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Determining Relative-Importance of the Drivers of Employee Engagement, Enablement, and Empowerment using Analytic Hierarchy Process for Developing Sustainable Employee Excellence in Manufacturing Environment in Indonesia
Permana I.a, Tjakraatmadja J.H.a, Larso D.a, Wicaksono A.a
a School of Business and Management, Bandung Institute of Technology, Indonesia
[vc_row][vc_column][vc_row_inner][vc_column_inner][vc_separator css=”.vc_custom_1624529070653{padding-top: 30px !important;padding-bottom: 30px !important;}”][/vc_column_inner][/vc_row_inner][vc_row_inner layout=”boxed”][vc_column_inner width=”3/4″ css=”.vc_custom_1624695412187{border-right-width: 1px !important;border-right-color: #dddddd !important;border-right-style: solid !important;border-radius: 1px !important;}”][vc_empty_space][megatron_heading title=”Abstract” size=”size-sm” text_align=”text-left”][vc_column_text]© 2015, Mediterranean Center of Social and Educational Research. All rights reserved.Having a high-performing business culture is a competitive advantage for businesses to thrive in today’s business dynamics. Every employee, through her/his actions, can make the culture stronger or weaker. Previous studies revealed that how engaged, how enabled, and how empowered employees were in day-to-day work activities influenced their excellence at work. This paper discusses the results of a study aimed at determining the relative-importance of the drivers of employee engagement, enablement, and empowerment, based a framework proposed in a previous study. The framework incorporated constructs of engagement, enablement, and empowerment for building and sustaining employee excellence in manufacturing organizations in Indonesia. This study assessed the relative-importance by conducting pairwise comparisons and analytic hierarchy processes. Further confirmation was then done with a quadrant analysis of importance-vs-observance. The findings revealed that being confident of own future in the organization, supportive working environment, and superior’s willingness to delegate are respectively the most important drivers for engaging, enabling and empowering employees. The results provide empirical basis for making decisions and taking action on the most important factors for influencing employee engagement, enablement, and empowerment, in an effort to understand how to pave the way for developing employee excellence.[/vc_column_text][vc_empty_space][vc_separator css=”.vc_custom_1624528584150{padding-top: 25px !important;padding-bottom: 25px !important;}”][vc_empty_space][megatron_heading title=”Author keywords” size=”size-sm” text_align=”text-left”][vc_column_text][/vc_column_text][vc_empty_space][vc_separator css=”.vc_custom_1624528584150{padding-top: 25px !important;padding-bottom: 25px !important;}”][vc_empty_space][megatron_heading title=”Indexed keywords” size=”size-sm” text_align=”text-left”][vc_column_text]Analytic hierarchy processes,Empowerment,Enablement,Engagement,Relative-importance[/vc_column_text][vc_empty_space][vc_separator css=”.vc_custom_1624528584150{padding-top: 25px !important;padding-bottom: 25px !important;}”][vc_empty_space][megatron_heading title=”Funding details” size=”size-sm” text_align=”text-left”][vc_column_text][/vc_column_text][vc_empty_space][vc_separator css=”.vc_custom_1624528584150{padding-top: 25px !important;padding-bottom: 25px !important;}”][vc_empty_space][megatron_heading title=”DOI” size=”size-sm” text_align=”text-left”][vc_column_text]https://doi.org/10.5901/mjss.2015.v6n3s2p600[/vc_column_text][/vc_column_inner][vc_column_inner width=”1/4″][vc_column_text]Widget Plumx[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row][vc_column][vc_separator css=”.vc_custom_1624528584150{padding-top: 25px !important;padding-bottom: 25px !important;}”][/vc_column][/vc_row]