PERANAN EMPOWERING LEADERSHIP TERHADAP THRIVING AT WORK DAN JOB CRAFTING SERTA DAMPAKNYA PADA TURNOVER INTENTION KARYAWAN GENERASI Z
Abstract
ABSTRACT
GenZ dinilai cenderung mudah berpindah tempat pekerjaan dan menacari pekerjaan ditempat lain karena mereka memiliki harapan tersendiri didunia kerja. Banyak artikel dan penelitian mengangkat kecenderunga GenZ turnover dan mempelajari motivasi apa sehingga mereka bertahan pada organisasinya. Hal ini mendorong pimpinan perusahaan mengatur strategi untuk menyikapi GenZ menurunkan turnover intention mereka. Untuk itu, tujuan penelitian ini ingin mengetahui pengaruh langsung empowering leadership terhadap job crafting dan thriving at work serta dampaknya pada turnover intention karyawan GenZ. Penelitian dilakukan dengan survey kuesioner kepada 290 responden dan teknik purposive sampling ditujukan pada karyawan GenZ yang sudah bekerja menetap disuatu perusahaan minimal dua tahun atau lebih di Jakarta dengan kisaran usia 20 tahun – 29 tahun yang dianggap sudah mendapatkan pengalaman kerja. Analisis SEM Structural Equation Model digunakan untuk melihat pengaruh antar variabel. Kesimpulan penelitian ini masing-masing terdapat pengaruh langsung bahwa tingginya tingkat empowering leadership yang dirasakan karyawan GenZ semakin meninggkatkan perilaku job crafting mereka dan thriving at work. Selanjutnya, ditemukan perilaku job crafting semakin tinggi dapat menurunkan tingkat turnover intention karyawan GenZ dan terakhir, penelitian ini membuktikan tingginya thriving at work yang diterima GenZ dapat meminimalisir turnover intention mereka.Kata kunci: Empowering leadership, job-crafting, thriving at work dan turnover intention
References
DAFTAR PUSTAKA
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Al Halbusi, H., Al-Sulaiti, K., Al Abri, S., & Al-Sulaiti, I. (2023). Individual and psychological factors influencing
hotel employee’s work engagement: The contingent role of self-efficacy. Cogent Business & Management. Vol. 10(3). Pp. 2254914. DOI: 10.1080/23311975.2023.2254914.
Aryee, S., Kim, T. Y., Zhou, Q., & Ryu, S. (2019). Customer service at altitude: effects of empowering leadership. International Journal of Contemporary Hospitality Management, Vol. 31 No. 9, pp. 3722-3741. https://doi.org/10.1108/IJCHM-11-2018-0900.
Chillakuri, B. (2020). Understanding Generation Z expectations for effective onboarding. Journal of Organizational Change Management. Vol. 33 No. 7. pp. 1277-1296. https://doi.org/10.1108/JOCM-02-2020-0058
Dash, S. S., & Vohra, N. (2018). The leadership of the school principal: impact on teachers’ job crafting, alienation and commitment. Management Research Review. https://doi.org/10.1108/MRR-11-2017-0384.
Dimitrova, M. (2020). Of Discovery and Dread: The Importance of Work Challenges for International Business Travelers’ Thriving and Global Role Turnover Intentions. Journal of Organizational Behavior. doi:10.1002/job.2430
Dominguez, L. C., Stassen, L., De Grave, W., Sanabria, A., Alfonso, E., & Dolmans, D. (2018). Taking control: is job crafting related to the intention to leave surgical training?. Plos One. Vol. 13(6). https://doi.org/10.1371/journal.pone.0197276.
Endrejat, P. C. (2020). When to challenge employees’ comfort zones? The interplay between culture fit, innovation culture and supervisors’ intellectual stimulation. Leadership & Organization Development Journal, 42(7), 1104- 1118. DOI 10.1108/LODJ-07-2020-0307
Francis, T., & Hoefel, F. (2018). True Gen: Generation Z and its implications for companies (pp. 2–3). McKinsey & Company.
Gupta, A., & Singh, P. (2020). Job crafting, workplace civility and work outcomes: the mediating role of work engagement. Global Knowledge, Memory and Communication. Vol. 70(6). pp. 637–654. doi:10.1108/gkmc-09-2020-0140.
Goh, E., & Okumus, F. (2020). Avoiding the hospitality workforce bubble: strategies to attract and retain generation Z talent in the hospitality workforce. Tourism Management Perspectives. Vol. 33, p. 100603, doi: 10.1016/j.tmp.2019.100603
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2014). Multivariate Data Analysis. Exploratory Data Analysis in Business and Economics. USA: Prentice Hall International.
Ibanez, L., O., Martinez-R., S., Ortiz, M., N., Carrasco, M., & Amillano, A. (2021). Job crafting and work engagement: The mediating role of work meaning. International Journal of Environmental Research and Public Health, 18(10). https://doi.org/10.3390/ijerph18105383
Lee, J. W., & Song, Y. (2019). Promoting employee job crafting at work: the roles of motivation and team context. Personnel Review, 49, 689–708. https://api.semanticscholar.org/CorpusID:213595418
Kim, H., Im, J., Qu, H., & Nam, K. J. (2018). Antecedent and consequences of job crafting: an organizational level approach. International Journal of Contemporary Hospitality Management. Vol. 30(3). pp. 1863–1881. https://doi.org/10.1108/IJCHM-01-2017-0040
Kim, M., & Beehr, T. A. (2019). Job crafting mediates how empowering leadership and employees’ core self-evaluations predict favourable and unfavourable outcomes. European Journal of Work and Organizational Psychology. Vol. 1(14). pp.114. doi:10.1080/1359432x.2019.1697237.
Kleine, A., K., Rudolph, C. W., & Zacher, H. (2019). Thriving at work: A meta‐analysis. Journal of Organizational Behavior. Vol. 40(9-10), pp.973–999. https://doi.org/10.1002/job.2375.
Kupperschmidt, BR. (2000). Multigeneration Employees: Strategies for Effective Management. The Health Care Manager. Vol.19 (1). pp. 65–76. doi:10.1097/00126450- 200019010-00011
Moshoeu, A. N. & Geldenhuys, D. J. (2015). Job insecurity, organisational commitment and work engagement among staff in an open distance learning institution. Southern African Business Review, 19(1), 22-43. https://doi.org/10.25159/1998-8125/5832
Moloney, W., Cheung, G., & Jacobs, S. (2024). Key elements to support primary healthcare nurses to thrive at work: A mixed-methods sequential explanatory study. Journal of Advanced Nursing, 00, 1–13. https://doi.org/10.1111/jan.16058
Mousa, M., & Puhakka, V. (2019). Inspiring organizational commitment: responsible leadership and organizational inclusion in the Egyptian health care sector. Journal of Management Development. Vol. 38 No. 3.pp. 208-224.
Ngoc, T. N., Dung, M. V., Rowley, C., & Bach, M. P. (2022) Generation Z job seekers’ expectations and their job pursuit intention: Evidence from transition and emerging economy. International Journal of Engineering Business Management. Vol. 14. pp. 1-3. doi:10.1177/18479790221112548
Petrou, P., Demerouti, E., Peeters, M. C. W., Schaufeli, W. B., & Hetland, J. (2012). Crafting a job on a daily basis : contextual correlates and the link to work engagement. Journal of Organizational Behavior. Vol. 33(8). pp. 1120-1141.
Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment: A meta-analytic review. The Journal of Applied Psychology, 96(5), 981–1003. doi:10.1037/ a0022676 PMID:21443317
Stillman, D., & John Stillman. (2018). Generasi Z: Memahami Karakter Generasi Baru yang Akan Mengubah Dunia Kerja. Jakarta: PT Gramedia Pustaka Utama
Tang, S., Zhang, G., & Wang, H. J. 2020. Daily Empowering Leadership and Job Crafting: Examining Moderators. International Journal of Environmental Research and Public Health. Vol.17(16). pp.5756. https://doi.org/10.3390/ijerph17165756
Thun, S., & Bakker, A. B. (2018). Empowering leadership and job crafting: the role of employee optimism. Stress and Health. pp. 1-9. doi:10.1002/smi.2818.
Tore, E. Effects of Intrinsic Motivation on Teacher Emotional Labor: Mediating Role of Affective Commitment. Int. J. Progress. Res. Educ. 2020, 16, 390–403.
Wang, Z., Meng, L., & Cai, S. (2019). Servant leadership and innovative behavior: a moderated mediation. Journal of Managerial Psychology, 34(8), 505–518. doi:10.1108/jmp-11-2018-0499
Ye, P., Liu L & Tan, J. (2022) Influence of leadership empowering behavior on employee innovation behavior: The moderating effect of personal development support. Front. Psychol. 13:1022377. doi: 10.3389/fpsyg.2022.1022377
Xin X, Cai W, Gao X & Liu T (2021) Will Job Crafters Stay or Leave? The Roles of Organizational Instrumentality and Inclusive Leadership. Frontiers Psychology. Vol (12). doi: 10.3389/fpsyg.2021.743828
Zhang, T., & Li, B. (2020). Job crafting and turnover intention: The mediating role of work engagement and job satisfaction. Social Behavior and Personality: An International Journal. Vol. 48(2). pp. 1–9. doi:10.2224/sbp.8759
Zhang, X., & Bartol, K. M. (2010). Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement. Academy of Management Journal, 53(1), 107–128. doi:10.5465/
Ali, M., Lei, S., Jie, Z. S., & Rahman, M. A. (2018). Empowering Leadership and Employee Performance: A Mediating Role of Thriving at Work. International Journal of Asian Business and Information Management (IJABIM). Vol.9(2). Pp. 1-14. http://doi.org/10.4018/IJABIM.2018040101
Al Halbusi, H., Al-Sulaiti, K., Al Abri, S., & Al-Sulaiti, I. (2023). Individual and psychological factors influencing
hotel employee’s work engagement: The contingent role of self-efficacy. Cogent Business & Management. Vol. 10(3). Pp. 2254914. DOI: 10.1080/23311975.2023.2254914.
Aryee, S., Kim, T. Y., Zhou, Q., & Ryu, S. (2019). Customer service at altitude: effects of empowering leadership. International Journal of Contemporary Hospitality Management, Vol. 31 No. 9, pp. 3722-3741. https://doi.org/10.1108/IJCHM-11-2018-0900.
Chillakuri, B. (2020). Understanding Generation Z expectations for effective onboarding. Journal of Organizational Change Management. Vol. 33 No. 7. pp. 1277-1296. https://doi.org/10.1108/JOCM-02-2020-0058
Dash, S. S., & Vohra, N. (2018). The leadership of the school principal: impact on teachers’ job crafting, alienation and commitment. Management Research Review. https://doi.org/10.1108/MRR-11-2017-0384.
Dimitrova, M. (2020). Of Discovery and Dread: The Importance of Work Challenges for International Business Travelers’ Thriving and Global Role Turnover Intentions. Journal of Organizational Behavior. doi:10.1002/job.2430
Dominguez, L. C., Stassen, L., De Grave, W., Sanabria, A., Alfonso, E., & Dolmans, D. (2018). Taking control: is job crafting related to the intention to leave surgical training?. Plos One. Vol. 13(6). https://doi.org/10.1371/journal.pone.0197276.
Endrejat, P. C. (2020). When to challenge employees’ comfort zones? The interplay between culture fit, innovation culture and supervisors’ intellectual stimulation. Leadership & Organization Development Journal, 42(7), 1104- 1118. DOI 10.1108/LODJ-07-2020-0307
Francis, T., & Hoefel, F. (2018). True Gen: Generation Z and its implications for companies (pp. 2–3). McKinsey & Company.
Gupta, A., & Singh, P. (2020). Job crafting, workplace civility and work outcomes: the mediating role of work engagement. Global Knowledge, Memory and Communication. Vol. 70(6). pp. 637–654. doi:10.1108/gkmc-09-2020-0140.
Goh, E., & Okumus, F. (2020). Avoiding the hospitality workforce bubble: strategies to attract and retain generation Z talent in the hospitality workforce. Tourism Management Perspectives. Vol. 33, p. 100603, doi: 10.1016/j.tmp.2019.100603
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2014). Multivariate Data Analysis. Exploratory Data Analysis in Business and Economics. USA: Prentice Hall International.
Ibanez, L., O., Martinez-R., S., Ortiz, M., N., Carrasco, M., & Amillano, A. (2021). Job crafting and work engagement: The mediating role of work meaning. International Journal of Environmental Research and Public Health, 18(10). https://doi.org/10.3390/ijerph18105383
Lee, J. W., & Song, Y. (2019). Promoting employee job crafting at work: the roles of motivation and team context. Personnel Review, 49, 689–708. https://api.semanticscholar.org/CorpusID:213595418
Kim, H., Im, J., Qu, H., & Nam, K. J. (2018). Antecedent and consequences of job crafting: an organizational level approach. International Journal of Contemporary Hospitality Management. Vol. 30(3). pp. 1863–1881. https://doi.org/10.1108/IJCHM-01-2017-0040
Kim, M., & Beehr, T. A. (2019). Job crafting mediates how empowering leadership and employees’ core self-evaluations predict favourable and unfavourable outcomes. European Journal of Work and Organizational Psychology. Vol. 1(14). pp.114. doi:10.1080/1359432x.2019.1697237.
Kleine, A., K., Rudolph, C. W., & Zacher, H. (2019). Thriving at work: A meta‐analysis. Journal of Organizational Behavior. Vol. 40(9-10), pp.973–999. https://doi.org/10.1002/job.2375.
Kupperschmidt, BR. (2000). Multigeneration Employees: Strategies for Effective Management. The Health Care Manager. Vol.19 (1). pp. 65–76. doi:10.1097/00126450- 200019010-00011
Moshoeu, A. N. & Geldenhuys, D. J. (2015). Job insecurity, organisational commitment and work engagement among staff in an open distance learning institution. Southern African Business Review, 19(1), 22-43. https://doi.org/10.25159/1998-8125/5832
Moloney, W., Cheung, G., & Jacobs, S. (2024). Key elements to support primary healthcare nurses to thrive at work: A mixed-methods sequential explanatory study. Journal of Advanced Nursing, 00, 1–13. https://doi.org/10.1111/jan.16058
Mousa, M., & Puhakka, V. (2019). Inspiring organizational commitment: responsible leadership and organizational inclusion in the Egyptian health care sector. Journal of Management Development. Vol. 38 No. 3.pp. 208-224.
Ngoc, T. N., Dung, M. V., Rowley, C., & Bach, M. P. (2022) Generation Z job seekers’ expectations and their job pursuit intention: Evidence from transition and emerging economy. International Journal of Engineering Business Management. Vol. 14. pp. 1-3. doi:10.1177/18479790221112548
Petrou, P., Demerouti, E., Peeters, M. C. W., Schaufeli, W. B., & Hetland, J. (2012). Crafting a job on a daily basis : contextual correlates and the link to work engagement. Journal of Organizational Behavior. Vol. 33(8). pp. 1120-1141.
Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment: A meta-analytic review. The Journal of Applied Psychology, 96(5), 981–1003. doi:10.1037/ a0022676 PMID:21443317
Stillman, D., & John Stillman. (2018). Generasi Z: Memahami Karakter Generasi Baru yang Akan Mengubah Dunia Kerja. Jakarta: PT Gramedia Pustaka Utama
Tang, S., Zhang, G., & Wang, H. J. 2020. Daily Empowering Leadership and Job Crafting: Examining Moderators. International Journal of Environmental Research and Public Health. Vol.17(16). pp.5756. https://doi.org/10.3390/ijerph17165756
Thun, S., & Bakker, A. B. (2018). Empowering leadership and job crafting: the role of employee optimism. Stress and Health. pp. 1-9. doi:10.1002/smi.2818.
Tore, E. Effects of Intrinsic Motivation on Teacher Emotional Labor: Mediating Role of Affective Commitment. Int. J. Progress. Res. Educ. 2020, 16, 390–403.
Wang, Z., Meng, L., & Cai, S. (2019). Servant leadership and innovative behavior: a moderated mediation. Journal of Managerial Psychology, 34(8), 505–518. doi:10.1108/jmp-11-2018-0499
Ye, P., Liu L & Tan, J. (2022) Influence of leadership empowering behavior on employee innovation behavior: The moderating effect of personal development support. Front. Psychol. 13:1022377. doi: 10.3389/fpsyg.2022.1022377
Xin X, Cai W, Gao X & Liu T (2021) Will Job Crafters Stay or Leave? The Roles of Organizational Instrumentality and Inclusive Leadership. Frontiers Psychology. Vol (12). doi: 10.3389/fpsyg.2021.743828
Zhang, T., & Li, B. (2020). Job crafting and turnover intention: The mediating role of work engagement and job satisfaction. Social Behavior and Personality: An International Journal. Vol. 48(2). pp. 1–9. doi:10.2224/sbp.8759
Zhang, X., & Bartol, K. M. (2010). Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement. Academy of Management Journal, 53(1), 107–128. doi:10.5465/
Published
2025-11-15
How to Cite
Hulu, P. (2025). PERANAN EMPOWERING LEADERSHIP TERHADAP THRIVING AT WORK DAN JOB CRAFTING SERTA DAMPAKNYA PADA TURNOVER INTENTION KARYAWAN GENERASI Z. JUBISMA, 7(2), 86 - 95. https://doi.org/10.58217/jubisma.v7i2.228
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