INTRODUCTION BACKGROUND The service sector is one of the most affecting factors in the growth of world economy

INTRODUCTION BACKGROUND The service sector is one of the most affecting factors in the growth of world economy. It is also quite crucial to improving the productivity, efficiency, and competitiveness of other sectors. In The ASEAN countries, the service sector has a smaller role than in developed countries. Indonesias service sector has emerged as a new source of growth. While the industry has always been the largest in the Indonesian economy, several changes have taken place during the last three decades of economic development. Along with the economys structural transformation from the agricultural-based economy to manufacturing and later to a services-based economy, the service sectors contribution to Indonesias GDP has increased from 40.08 in 2006 to 43.66 in 2016 (Damuri, 2016). The type of service sector in Indonesia can be categorized as transportation and warehousing, finance and insurance, services business, social and personal services of the community, education, human health activities, social activities, and other services (Badan Pusat Statistik Kota Bandung, 2017). In Bandung, the contribution of other services for the economy of Bandung is more than 3 percent in the last five years and continues to increase from 3.11 percent in 2012 to 3.45 percent in 2016. Similarly, the rate of economic growth, from year to year also increased (Badan Pusat Statistik Kota Bandung, 2017). One of service sectors that have been growth in Indonesian society is MICE Meetings, Incentives, Conventions and Exhibitions (ICCA, 2017). One of the most MICE sectors that important to being studied is Wedding Organizer (WO). Wedding Organizer is a service industry that growth due to changes in culture, lifestyle, and financial establishment. In Bandung, the WO which currently registered since 1990 until 2012 was 22 WO, making the aspect of the Bandung economic developed. Bandung as the fashion city, have the lifestyle community which makes the Wedding Organizer company growth significantly (Samoedra, 2012). Pride Wedding Organizer was one of the Wedding Organizer in Bandung which founded in August 2011. PWO has three values professional, different, and dependable. The values described in each team members characteristic (Pride Organizer, 2017). PWO employed their employee as part-timer employee due to the form of PWO which organized the wedding, so they did not have fix work-time (Marianna, 2018). The researchers conducted an interview with the owner and the manager of HRD of PWO, and found a problem which became crucial PWO has a high turnover and abstains on their employees. High turnover and abstain affected to the event that the PWO handled. There was a lack of employees in the event because the employees who available did not match with the number of employees that needed. When the problem occurs, the performance decreased so PWO should push the employee to join the event and sometimes they took the employee who has low performance due to full fill the number of employees needed. Besides, due to PWO employed their employees as part-time employee, so their employees were free to choose the event that they want to work in and since PWO did not make any work agreement, so their employees did not have any cleared duties. Based on the interview with the HRD Manager, the reason why there were many of the employees who did not want to join the event was that of their priority which not to be put on the PWO and the owner stated that the problem was occurred because of the low employee engagement level of the part-time employee. PROBLEM STATEMENT As the performance decreased, part-time employees in PWO need to be engaged. All of the employees in PWO were hired as the part-time employee, so the employee engagement of PWO was essential to be analyzed and improved. High employee engagement will boost the performance to be right and vice versa, low engagement will affect the low performance. At the extreme condition, there will be the worst whereby there is no performance because there are no employees perform. RESEARCH OBJECTIVE Based on the business issue, this research aimed to analyze and improve the employee engagement level. This research analyzed the gap between the employees engagement factors by measuring their level of employee engagement comparing to the owner expectation. By the result of the analysis, the owner could recognize which element that needs to be focused. Furthermore, the consequence of this research will help PWO develop the actions to improve their employee engagement level. RESEARCH QUESTION This study attended some research questions as follow What is the employee engagement factors that affect the part-time employees in PWO What is the gap between the current employee engagement level and the owners expectation in the PWO How to improve the level of part-time employee engagement in PWO SCOPE AND LIMITATION This research will be done on The PWO with the respondents were only the part-timer employees exclude the management of The PWO. This research focused on a wedding organizer industry, limiting the generalizability of the study. Findings may be sensitive to the other sectors, types of occupations or the particular organization studied. WRITING STRUCTURE This stage was consisted of the briefly explanation about the content of every chapter. This study consisted of five chapters that will be explained as below Chapter I Introduction This chapter described the background of the research, as well as the problem arose in the research topic, objectives, and the scope of the research. Chapter II Literature Review This chapter provided relevance the theories related to the topic, as the basic foundation for conducting the research Chapter III Methodology A detailed methodology to address the research is elaborated in this chapter. The methodology is a comprehensive review of systematical steps taken to conduct the research. Graphs and flowcharts are used to illustrate the research process. Chapter IV Data Analysis In this chapter, the data that already collected and the way data is being analyzed using tools stated in previous chapter Chapter V Conclusion and Recommendation The concluding chapter incorporates a discussion of results and final conclusions. The description of the research results also conclude to further improvements proposed to the PWO. CHAPTER II LITERATURE REVIEW Based on the problems involved in Chapter I, the literature review of theories on employee engagement and performance is required. The explanation of the theory will be explained in Chapter II. EMPLOYEE ENGAGEMENT Definition There were several definitions of Employee Engagement. Development Dimensions International (DDI) defined engagement as how people enjoyed and believe that what they did and felt valued for doing that job (Yang, 2014). Aon Hewitt defined engagement is the state in which individuals are emotionally and intellectually committed to the organization as measured by three primary behaviors Say, Stay and Strive (Macey, 2015), and Gallup Organization defined engaged employees as those who are involved in, enthusiastic about and committed to their work and workplace (Gallup, 2004). Based on the three definitions above, concluded that Engagement is the condition where people loved and committed to their job which can be proved in several ways. Outcomes of Employee Engagement EMPLOYEE ENGAGEMENT RELATED TO PERFORMANCE Employee engagement was essential for every company. As the critical part of organization success, employee engagement can predict the employee outcomes, organizational success, and the financial performance. Employee who engaged will do the best performance for their company so that the company would success. Employee Engagement depends on four major conditions in the workplace the culture of organization, continuous reinforcement of people focused policies, meaningful metrics and the organizational performance (Patro, 2013), while the performance affected by the improving retention, customer loyalty, productivity, safety, and ultimately, profitability (Insync Surveys, 2012) and leads to pride, job satisfaction, trust and a sense of belongingness to the organization (Patro, 2013). CONCEPTUAL MODEL OF EMPLOYEE ENGAGEMENT Gallup Organization Gallup measure the employee engagement by the employees responses for the Q12 survey conducted by Gallup Organization which created by thousands of interviews in every level of organization, in most industries, and in several country. These elements were consisted of twelve elements in the workplace which lead to the performance outcomes Expectations, Materials Equipment, Opportunity, Recognition, Cares About Me, Developments, Options count, Mission, Quality, Best Friend, Progress, and Learn Grow. This study reported that there were nine performance outcomes Customer ratings, Profitability, Productivity, Turnover, Safety Incidents, Shinkage, Absenteeism, Patient Safety Incidents, and Quality. These twelve elements represent four stage of employee engagement Basic needs, Management support, Teamwork, and Growth. The first stage item number one to two represent the basic needs of the employees. When the employees start their new role, they will questioned What do I get. In the second stage item number three to six, the employees think about the individual contribution and consider how other people respect their job. Management support was important in this stage because manager usually create the value preposition. After the employees passed the two stages, their perspective become wider and start to evaluate their relationship with the organization. In this stage item number seven to ten, the employees will ask themselves Do I belong. Then, in the fourth stage, consist of item number eleven to twelve, the employees want to make improvement, learn, grow, innovate, and apply their new ideas. These four stages will help the manager to evaluate their performance and focused their effort in the most relevant area which needed. Gallup also divided employees into three categories of employee engagement Engaged Employees work with passion and feel a profound connection to their company, drive innovation and move the organization forward. Not Engaged Employees are essentially checked out., putting time but not energy or passion into their work. Actively Disengaged Employees are unhappy at work busy acting out their unhappiness, and undermine what their engaged coworkers accomplish (Gallup, Inc., 2004). Aon Hewitt Figure xx Aon Hewitt mentioned the Engagement is the outcome of an employees work experience, which divided into six items quality of life, work, company practices, total rewards, opportunities, and people. Aon Hewitt defined the engaged employee as the one who is Say, Stay, and Strive which will be explained as below Say Saying positive things about the organization and act as advocates the employees would not hesitate to recommend the organization to their friend who seeking employment and tell others about things about working at the organization. Stay Intend to stay at their organization for a long time the employees feel there will be a lot to get them to leave the organization and rarely think about leaving the organization to work somewhere else. Strive Motivate to strive, give best efforts to help the organization succeed the employees inspired by the organization to do their best work every day and motivated by the organization to contribute more than is normally required to complete their work (Aon Hewitt, 2017). Aon Hewitt already analyzed the weight for the 15 employee engagement core factors and showed the highest drivers for the overall engagement. According to their study, Say will boosted by hired great talent and suitable skills to contribute Stay by focused on improving career opportunity perception in the organization and make sure that the employees get the reward and suitable recognition and Strive by provided the clear objective of the organization and how the employees performance will affect to the organization (Kohn, 2015). DDI DDI specialized in identify and develop the leader and help the organization to employ their employees better. DDI also build engaged, high-performing employee through the selection, development, and retention of best employees. It expertized in selection and hiring systems which could gather and analyze information to make well-informed hiring decisions with lasting impact, called AcqHireSM (Bernthal, 2005). Figure xx The Figure xxx, showed the value proposition of DDI which consist of four sequential components. The engagement driver was the component that builds the engaging workplace. The organization should employ the employees based on their capability, develop leader with the suitable skills, and support them by the strong system and strategy. After the engaging workplace created, the positive impact affected the employees, the employees loyalty builds to complete their individual and practical needs so that encourage them to stay in the organization. Furthermore, the engaging workplace will motivate the employees to work harder and put the extra effort to differentiate their organization with the others. In the end, the organization success engaged their employees and having the loyal customer, increasing retention, higher profit, and revenue growth (Wellins, 2015). The Employee Engagement measurement by DDI was called E3 which conduct of three core elements of engagement employees, leaders, and organizational systems and strategies (Graham, 2015). Those three factors were work in concert to build an engaging workplace. Even though engagement has many of drivers, the highest driver was the individual employee. DDI research also found that engagement was correlated to these six factors attachment to the job, agreeableness, emotional stability, openness to experience, achievement orientation, and self-efficacy (Wellins, 2015). SUMMARY Based on the three methods which already stated above, this study used the method of Gallup Organization. The focused of Aon Hewitt was measure the employees work experience, which divided into six items quality of life, work, company practices, total rewards, opportunities, and people which lead to the employee engagement, while The DDI was specialized in identify and develop the leader and help the organization to employ their employees better to create the engaged workplace. Since the problem of PWO was related to their performance the focused of Gallup which affect into the turnover and absenteeism the outcomes of Gallups study, so this study will use the Gallup Q12 method. CHAPTER III METHODOLOGY According to the research purpose and the literature review, researcher conduct research methodology to answer the research question that already mentioned before. The method of the research explained in Chapter 3. RESEARCH FRAMEWORK The study proposed the research framework as shown in Figure 3.1 as follow This research aims to analyze the gap between the owners expectation and part-time employee engagement level which affected to their performance. The data generated will be analyzed using quantitative methods. Then researcher developed a tool to be used and collect the data. After the respondent data collected, the researcher converted the interval form data and performed some tests. The first test is a validity test that aimed to test the validity of the data, if the data has passed the validity test then followed by the reliability test to test the reliable data. If the data does not pass the validity test reliability test, it will return to step data collection. After the data passed the reliability test followed by testing the classic assumption test, if the test data passed this test then it will be continued by analyzing data using Multi Linear Regression and if the data does not pass then the data analysis using General Linear Model. The processed data then will be analyzed by Radar Chart for conclusion and recommendation. Preliminary Study The preliminary study of the research was conducted by the prior journal. Furthermore, the researcher also did this stage by the interview with the owner and the Head of Human Resource of PWO. The result of preliminary study can be seen in Chapter I. Problem Identification This research begins by identifying the problem after conducting preliminary interview in PWO, as a result this research will analyze the gap of employee engagement level in PWO according to reduce the turnover. The result of problem identification can be seen in Chapter I. Literature Review Based on the problems identified in PWO, the researcher did the literature review of the theories. The focus of this literature was employee engagement, EE model, and the affect to performance. The result of literature review can be seen in Chapter II. DATA COLLECTION This data collection method consists of the respondents, the sampling method that used, and the type of questionnaire. Respondents This study is focused on PWO in Bandung, West Java. The target of the researchs respondents is the part-timer employees which amounted of 38 employees. The researcher will use only the part-time employees who work for the event, so researcher used the saturated sampling method to measure the valid result. Distribution Method For the objectives of this research, researcher used questionnaire as the tools method to collect the data. The questionnaire method was selected as the best method since this study used the Gallup Q12 Employee Engagement Model which used questionnaire as the model. Questionnaire Type The type of questionnaire that used was Internet-based Questionnaire. The researcher selected the Internet-based Questionnaire because of the presence of respondents who spread in various regions and the difficulty to find the same time. To make sure the validity of the respondents who fill out the questionnaire were the right respondents, the researcher already coordinated with the head of human resource and made the statement of truth in the questionnaire. DATA ANALYSIS This study analyzed data from several tests such as validity test, reliability test, classi c assumption test, either Multi Linear Regression or General Linear Test, and Radar Chart that will be explained as follow VALIDITY TEST The Validity test is applied to determine the validity a sampling if the question on the questionnaire is able to reveal something that will be measured by the questionnaire. This test is done by correlating the value of r count (correlated item-total correlations) with r table value. If the value of r arithmetic r table and positive value then the question is said to be valid (Ghozali, 2005). RELIABILITY The Normality test is to compare the cumulative distribution of the normal distribution with the cumulative distribution of the real data. Data can be said as a normal distribution if the significance value 0.5 (Ghazali, 2005) The Multicollinearity test aims to examine the correlation between independent variables regression model. The good model regression is not containing correlation between independent variables. Ghozali (2005) stated that to find multicollinearity is by seeing the value amount of Variance Inflation Factor (VIF) and value of tolerance. It can be said that there is no multicollinearity if the VIF 10.0 or the value of Tolerance 0.10 (Ghazali, 2005 The Heteroscedasticity test aims to test the variance regression model in which there is residual inequality in other observations. An appropriate regression model is when there is no difference between the variances. If the value of probabilitysignificance is more than 0.05, then the data is not containing heterocedascity (Ghazali, 2005). The Autocorrelation is defined as correlation between members of series of observations ordered in time in the time series data or space in the cross-sectional data. In the regression, the classical linear regression model assumes that such autocorrelation does not exist in the disturbance (Gujarati, 2004). GENERAL LINEAR MODEL Y a b1X1 b2X2 b3X3 bpXp Description Y Dependent Variable a Constanta, the value of Y when all of the independent variables are equal to zero b b1 though bp is p distinct independent or predictor variables X x1 through xp is the estimated regression coefficients (LaMorte, 2016) GAP ANALYSIS This study uses Radar Chart as the gap analysis tools. Radar Chart is a graphical method of displaying multivariate data in the form of a two-dimensional chart of three or more quantitative variables represented on axes starting from the same point (Nowicki Merenstein, 2017), so the gap between the employee engagement level and The Management will be clearly seen. The result of the radar chart will help the researcher and The Management to analyze the condition and determine the recommendations. CONCLUSION RECOMMENDATION By passed the steps of data collection, the conclusion were made and the recommendation to answer the research objective on the Chapter I. CHAPTER IV DATA ANALYSIS This chapter consisted of the result from the methodology that has been mentioned in the previous chapter. For this research, 38 online questionnaires were distributed to the part-timer in PWO. Respondent Demography Below is the analysis of the respondent demography obtained from the results of the online questionnaire in PWO which consisted of gender, age, educational background, domicile, and primary job. 4.1.1 Gender Figure 4.1 Gender As shown in Figure 4.1, from 38 respondents, 30 of the total respondents are female with a percentage of 79.9. The remaining of 8 respondents is male with a percentage of 21.1. The female was dominated the respondent demography because PWO preferred to recruit female instead of male since female will more close to the client to do some jobs, such as helping the bride to manage her gown, etc. Furthermore, male tend to looking for full-time job in order to complete their family needs, since male as the head of family has more responsibility than female. 4.1.2 Age From the Figure 4.2, it is shown that most respondents were in the age range of 21-30 years old, which amounted to 34 respondents with a percentage of 89.5. Then, the remaining 3 respondent age was 15-20 years old with a percentage of 7.9, and 1 respondent was more than 30 years old with a percentage of 2.6. Figure 4.2 Age This amount caused by PWO preferred to recruit the age of between 21-30 years old, since PWO need employee who has the maturity of thinking which is on the range of 21-30 years old. People older than 30 years old probably tend to looking for the full-time job and they were not interested in the part-timer job because they focused on their family. 4.1.3 Domicile Based on Figure 4.3, the dominant respondents came from Bandung with 35 respondents or a percentage of 92.1, from Jabodetabek with a percentage of 5.3 or 2 respondents and last from Semarang with a percentage of 2.6 or 1 respondent. Figure 4.3 Domicile Since the PWO was located in Bandung, so the most part-timer was lived in Bandung. 4.1.4 Primary Job Based on Figure 4.4, the most respondents in this study are the private employee with a number of respondents 20 or 52.6. Furthermore, the second largest is students with a percentage of 39.5 or 15 respondents, the entrepreneur with 2 respondents or 5.3, and another job with 1 respondent or 2.6. Figure 4.4 Primary Job PWO preferred to recruit the employee as their primary job instead of students, because of employee more stable and has more mature thinking to face problems. The dominated primary job was private employee which has the weekdays – working time, since PWO hired them only for weekend -Saturday Sunday so probably the part-timer has low engagement because the employee who work for the full job tend to more engaged than the employee who work just for D-day. 4.2 VALIDITY TEST The Validity test is applied to determine the validity a sampling if the question on the questionnaire is able to reveal something that will be measured by the questionnaire. This test is done by correlating the value of r count (correlated item-total correlations) with r table value. If the value of r arithmetic r table and positive value then the question is said to be valid. The figure 4.5 below, show the result of summary from the validity test Case Processing SummaryNCasesValid38100.0Excludeda0.0Total38100.0a. Listwise deletion based on all variables in the procedure.Figure 4.5 Validity Result Based on Figure 4.5 above, seen that all of the 38 data are valid. Therefore, the data of the research are passed the validity test. 4.2 RELIABILITY TEST Reliability StatisticsCronbachs AlphaN of Items.82412Figure 4.6 Reliability Result The Figure 4.6 above showed that The Cronbach Alphas Score is 0.824 means that the reliability for this questionnaire is good. Table 4.1 Reliability Test NoVariableCronbachs Alpha1Expectations (E)0.8222Material Equipment (ME)0.8323Opportunity (O)0.8194Recognition (R)0.8065Care About Me (CAM)0.7826Development (D)0.7917Options Count (OC)0.8098Mission (M)0.89Quality (Q)0.8110Best Friend (BF)0.82511Progress (P)0.81312Learn Grow (LG)0.811 Removal of the items that would increase the alpha should be considered (The Open University, 2018) and based on the table above, there are two variables which have the Cronbachs-alpha higher than the total cronbachs-alpha score. Those variables which are Material Equipment and Best Friend should be deleted to improve the reliability of the questionnaire. Therefore, the data of this research are reliable. 4.3 CLASSIC ASSUMPTION TEST 4.3.1 Normality Test Normality test is an instrument to see whether the dependent and independent variables have a normal distribution or not. To detect the normal distribution can be used a statistical test. The statistical test that will be used in this research is Kolmogorov-Smirnov. Data can be said as a normal distribution if the significance value 0.5 (Ghazali, 2005). The result of the normality test is shown in the figure 4.7 below One-Sample Kolmogorov-Smirnov TestStandardized ResidualN38Normal Parametersa,bMean0E-7Std. Deviation.85424220Most Extreme DifferencesAbsolute.125Positive.056Negative-.125Kolmogorov-Smirnov Z.772Asymp. Sig. (2-tailed).590a. Test distribution is Normal.b. Calculated from data. Figure 4.7 Output Kolmogornov SmirnovBased on the Figure 4.7 above, it is shown that the significant value was 0.590. It concluded that the data has a normal distribution pattern because the significant value is higher than 0.05. Therefore, the data is distributed normal. 4.3.2 Multicoliniearity Test The multicolinearity test is an intruments to find whether there is a correlation between one variable to other variable. The good model regression is not containing correlation between independent variables. Ghozali (2005) stated that to find multicollinearity is by seeing the value amount of Variance Inflation Factor (VIF) and value of tolerance. It can be said that there is no multicollinearity if the VIF 10.0 or the value of Tolerance 0.10 (Ghazali, 2005).The result of the multicollinearity test is shown in thw table 4.2 below Table 4.2 Multicollinearity Test NoVariableCollinearity StatisticsToleranceVIF1Expectations (E)0.6361.5732Opportunity (O)0.7211.3883Recognition (R)0.4632.164Care About Me (CAM)0.3352.9885Development (D)0.4312.3226Options Count (OC)0.4392.2767Mission (M)0.4552.1978Quality (Q)0.5551.8039Progress (P)0.4552.210Learn Grow (LG)0.5281.893 From the table above, it showed that all of the ten variables VIF value is less than 10 and the tolerance of ten variables were more than 0.10. It can be concluded that there is no correlation between one variable to other variables or the data was passed the multicolinearity test. 4.3.3 Heteroscedasticity Test The Heterocedascity test has a purpose to see whether there was difference between variances. An appropriate regression model is when there is no difference between the variances. If the value of probability significance is more than 0.05, then the data is not containing heterocedascity (Ghazali, 2005). The result of the heterocedascity test can be seen in the table 4.3 below Table 4.3 Heterocedasticity Test NoVariableSig.1Expectations (E)0.9772Opportunity (O)0.773Recognition (R)0.9514Care About Me (CAM)0.865Development (D)0.7376Options Count (OC)0.8947Mission (M)0.768Quality (Q)0.7049Progress (P)0.82710Learn Grow (LG)0.625Based on the Rank Spearman method, all of the variables has the significance value higher than 0.05, so it can concluded that the regression model have no similarity variances from one to other researches or the data was passed the heterocedascity test. 4.3.4 Autocorrelation Test The Autocorrelation test has purpose to test whether between residuals there is a high correlation. If the residuals are not correlated, then the residual is random or random. In this research, researcher used the Run test method to test the autocorrelation. The result of autocorrelation test by RUN test can be seen in the figure 4.8 below Unstandardized ResidualTest Valuea-.01742Cases Test Value19Cases Test Value19Total Cases38Number of Runs15Z-1.480Asymp. Sig. (2-tailed).139a. MedianFigure 4.8 Autocorelation Result Based on Figure 4.8, the Asymp Sig value was 0.139 which is higher than 0.05, so it can be concluded that there is no autocorrelation in this data. 4.3 MULTI LINEAR REGRESSION The Multi Linear Regression is a statistical method used to examine the relationship between one dependent variable and two and more independent variables. To use this method, the data have to pass the classical assumption test including normality, multicollinearity, heteroscedasticity, and autocorrelation test. The researcher used this method to identify the dominant variable which affected the dependent variable. The result of this method can be seen in Figure 4.9 below CoefficientsaModelUnstandardized CoefficientsStandardized CoefficientsTSig.BStd. ErrorBeta1(Constant)4.2591.2153.505.002E. Dependent Variable YFigure 4.9 Multi Linear Regression Based on Figure 4.9 above, the dominant variable was Learn Grow (LG) as this variable has the p-value below 0.05 and has the highest beta score away from zero (0) and it can be interpret in the equation below Y a b1X1 b2X2 b3X3 b4X4 b5X5 b6X6 b7X7 b8X8 b9X9 b10X10Y 4.259 0.23 E 0.148 O 0.105 R 0.043 CAM – 0.163 D 0.01 OC 0.307 M 0.047 Q – 0.104 P 0.353 LG Description Y Employee EngagementR RecognitionM Missiona ConstantaCAM Care About MeQ QualityE ExpectationD DevelopmentP ProgressO OpportunityOC Option CountLG Learn Grow Based on the equation above, it can be interpreted as a 4.259 stated that if the value of ten variables are constant then the value of Y is 4.259. Its means that if the value of ten variables does not changed, then the value of employee engagement also does not changed. E 0.23, O 0.148, R 0.105, CAM 0.043, OC 0.01, M 0.307, Q 0.047, and LG 0.353 stated that if the value of expectation, recognition, car about me, option count, mission, quality, and learn grow are changed, the value of Y also increased by the number of those each variables value. For example, Learn Grow has the highest score on the equation means that LG has the highest effect for the employee engagement at PWO. If PWO applied the better Learn Grow to their employees, such as giving them more opportunities to learn a lot, the employee engagement will increase by 0.353 with an assumption that other values are constant. D -0.163 and P -0.104 stated that if the value of development and progress are changed, the value of Y also decreased by the number of those each variables value. The Development and Progress variable have the negative value. Development did not mean promotion, this variable focused on optimizing the individuals contribution to the team by emotionally supporting the individuals needs for growth. For the development, having a mentor is fundamental (Wagner, 2007). There should be additional time for the employees to spend their time at PWO to do the development program with their mentor. Progress means to improve their talent, where probably the employees did not want to do this. If they expert on something, they will always become the person in charge with more responsibilities, whereas they only part-timers who have their own primary job. So, thats probably makes their engagement lower because they, as part-time employees didnt want to being treated as full-time employees. 4.4 RADAR CHART To analyze the gap between the current level of employee engagement and the owner expectation, the researcher used the radar chart. By the point from 1 through 5, the radar chart had been made. The high point interpreted the high level of engagement. Table 4.4 Average Point Variables NoVariableCurrent PointExpected PointGap1Expectations (E)4.5265-0.4742Opportunity (O)4.47440.4743Recognition (R)3.4744-0.5264Care About Me (CAM)4.02631.0265Development (D)3.9214-0.0796Options Count (OC)3.8165-1.1847Mission (M)4.21131.2118Quality (Q)4.31640.3169Progress (P)34-110Learn Grow (LG)4.02640.026source expected point from results of interview owner Based on the 10 elements of the employee engagement above, the total engagement point of the employees was 3.98 point from the expected point of owner was 4 point. The percentage of the employee engagement stage was presented as the figure below Figure 4.10 Employee Engagement Level Scale Description1 – 2.33 Actively Disengaged2.34 – 3.66 Not Engaged3.67 5 Engaged This research used the five-scale to be divided into three stages of Gallup Engaged, Not Engaged, and Actively Disengaged. The result showed the distributed of 8 employees into Not Engaged and the 30 other employees into Engaged. The research concluded that the expectation of owner which stated that PWOs employees were not engaged was not proved. Since the employees engagement point of PWO was 3.98 out of 4, the 0.02 gap point will be assumed as none gap, so the employees were as engaged as the owner expectation. Figure 4.11 Result of Radar Chart Figure 4.11 showed the variables that have the biggest gap which are Options Count (OC) with 1.184 point of gap and Progress (P) with 1 point of gap. Based on MLR Analysis, the dominant variable which affected to the employee engagement in PWO was Learn Grow (LG) and based on the gap analysis by radar chart, the Options Count (OC), Progress (P), Recognition (R), Expectation (E), and Development (D) need to be focused as those variables did not reached the expected point from the owner. The analysis of the variables was mentioned as below Learn and Grow The LG measured the degree of employees felt that they have been given the opportunity. This element differentiated a career from a job. Employees who have the opportunity to learn and grow in the workplace have a higher likelihood of spending their career with their company (Gallup, 2013). Since this Learn and Grow variable was reached the expected value, so the variable did not need to be improved. Option Counts The OC was about the employee who felt their opinions were respected and valuable to advance their company. For the large extent, OC described the employees sense of belonging. As PWOS employees gave the low score to this element, they did not have the access of communication across different levels of organization. To improve the Options count, PWO should focused on the two-way communication between the employees and manager/project leader respect to every opinion from the employees. Progress The Progress was measured the importance of employees felt to their business. As the reflection on how they understood what they are doing, how they perceived, and where their work leading them. Progress related to improve their own talent, to know who they are, and where their roles will success. But, since Progress has the negative equation in the MLR analysis, PWO should not improve this variable, whereas the owner felt that the Progress variable did not reached the expected value. Recognition The positive reinforcement, include recognition, was important to motivate the employees. The employees who committed to do best outcomes were motivated by positive feedback such as recognition (Wagner, The Twelfth Element of Great Managing, 2008).Recognition was delivered not only from manager, but may come from a peer program. To improve the Recognition variable, the PWO and employees should give each other positive feedback to motivate each other. Expectation The Expectation measured how good the employee knew their job more than the PWO expected. This variable was more than give the employee job description, but also the detail understanding of what employee is supposed to do the job with others is supposed to do and how the expectation change as the condition. To improve the variable, PWO should ensure that every employee understands how their job fits with them. Development The Development focused on optimized individual contribution. The variable is process of united the employees needs with their desires roles, position, and project. Since the Development has negative equation in the MLR Analysis, PWO did not should to improve this variable, whereas the owner felt that the variable did not reached the expected value. CHAPTER V CONCLUSION AND RECOMMENDATION 5.1 CONCLUSION The objectives of this research were to find the factors that affected the part-time employee, the gap between current and owners expectation, and to improve the level of employee engagement. This research used the model of Gallup Q12 as the tools since Gallup was the most completed model compared to the other models in this literature chapter. The result of the MLR Analysis stated that Learn and Grow (LG) was the dominant variable, since this variable has the higher value and as the only one significant variable. There were two variables which have negative equation Progress (P) and Development (D). The current level of employee engagement in PWO based on the Gap Analysis was 79 employees engaged, 21 employees not engaged, and 0 employee actively disengaged, while the owners expectation level of the employee engagement in the PWO was on the scale of Engaged with the point of 4. The research showed that the owner expectation who felt that PWOs employees had the low engagement level was not proved since the level of employees was as engaged as the owners expectation. The research provided suggestions to improve the employee engagement of part-time employee. There were five variables under the expected point Option Count (OC), Progress (P), Recognition (R), Expectation (E), and Development (D). But, the suggestion was limited to the three variables which have the positive equation in MLR Analysis. As the conclusion, PWO need to be focused on the Option Count (OC), Recognition (R), and Expectation (E) since this variables have the biggest gap under the expected point. While, Since the Progress (P) and Development (D) have the negative equation in the MLR Analysis, those variables did not need to be improved. So, there were three variables that should be the focus Option Count, Recognition, and Expectation.5.2 RECOMMENDATION This research offered some recommendations related to the three variables that have been mentioned in the previous chapter. As the implementation of those recommendations, the research suggested the PWO to do the acts as below 5.2.1 Recommendation for PWO PWO need to solve the problem by contributed the employees. Doing top-down solution may create clarity, but not practical because the decision maker did not recognize the employee condition and it is better to give the opportunity for the employee to create their own solution (Walsh, 2013). The employee who successfully delivered their opinions felt respected and contributed to the decision that made, shared their ideas and gave the significant contribution to PWO. The way that PWO needs to do is ask and act, because probably, the employee did not want to share their ideas because they felt that PWO would not listen to them. 5.2.2 Recommendation for future research This research was focused on the employee engagement assessment due to the owner who felt that the high turnover was because of the low employee engagement level. The research found that the owners statement was not proved, so the researchers recommend to the next research of this high turnover symptom to examine other factors, such as compensation, leadership, organization behavior, etc. rmkiV9oVRLixN(XlGHbGsl9acgSXvs/i.066zrp_Kzf5sWsOu. wnt9OVvn//Y n G__c qA
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