Samuel Pambudi, Melitina Tecoalu

Pengaruh Flexi-time dan Transformational Leadership Terhadap Employee Loyalty yang Dimediasi oleh Job Satisfaction pada Karyawan Generation Y

Introduction

Pengaruh flexi-time dan transformational leadership terhadap employee loyalty yang dimediasi oleh job satisfaction pada karyawan generation y. Menguji flexi-time & kepemimpinan transformasional pada loyalitas karyawan Gen Y, dimediasi kepuasan kerja. Hasil: keduanya positif pada loyalitas, namun kepuasan kerja tidak memediasi.

Abstract

Penelitian ini adalah penelitian kuantitatif yang bertujuan untuk menguji pengaruh flexi-time dan transformational leadership terhadap employee loyalty dengan job satisfaction sebagai variabel mediasi. Sampel penelitian adalah 100 orang karyawan pusat PT Tobasada yang lahir pada tahun 1981 hingga 1999. Data penelitian diperoleh melalui kuesioner dari responden yang terpilih dengan metode random sampling. Analisis data dalam penelitian ini adalah SEM-PLS dengan menggunakan program SmartPLS 3.2.8. Hasil analisis menunjukkan bahwa flexi-time dan transformational leadership berpengaruh positif terhadap employee loyalty pada karyawan Gen Y. Kemudian transformational leadership berpengaruh positif terhadap job satisfaction. Tetapi job satisfaction tidak berpengaruh terhadap employee loyalty. Selain itu, ditemukan pula bahwa job satisfaction tidak memediasi pengaruh flexitime maupun transformational leadership terhadap employee loyalty. Kata kunci : flexi-time, transformational leadership, job satisfaction, employee loyalty, generation y

Review

This quantitative study investigates the influence of flexi-time and transformational leadership on employee loyalty among Generation Y employees, with job satisfaction hypothesized as a mediating variable. Focusing on 100 employees at PT Tobasada, the research employs a clear empirical approach, utilizing questionnaires and SEM-PLS analysis via SmartPLS 3.2.8. The topic is particularly timely and relevant given the increasing presence of Generation Y in the workforce and the growing organizational interest in flexible work arrangements and leadership styles to foster loyalty. The study's clear objective to understand these complex relationships positions it as a potentially valuable contribution to human resource management literature, especially within the Indonesian context. The methodology, while concisely described, indicates a structured approach to data collection and analysis, including random sampling and the use of a robust statistical method like SEM-PLS. The findings reveal direct positive effects of both flexi-time and transformational leadership on Gen Y employee loyalty, which aligns with much of the existing literature regarding contemporary work arrangements and effective leadership. Interestingly, transformational leadership also positively impacts job satisfaction. However, a significant finding, contrary to many established models, is the lack of a direct positive influence of job satisfaction on employee loyalty, and consequently, its inability to mediate the relationships between flexi-time/transformational leadership and employee loyalty. This unexpected result is noteworthy and warrants deeper exploration within the full paper. While the research provides clear insights, some aspects could benefit from further detail and discussion. The sample size of 100, drawn from a single company, might limit the generalizability of the findings, especially when using SEM-PLS. The paper would be strengthened by a more thorough discussion of the theoretical implications of the non-significant mediation role of job satisfaction, perhaps exploring alternative mediating mechanisms or contextual factors specific to Gen Y or the organizational culture of PT Tobasada. Future research could consider larger and more diverse samples, potentially incorporating longitudinal designs or qualitative elements to gain a richer understanding of these dynamics. Nevertheless, this study offers practical implications for organizations seeking to enhance Gen Y loyalty through tailored leadership and flexible work strategies, even if job satisfaction's role is not as direct as often assumed.

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