INCREASING LEADERSHIP ROLE IN MAINTAINING AND IMPROVING EMPLOYEE MORALE IN PT. AA
INCREASING LEADERSHIP ROLE IN MAINTAINING AND IMPROVING EMPLOYEE MORALE IN PT. AA
DOI:
https://doi.org/10.26418/tijdessa.v2i1.16Abstract
The purpose of this research is to find the best recommendation for the moral crisis that PT. AA is facing and avoiding problem in the future. Facing moral crisis can giving away new business opportunity, time wasted, and energy that is not allocated correctly for the expansion of the business instead the efforts are directed to end the problem that is currently happening. The methodology that used is qualitative with interpretivism paradigm. To obtain the critical data about morale and value of the employee are needed to have an interview, observation and data collection. The result of this research found that top-level management changed their strategy in these past few years and the leadership is considered enough influential but not authoritarian and not proactive. For the employee's morale in this company is considered marginal while they are not attached to their company and didn’t have a good sense of belonging.
References
Business Insider. (2012, March 9). Indonesian Employees Are The Most Unhappy With Their Jobs. Retrieved from Business Insider: http://www.businessinsider.com/singapore-employees-are-among-the-most-dissatisfied-with-their-jobs-2012-3?IR=T&r=US&IR=T
Job Street. (2014, Nov 14). 73% Karyawan Tidak Puas dengan Pekerjaan Mereka. Retrieved from Job Street: https://www.jobstreet.co.id/career-resources/73-karyawan-tidak-puas-dengan-pekerjaan-mereka/#.WSp9G2iGM2x
Yukl, G. (2013). Leadership in Organization, 8th edition.
White, P. (2014). Improving staff morele through authentic appreciation. Development and Learning in Organization, 18.
Hampton, H. (2002). A challenge to manager: Five ways to improve employee morale. Executive Developement, Vol 8, Issue 7, 26.
Chang, R. (2009). The relation between perceptions of organizatin politics and employee attitudes, strain and behavior. Organization behaviour and Human decision Process, 278-321.
Herzberg, F. I. (1959). The Motivation to Work (Vol. 2).
Herzberg, F. I. (2014). Summary of Herzberg's Motivation and Hygiene Factors. Retrieved from Value Based Management.
Stanford University. (2011). Stanford Encyclopedia of Philosophy. Retrieved from https://plato.stanford.edu/entries/morality-definition/.
Kementrian Keuangan. (2012). Laporan SKP. Retrieved from Kemenkeu: http://www.kemenkeu.go.id/sites/default/files/Laporan_SKP_Final.pdf
Klinger, R., & Judge, T. A. (2008). Job Satisfaction. Job Satisfaction Subjective Well-Being at Work.
Siengthai, S., & Pila-Ngarm, P. (2016). The interaction effect of job redesign and. Evidence-based HRM: a Global Forum for Empirical, Vol. 4 Issue: 2, 162-180.
Anitha. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, Vol. 63 Issue: 3, 308-323.
Pawirosumarto, S., Sarjana, P. K., & Muchtar, M. (2017). Factors affecting. International Journal of Law and Management, Vol.4, 602-614.
Downloads
Published
Issue
Section
License
Copyright (c) 2021 Tanjungpura International Journal on Dynamics Economics, Social Sciences and Agribusiness
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
