Effect of Social Capital and Work Place Spirituality to Employee Engagement
Setiabudhi, Eva Nur Rachmah, Ramansyah Hidayat
Faculty of Economics and Business Airlangga University 45 University Surabaya Indonesia [email protected], [email protected], [email protected]
Abstract
Human resources (HR) is one of main component at company. Employee as HR are very important to make companies survive, sustain and go out from insolvent. Involvement of social capital and spirituality at work ecpected make invluence to employee engagement so that employee will be active and more participate to develop company. Object of research that all employees in PT. Mulia Jaya Abadi, the population and the sample amounted to 65 employees as sample. Data were analyzed using SPSS version 13.0. The results showed that social capital was influence significant to employee engagement, but workplace spirituality didn’t. Social capital and workplace spirituality was influence to employee engagement.
Keywords
Social Capital, Workplace Spirituality, Employee Engagement.
1. Introduction
Human Resources (HR) is one of the main components for the company. Growth and development of the company out of the role and quality of its human resources. Companies that grow and thrive are typically managed by a competent workforce, experts and have a high concern to the company. World economic conditions were uneven among countries in the world pose a problem for the company. Tight competition makes a lot of companies are working hard to survive so that the business can last for the long term. This does not only happen in private companies alone tetepi terjuga in companies owned or State-Owned Enterprises (SOEs).
The existence of competent human resources, experts and has increased interest in the company is required in order to company still exists. Various training programs and systems in an effort to raise awareness of employees the company has done. The company hopes these measures can improve performance, awareness and productivity of employees. The increase in social security and welfare done to the target and the performance of the company can be achieved optimally. Partners Consulting company coupled with the hope of strategies to increase the company's revenue. Workload and responsibilities plus employees work on the grounds of efficiency and to increase labor productivity.
Recruitment and assessment program is also done by the company to obtain qualified human resources, skilled, creative, enthusiastic, and capable of good innovation. The Company expects all employees to both the old and the new is able to meet the needs of the appropriate criteria. Total employee involvement in each activity the company has a very big role to the survival and development of the company.
Companies often forget that the employee is not a robot. Employees as human beings have the psychological aspects, namely cognitive, affective, and conative. These three aspects are interrelated so that it will appear in the behavior of employees in their daily life. Employees feel comfortable when involved in any policy relating to himself and is associated with growth and development of the company. At some companies are positioning their employees as an integral part of the company has made employees feel at home, discipline, good work ethic, performance and productivity are always good so the targets the company achieved its full potential.
In the last decade Employee Engagement become a topic of interest and concern for some companies.
Some companies realize that the psychological condition of the employees is very important. Psychological condition is very influential on the employment relationship, a sense of security, a sense of trust in the leadership and the company, a sense of togetherness that also affect the performance and productivity of the employee.
Employee engagement is a feeling someone was marked by Vigor (spirit), Dedication (dedication), and Absorp (absorption). The spirit is the energy and mental resilience while working strong. Dedication is a sense of significance, enthusiasm, inspiration, pride in the organization, and challenged by the work being done.
Absorption is persaan fully concentrated and had the pleasure of doing a job, so it feels that time passes quickly and sometimes have difficulty separating themselves from work (W. B. Schaufeli, Salanova, et al., 2002).
Employee Engagement in the organization acts as a source of creativity and innovation development. The concept of employee engagement refers to the interests of employees in the assignment and the work given to him. In this way an employee engaged in duties will psychologically feel ownership in the work. Employees want to work for a company that is honest, to be treated fairly and respectfully and thoughtfully. When employees are
already bound (engaged) with a company that employees have an awareness of the business that makes the employee will provide all its capabilities to the company.
Engagement is an expression of one's desired with regard to the behavior of their duties, which connects his work with personal existence (physical, cognitive, and emotional) and the role of self as a whole (Sungkit &
Meiyanto, 2015). Engagement occurs when a person knowingly alert or emotionally connect with others.
Where employee engagement can improve the performance of employees can then improve the performance of the company, there is an indication of the level of engagement in corporate environments is high.
Employee engagement has evolved from a variety of concepts surrounding the motivation, job satisfaction and organizational commitment. According to Kahn 1990 in May, Gilson, and Harter (2004) employee engagement in the work conceived as members of organizations that carry out its role, work and express themselves physically, cognitively and emotionally during work. Such employee engagement is necessary to encourage employee morale (May et al., 2004). Brown, (Robbins & Judge, 2007) gives the definition of employee engagement that is where an employee said employee engagement in the work if the employee can identify psychologically with his work, and considers important performance for him, in addition to the organization.
More specifically (W. B. Schaufeli, Salanova, et al., 2002) defines employee engagement as positivity, fulfillment, working from the center of the mind characterized (W. B. Schaufeli et al., 2008). Employee engagement is a central motivation and positive thoughts related to work which is characterized by vigor, dedication and absorption (W. B. Schaufeli, Salanova, et al., 2002). Employee engagement is more than a momentary and specific state, referring to the state that stir remain include cognitive and affective aspects that do not focus on objects, events, people or certain behaviors (W. B. Schaufeli, Martinez, et al., 2002).
Employee engagement as the positive attitude of employees and companies (komiten, involvement and attachment) to the cultural values and the achievement of the company's success.
The variety of backgrounds of employees in the company cause various ways of interaction between employees. This situation sometimes led to misunderstandings and even conflict in the workplace so that the effect on the working environment is not conducive. Interaction or social relationships between employees or between working groups that are not well become a problem for the company. Instructions and the system is not in line with expectations of leadership and management of the company so that the target and the target company as organizations become inefficient and ineffective. Relationship or interaction sosial that the organization is able to reduce the number of misunderstandings and conflicts in the workplace because of the social interaction is part of the social capital of the company.
The theory of social capital to discuss how the social relations of the organization may impact on resources and performance owned. The concept of social capital has long been discussed by economists, roughly the 19th century ago (Castiglione & Deth, 2008). The literature on social capital is quite a lot, but of all views on social capital, the source of which is often used by writers and researchers of social capital is Coleman, Putnam, Fukuyama and Bourdieu.
Coleman used the concept of social capital in research on education. (Coleman, 1990) found that social capital, in the form of expectations and obligations, networks and information, as well as social norms, positive effect in increasing the volume of human capital both within the family and community. The concept of social capital is in the Coleman study was social relations. According to Coleman (1990), social relations describe a social structure in which individuals act as a source for other individuals (Castiglione & Deth, 2008). Coleman believes that analysis of the formation of social capital provides a middle ground between the perspective of rational choice which views social action as a result of an action based on self-interest aims of the individual and the perspective of social norms that explain social behavior as dependent on the constraints externally imposed by the norm (Castiglione & Deth, 2008; Field, 2008).
In essence, social capital is the way to reconcile the actions of individuals and social structures. Putnam (2000) in his book Bowling Alone, defines social capital as part of a social organization, such as trust, norms and networks, that can improve the efficiency of society by facilitating coordinated actions. Social Capital is then defined as resources that arise from their social relationships and can be used as a social glue to keep the unity of the group members in achieving common goals.
Backed by their beliefs and social norms are used as reference together in the act, act, and relate to one another. Trust and norms in Social Capital regarded as very important component because it sustains existing social relationships. Based on these definitions, it can be said social capital consists of several components, namely social relationships, beliefs, and norms. Social capital also has the economic criteria, such as productivity, efficiency, and effectiveness Lawang (2005). It departs from the following two assumptions. First, social capital does not stand alone, but anchored in the social structure. The social structure in question refers to the relationship (relation), network (network), obligations and expectations (expectation), which produces and is produced by the confidence (trust) and trustworthiness (trustworthiness). Second, social capital has the same function with other types of capital in order to achieve economic goals, such as the smooth function (lubricant) and tighten function (glue) of social ties in the production system.
Hasbullah (2006) convey six basic elements of the notion of social capital, namely:
1. Participation in a network 2. Reciprocity (retaliation) 3. Trust
4. Social norms 5. Values
6. Proactive action.
From the foregoing it can be pulled all the conclusion that social capital, whether through trust built, social norms are adhered together, or any social network that allows one to act collectively, to contribute in improving the potential of the group, is their capacity to develop themselves in order to meet the needs of life and improve their welfare. Social relationships embodied in participation, cooperation, mutual care and mutual relations between employees and working groups in the company is very influential for someone in displaying performance.
As social beings, humans tended to interact with each other and in groups. Friendships and family atmosphere in a very meaningful work for employees. Support keja friends, leaders and subordinates’ effect on increasing employee morale (vigor) employees. Work situation felt safe, comfortable, honest employees will make it feel at home and want to devote all your mind, body and soul to sacrifice for the company.
Man is essentially a social being. Employees should be able to socialize well, has a work engagement (work attitude) high, and has a high corporate commitment to improve employee performance. Employees as humans also have psychological needs in order to feel inner peace. One needs the human psyche is the need for the spiritual. Employees the opportunity to perform meaningful worship workplace for employees. The attitude of the leadership and co-workers who apply religious values in the work potentially eliminating barriers that differences need not happen. Intentions are the same on all the employees that work is worship will increase the confidence of employees in the company. Workplace spirituality is an atmosphere or psychological conditions in the workplace. Duchon & Plowman (2005) describes it as follows: "Workplace spirituality is one kind of psychological climate in which people (employees) saw itself has an internal life that is treated with a meaningful job and placed in the context of a community. Working unit that has a high level of spirituality is to experience the climate, and can be presumed that the work unit will experience higher performance ".
According to Milliman et al. (2003) workplace spirituality includes a personal level (meaningful work / meaningful work), the level of community (feeling of being connected with the community / sense of community), and the level of organization (enforcement and maintenance of personal value and compliance with value organization / alignment of values). According Ashmos & Duchon (2000), workplace spirituality is the understanding of the individual as a spiritual being whose soul in need of maintenance in the workplace with all the value that was in him; experiences will be a sense of purpose and meaning in their work; and also experience feelings of each other and connect with other people in the community where people work.
Research Milliman et al. (2003) on an intern at a company, it was found that the components of workplace spirituality (meaningful work, feeling connected to the community, and the enforcement of values) in a person contribute significantly to the components the construct of working behavior of the individual. Based on these results, the components of meaningful work and a feeling of being connected with the community led to a commitment to the organization where people take shelter, far to the intentions of people out of a job, bring intrinsic job satisfaction, led to more involvement on employment, and improve self-esteem within the individual.
Results Dehaghi et al. (2012) showed that by increasing the climate of spirituality in the workplace, organizational commitment and individual and organizational performance can be improved. Widyarini & Ancok (2011), found that spirituality in the workplace has contributed significantly to civic virtue (Yogatama &
Widyarini, 2015). The benefits of workplace spirituality to the organization include increased productivity.
Workplace spirituality encourages employee commitment to productivity and lower levels of absenteeism and staff turnover (Fry, 2003).
According to Fry (2003), workplace spirituality encourages employee commitment to productivity, lower absenteeism and job turnover (stop working). In fact, some researchers found a correlation between workplace spirituality with increased profits and revenue. The similarity of the spiritual values that occur at the employee and the organization will have an impact on improving the safety, performance, and productivity. Employees who conduct workplace spirituality in interacting with co-workers will feel he is part of a community or a group that can be trusted, feel valued and supported by colleagues, managers, or the company as an organization. Employees will feel part of the organization. An understanding of workplace spirituality create awareness, dedication, passion, creativity, and integrity, performance, and increasing employee productivity. This indicates the influence of workplace spirituality on employee engagement.
1.1. Formulation of the problem
Based on the problems described this research seeks to convey the company as an organization, leaders, working groups, and employees that the psychological condition, social interaction either individually or in groups
is very beneficial to all elements within the company. The integration of individual spiritual meanings in the work environment can increase awareness, spirit, integrity, creativity, performance and overall productivity.
1.2. Research question
Is social capital and workplace spirituality influence on employee engagement?
Figure 1: Research Desain 1.3. Hypothesis
1. H1: Social Capital effect on employee engagement.
2. H2: Workplace Spirituality effect on employee engagement.
2. Methode
2.1. ParticipantsSamples or participants in this study were all employees of PT. Mulia Jaya Abadi company that manufactures security equipment and safety with the number of employees amount of 65 people. Determination of the research subjects or samples involving all members of the population using the saturation sampling technique. As for the distribution of positions and faiths illustrated in Table 1 and Table 2.
Table 1. Distribution of participants by occupation group
No. Position Group Total
1 Director 1
2 Manager 2
3 Supervisor 4
4 Clerikal 58
Total 65
Table 2. Distribution of participants by religious groups
No. Religious Total
Islam 28
Kristen 17
Hindu 2
Budha 6
Konghucu 12
Total 65
2.2. Design
The study design used in this research is quantitative descriptive to determine the effect of each variable X is Social Capital (X1) and Workplace Spirituality (X2) to variable Y is Employee Engagement.
2.3. Procedure
Retrieving data using questionnaires given to all the participants are all employees of PT. Mulia Jaya Abadi as many as 65 people. A questionnaire is a measuring instrument or scale of previous investigators that in adaptation. The adaptation process is done through the forward translation with testing methods, namely the translation process measuring instruments from the original language to the target language by engaging the process of testing to determine the reliability and validity of measuring instruments (Maneesriwongul & Dixon, 2004). Therefore, researchers conducted scale translation from English to Indonesian based theories were referred to, then do try out to measure the validity and reliability.
Social Capital
Workplace Spirituality
Employee Engagement
Employee engagement scale using Uwes (Utrecht Work Engagement Scale) is a measuring instrument used to measure individual engagement designed by W. Schaufeli & Bakker (2003) which will reveal more about Vigor, Dedication, Absorp already adapted. Cronbach alpha reliability value of 0.923.
Measuring devices used questionnaires adopt social capital of the indicators of social capital from Ali et al. (2013) which has been translated. The indicator used is maintaining collaboration, values and norms of behavior, the competitive relationship. Sakala reliability test results obtained social capital Cronbach Alpha value of 0.897.
Workplace spirituality measuring instrument was a questionnaire adapted from a questionnaire that has been prepared by Ashmos & Duchon (2000), using a Likert scale. Attributes measured include three aspects:
meaningful work, sense of community, alignment of values. Sakala reliability test results obtained workplace spirituality Cronbach Alpha value of 0.926.
2.4. Analysis
The research data was analyzed using SPSS version 13.0. The statistical method used is regression with t test, F test that aims to get an overview of the effect of each variable X is Social Capital and Workplace Spirituality to variable Y is Employee Engagement. Adapan data processing results shown in Table 3.
3. Analysis
Table 3. Multiple linear regression results
Regression sig. F sig.t The
regression coefficient
R R2
Social Capital towards Employee Engagement
.033 .227 -
Workplace Spirituality towards Employee Engagement
.334 .123 -
Social Capital dan Workplace Spirituality towards Employee
Engagement.
26.381 .000 - .802 .643
Based on the regression test results as shown in Table 3 is the R value of 0.802 (> 0.5), means that social capital variables, workplace spirituality has a strong relationship to employee engagement, R2 value of 0.643 means that the influence of social capital variables, and workplace spirituality on employee engagement amounted to 64.3% (per cent), while the remaining 35.7% (per cent) is influenced by other variables outside independent variables in this study. T sig. variable social capital amounting to 0,033, for a value of t sig. is <0.05 then concluded that social capital variables have a significant effect on employee engagement.
T sig. variable workplace spirituality amounted to 0.334, as the value of t sig. were> 0.05, we conclude that the variables of workplace spirituality does not have a significant impact on employee engagement.
Based on the calculated F value is 26.381 with a significance value of F test of 0.000 or less than 0.05 (α
= 5%), it can be concluded that social capital and workplace spirituality significantly influence employee engagement.
3.1. Discussion
Referring to the results of the statistical test showed that workplace spirituality has no effect on employee engagement (t sig. = .334> 0.05. This can happen because the employees of PT. Mulia Jaya Abadi embrace or believe in religious diversity, so that the implementation aspects of spirituality do not go according expectations.
Still their spiritual beliefs because bulkhead against different religious beliefs sometimes arousing suspicion that certain interests. Social capital variables have a significant effect on employee engagement (t sig. = .033 <0.05).
This indicates that social interactions in PT. Mulia Jaya Abadi established. The relationship between the leadership, colleagues and even subordinates are good with no load. But if the relationship is to touch or intersect with issues of religious belief of each employee the possibility of a relationship or interaction would be ineffective. Therefore, the problem of religious conviction and execution were not involved in any company policy. The behavior of the application of religious values is not problematic for employees.
4. Conclusions and Suggestions
Social Capital has a significant influence on employee engagement. Workplace spirituality does not significantly influence employee engagement. Social capital and significant effect of workplace spirituality together on employee engagement at PT. Mulia Jaya Abadi. Social Capital most influence on employee engagement. This is because employees feel comfortable in doing their jobs well when relationships with fellow
employees went well. Employees need positive interaction in the work so that the feeling of mutual care and support in a productive way can improve overall performance of the firm. Hopefully, the leadership can motivate subordinates to provide exemplary so that positive emotions can influence subordinates.
Cooperation between employees, between groups and between leaders can improve safety, comfort, and trust in all employees. It is recommended that matters relating to the issue of religious beliefs are not forced to implement on all employees since employees have diverse religious beliefs.
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