The Role of Employee Multitasking Mediation in the Relationship Between High Performance Work Systems, Employee Performance and Compensation
Keywords:
High Performance Work Systems, Compensation, Employee MultitaskingAbstract
A study has shown that there may be a gap in the mediating role of employee multitasking in the relationship between high-performance work systems, employee performance and compensation. Data from target employees was collected using a Google Form questionnaire. A total of 112 employee representatives from companies at PT Bina Karya Prima in the Jakarta and Bekasi areas, Indonesia took part in this research, the sample was selected using the purposive sampling method. The author used the SMART-PLS Structural Equation Model (SEM) to test the research model, and carried out validity and reliability tests using SPSS factor analysis. The findings of this research reveal that employee multitasking has a positive and significant effect on high-performance work systems and employee performance. Finally, there is a control variable, namely compensation. Compensation has a positive and significant effect on high-performance work systems and employee performance. Finally, we found that employee multitasking mediates the positive and significant relationship between high-performance work systems, employee performance and the relationship between high-performance work systems and employee performance on compensation control variables. To unlock the mystery surrounding the relationship between high-performance work systems and employee performance, this research includes the mediating role of employee multitasking and develops a new theoretical framework, namely compensation.
Downloads
References
Anindita, R. (2018). Pengaruh Kompensasi dan Work-Life Balance terhadap Kepuasan Kerja Dimediasi Stres Kerja. Esa Unggul, 1(1), 1–18. https://digilib.esaunggul.ac.id/public/UEU-Master-9714-Jurnal.Image.Marked.pdf
Baskara, I., Ilyas, N., & Indrati, M. (2022). Tenaga Kerja, Tingkat Inflasi, Pendidikan Dan Pengangguran Pengaruhnya Terhadap Pertumbuhan Ekonomi. Jurnal Ekonomi : Journal of Economic, 13(1), 118. https://digilib.esaunggul.ac.id/public/UEU-Journal-25600-11_2821,.pdf
Behravesh, E., Tanova, C., & Abubakar, A. M. (2019). Do high-performance work systems always help to retain employees or is there a dark side? Service Industries Journal, 40(11–12), 825–845. https://doi.org/10.1080/02642069.2019.1572748
Cai, Y. (2020). High-performance work systems in mainland China: a review and research agenda. Asia Pacific Business Review, 00(00), 563–587. https://doi.org/10.1080/13602381.2020.1791490
Caniëls, M. C. J., Neghina, C., & Schaetsaert, N. (2017). Ambidexterity of employees: the role of empowerment and knowledge sharing. Journal of Knowledge Management, 21(5), 1098–1119. https://doi.org/10.1108/JKM-10-2016-0440
Cheah, J. H., Thurasamy, R., Memon, M. A., Chuah, F., & Ting, H. (2020). Multigroup analysis using smartpls: Step-by-step guidelines for business research. Asian Journal of Business Research, 10(3), I–XIX. https://doi.org/10.14707/ajbr.200087
Chirkov & Anderson. (2018). Statistical positivism versus critical scientific realism. A comparison of two paradigms for motivation research: Part 1. A philosophical and empirical analysis of statistical positivism. Theory and Psychology, 28(6), 712–736. https://doi.org/10.1177/0959354318804670
Darma, P. S., & Supriyanto, A. S. (2017). the Effect of Compensation on Satisfaction and Employee Performance. Management and Economics Journal (MEC-J), 1(1), 66. https://doi.org/10.18860/mec-j.v1i1.4524
Gürlek, M. (2020). Effects of high-performance work systems (HPWSs) on intellectual capital, organizational ambidexterity and knowledge absorptive capacity: evidence from the hotel industry. Journal of Hospitality Marketing and Management, 30(1), 38–70. https://doi.org/10.1080/19368623.2020.1774029
Hahn, H. J., & Kim, S. (2017). An empirical study on the relationship between perceived employability and employee performance. Human Resource Development International, 21(2), 74–90. https://doi.org/10.1080/13678868.2017.1366175
Hair, J. F., Howard, M. C., & Nitzl, C. (2020). Assessing measurement model quality in PLS-SEM using confirmatory composite analysis. Journal of Business Research, 109(November 2019), 101–110. https://doi.org/10.1016/j.jbusres.2019.11.069
Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2018). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24. https://doi.org/10.1108/EBR-11-2018-0203
Hasibuan, M. S. P. (2017). Manajemen Sumber Daya Manusia. Bumi Aksara, 2017.
Ijigu1, A. W., Alemu2, A. E., & Kuhil3, A. M. (2022). The mediating role of employee ambidexterity in the relationship between high-performance work system and employee work performance: An empirical evidence from ethio-telecom. Cogent Business and Management, 9(1). https://doi.org/10.1080/23311975.2022.2135220
Indartinah, S., Syah, T. Y. R., Rojuaniah, R., Hafidz, I. L. H., & Azizah, F. N. (2023). Melayani Terhadap Kepuasan Kerja Dan Komitmen Organisasi : Peran Mediasi Politik Organisasi. JIMEA | Jurnal Ilmiah MEA (Manajemen, Ekonomi, Dan Akuntansi), 7(3), 258–286.
J. Zhang, B. et al. (2018). High-performance work system and employee performance: the mediating roles of social exchange and thriving and the moderating effect of employee proactive personality. Asia Pacific Journal of Human Resources, 57(3), 369–395. https://doi.org/10.1111/1744-7941.12199
JA Zhang et al. (2020). How employee exploration and exploitation affect task performance: The influence of organizational competitive orientation. International Journal of Human Resource Management, 33(5), 930–964. https://doi.org/10.1080/09585192.2020.1745866
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
Jewell, D. O., Jewell, S. F., & Kaufman, B. E. (2020). Designing and implementing high-performance work systems: Insights from consulting practice for academic researchers. Human Resource Management Review, 32(1), 100749. https://doi.org/10.1016/j.hrmr.2020.100749
Jr., J. F. H., Hult, G. T. M., Ringle, C. M., Sarstedt, M., Danks, N. P., & Ray, S. (2021). Evaluation of reflective measurement models.
Kamis1, A., Ramdzan Ali Saibon2, Faizal Amin Nur Yunus3, M. B. R., & Lazaro Moreno Herrera5, P. L. Y. M. (2021). The SmartPLS Analyzes Approach in Validity and Reliability of Graduate Marketability Instrument. Turkish Journal of Computer and Mathematics Education (Turcomat), 12(3), 829–841. https://doi.org/10.17762/turcomat.v12i3.791
Li, C., Naz, S., Khan, M. A. S., Kusi, B., & Murad, M. (2019). An empirical investigation on the relationship between a high-performance work system and employee performance: measuring a mediation model through partial least squares–structural equation modeling. Psychology Research and Behavior Management, 12, 397–416. https://doi.org/10.2147/PRBM.S195533
Malik, A., Boyle, B., & Mitchell, R. (2017). Contextual ambidexterity and innovation in healthcare in India: the role of HRM. Personnel Review, 46(7), 1358–1380. https://doi.org/10.1108/PR-06-2017-0194
Marianus Subianto 1. (2016). Pengaruh Gaji Dan Insentif Terhadap Kinerja Karyawan Pada Pt . Serba Mulia Auto. 4, 698–712. https://ejournal.hi.fisip-unmul.ac.id/site/wp-content/uploads/2016/08/Jurnal Marianus Subianto (08-12-16-03-45-54).pdf
Memon, M. A., Ramayah, T., Cheah, J. H., Ting, H., Chuah, F., & Cham, T. H. (2021). Pls-Sem Statistical Programs: a Review. Journal of Applied Structural Equation Modeling, 5(1), i–xiv. https://doi.org/10.47263/JASEM.5(1)06
Miao et al. (2020). The high-performance work system, employee voice, and innovative behavior: The moderating role of psychological safety. International Journal of Environmental Research and Public Health, 17(4). https://doi.org/10.3390/ijerph17041150
Mom et al. (2018). A Multilevel Integrated Framework of Firm HR Practices, Individual Ambidexterity, and Organizational Ambidexterity. Journal of Management, 45(7), 3009–3034. https://doi.org/10.1177/0149206318776775
Muhammad Ali, Lei, S., Freeman, S., & Khan, M. M. (2019). Implemented and perceived high-performance work system and its effect on branch performance: A 2-1-2 mediational multilevel approach. Employee Relations, 41(4), 793–810. https://doi.org/10.1108/ER-08-2017-0186
Nadeem et al. (2019). Influence of High-Performance Work System on Employee Service Performance and OCB: The Mediating Role of PsyCap. Issues in Economics and Business, 5(2), 1. https://doi.org/10.5296/ieb.v5i2.15009
Nurbaety, & Rojuaniah. (2022). Servant Leadership , Organizational Culture and Organizational Citizenship. Management Analysis Journal, 9. https://doi.org/https://doi.org/10.15294/maj.v11i1.54626
Peng, M. Y. P., Lin, K. H., Peng, D. L., & Chen, P. (2019). Linking organizational ambidexterity and performance: The drivers of sustainability in high-tech firms. Sustainability (Switzerland), 11(14). https://doi.org/10.3390/su11143931
Plimmer, G., Bryson, J., & Teo, S. T. T. (2017). Opening the black box: The mediating roles of organisational systems and ambidexterity in the HRM-performance link in public sector organisations. Personnel Review, 46(7), 1434–1451. https://doi.org/10.1108/PR-10-2016-0275
Pradhan & Jena. (2017). Employee Performance at Workplace: Conceptual Model and Empirical Validation. Business Perspectives and Research, 5(1), 69–85. https://doi.org/10.1177/2278533716671630
Purwanto, A., Asbari, M., Santoso, T. I., Sunarsi, D., & Ilham, D. (2021). Education Research Quantitative Analysis for Little Respondents. Jurnal Studi Guru Dan Pembelajaran, 4(2), 335–350. https://doi.org/10.30605/jsgp.4.2.2021.1326
Putri, A., & Syah, T. Y. R. (2023). Jurnal Mantik The role of employee creativity mediation on employee performance among expedition employees in Indonesia. Jurnal Mantik, 7(1), 194–201. https://doi.org/https://doi.org/10.35335/mantik.v7i1.3667
Schnellbacher et al. (2019). Antecedents and effects of individual ambidexterity – A cross-level investigation of exploration and exploitation activities at the employee level. In European Management Journal (Vol. 37, Issue 4). https://doi.org/10.1016/j.emj.2019.02.002
Sutanto, M., Purwati, W. D., & Pamungkas, R. A. (2023). Increasing Retention of Nurses in Hospitals Through Compensation Strategies. International Journal of Nursing and Health Services (IJNHS), 6(3), 192. https://doi.org/10.35654/ijnhs.v6i3.727
Tensay, A. T., & Singh, M. (2020). The nexus between HRM, employee engagement and organizational performance of federal public service organizations in Ethiopia. Heliyon, 6(6), e04094. https://doi.org/10.1016/j.heliyon.2020.e04094
Van Esch et al. (2018). High-performance human resource practices and firm performance: the mediating role of employees’ competencies and the moderating role of climate for creativity. International Journal of Human Resource Management, 29(10), 1683–1708. https://doi.org/10.1080/09585192.2016.1206031
White & Bryson. (2019). The Impact of High-Performance Work Systems on Employees: A Sectoral Comparison. SSRN Electronic Journal, 12527. https://doi.org/10.2139/ssrn.3445794
Willis, D. R., Williams, J., Gebke, K., & Bergus, G. (2018). Satisfaction, motivation, and retention in academic faculty incentive compensation systems: A cera survey. Family Medicine, 50(2), 113–122. https://doi.org/10.22454/FamMed.2018.752167
Widodo, S. D., & Yandi, A. (2022). Model Kinerja Karyawan: Kompetensi, Kompensasi dan Motivasi, (Literature Review MSDM). Jurnal Ilmu Multidisplin, 1(1), 1–14. https://doi.org/10.38035/jim.v1i1.1
Zacher, R. &. (2016). Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance. European Journal of Work and Organizational Psychology, 26(5), 694–709. https://doi.org/10.1080/1359432X.2016.1238358
Zafar, A., Muhammad Bilal Kayani, & Iqbal, Q. (2019). Impact of High-Performance Work System (HPWS) On Employee Job Engagement and Job Performance with Moderation of Islamic Work Ethics. Army Public College of Management & Sciences (Apcoms).
Published
How to Cite
Issue
Section
Copyright (c) 2023 Milenia An Nisa, Ika Baskara
This work is licensed under a Creative Commons Attribution 4.0 International License.
