intermediary Role of Burnout in the Relationship Between Self-Compassion and Job Satisfaction Among Nurses. The Canadian Journal of Nursing Research = Revue Canadienne de Recherche En Sciences Infirmieres, 52(4), 246–254. https://doi.org/10.1177/0844562119846274 DOI: https://doi.org/10.1177/0844562119846274

Vorina, A., Simonič, M., & Vlasova, M. (2017). An Analysis of the Relationship Between Job Satisfaction and Employee Engagement. Economic Themes, 55(2), 243–262. https://doi.org/10.1515/ethemes-2017-0014 DOI: https://doi.org/10.1515/ethemes-2017-0014

Wijanto, S. H. (2008). Structural Equation Modeling Dengan Lisrel 8.8. Graha Ilmu.

Yamin, S., & Kurniawan, H. (2009). Structural Equation Modeling: Belajar Lebih Mudah Teknik Analisis Data Kuesioner dengan Lisrel – PLS. Penerbit Salemba Infotek.

Yong-hui, K. E., Ming, Z., & Bai-bi, C. (2011). Research on the Integration and Development between Tourism Industry and Cultural & Creative Industries in Fujian and Taiwan [J]. Journal of Shaoguan University. https://en.cnki.com.cn/Article_en/CJFDTotal-SSCG201109032.htm

Zefeiti, S. M. B. Al, & Noor Azmi, M. (2017). The Influence of Organizational Commitment on Omani Public Employees’ Work Performance. International Review of Management and Marketing, 7(2), 151–160. https://econjournals.com/index.php/irmm/article/view/3982

Zoghbi-Manrique-de-Lara, P., & Guerra-Baez, R. (2014). Exploring the Influence of Ethical Climate on Employee Compassion in the Hospitality Industry. Journal of Business Ethics, 133(1), 1–13. https://doi.org/10.1007/s10551-014-2415-1 DOI: https://doi.org/10.1007/s10551-014-2415-1

Authors

Christian Wiradendi Wolor

Faculty of Economics, Universitas Negeri Jakarta, Indonesia

https://orcid.org/0000-0003-1314-9966

christianwiradendi@unj.ac.id (Primary Contact)

Rizki Firdausi Rachma Dania

Faculty of Economics, Universitas Negeri Jakarta, Indonesia

Suherdi Suherdi

Faculty of Economics, Universitas Negeri Jakarta, Indonesia

Akhmad Nurkhin

Faculty of Economics, Universitas Negeri Jakarta, Indonesia

https://orcid.org/0000-0003-4743-1134

Ardiansyah Ardiansyah

International Marketing Management Study Program, Politeknik Tempo, Indonesia,Politeknik Tempo

Author Biographies

Rizki Firdausi Rachma Dania, Faculty of Economics, Universitas Negeri Jakarta, Indonesia

Rizki Firdausi Rachma Dania currently works as a lecturer at the Faculty of Economics, Universitas Negeri Jakarta. Master of Human Resource Management with interests in rural talent and recruitment.

Suherdi Suherdi, Faculty of Economics, Universitas Negeri Jakarta, Indonesia

Suherdi currently works as a lecturer at the Faculty of Economics, Universitas Negeri Jakarta. Master of Human Resource Management with interests in motivation and compensation.

Akhmad Nurkhin, Faculty of Economics, Universitas Negeri Jakarta, Indonesia

Ahmad Nurkhin currently works as a lecturer at the Faculty of Economics, Universitas Negeri Semarang. His current research interests include education and finance.

Ardiansyah Ardiansyah, International Marketing Management Study Program, Politeknik Tempo, Indonesia,Politeknik Tempo

Ardiansyah currently works as a lecturer at the International Marketing Management Study Program, Politeknik Tempo, Indonesia. Doctor of Human Resource Management with interests in marketing and performance.

Wolor, C. W., Dania, R. F. R., Suherdi, S., Nurkhin, A., & Ardiansyah, A. (2022). Effects of Covid-19 Cultural Change on Employee Performance: A Cross-Sectional Study in Jakarta, Indonesia. Journal of Intercultural Communication, 22(4), 1–13. https://doi.org/10.36923/jicc.v22i4.42

Download Citation

This work is licensed under a Creative Commons Attribution 4.0 International License.

Copyright / Open Access Policy: This journal provides immediate free open access to its content on the principle that making research freely available to the public supports a greater global exchange of ideas and is distributed under the terms and conditions of the Creative Commons Attribution License (CC BY). But the copyright was retained by the authors. Articles are free for personal use but are protected by copyright in the sense that they may not be used for purposes other than personal use without permission.

Smart Citations via scite_

Downloads

Download data is not yet available.

1. Introduction

The COVID-19 pandemic has tremendously impacted people's lives, including organizational activities. For almost 2 years since the covid-19 pandemic, employees in various sectors have been required to work from home, impacting aspects of individual and institutional performance appraisals. Currently, research on the quality of work life is gaining momentum among scholars and academics, especially during the COVID-19 pandemic (Dhamija et al., 2019). Many studies have proven that high employee performance can be a secret weapon for companies to achieve a competitive advantage (Diamantidis & Chatzoglou, 2019). Employees with satisfactory performance have competitive implications for overall organizational performance because they are usually more responsible in carrying out their duties (Rizky & Ardian, 2019). However, the change in the system worked radically and comprehensively due to the long-lasting pandemic, making the performance appraisal map change. Several predictor variables influence employees during the COVID-19 pandemic, namely job satisfaction, work commitment, employee compassion, and employee involvement (Zefeiti & Noor Azmi, 2017). However, this study has not explained the final phase of the COVID-19 pandemic into a new era after the pandemic and is an important reason for this research for future industrial and organizational policies.

One of the predictor variables that affect employee performance is job satisfaction. Many employees who are truly satisfied with their jobs consider work an important part of their lives. However, not a few are forced to work to survive, especially during the COVID-19 pandemic; many countries are experiencing a recession, increasing unemployment and becoming the basis for employees to keep working (Dhamija et al., 2019). Satisfaction significantly impacts the performance of an employee and the organization. Thus, the study of the relationship between these two variables is undeniably an important and interesting topic for further analysis and research (Jamal Ali & Anwar, 2021). In addition, organizations need to be aware of how to find highly committed employees. Having highly committed employees can help the analysis achieve its vision and mission. Not surprisingly, many are trying to increase employee organizational commitment.

Organizations can use this concept to promote commitment-oriented human resource practices to achieve organizational goals, especially during the difficult times of the COVID-19 pandemic (Cesário & Chambel, 2017). It is expected that employees who feel psychologically

bound and fully committed to an organization can achieve job satisfaction, which has an impact on the desire to return the favor by being more productive. Recently organizational commitment has emerged as a promising research area as it plays a bridge role in employee performance. However, this situation contradicts one where Management is being tested daily on its ability to keep its employees engaged while also implementing established policies. Employee turnover has taken over many sectors in the industry, as employees are found to be constantly changing jobs. Therefore, managing employees in terms of Engagement and retention is a scourge in these unstable economic times (Chandani et al., 2016).

Business arrangements have also changed, considering the global COVID-19 pandemic. Human resource managers continue to develop innovative, creative, and effective ways to engage employees healthier during this difficult time (Bailey et al., 2017; Chanana & Sangeeta, 2021). Even in the last decade, employee engagement has become widely accepted as a crucial part of an organization so that they can leverage it for higher employee retention, greater customer satisfaction, improved financial performance, and overall organizational performance (Gupta & Sharma, 2016). In addition, the study of compassion in an organization is widely viewed as a positive trend (Simpson et al., 2014). Recently, researchers and practitioners in organizations have begun to pay more attention to workplace compassion after realizing that employees' suffering in an organization incurs considerable financial, psychological, and social costs. (Moon et al., 2015). Previous research found a positive correlation between job satisfaction, commitment, productivity, profits, security, and employee fluctuations. Job satisfaction can include different points of view, such as possibilities for advancement, working conditions, relationship with collaborators, work age, reputation, and salary (Vorina et al., 2017). With good job satisfaction, an individual can maintain loyalty to the work done (Azaliney Binti Mohd Amin et al., 2021).

Despite this enormous interdisciplinary study, there is a tremendous lack of research on how job satisfaction is affected by job change. However, no previous research explains job changes after the Covid-19 pandemic is almost endemic (Chadi & Hetschko, 2017). In addition, research results on the relationship between organizational commitment and work performance are still diverse. Organizational commitment is not related to performance (Zefeiti & Noor Azmi, 2017). Nevertheless, many researchers argue that there is a positive relationship between organizational commitment and performance (Al-Muallem & Al-Surimi, 2019; Irfan & Marzuki, 2018).

By looking at this gap, this study aims to find a better way to influence employee performance amid job changes as a transition from the COVID-19 pandemic to being endemic. This research focuses on analyzing how job changes affect Satisfaction, commitment, involvement, compassion, and employees. The findings of this study are expected to contribute to the organization's effective strategy for improving employee performance in terms of employee commitment, employee satisfaction, and compassion after the covid-19 pandemic ends.

2. Literature Review

2.1. Compassion

Compassion is a new concept adapted from the Buddhist philosophy of how to be compassionate towards oneself and also pay attention to oneself to be able to endure difficult circumstances. This construction was used as research by Kristin Neff, thus pioneering this concept. Compassion is related to the individual's openness to the suffering experienced so as to cause self-care and kindness, to understand and not judge shortcomings excessively, and to see this condition as an experience that is experienced throughout human life (Neff et al., 2007). Compassion can be defined as an organization's capacity that addresses human suffering. The 'suffering' refers to an expansive range of displeasing subjective incidents, including emotional and physical pain, psychological distress, and existential grief (Lilius et al., 2011). While compassion in the workplace is a feeling of affection, attention, and tenderness that is expressed to subordinates or co-workers without expecting certain organizational benefits (Eldor, 2018), compassion in organizations can be seen as a form of selective attention and non-attention that is embedded in a particular compassionate organizing process (Simpson et al., 2014). Employees experiencing distress can better cope with their difficulties and continue their work when showing compassion by reducing the anxiety and fear that weakens them and allows them to readjust emotionally after a traumatic experience (Moon et al., 2015). Therefore, compassion is important to apply to the organization. This can help employees get out of the burnout phase (Kim et al., 2017). Recent research in the managerial literature has explicitly shown that emotions present in the workplace can have a positive impact on employee effectiveness. For example, how feelings of compassion for public service officers have a positive effect on employee performance and Engagement (Eldor, 2018). Other research shows that compassion from supervisors has a contagious effect and has an impact on employees' human behavior towards customers, society, and other co-workers. Therefore, the feeling of human affection experienced does not stop at the front door of public services but forms the attitudes, emotions, behavior, and performance of service-oriented employees. This is also corroborated by research conducted by Nazir & Islam (2020), where compassion has benefits related to employee performance at work (Nazir & Islam, 2020). Loving Satisfaction enables employees to gain a sense of value, meaning, and purpose from their challenging work (Dwyer et al., 2021). Compassion in an organization can build positive emotions, which ultimately leads to a more substantial affective commitment to the organization (Ko & Choi, 2020). Likewise, organizational commitment will increase among staff members when they receive compassionate support during a critical incident (Zoghbi-Manrique-de-Lara & Guerra-Baez, 2014).

2.2. Employee Engagement

The term employee engagement was first popularized by Kahn (1990); employee engagement theory is the formal idea that by challenging, supporting, and inspiring employees, organizations increase Satisfaction and maximize staff output. According to this theory, companies with high levels of employee motivation and loyalty enjoy benefits of employee engagement, such as lower turnover and less absenteeism, higher customer satisfaction, higher profits, and increased creativity and innovation. Employee engagement can be defined as the capacity for employees to be involved with their work. Essential elements in employee engagement are work focus, power, and absorption in a job (Cesário & Chambel, 2017). Employee engagement is closely related to circumstances where employees have to approve and satisfy thoughts about the work they are doing, marked by the existence of belief, vigor, and absorption (Simbula et al., 2011). Engagement is making use of themselves for their work roles, where they use and express themselves physically, emotionally, and cognitively (Eldor & Vigoda-Gadot, 2016). Employee engagement can grow by instilling organizational values starting from the recruitment process, training, mentoring, and performance management evaluation (Pitaloka & Meirini Putri, 2021). Employee Engagement is a workplace approach designed to ensure that employees are committed to their organizational goals and values, motivated to contribute to organizational success, and at the same time, able to enhance their sense of well-being. Vorina et al., (2017)'s study shows that employee engagement will increase if life satisfaction increases. Engaged employees are those who work with passion towards organizational goals. An uninvolved employee appears to be participating but not with passion and energy toward the common goals of the organization (Chanana & Sangeeta, 2021). Uninvolved employees are unhappy in their jobs because of their unhappiness. The engagement was also found to have three different aspects which are intellectual Engagement, which refers to dedication towards better performance at one's work, affective Engagement or positive feelings after doing one's work and lastly, social Engagement, which involves having discussions with others about improving work-related improvements (Chandani et al., 2016). Employees will choose to engage themselves at different levels and in response to the resources they receive from their organization (Eldor & Vigoda-Gadot, 2016). Increased levels of employee engagement can lead to increased profitability and organizational competitiveness and are critical to employee performance and the success of a business or organization (Bailey et al., 2017; Eldor & Vigoda-Gadot, 2016). The importance of Engagement is because it will improve employee performance, increase job satisfaction, and consequently lead the organization to achieve goals (Islam, 2017). Conversely, decreased levels of employee engagement can impact productivity, customer service, and performance (Al Mehrzi & Singh, 2016). The results of previous studies indicate that employee engagement has a significant positive effect on organizational commitment and also find employee engagement as an important determinant of organizational commitment. When employees are engaged, they are more likely to commit (Islam, 2017). Research findings show that the more engaged employees are at work, the higher their commitment to the organization or institution (Chanana & Sangeeta, 2021; Macey & Schneider, 2008). Job satisfaction is a significant driver of job engagement (Chanana & Sangeeta, 2021). The results of previous research revealed a positive relationship between job satisfaction and job involvement. Further analysis shows that employee job satisfaction leads to employee engagement (Chanana & Sangeeta, 2021; Macey & Schneider, 2008).

2.3. Job Satisfaction

Job satisfaction theory has a strong overlap with theories that explain human motivation. Some of the most important theories of job satisfaction and their impact on workers are Maslow's Hierarchy of Needs Theory, Herzberg's Motivator-Hygiene Theory, the Job Characteristics Model, Dispositional Approach. Maslow’s needs hierarchy theory was one of the first theories to examine the important contributors to job satisfaction. The theory suggests that human needs form a five-level hierarchy consisting of physiological needs, safety, belongingness/love, esteem, and self-actualization. According to Herzberg’s Theory, merely the fulfillment of basic needs is not sufficient for job satisfaction. Man tries to actualize himself in his job. His self-actualization needs act as factors of job satisfaction. According to this theory, there are two types of work variables. Satisfiers and dissatisfiers (Jamal Ali & Anwar, 2021; Rachmawati & Suyatno, 2021; Saks, 2019). Job satisfaction can be defined as a state of mind that is determined by the extent to which an individual feels his job-related needs are being met (Toropova et al., 2020). When people talk about employees' work attitudes, they tend to refer to their job satisfaction (Kong et al., 2018). Job satisfaction can be grouped by various features (nature of work, supervision, benefits, contingent rewards, operating procedures, and co-workers) that complete the job profile (Dhamija et al., 2019). Job-related Satisfaction has become a robust research variable in the scope of organizational behavior because of its wide prevalence in individual employees' personal and professional lives. Various researchers have highlighted the importance of job satisfaction and its predecessors in their studies, where job satisfaction is more than just an attitude that explains a person's internal state, both qualitatively and quantitatively (Dhamija et al., 2019). Hoboubi et al., (2017) stated that job satisfaction is an affective orientation that an employee has toward his work. Satisfaction is a stepping stone to Engagement; therefore, the organization needs to match the objectives of the job with the individual purposes of the employee so that he can feel comfortable with his work (Chandani et al., 2016). Job satisfaction is considered a measure of worker welfare. Job satisfaction includes the well-being that people get from various aspects of their work, such as fulfillment, task characteristics, personal growth, promotion opportunities, managerial qualities, organizational support, and social relations at work. The meta-analysis summarizes a large body of evidence that job satisfaction correlates with employee performance (Chadi & Hetschko, 2017). If employees feel comfortable working alone, employee performance will be increased, and vice versa. Low job satisfaction will automatically reduce employee performance (Loan, 2020; Ramli, 2019) which is indicated by unwanted behavior such as delays, absenteeism, and turnover (Andrade et al., 2019). Job satisfaction affects high employee commitment and performance (Beloor et al., 2017). Job satisfaction leads to higher work performance. It can happen because job satisfaction hypothetically affects work performance indirectly through the aim and measure of an employee, and job satisfaction affects employee performance positively and significantly (Hendri, 2019). Employees who are satisfied with pay, fairness at work, promotion opportunities, and manager support tend to be committed to their organization (García Lirios, 2021; Loan, 2020). High job satisfaction will positively affect work commitment, lowering employee turnover (Chanana & Sangeeta, 2021). However, when employees feel uncertain, their urge to continue working in the company disperses (Beloor et al., 2017).

2.4. Work Commitment

The main theoretical framework on which organizational commitment is based is Homan's (Homans, 1958) exchange theory, in which organizational commitment is seen as the result of an exchange relationship between individuals and organizations. This theory suggests that as exchanges become more profitable from an individual's point of view, his commitment to the organization increases. The current study is based on that theoretical framework. Furthermore, work commitment refers to a set of moral and evaluative principles characteristic of leaders who, in their desire to achieve their goals, strongly believe in the ideals of productivity, order, and systematization of organizational functioning. (García Lirios, 2021). Employees who work in organizations whose values and goals are aligned with their professional values and goals are more likely to adopt positive behaviors to be consistent with the organization's mission, values, and goals, thereby developing a strong commitment to the organization and a high level of job involvement. (Beloor et al., 2017; Cesário & Chambel, 2017; Zefeiti & Noor Azmi, 2017). An organization must maintain employee commitment because success or failure is closely related to the motivation and efforts of its employees, who are often the product of employee work commitment (Liu & Mao, 2020). Several studies have shown a strong relationship between organizational commitment and job satisfaction and that people who are more committed to the organization are less likely to leave their jobs. Organizational commitment can be considered an extension of job satisfaction because it is related to an employee's positive attitude, not towards his work but the organization (Ćulibrk et al., 2018). Employees with high organizational commitment tend to feel they can manage a more significant workload. Committed employees also do their jobs better than those less committed because they participate and think more about the work. Commitment can increase or hinder employees' willingness to do work because it affects their productivity and quality of work. This study's findings align with previous findings regarding the impact of commitment on employee performance (Irfan & Marzuki, 2018; Loan, 2020). Employees who demonstrate a more outstanding value-based commitment to their organization are more likely to engage in knowledge sharing, decrease absenteeism and lead to higher performance levels (Beloor et al., 2017; Cesário & Chambel, 2017). The relationship between organizational commitment, job satisfaction, and job performance has been confirmed in various studies, but its strength varies. Most studies find a positive relationship between organizational commitment and job performance, with higher commitment leading to increased performance. (Loan, 2020).

2.5. Employee Performance

Performance theory comes from a variety of fields but is most closely related to the work of Victor Turner (1988) and Richard Schechner (1985). Performance theory suggests that each of us performs well in our society. Whether through the clothes we wear, the conversations we have, or the food we eat, they are all performances designed as signal systems for ourselves and others in our place in our social group. Nowadays, employee performance is synonymous with activities related to the company. Employee Performance refers to the extent to which employees can meet objectives, procedures, or assignments assigned to the organization (Begenirbas, M and Caliskan, 2014). Employee performance is closely related to the person's capability to carry out activities that donate to the growth of the organization's technical core (Santos et al., 2018). Employee performance is becoming an increasingly crucial and strategic imperative for organizations in the current business circumstance. It’s safe to say that the organization's success or failure depends on employee performance (Hameed, Abdul, 2011). Thus, organizations need to be aware of their employees’ performance capabilities to be able to manage them and, in turn, align them with the firm’s overall business strategy (Diamantidis & Chatzoglou, 2019). Improving employee performance is one of the organizational focuses that must be considered. From various previous research results, it was found that many aspects are considered to increase employee performance, such as compassion, employee engagement, job satisfaction, and work commitment (Pawirosumarto et al., 2017). Some previous studies show that job satisfaction has a significant effect on employee performance effectively (Diamantidis & Chatzoglou, 2019; Matthews et al., 2018; Pawirosumarto et al., 2017). Other studies tell that, indeed, Enhancing employee performance in the organization can take diverse aspects, including organizational commitment, employee engagement, motivation, and consistent discipline (Amri et al., 2021). Theoretically, the employee with a high level of organizational commitment will show good behavior to the organization and provide the best they can to leverage their performance (Eliyana et al., 2019). Previous studies indicate that compassion in the work area allows employees to cultivate approving work attitudes and behaviors, leading to better performance (Ko & Choi, 2019).

3. Hypotheses

Based on the previous study literature above, we develop some hypothesis that analyzes severe factors that impact employee performance in transition time;

H1: Compassion affects Employee Performance

H2: Compassion affects Job Satisfaction

H3: Compassion affects Work Commitment

H4: Employee Engagement affects Job Satisfaction

H5: Employee Engagement affects Work Commitment

H6: Employee Engagement affects Employee Performance

H7: Job Satisfaction affects Employee Performance

H8: Work Commitment affects Employee Performance

4. Methodology

The research was conducted in Jakarta, which is Indonesia's capital city and the world's second-largest urban agglomeration. The location of this study was chosen because this city became the epicenter of the coronavirus outbreak in Indonesia, with 2,738 positive cases and more than 100 deaths in 2020 (Fachriansyah, 2020) and is currently one of the conducive zones for work. The research was conducted from March 2022 – June 2022. This study uses a quantitative approach using surveys and structural equation modeling (Structural Equation Modeling). Collecting data through research instruments by distributing questionnaires to employees who work in Jakarta using Google Forms. The results were then obtained using the Lisrel 8.5 program. The sampling technique used by the researcher is a nonprobability sampling method with a purposive sampling technique. The estimation used is the maximum likelihood (ML) and has a multivariate normal data distribution, so the sample size of 100-200 is good. For a sample size above 200, this test tends to reject Ho. On the other hand, if it is less than 100, this test tends to accept H0 (Hair et al., 2014; Sekaran & Bougie, 2016; Yamin & Kurniawan, 2009). The number of samples in this study was 200. To assess the feasibility of the model using the Goodness of fit method. This study uses a Likert scale of 1-5 (Strongly Disagree, Disagree, Neutral, Agree, Strongly Agree). Reject H0 if the t-value > 1.96 or not reject H0 if the t-value < 1.96 (Yamin & Kurniawan, 2009). For the measurement of employee engagement, we used a questionnaire adapted from Shotria and Danda (2020) and Vorina (2017). To assess compassion, we adapted a questionnaire from Neil (2008) and Thornhill (1996). Furthermore, to assess job satisfaction, we adapted a questionnaire from Hur (2016) and ZafarOn2021). Another side, we used a question that was adapted from Li et al. l (2021) and Redy et al. (2019) for a variable work commitment. Meanwhile, for Employee performance, we adapt a questionnaire from Hee et al. (2019) and Ramli (2019). The questionnaire in this study contained 22 items which were filled out and returned by all 100 respondents. This study followed ethical guidelines approved by the university's study ethics office on May 31st, 2022. This department ensures that the consent form defines the purpose of this study and ensures voluntary participation and confidentiality of responses. The descriptive statistics of the sample are shown in Table 1.

5. Results

5.1. Respondents

Table 1.Profile of Respondents
Profile		Frequency	Percent
Sex	Male	43	22
	Woman	157	78
Age	<26	176	88
	>41	0	0
	26–30	20	10
	31–35	3	1.5
	36–40	1	0.5
Marital Status	Unmarried	190	95
	Married	10	5
Level of Education Has Been Completed	High School	101	50.5
	Diploma	1	0.5
	Under Graduate	93	46.5
	Graduate	4	2
	Post Graduate	1	0.5

A total of 200 questionnaires were collected. Information about the respondents is shown in the table above.

5.2. Data Validity and Reliability Testing

Table 2.Convergent Validity
Construct	Indicator (Likert Scale 1-5)	t-value	Standardized loading factors	Adapted from
Employee Engagement	I know what is expected of me at work	7.04	0.52	(Shrotryia & Dhanda, 2020; Vorina et al., 2017)
	I make every effort to create value for the organization where I work	7.09	0.53
	I take opportunities that help me learn and grow at work	7.60	0.56
	My personal goals are in line with the organization's vision and mission	6.70	0.51
	My opinion counts in my workplace	5.27	0.40
Compassion	How often do you receive attention, care, and compassion from your organization?	11.65	0.78	(Hur et al., 2016; Nadim & Zafar, 2021)
	How often do you get attention, care, and compassion from your boss?	10.74	0.73
	How often do you receive attention, care, and compassion from your co-workers?	10.06	0.69
Job Satisfaction	At my work, I feel full of energy	1.96	0.65	(Ramli, 2019; Vorina et al., 2017)
	I have the opportunity to advance in my work	8.24	0.71
	I am enthusiastic about my work	8.78	0.77
	My work inspires me	6.73	0.55
	I have the opportunity to be responsible for determining and planning my work	6.37	0.52
Work Commitment	At work, I am willing to cooperate actively with other workers to complete tasks	1.96	0.55	(Li et al., 2021; Reddy et al., 2019)
	I will continue to work in my organization and sincerely contribute my services to its development	6.38	0.65
	I care about my organization	5.86	0.57
	I am always active in learning and trying to improve my skills	6.16	0.62
Employee Performance	I am satisfied with my performance because most of it is very good	1.96	0.66	(Hee et al., 2019; Ramli, 2019)
	I receive significant recognition for a job well done	8.47	0.75
	I meet the formal performance requirements of the job	7.37	0.62
	My hard work makes me do my job well	6.95	0.58
	I take the initiative in doing my job	6.37	0.53

Table 3.Construct Reliability
Construct	Construct Reliability	Average Variance Extracted
Employee Engagement	0.96	0.83
Compassion	0.98	0.94
Job Satisfaction	0.96	0.85
Work Commitment	0.92	0.77
Employee Performance	0.96	0.83

A variable is said to have good validity on the construct or latent variable if the value of the loading factors is greater than the critical value > 1.96 and has a standardized factor loading (SLF) of 0.5, and it is more desirable that the SF value > 0.7 (Hair et al., 2014; Wijanto, 2008; Yamin & Kurniawan, 2009). From table 2, Convergent Validity, all items are valid because the value of loading factors is < 1.96 and has a standardized factor loading (SLF) < 0.5. In measuring reliability in SEM, the construct reliability measure and average variance extracted measure will be used. The expected CR value is CR > 0.7. The AVE value shows the meaning of the significant content of indicator variations that the construct can contain. The acceptable AVE value is a minimum of AVE > 0.5 (Hair et al., 2014; Wijanto, 2008; Yamin & Kurniawan, 2009). From table 3, construct reliability has been above the recommended level.

6. Hypothesis Testing

Table 4.Goodness of Fit
No	Goodness of Fit	Cut-Off Value	Table	Ket
1	P-Value for RMSEA	> 0.05	0.00	Close Fit
2	Parsimonious Normed Fit Index (PNFI)	> 0.6	0.77	Good Fit
3	Comparative Fit Index (CFI)	> 0.9	0.93	Good Fit
4	Incremental Fit Index (IFI)	> 0.9	0.93	Good Fit

The Goodness of fit results generated in this model can be accepted based on the measurement results above, which show that this model is good. These results are used to estimate the initial measurement model (CFA) simultaneously and then evaluate the measurement model.

Figure 1.

Figure 1: Structural Model (t-value)

Figure 2.

Figure 2: Structural Model (Standardized Solution) EG: Employee Engagement, CO: Compassion, JS: Job Satisfaction, WC: Work Commitment, EP: Employee Performance.

Table 5.Causal Relations Between Variables
No	Path	Standardization Coefficient	t-value	t-table	Remarks
1	Compassion → Employee Performance	0.15	1.50	1.96	Not Significance
2	Compassion → Job Satisfaction	0.23	2.12	1.96	Significance
3	Compassion → Work Commitment	0.00	0.01	1.96	Not Significance
4	Employee Engagement → Job Satisfaction	0.60	5.06	1.96	Significance
5	Employee Engagement → Work Commitment	0.90	5.51	1.96	Significance
6	Employee Engagement → Employee Performance	-0.02	-0.06	1.96	Not Significance
7	Job Satisfaction → Employee Performance	0.41	2.88	1.96	Significance
8	Work Commitment → Employee Performance	0.39	1.13	1.96	Not Significance

Table 5 shows the results of the study that in hypothesis 1, compassion has no effect on employee performance (t-value = 1.50), hypothesis 2 shows that compassion has an effect on job satisfaction (t-value = 2.12), hypothesis 3 shows that compassion has no effect on work commitment (t-value = 0.01), hypothesis 4 shows that employee engagement has an effect on job satisfaction (t-value = 5.06), hypothesis 5 shows that employee engagement has an effect on work commitment (t-value = 5.51), hypothesis 6 shows that employee engagement has no effect on employee performance (t-value = -0.06), hypothesis 7 shows that job satisfaction has an effect on employee performance (t-value = 2.88), hypothesis 8 shows that work commitment has no effect on employee performance (t-value = 1.13).

7. Discussion

The results of the first and third hypotheses show that compassion has no effect on employee performance and work commitment. The results of our study prove that compassion by the organization does not necessarily affect employee performance and commitment. This finding contradicts previous research where organizations that have high compassion can improve employee performance (Lilius et al., 2011; Rhee et al., 2017). We argue this happened because it was outside the context of the work being done. The company can give any form of attention; as long as it is not related to work, it will not affect the performance and commitment of the employee. Although compassion is not significant in shaping employee commitment, some strategic recommendations can be made to foster employee commitment. Some things that can be done include promoting a complementary and progressive work ethic and strengthening commitment to collaboration (Yong-hui et al., 2011). Creating a work environment based on love is also believed to help increase employee commitment and commitment to the organization, which in turn has implications for strengthening employee commitment (Ko & Choi, 2020; Moon et al., 2014; Nisar et al., 2020). The opposite is shown in the results of the second hypothesis; namely, compassion has an effect on employee job satisfaction. Previous research has stated that affection has a significant effect on employee work pleasure (Eliyana et al., 2019; Vaillancourt & Wasylkiw, 2020). Maintaining employee satisfaction to reduce turnover is one of the company's important responsibilities (Chadi & Hetschko, 2017). Managers should build a corporate culture that engages and supports employee activities with compassion to expand their job satisfaction (Kong et al., 2018). Managers can cultivate a culture where compassion is expected, recognized, valued, and celebrated within the organization. Here, managers need to create an atmosphere where employees can talk about their pain, give meaning to the experience, and begin to heal. Compassion in organizations can occur at all levels—from leaders dealing with employee pain to employees listening supportively to their colleagues discussing complex cases. CSR is an important human resource management intervention that can maintain meaningfulness and compassion among employees vis-a-vis involving them in their work (Nazir & Islam, 2020). The results of the fourth and fifth hypotheses indicate that employee engagement has an effect on employee job satisfaction and work commitment. Employee engagement positively and significantly creates opportunities for increased job satisfaction (Amri et al., 2021). Employees with high emotional attachment to the company are easier to form job satisfaction (Vorina et al., 2017). The results of our study also prove that employee attachment is significant in building employee commitment. The more employees are psychologically and emotionally involved, the stronger their dedication to the organization (Macey & Schneider, 2008). Some of the proposed employee engagement activities for employees are reward schemes, communication activities, team building, and leadership activities. More of their abilities and potential can be nurtured through a two-way communication process to motivate them toward their work (Osborne & Hammoud, 2017). Organizations need to implement specific engagement plans and create an inclusive environment to instill a higher level of trust and enthusiasm to learn and innovate for successful job roles (Jha & Kumar, 2016). Second, organizations need to help create meaning for employees in their work and resolve any difficulties they face. This can be achieved by making employees understand the relationship between their job contributions and overall business objectives (Al Mehrzi & Singh, 2016; Chandani et al., 2016). In addition, clear guidance and direction should be given to employees to empower them to feel that their contribution is valued and relevant to the success of their organization (Al Mehrzi & Singh, 2016). The opposite is shown in the results of the sixth hypothesis; namely, employee engagement has no effect on performance. This result is inversely proportional to previous research, which explains that the more employees are involved, the more performance and productivity will increase (Eldor & Vigoda-Gadot, 2016). We conclude that by working from home, lack of employee interaction has no effect on employee performance. This is due to training programs, employee development, and certification programs, which they should be involved in and improve performance but had to be abolished due to the pandemic (Vorina et al., 2017). The results of the seventh hypothesis show that job satisfaction has an effect on employee performance. Research conducted by Al Mehrzi (2016) states that satisfied employees will have good performance. In contrast, the opposite result is stated in the eighth hypothesis, which shows that work commitment has no effect on employee performance. This result contradicts research conducted by Chandani (2016) which states that employees who are committed to the company will have good performance. This could be based on the prolonged period of the covid-19 pandemic, and requires them to work from home without strong controls. On the one hand, they are satisfied and comfortable, but on the other hand, employees are not committed to their work, even trying to find companies that are more profitable for employees.

8. Conclusions

This study found that employee engagement has an effect on employee job satisfaction and work commitment. Likewise, compassion has an effect on employee job satisfaction. Likewise, job satisfaction affects employee performance. However, on the other hand, compassion has no effect on employee performance and work commitment. Likewise, employee engagement has no effect on performance. Likewise, work commitment has no effect on employee performance. The results of the study have relevant implications for practitioners that employee involvement should also be considered to increase job satisfaction and employee commitment. Employee engagement should not be done just once but must be integrated into the corporate culture to encourage employee development and the organization as a whole. The same goes for compassion, a form of application that companies can take to acknowledge their accomplishments, point out their mistakes politely, build bonds with employees, help, and provide support and coaching guidance.

9. Research Limitation and Future Research

This study has a limited sample in one area with a sample of two hundred. Future research is expected to be able to explore more areas with a larger sample. Then, it can be investigated using other variables outside of this research to add to the treasures of knowledge.

Read Counter : 1860 Download : 527

Share Now

Effects of Covid-19 Cultural Change on Employee Performance: A Cross-Sectional Study in Jakarta, Indonesia

Abstract

Full text article

References

Authors

Rizki Firdausi Rachma Dania, Faculty of Economics, Universitas Negeri Jakarta, Indonesia

Suherdi Suherdi, Faculty of Economics, Universitas Negeri Jakarta, Indonesia

Akhmad Nurkhin, Faculty of Economics, Universitas Negeri Jakarta, Indonesia

Ardiansyah Ardiansyah, International Marketing Management Study Program, Politeknik Tempo, Indonesia,Politeknik Tempo

Indexed

ISSN & Website Link

Contact Info

Article Sidebar

Abstract

Full text article

References

Authors

Rizki Firdausi Rachma Dania, Faculty of Economics, Universitas Negeri Jakarta, Indonesia

Suherdi Suherdi, Faculty of Economics, Universitas Negeri Jakarta, Indonesia

Akhmad Nurkhin, Faculty of Economics, Universitas Negeri Jakarta, Indonesia

Ardiansyah Ardiansyah, International Marketing Management Study Program, Politeknik Tempo, Indonesia,Politeknik Tempo

Article Details

Indexed

ISSN & Website Link

Contact Info