Pengaruh Talent Management dan Knowledge Management pada Kinerja Pegawai dengan Mediasi Work Engagement di PT PLN (Persero)

Ramdhani, Muhammad Hanif (2025) Pengaruh Talent Management dan Knowledge Management pada Kinerja Pegawai dengan Mediasi Work Engagement di PT PLN (Persero). Masters thesis, Institut Teknologi Sepuluh Nopember.

Text 6010231069-Master_Thesis.pdf - Accepted Version Restricted to Repository staff only Download (5MB) | Request a copy

Abstract

PT PLN (Persero) sebagai perusahaan penyedia energi listrik nasional menghadapi tantangan besar dalam menjaga keandalan pasokan dan meningkatkan produktivitas di tengah tuntutan transformasi digital dan transisi energi bersih. Tantangan ini menuntut pengelolaan sumber daya manusia yang tidak hanya bersifat administratif, tetapi juga mampu membangun keterlibatan psikologis pegawai terhadap pekerjaan mereka. Dalam konteks ini, strategi pengelolaan talenta (talent management) dan manajemen pengetahuan (knowledge management) menjadi dua kapabilitas penting yang diprediksi berpengaruh terhadap kinerja pegawai, terutama apabila dimediasi oleh tingkat work engagement (WE) yang tinggi. Penelitian ini bertujuan untuk menganalisis pengaruh TM dan KM terhadap kinerja pegawai dengan WE sebagai variabel mediasi. Metode yang digunakan adalah pendekatan kuantitatif dengan teknik Partial Least Squares Structural Equation Modeling (PLS-SEM) untuk menguji hubungan langsung dan tidak langsung antar variabel. Data dikumpulkan melalui kuesioner dengan instrumen terstandar dari penelitian sebelumnya, termasuk TM (Yener et al., 2017), KM (Karamitri et al., 2020), WE (Schaufeli et al., 2006), dan kinerja pegawai (Koopmans et al., 2014). Hasil penelitian menunjukkan bahwa WE berperan sebagai mediator yang signifikan antara TM dan KM terhadap kinerja pegawai. TM dan KM terbukti meningkatkan WE, sementara WE secara langsung berkontribusi terhadap peningkatan kinerja tugas (task-oriented performance) dan penurunan perilaku kontraproduktif (counterproductive work behavior). Implikasi praktis dari temuan ini merekomendasikan agar PLN mengintegrasikan TM dan KM ke dalam program-program peningkatan WE, seperti budaya kerja kolaboratif, pelatihan berbasis makna kerja, dan sistem penghargaan yang membangkitkan keterlibatan emosional. Secara teoritis, studi ini memperkaya literatur SDM dengan menegaskan peran strategis WE sebagai penghubung antara praktik manajerial dan hasil kinerja dalam sektor energi publik.
==================================================================================================================================
PT PLN (Persero), as Indonesia’s national electricity provider, faces significant challenges in maintaining power reliability and improving organizational productivity amidst demands for digital transformation and a shift toward clean energy. These challenges require human resource management (HRM) approaches that go beyond administrative procedures and foster employees’ psychological engagement with their work. In this context, talent management (TM) and knowledge management (KM) are two critical organizational capabilities expected to influence employee performance, particularly when mediated by high levels of work engagement (WE). This study aims to examine the influence of TM and KM on employee performance, with WE as a mediating variable. A quantitative approach using Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed to test both direct and indirect relationships among variables. Data were collected through questionnaires using validated instruments from prior research, including TM (Yener et al., 2017), KM (Karamitri et al., 2020), WE (Schaufeli et al., 2006), and employee performance (Koopmans et al., 2014). The results indicate that WE plays a significant mediating role between TM and KM and employee performance. Both TM and KM positively affect WE, while WE directly enhances task-oriented performance and reduces counterproductive work behavior. The practical implications suggest that PLN should integrate TM and KM into initiatives that enhance WE—such as promoting collaborative work culture, implementing purpose-driven training, and designing reward systems that foster emotional engagement. Theoretically, this study contributes to HRM literature by confirming the strategic role of WE as a critical mechanism linking managerial practices to performance outcomes in the public energy sector.

Item Type:	Thesis (Masters)
Uncontrolled Keywords:	Talent Management, Knowledge Management, Work Engagement, Kinerja Pegawai, PLS-SEM
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD30.2 Knowledge management.
Divisions:	Faculty of Industrial Technology and Systems Engineering (INDSYS) > Industrial Engineering > 26101-(S2) Master Thesis
Depositing User:	Muhammad Hanif Ramdhani
Date Deposited:	17 Jul 2025 05:45
Last Modified:	17 Jul 2025 05:45
URI:	http://repository.its.ac.id/id/eprint/119325

Actions (login required)

View Item