Kartini Ratna Puri, Tri Hadi Sulistyanto

Suara Karyawan dan Kepemimpinan Partisipatif dengan Mediasi Komitmen Organisasional terhadap Kinerja Pemasaran Hubungan Pelanggan pada UMKM

Introduction

Suara karyawan dan kepemimpinan partisipatif dengan mediasi komitmen organisasional terhadap kinerja pemasaran hubungan pelanggan pada umkm. Mengkaji pengaruh suara karyawan & kepemimpinan partisipatif terhadap kinerja pemasaran hubungan pelanggan UMKM, dimediasi komitmen organisasi. Riset ini mengungkap praktik manajemen partisipatif.

Abstract

Penelitian ini mengkaji bagaimana employee voice (suara karyawan) dan kepemimpinan partisipatif memengaruhi kinerja pemasaran hubungan pelanggan pada UMKM, dengan komitmen organisasi sebagai variabel mediasi. Berlandaskan Teori Pertukaran Sosial (Social Exchange Theory), penelitian ini mengonseptualisasikan kinerja pemasaran hubungan pelanggan sebagai hasil organisasi yang dibentuk oleh hubungan timbal balik antara karyawan dan organisasi serta komitmen psikologis. Survei kuantitatif cross-sectional dilakukan terhadap 300 pemilik, manajer, dan karyawan UMKM yang terlibat langsung dalam kegiatan organisasi, pemasaran, atau yang berkaitan dengan pelanggan di Kabupaten Purwakarta, Indonesia. Data dianalisis menggunakan Partial Least Squares Structural Equation Modeling (PLS-SEM) dengan 5.000 resample bootstrapping. Hasil penelitian menunjukkan bahwa employee voice memiliki pengaruh positif yang signifikan terhadap komitmen organisasi, sementara kepemimpinan partisipatif menunjukkan pengaruh positif yang lebih kuat terhadap komitmen organisasi. Komitmen organisasi juga memiliki pengaruh positif yang signifikan terhadap kinerja pemasaran hubungan pelanggan. Selain itu, komitmen organisasi secara signifikan memediasi hubungan antara employee voice dengan kinerja pemasaran hubungan pelanggan, serta antara kepemimpinan partisipatif dengan kinerja pemasaran hubungan pelanggan. Temuan ini mengindikasikan bahwa kinerja pemasaran hubungan pelanggan tidak hanya ditentukan oleh praktik pemasaran eksternal, tetapi juga oleh partisipasi karyawan internal, kepemimpinan, dan keterikatan psikologis. Penelitian ini memberikan kontribusi teoretis dengan memperluas Teori Pertukaran Sosial untuk menjelaskan hasil yang berorientasi pada pelanggan di UMKM serta memberikan panduan praktis untuk mengembangkan praktik manajemen yang partisipatif dan berorientasi pada komitmen.

Review

This study provides a valuable exploration into the intricate relationships between employee voice, participative leadership, organizational commitment, and customer relationship marketing performance within the context of Indonesian Micro, Small, and Medium Enterprises (UMKM). Rooted in Social Exchange Theory, the research effectively conceptualizes how internal employee-organization dynamics and psychological commitment can shape customer-oriented organizational outcomes. The quantitative cross-sectional design, involving 300 owners, managers, and employees from Purwakarta, Indonesia, and analyzed using PLS-SEM, offers robust statistical evidence. Key findings affirm that both employee voice and participative leadership positively influence organizational commitment, which, in turn, significantly impacts customer relationship marketing performance. Crucially, the study highlights organizational commitment as a vital mediator in these relationships, underscoring its central role in translating internal practices into external marketing success. This theoretical expansion of Social Exchange Theory and its practical guidance for developing participatory management practices are significant contributions. While the study offers substantial insights, there are several areas that warrant further consideration. The cross-sectional design, inherent in survey-based research, limits the ability to infer causality definitively, suggesting a potential for longitudinal studies to establish temporal precedence and causal links more robustly. Furthermore, the reliance on a single region (Kabupaten Purwakarta) introduces questions about the generalizability of the findings to other regions or broader UMKM contexts. Although the abstract indicates participants were directly involved, further details on the sampling strategy (e.g., random, convenience) and the potential for common method bias (given self-reported data from the same individuals for multiple constructs) would enhance methodological transparency. Future research could also benefit from exploring cultural nuances within Indonesian UMKM that might influence these relationships, offering a richer contextual understanding. Despite these points for refinement, this paper makes a significant contribution to both the academic literature on organizational behavior and marketing, particularly within the under-researched UMKM sector, and to practical management. By demonstrating the critical link between internal human resource practices (employee voice, participative leadership) and external market performance (customer relationship marketing performance) via organizational commitment, the study underscores the strategic importance of employee engagement and leadership styles. It offers actionable insights for UMKM leaders seeking to enhance their customer relationships not just through external marketing strategies, but by fostering a committed and participative internal workforce. This research serves as a strong foundation for future inquiries, encouraging deeper dives into causal mechanisms and broader contextual applications.

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