THE RELATIONSHIP BETWEEN LEADERSHIP AND EMPLOYEE ENGAGEMENT IN ORGANIZATION (CASE STUDY: PT. SAKA ENERGI INDONESIA)
When the employee is fully engaged with the company, he or she delivers the best effort to produce his/her best performance. This is a very important pillar, especially during any organizational transition or transformation. It is setting regular check points on employee engagement to assess the imp...
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| Format: | Theses |
| Language: | Indonesia |
| Online Access: | https://digilib.itb.ac.id/gdl/view/39351 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | When the employee is fully engaged with the company, he or she delivers the best effort to produce his/her best performance. This is a very important pillar, especially during any organizational transition or transformation. It is setting regular check points on employee engagement to assess the impact of the changes.
PT SAKA ENERGI INDONESIA (SAKA) as a subsidiary of PT Perusahaan Gas Negara, Tbk (PGN), was established on June 27, 2011. PGN is state owned enterprise and the largest natural gas transportation and distribution company, and listed on the Indonesia Stock Exchange (IDX).
Since founded, SAKA established an aggressive plan to acquired oil and gas sites and to run the mission from PGN to search more gas source to support PGN business. In the early of year 2014, SAKA acquired HESS (Indonesia-Pangkah) Limited a subsidiary of HESS Corporation, and at the same time recruited almost all employees ex-HESS.
SAKA therefore decided to conducts regular employee engagement surveys to measure employee engagement, leadeship behavior and performance excellence. To know and measure the level of engagement and satisfaction of its employees to the company (since most of its employees came from HESS Indonesia), to see how its employees can also support and succeed the company's goal.
The first survey was conducted in December 2014, followed up with some company’s plan program in 2015-2016. Then a second survey was conducted at the end of 2016, which was followed with some program planning in 2017-2018. The last one just conducted in November-December 2018. It is expected that the result of the survey will provide quality information as a "compass" decision-making.
This final project in this case will analyze and review the survey results in 2018 and to see the relationships between the leadership and the employee engagement. |
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