Pengaruh employee engagement terhadap peningkatan kinerja grup retail risk pt bank mandiri tbk

Wiseto, Artody (2016) Pengaruh employee engagement terhadap peningkatan kinerja grup retail risk pt bank mandiri tbk. Masters thesis, Institut Pertanian Bogor.

Preview	Text E49-01-Wiseto-Cover.pdf - Published Version Download (1MB) | Preview
Preview	Text E49-02-Wiseto-Ringkasan.pdf - Published Version Download (1MB) | Preview
Preview	Text E49-03-Wiseto-Summary.pdf - Published Version Download (1MB) | Preview
Preview	Text E49-05-Wiseto-Pendahuluan.pdf - Published Version Download (978kB) | Preview
Preview	Text E49-04-Wiseto-Daftarisi.pdf - Published Version Download (1MB) | Preview
	Text Tesis.pdf Restricted to Registered users only Download (1MB)

Abstract

Employee Engagement is an emotional sense of engagement within the employee towards their jobs, the organization, in which they are well-motivated, and their abilities to give their best for the benefit of the organization and theirselves. Retail Risk Group of PT Bank Mandiri TBK is adopted the Employee Engagement program in order to decrease the turnover amount within their employees. The Retail Risk Group of Bank Mandiri also benefitted from the program since it increases Bank Mandiri’s performance so it can be competitive enough in banking business in the future. The objective of this research is to ascertain the condition of Retail Risk Group of Bank Mandiri, its obstacles during the implementation of Employee Engagement program, factors that creates it, and its relation with the performance of Bank Mandiri’s Retail Risk Group. The Result is within the period of 2012 – 2014, the Retail Risk Group of Bank Mandiri increased in performance, within the application of Employee Engagement Program. The Key Performance indicator that used by Retail Risk Group of Bank Mandiri is balance scorecard. Balance scorecard is used by retail risk group of Bank Mandiri because it can indicates company’s performance not only from financial perspectives. The excellence of Balance Scorecard is it has four perspective in assessing performance; financial perspective, customer perspective, internal process business perspective, and learning and growth perspective. The use of balance scorecard as key performance indicator depends on the data possessed and the purpose of the research. This research uses multiple linear regression. Within it there are primary and secondary data. Primary data is obtained by distributed questionnaire among 68 employees that worked in Retail Risk Group’s Head Office of Bank Mandiri in Jalan MH Thamrin No. 5, Jakarta. Secondary data is attained from Retail Risk Group’s performance data within the period of 2012 – 2014. The respondents of this research are practitioner, relationship manager, team leader, centre manager, and departement head. The purpose is for this research to be able to give comprehension between each managerial level. In this research respondents will evaluate themselves, their superiors, and the board of managements which are DCOR, Regional Risk, and Retail Risk Senior Executive Vice President. The result of the analysis indicates that each individuals, manager, and executive as employee engagement factors give positive impacts to performance enhancement of Retail Risk Group of PT Bank Mandiri, in which managers and their leadership-style holds the highest factor in the creation of employee engagement in Retail Risk group of Bank Mandiri – Head Office. The conclusion of this research is that individuals, managers, and executives that has self-concept, leadership-style, anda organizational leadership as factors of employee engagement give 66,3 percents on performance’s enhancement of Retail Risk Group of Bank Mandiri. While the rest 33,7 percents is resulted by other variables. Suggestion of this research for Retail Risk Group of Bank Mandiri is that employee engagement that comes from each individuals is needed and executives need to focus more on the employee’s performance enhancement. The more attachments employee feels towards the company, the more efficient the cost needed to be paid by the company in the future. Researcher suggests that for the next, profound research is needed in order to find other factors that may creates employee engagement besides individual factors, managers, and executives.

Actions (login required)

View Item