Abstract
This study aims to describe the Management of Human Resources, especially the Management of the State Civil Apparatus (ASN) in the Ministry of Defense of the Republic of Indonesia, through a description of the influence of leadership style, work culture, and work satisfaction on employee engagement. Lack of discipline and employee work ethic, which can be seen from the number of employees who are late and skipping work, are still less concerned with their performance, thus showing an indication of low employee engagement. This research used explanative research with a quantitative approach. Data collection was carried out by survey using a questionnaire with a proportional sampling technique. This research worked together with 37 people from the Directorate General of Defense Forces, and 38 of them taken from the Directorate General of Defense Strategy (57.4%). The results of this study indicate (1) the leadership style has a direct positive effect on employee engagement. (2) Work culture has an immediate positive effect on Employee Engagement. (3) Work satisfaction has a direct positive effect on Employee Engagement. (4) Leadership style has a direct positive effect on work satisfaction. (5) Work culture has a direct positive effect on work satisfaction. (6) Leadership style has a direct positive effect on work culture. (7) Leadership style has a positive indirect effect on Employee Engagement through work culture. (8) Leadership style has an indirect effect on Employee Engagement through work satisfaction and (9) Work culture has a positive indirect effect on employee engagement through work satisfaction. Based on the results of the study concluded that leaders in the Ministry of Defense are advised to promote transformational leadership styles that are able to foster a positive work culture and increase work satisfaction of subordinates (State Civil Apparatus and Military). Also, implement them at various levels of leadership positions within the Ministry of Defense so that employee engagement can grow in all units and organizational levels of the Ministry of Defense. Keywords: leadership style, work culture, work satisfaction, employee engagement, the ministry of defense DOI: 10.7176/JRDM/68-04 Publication date: August 31 st 2020
Highlights
Brain drain is a science-based economic transition that is able to create a more integrated market share for those who have high talent and expertise (Golovics, 2019)
Based on the analysis of the research data above, each of the highest average values per item and the lowest average value per item in the indicators contained from the variables of Leadership Style (X1), Work Culture (X2), Work satisfaction (X3), and Employee Engagement (Y) can be seen in table 1
Data finding results show that if the leadership style is applied correctly, it will result in the State Civil Apparatur of Ministry of Defense being engaged
Summary
Brain drain is a science-based economic transition that is able to create a more integrated market share for those who have high talent and expertise (Golovics, 2019). Indonesia, which is still a developing country category, needs to be aware of the phenomenon of brain drain, especially with the increasingly easy opportunities for the transfer of experts in line with the enactment of the ASEAN Economic Community (AEC) agreement. Brain drain in Indonesia, not yet supported by official data, is estimated to have reached 5% (Pella & Inayati, 2011). The 5% figure is very influential when the high demand for qualified human resources for national development and the still low performance of educational and training institutions in Indonesia. The brain drain phenomenon shows the important role of Human Resources (HR), both in the context of nation-states and organizations (Singh & Krishna, 2015)
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