The Impact of Work Environment, Work Discipline, and Leadership Towards Employees Performance in Improving Rural Area Development
Author(s)
Download Full PDF Pages: 16-25 | Views: 698 | Downloads: 211 | DOI: 10.5281/zenodo.4971123
Abstract
Indonesia is a country with a very large number of villages, based on the initial data of the year 2019, the number reaches 83,931 villages and spread over 13,466 inhabited islands from approximately 17,000 existing islands. As the lowest governmental administration area, the dynamic growth of the village will have a stimulant impact on the development of broader areas of the region, so that all realize national prosperity, the thing to do is to do development equality in rural areas. The task of management of this rural development equality program is located at the Directorate General of Rural Area Development, Ministry of Villages, Disadvantaged Regions, and the Transmigration Republic of Indonesia. This study was conducted to uncover factors that have a significant influence on the performance of employees who are directly addressing the work. The research was conducted during 2019-2020 using quantitative research approaches and observations. The results of data using multiple linear regression showed that the most influential factors significantly on the performance of the staff of Directorate General of Rural Area Development, Ministry of Villages, Disadvantaged Regions, and the Transmigration Republic of Indonesia were Work Discipline, followed later by Leadership and factors that are the least impact of the Work Environment.
Keywords
Work Environment, Discipline, Leadership, Employee Performance.
References
i. Al Hashmi, W. S. G., Cooling, R., Al Hashmi, W. S. G., & Cooling, R. (2019). Organisation behaviour and human resource management. In The 10 Step MBA for Safety and Health Practitioners. https://doi.org/10.4324/9781315743011-5
ii. Alfiyah, N., & Riyanto, S. (2019). The Effect of Compensation, Work Environment and Training on Employees' Performance of Politeknik LP3I Jakarta. In International Journal of Innovative Science and Research Technology (Vol. 4, Issue 5). www.ijisrt.com947
iii. Allen, B. (2016). Leadership: Theory and practice. In The Journal of Academic Librarianship (Vol. 24, Issue 2). https://doi.org/10.1016/s0099-1333(98)90189-6
iv. Asriani, I., & Riyanto, S. (2020). The Impact of Working Environment, Compensation, and Job Satisfaction on Turnover Intention in Public Service Agency. 22, 13–19. https://doi.org/10.9790/487X-2205061319
v. Baik, K., Kim, K. Y., & Patel, P. C. (2019). The internal ecosystem of high performance work system and employee service-providing capability: A contingency approach for servitizing firms. Journal of Business Research, 104(August 2017), 402–410. https://doi.org/10.1016/j.jbusres.2019.02.028
vi. Bipp, T. (2010). What do people want from their jobs? The big five, core self-evaluations and work motivation. International Journal of Selection and Assessment, 18(1), 28–39. https://doi.org/10.1111/j.1468-2389.2010.00486.x
vii. Bohle, P., Willaby, H., Quinlan, M., & McNamara, M. (2011). Flexible work in call centres: Working hours, work-life conflict & health. Applied Ergonomics, 42(2), 219–224. https://doi.org/10.1016/j.apergo.2010.06.007
viii. Bugdol, M. (2018). A Different Approach to Work Discipline. In A Different Approach to Work Discipline. https://doi.org/10.1007/978-3-319-74008-9
ix. Chi, N. W., Chung, Y. Y., & Tsai, W. C. (2011). How Do Happy Leaders Enhance Team Success? The Mediating Roles of Transformational Leadership, Group Affective Tone, and Team Processes. Journal of Applied Social Psychology, 41(6), 1421–1454. https://doi.org/10.1111/j.1559-1816.2011.00767.x
x. Choi, S. P. pin, Pang, S. M. che, Cheung, K., & Wong, T. K. shing. (2011). Stabilizing and destabilizing forces in the nursing work environment: A qualitative study on turnover intention. International Journal of Nursing Studies, 48(10), 1290–1301. https://doi.org/10.1016/j.ijnurstu.2011.03.005
xi. Clark, J., & Nye, A. (2018). Teaching the discipline of history in an age of standards. In Teaching the Discipline of History in an Age of Standards. https://doi.org/10.1007/978-981-13-0047-9
xii. Claudia Figari. (2011). Work discipline and corporate training in modernising large companies in Argentina. Work Organisation, Labour & Globalisation, 5(1), 130. https://doi.org/10.13169/workorgalaboglob.5.1.0130
xiii. Devita, B., Wardani, P., & Riyanto, S. (2019). The Influence of Motivation, Discipline and Work Environment on the Performance of the Inspectorate of Government Internal Supervisory Apparatus Bekasi District. In International Journal of Innovative Science and Research Technology (Vol. 4, Issue 5). www.ijisrt.com956
xiv. Dupper, D. R. (2010). A New Model of School Discipline: Engaging Students and Preventing Behavior Problems. In A New Model of School Discipline: Engaging Students and Preventing Behavior Problems. https://doi.org/10.1093/acprof:oso/9780195378078.001.0001
xv. Egan, G. M. L. C., & Thompson, K. V. (n.d.). A Discipline- Based Teaching and Learning.
xvi. Eisenbeiß, S. A., & Boerner, S. (2013). A Double-edged Sword: Transformational Leadership and Individual Creativity. British Journal of Management, 24(1), 54–68. https://doi.org/10.1111/j.1467-8551.2011.00786.x
xvii. Elçi, M., Şener, İ., Aksoy, S., & Alpkan, L. (2012). The Impact of Ethical Leadership and Leadership Effectiveness on Employees' Turnover Intention: The Mediating Role of Work Related Stress. Procedia - Social and Behavioral Sciences, 58, 289–297. https://doi.org/10.1016/j.sbspro.2012.09.1003
xviii. Ellis, G., & Tsang, D. (2010). Can short-term international assignments solve an organization's talent shortages? Talent Management of Knowledge Workers: Embracing the Non-Traditional Workforce, 139–162. https://doi.org/10.1057/9780230277526
xix. Ennals, R. (2018). Book review: Workplace Innovation: Theory, Research and Practice. In European Journal of Workplace Innovation (Vol. 3, Issue 2). https://doi.org/10.46364/ejwi.v3i2.452
xx. Esbester, M. (2008). Organizing work: Company magazines and the discipline of safety. Management and Organizational History, 3(3–4), 217–237. https://doi.org/10.1177/1744935908094086
xxi. Estell, J. K., Reid, K. J., & Siriban-manalang, A. B. (n.d.). Lean Engineering Education.
xxii. Falcone, P. (1999). 101 Sample Write-Ups for Documenting Employee Performance Problems : a Guide To Progressive Discipline &Amp; Termination.
xxiii. Furlong, M. (2008). The multiple relationships between the discipline of social work and the contributions of Michael White. Australian Social Work, 61(4), 403–420. https://doi.org/10.1080/03124070802428530
xxiv. Grieves, J. (2003). Strategic human resource development. In Strategic Human Resource Development. https://doi.org/10.4135/9781446216859
xxv. Griffiths, B. (n.d.). Competencies at Work Providing a Common Management Competencies at Work.
xxvi. Hay, R. (2010). The relevance of ecocentrism, personal development and transformational Leadership to sustainability and identity. Sustainable Development, 18(3), 163–171. https://doi.org/10.1002/sd.456
xxvii. Hibou, B. (2009). Work discipline, discipline in Tunisia: complex and ambiguous relations†. African Identities, 7(3), 327–352. https://doi.org/10.1080/14725840903069114
xxviii. Jones, P. (2009). Teaching for change in social work: A discipline-based argument for the use of transformative approaches to teaching and learning. Journal of Transformative Education, 7(1), 8–25. https://doi.org/10.1177/1541344609338053
xxix. Keleher, P., Patil, A., & Harreveld, R. E. (2011). Work-integrated learning in engineering, built environment and technology: Diversity of practice in practice. In Work-Integrated Learning in Engineering, Built Environment and Technology: Diversity of Practice in Practice. https://doi.org/10.4018/978-1-60960-547-6
xxx. Knight, D. (2016). Philosophy of Chemistry: Growth of a New Discipline. In Ambix (Vol. 63, Issue 1). https://doi.org/10.1080/00026980.2016.1201318
xxxi. Latukha, M. [HerausgeberIn]. (2018). Talent Management in Global Organizations : A Cross-Country Perspective. https://permalink.obvsg.at/AC15210570
xxxii. Liwijaya, H., & Riyanto, S. (2019). The Influence of Working Culture, Extrinsic Working Motivation, and Non-Physical Working Environment towards the Work Discipline at PT. XYZ Tbk, the Jakarta Headquarter. 21, 55–63. https://doi.org/10.9790/487X-2111055563
xxxiii. Lynch, R. (2015). Strategic Management Seventh Edition (Issue January).
xxxiv. Maestro, M. (2020). The New Ideal Worker Organizations Between Work life Balance, Gender and Leadership. In Women, Work, and Life. http://www.womenworklife.com/2014/07/01/move-ideal-worker-make-room-new-ultimate-employee/
xxxv. Martin, K., & Osterling, M. (2014). Value Stream Mapping : How to Visualize Work and Align Leadership for Organizational Tranformation. In Mc Graw Hill Education (Vol. 53, Issue 9). https://doi.org/10.1017/CBO9781107415324.004
xxxvi. McManus Warnell, J. (2015). Engaging Millennials for Ethical Leadership: What Works for Young Professionals and Their Managers.
xxxvii. Merriman, K. K. (2017). Valuation of Human Capital. In Valuation of Human Capital. https://doi.org/10.1007/978-3-319-58934-3
xxxviii. Piotrowski, A. (2018). Translating Training into Leadership: The reasons Psychologists make effective leaders.
xxxix. Reio, T., & Ghosh, R. (2009). Antecedents and Outcomes of Workplace Incivility. Computational Complexity, 2(1), 1–9. https://doi.org/10.1002/hrdq
xl. Roberts, J. (2005). Well-being. In The Classical Review (Vol. 55, Issue 2). https://doi.org/10.1093/clrevj/bni248
xli. Runeson, R., Lindgren, T., & Wahlstedt, K. (2011). Sleep problems and psychosocial work environment among Swedish commercial pilots. American Journal of Industrial Medicine, 54(7), 545–551. https://doi.org/10.1002/ajim.20943
xlii. Schein, E. H. (2010). and and Leadership Leadership. www.josseybass.com
xliii. Shaw, S., & Allen, J. B. (2009). "To Be a Business and to Keep Our Humanity" A Critical Management Studies Analysis of the Relationship Between a Funder and Nonprofit Community Organizations. Nonprofit Management and Leadership, 20(3), 83–96. https://doi.org/10.1002/nml
xliv. Shin, Y. (2012). CEO Ethical Leadership, Ethical Climate, Climate Strength, and Collective Organizational Citizenship Behavior. Journal of Business Ethics, 108(3), 299–312. https://doi.org/10.1007/s10551-011-1091-7
xlv. Simmons, L. A., & Swanberg, J. E. (2009). Psychosocial work environment and depressive symptoms among US workers: Comparing working poor and working non-poor. Social Psychiatry and Psychiatric Epidemiology, 44(8), 628–635. https://doi.org/10.1007/s00127-008-0479-x
xlvi. Sun, Y., Kong, L., Shi, W., Cao, B., & Yang, Z. (2004). Robust sliding mode control of variable-speed wind power system. In Conference Proceedings - IPEMC 2004: 4th International Power Electronics and Motion Control Conference (Vol. 3).
xlvii. Taylor, A., Santiago, F., Hauer, J., Hynes, R., & Mickahail, B. K. (2019). Leadership, Growth, and the Future. In Effective and Creative Leadership in Diverse Workforces. https://doi.org/10.1007/978-3-030-02348-5_5
xlviii. Thomson, P., Johnson, M., & Devlin, J. M. (2017). Conquering digital overload: Leadership strategies that build engaging work cultures. In Conquering Digital Overload: Leadership Strategies that Build Engaging Work Cultures. https://doi.org/10.1007/978-3-319-63799-0
xlix. Tremaine, M. (2010). Real Time Leadership Development. In Gender in Management: An International Journal (Vol. 25, Issue 2). https://doi.org/10.1108/17542411011026311
l. Veda Prakash, G., Kumar, R., Saurabh, K., Nasir, Anitha, V. P., Chowdhuri, M. B., & Shyam, A. (2016). Comparative study of electrical breakdown properties of deionized water and heavy water under pulsed power conditions. In Review of Scientific Instruments (Vol. 87, Issue 1). https://doi.org/10.1063/1.4940420
li. Wahlstedt, K., Lindgren, T., Norbäck, D., Wieslander, G., & Runeson, R. (2010). Psychosocial work environment and medical symptoms among Swedish commercial airline cabin crew. American Journal of Industrial Medicine, 723, n/a-n/a. https://doi.org/10.1002/ajim.20822
lii. Wood, A. J. (2018). Powerful Times: Flexible Discipline and Schedule Gifts at Work. Work, Employment and Society, 32(6), 1061–1077. https://doi.org/10.1177/0950017017719839
Cite this Article: