Pembelajaran Organisasi dan Keterlibatan Kerja: Peran Kebermaknaan Kerja dan Kepemimpinan Kasar
DOI:
https://doi.org/10.38035/jmpis.v6i5.5828Keywords:
Budaya Pembelajaran Organisasi, Kebermaknaan Kerja, Kepemimpinan Kasar, Keterlibatan KerjaAbstract
Fenomena The Great Resignation yang juga melanda Indonesia telah menyoroti pentingnya menciptakan lingkungan kerja yang mendukung pembelajaran berkelanjutan untuk meningkatkan keterlibatan kerja (work engagement). Penelitian ini mengeksplorasi hubungan antara budaya pembelajaran organisasi (organizational learning culture) dan keterlibatan kerja (work engagement), dengan mediasi kebermaknaan kerja (meaningful work) dan moderasi kepemimpinan kasar (abusive supervision). Penelitian ini dilakukan dalam konteks tenaga kerja di Indonesia, yang menghadapi tantangan peningkatan keterlibatan kerja di tengah perubahan besar dalam dunia kerja. Dari total 268 partisipan, 206 sampel valid dianalisis. Uji hipotesis dilakukan dengan menggunakan macro PROCESS Hayes. Hasil menunjukkan bahwa budaya pembelajaran organisasi secara signifikan meningkatkan keterlibatan kerja baik secara langsung maupun melalui kebermaknaan kerja sebagai mediator. Namun, pengaruh positif ini melemah secara signifikan apabila karyawan mendapatkan perlakuan kasar dari atasan mereka dalam organisasi. Hal ini menunjukkan bahwa perilaku kasar destruktif pemimpin dapat mengurangi manfaat budaya pembelajaran organisasi dalam mendorong kebermaknaan kerja dan keterlibatan kerja. Temuan ini mendukung teori Conservation of Resources (COR), yang menyoroti pentingnya lingkungan kerja yang menciptakan budaya pembelajaran organisasi untuk meningkatkan sumber daya psikologis karyawan. Implikasi praktis bagi organisasi dari penelitian ini adalah untuk menciptakan budaya kerja yang mendukung pembelajaran organisasi dan mengurangi efek destruktif yang ditimbulkan oleh kepemimpinan yang kasar.
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