Nafido Hatmaja Saktry, Ratri Wahyuningtyas

The Impact of Workforce Diversity and Employee Commitment on Innovation Performance Case Study: PT Taman Wisata Candi Borobudur, Prambanan, and Ratu Boko (Injourney Destination Management)

Introduction

The impact of workforce diversity and employee commitment on innovation performance case study: pt taman wisata candi borobudur, prambanan, and ratu boko (injourney destination management). Discover how workforce diversity and employee commitment significantly boost innovation performance in Indonesian tourism. Case study: PT Taman Wisata Candi Borobudur.

Abstract

Purpose - This study aims to examine the influence of workforce diversity and employee commitment on innovation performance at Injourney Destination Management (IDM), a state-owned tourism enterprise in Indonesia. The research addresses how variations in demographic attributes and levels of commitment among employees contribute to innovation outcomes within the organization. Design/methodology/approach - A quantitative research method with a causal-descriptive design was applied. Data were collected through structured questionnaires distributed to 154 employees and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS 4. Validity and reliability were tested through AVE, CR, and Cronbach's Alpha. Hypotheses were assessed using t-statistics and p-values. Originality - The novelty of this study lies in its integrated assessment of workforce diversity and employee commitment as combined predictors of innovation performance in a government-owned tourism organization. Such an approach remains relatively underexplored in the context of Indonesia’s public sector tourism industry. Findings and Discussion - The results show that both workforce diversity and employee commitment significantly and positively influence innovation performance. Workforce diversity, particularly across gender, age, ethnicity, and education, was found to foster creative outputs. Meanwhile, affective and normative aspects of commitment played a key role in strengthening employee contributions to innovation. The R² value of 0.404 and Q² value of 0.357 indicate a moderate to strong explanatory and predictive relevance of the model. Conclusion - This study concludes that diversity in the workplace and strong employee commitment are critical drivers of innovation performance. The findings underscore the need for inclusive HR practices and emotional engagement strategies to optimize innovation, especially within public-sector tourism enterprises. Future research is encouraged to explore alternative constructs and employ longitudinal methods for broader generalization.

Review

This study meticulously investigates the critical interplay between workforce diversity, employee commitment, and innovation performance within the unique context of Injourney Destination Management, a significant state-owned tourism enterprise in Indonesia. The paper's stated originality lies in its integrated assessment of these constructs as combined predictors of innovation, specifically within Indonesia's public sector tourism industry, a domain acknowledged as relatively underexplored. This focus addresses a pertinent gap, offering valuable insights into how demographic variations and employee dedication can drive innovation in an environment typically characterized by more rigid structures and public service mandates, thus making a relevant contribution to both academic literature and organizational practice. The research employs a robust quantitative methodology, utilizing a causal-descriptive design to analyze data collected from 154 employees via structured questionnaires. The application of Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS 4, coupled with rigorous validity and reliability tests (AVE, CR, Cronbach's Alpha), lends credibility to the analytical approach. The findings are clear and compelling: both workforce diversity and employee commitment exert a significant and positive influence on innovation performance. Specifically, diversity dimensions such as gender, age, ethnicity, and education were found to foster creative outputs, while affective and normative commitment significantly strengthened employee contributions to innovation. The reported R² value of 0.404 and Q² value of 0.357 further indicate a respectable explanatory and predictive power of the proposed model. The study concludes by affirming workforce diversity and strong employee commitment as crucial drivers for innovation, particularly for public-sector tourism enterprises. This underscores the practical imperative for organizations like Injourney Destination Management to implement inclusive HR practices and cultivate emotional engagement strategies to optimize innovation. While the findings provide a strong foundation, the case study nature of the research warrants caution in broad generalization, though the identified patterns are likely indicative across similar contexts. Future research could benefit from exploring the *mechanisms* through which diversity is managed to translate into innovation, beyond its mere existence, and indeed, as the authors suggest, employing longitudinal studies and exploring alternative constructs could significantly enhance the generalizability and depth of these valuable initial findings.

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