Pengaruh servant leadership, manajemen talenta dan sistem remunerasi terhadap kinerja maturitas dengan mediasi organizational deviant behavior
Info Katalog
File Repositori
Penerbit : FEB - Usakti
Kota Terbit : Jakarta
Tahun Terbit : 2026
Pembimbing 1 : Etty Murwaningsari
Pembimbing 2 : Juniati Gunawan
Kata Kunci : Servant Leadership, Talent Management, Remuneration System, Maturity Performance, and Organizational
Status Posting : Published
Status : Lengkap
File Repositori
| No. | Nama File | Hal. | Link |
|---|---|---|---|
| 1. | 2026_DS_DIE_221022114012_Halaman-Judul.pdf | 16 | |
| 2. | 2026_DS_DIE_221022114012_Surat-Pernyataan-Revisi-Terakhir.pdf | 1 | |
| 3. | 2026_DS_DIE_221022114012_Surat-Hasil-Similaritas.pdf | 1 | |
| 4. | 2026_DS_DIE_221022114012_Halaman-Pernyataan-Persetujuan-Publikasi-Tugas-Akhir-untuk-Kepentingan-Akademis.pdf | 1 | |
| 5. | 2026_DS_DIE_221022114012_Lembar-Pengesahan.pdf | 4 | |
| 6. | 2026_DS_DIE_221022114012_Pernyataan-Orisinalitas.pdf | 1 | |
| 7. | 2026_DS_DIE_221022114012_Formulir-Persetujuan-Publikasi-Karya-Ilmiah.pdf | 1 | |
| 8. | 2026_DS_DIE_221022114012_Bab-1.pdf | 30 | |
| 9. | 2026_DS_DIE_221022114012_Bab-2.pdf |
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| 10. | 2026_DS_DIE_221022114012_Bab-3.pdf |
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| 11. | 2026_DS_DIE_221022114012_Bab-4.pdf |
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| 12. | 2026_DS_DIE_221022114012_Bab-5.pdf | 14 | |
| 13. | 2026_DS_DIE_221022114012_Daftar-Pustaka.pdf | 20 | |
| 14. | 2026_DS_DIE_221022114012_Lampiran.pdf |
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T Tujuan - penelitian ini bertujuan untuk menguji pengaruh servant leadership, manajemen talenta, dan sistem remunerasi terhadap kinerja maturitas badan layanan umum (blu), dengan organizational deviant behavior (odb) sebagai variabel mediasi, serta budaya organisasi, sistem pengendalian internal, dan teknologi informasi sebagai variabel kontrol.metode penelitian - penelitian menggunakan pendekatan kuantitatif dengan partial least square – structural equation modeling (pls-sem). data primer dikumpulkan melalui kuesioner pada 121 blu di pulau jawa. uji hipotesis dilakukan dalam pengujian pengaruh langsung dan tidak langsung antara variabel independen, dependen dan mediasi. uji sensitivitas dilakukan untuk mendapatkan hasil pengaruh antara indikator variabel pada pengukuran lama dibandingkan dengan indikator yang memiliki kebaruan. uji ekspansi dilakukan dengan pendekatan telaah dimensi dan pendekatan tipologi kepemilikan total aset.hasil - hasil penelitian menunjukkan bahwa servant leadership berpengaruh negatif terhadap odb dan berpengaruh positif terhadap kinerja maturitas. sistem remunerasi juga berpengaruh positif terhadap kinerja maturitas, sementara odb terbukti berpengaruh negatif terhadap kinerja maturitas. sebaliknya, manajemen talenta tidak berpengaruh baik terhadap odb maupun kinerja maturitas. pengujian mediasi menemukan bahwa odb memediasi sebagian hubungan servant leadership terhadap kinerja maturitas, namun tidak memediasi manajemen talenta maupun sistem remunerasi.pada uji sensitivitas dibuktikan bahwa dimensi kebaruan pada variabel servant leadership memperkuat validitas model dalam penelitian. selanjutnya, uji ekspansi dengan pendekatan telaah dimensi menunjukkan dari 8 dimensi servant leadership, 2 dimensi berpengaruh terhadap odb dan 6 tidak berpengaruh, namun 4 dimensi servant leadership berpengaruh terhadap kinerja maturitas dan 4 tidak berpengaruh. uji ekspansi dengan pendekatan tipologi kepemilikan total aset membuktikan bahwa tidak adanya perbedaan yang signifikan dengan model penelitian utama, namun terdapat tambahan 1 hipotesis yang diterima pada uji ekspansi ini yakni pada aset > 300 miliar, variabel manajemen talenta berpengaruh terhadap odb, sehingga dari tujuh hipotesis, 5 hipotesis diterima. temuan ini menegaskan bahwa servant leadership, remunerasi berbasis kinerja, serta pengendalian perilaku menyimpang merupakan faktor kunci dalam mendorong peningkatan maturitas kinerja blu. implikasi - penelitian ini berimplikasi praktis bagi perumusan kebijakan dan monitoring pengelolaan blu yang akuntabel dan berkelanjutan, serta memberi kontribusi akademis dalam pengembangan instrumen pengukuran servant leadership yang lebih kontekstual di sektor publik indonesia.orisinalitas – memiliki kontribusi dalam pengukuran servant leadership dengan menambahkan 2 dimensi yaitu dimensi personal leadership dengan 3 indikator di antaranya: 1) pengembangan kompetensi diri; 2) relasi dan networking; dan 3) memberikan keteladanan (role model) dan etika kepemimpinan dengan 4 indikator di antaranya: 1) keterbukaan informasi publik; 2) transparansi dalam pengambilan keputusan; 3) whistleblowing system sebagai komitmen menjaga integritas; dan 4) integrasi etika dalam proses pengadaan barang dan jasa serta memodifikasi indikator dari dimensi responsible morality dengan menambahkan indikator yang berkaitan dengan pro-environmental behavior (per-11 tahun 2021) sebanyak 3 indikator di antaranya 1) adapting work process; 2) participation in green initiative; dan 3) fasilitas untuk menciptakan green workplace.
O Objectives - this study aims to examine the effects of servant leadership, talent management, and remuneration systems on the maturity performance of public service agencies (badan layanan umum/blu), with organizational deviant behavior (odb) as a mediating variable, and organizational culture, internal control systems, and information technology as control variables.research methods - this study adopts a quantitative design employing partial least squares–structural equation modeling (pls–sem). primary data were collected via questionnaires from 121 public service agencies (badan layanan umum, blu) located on java. hypotheses were evaluated by estimating both direct and indirect effects among the independent, dependent, and mediating variables. sensitivity analyses were undertaken to assess the robustness of effect estimates when contrasting legacy measurement indicators with newly proposed indicators. expansion analyses were conducted using a dimensional analysis approach and an ownership typology based on total asset holdings.the findings - the results indicate that servant leadership has a negative effect on organizational deviant behavior (odb) and a positive effect on performance maturity. the remuneration system also exerts a positive effect on performance maturity, whereas odb negatively affects performance maturity. conversely, talent management has no effect on either odb or performance maturity. mediation testing shows that odb partially mediates the relationship between servant leadership and performance maturity, but does not mediate the effects of talent management or the remuneration system.in the sensitivity analysis, the inclusion of a novel dimension within the servant leadership construct strengthened the model’s validity. the expansion analysis using a dimension-by-dimension approach reveals that, of the eight dimensions of servant leadership, two influence odb and six do not; however, four dimensions affect performance maturity and four do not. an additional expansion analysis based on a total-asset ownership typology shows no significant differences from the main research model, yet supports one additional hypothesis: for entities with assets > 300 billion, the talent management variable influences odb. accordingly, five of the seven hypotheses are supported. these findings underscore that servant leadership, performance-based remuneration, and the mitigation of deviant behavior are key drivers of enhanced performance maturity in blu.implications - the study provides practical implications for designing accountable and sustainable blu governance policies, while also offering academic contributions through the development of a more contextualized servant leadership measurement instrument in indonesia’s public sector.originality - this study contributes to the measurement of servant leadership by adding two dimensions: (1) a personal leadership dimension with three indicators— (a) development of personal competencies; (b) relationships and networking; and (c) serving as a role model; and (2) a leadership ethics dimension with four indicators— (a) public information disclosure; (b) transparency in decision-making; (c) a whistleblowing system as a commitment to maintaining integrity; and (d) the integration of ethics into the goods and services procurement process. the study also refines the responsible morality dimension by adding three indicators related to pro-environmental behavior (per-11/2021): (a) adapting work processes; (b) participation in green initiatives; and (c) provision of facilities to create a green workplace.
