PILIHAN GENERASI MILENIAL INDONESIA UNTUK BEKERJA DI SEKTOR NONPROFIT : STUDI FENOMENOLOGI

Willybrodus Gabriel Kristifolus; Suharnomo Suharnomo

doi:10.29040/jap.v23i2.6897

PILIHAN GENERASI MILENIAL INDONESIA UNTUK BEKERJA DI SEKTOR NONPROFIT : STUDI FENOMENOLOGI

Willybrodus Gabriel Kristifolus, Suharnomo Suharnomo

Abstract

Tujuan penelitian ini menggali keputusan generasi milenial untuk berkarir di sektor non-profit. Generasi milenial akan menjadi kelompok yang mendominasi tenaga kerja Indonesia tahun 2030. Milenial sendiri digambarkan sebagai generasi yang memiliki karakteristik berbeda bila dibandingkan dengan generasi sebelumnya. Misalkan lebih kepada people oriented, bekerja kolaborasi, ekspektasi tinggi dalam berkarir, menginginkan upah yang tinggi dan perhatian serta apresiasi secara berkala harus diberikan pemimpin mereka. Apabila dikaitkan dengan organisasi non-profit maka muncul riset gap yang akan diteliti yaitu generasi milenial memiliki ekspektasi tinggi dalam bekerja, termasuk di dalamnya adalah upah yang tinggi, apa yang memotivasi mereka berkarir di sektor non-profit yang lebih mengutamakan pengabdian ketimbang memperoleh upah yang tinggi. Metode penelitian dalam penelitian ini menggunakan penelitian kualitatif dengan pendekatan studi fenomenologi. Partisipan dalam wawancara ini dipilih dengan model purposive sampling. Berdasarkan hasil analisis penelitian bahwa para narasumber dalam penelitian ini justru melakukan aktualisasi didalam organisasi nonprofit karena mereka telah terbentuk jiwa sosial melalui keaktifan mereka ketika berorganisasi. Sehingga pengalaman dan pembelajaran merekalah yang memotivasi untuk terus bekerja melayani dan mengabdi di sektor nonprofit. Narasumber dalam penelitian ini menggambarkan pekerjaan di sektor nonprofit sebagai pengabdian dalam masyarakat. Sehingga walaupun memang membutuhkan imbalan atau gaji, tetapi keinginan mereka bekerja untuk melayani tidak dikarenakan kebutuhan akan imbalan tersebut. Para pegawai di sektor nonprofit memiliki ekspektasi dalam bekerja yaitu dapat mengembangkan diri dan memiliki rekan kerja yang nyaman.

Keyword : Milenial; Sektor non-profit;

Full Text:

PDF

References

Afandi, T. (2017). Bonus Demografi 2030-2040: Strategi Indonesia Terkait Ketenagakerjaan Dan Pendidikan. Kementerian Perencanaan Pembangunan Nasional, 1–2.

Ballart, X. (2018). Public or nonprofit ? Career preferences and dimensions of public service motivation. 1–17. https://doi.org/10.1111/padm.12403

Brailovskaia, J., & Bierhoff, H. W. (2020). The Narcissistic Millennial Generation: A Study of Personality Traits and Online Behavior on Facebook. Journal of Adult Development, 27(1), 23–35. https://doi.org/10.1007/s10804-018-9321-1

Creswell, J. W., & Poth, C. N. (2018). Qualitative Inquiry and Research Design. In Intergovernmental Panel on Climate Change (Ed.), SAGE Publications, Inc. (Vol. 4). Cambridge University Press. https://doi.org/10.1016/j.aenj.2008.02.005

Desai, V. (2015). Nonprofit Sector, Geography of. In International Encyclopedia of the Social & Behavioral Sciences: Second Edition (Second Edi, Vol. 16). Elsevier. https://doi.org/10.1016/B978-0-08-097086-8.72037-X

Gabriel, A. G., Alcantara, G. M., & Alvarez, J. D. G. (2020). How Do Millennial Managers Lead Older Employees? The Philippine Workplace Experience. SAGE Open, 10(1). https://doi.org/10.1177/2158244020914651

Jang, H. S., & Maghelal, P. (2016). Exploring Millennial Generation in Task Values and Sector Choice: A Case of Employment in Planning. International Journal of Public Administration, 39(3), 173–183. https://doi.org/10.1080/01900692.2014.1003385

Johnson, J. M., & Ng, E. S. (2016). Money Talks or Millennials Walk : The Effect of Compensation on Nonprofit Millennial Workers Sector-Switching Intentions. https://doi.org/10.1177/0734371X15587980

Kang, C., Huh, S., Cho, S., & Auh, E. Y. (2015). Turnover and Retention in Nonprofit Employment: The Korean College Graduates’ Experience. Nonprofit and Voluntary Sector Quarterly, 44(4), 641–664. https://doi.org/10.1177/0899764014553032

Ladhari, R., Gonthier, J., & Lajante, M. (2019). Generation Y and online fashion shopping: Orientations and profiles. Journal of Retailing and Consumer Services, 48(February), 113–121. https://doi.org/10.1016/j.jretconser.2019.02.003

Lamm, E., & Meeks, M. D. (2009). Workplace fun: The moderating effects of generational differences. Employee Relations, 31(6), 613–631. https://doi.org/10.1108/01425450910991767

Lee, Y., & Brudney, J. L. (2015). Work-to-Society Spillover? Nonprofit Management and Leadership, 26(1), 105–119. https://doi.org/10.1002/nml.21146

Lyons, S. T., Duxbury, L., & Higgins, C. (2007). Differences in Basic Human Values ’ ’. Psychological Reports, 339–352.

Maier, T., Tavanti, M., Bombard, P., Gentile, M., & Bradford, B. (2015). Millennial Generation Perceptions of Value-Centered Leadership Principles. Journal of Human Resources in Hospitality and Tourism, 14(4), 382–397. https://doi.org/10.1080/15332845.2015.1008386

Maslow, A. (1943). A Theory Of Human Motivation. Pshycological Review, 13, 370–396.

Moustakas, C. (1994). Phenomenological Research Methods. In A. Virding (Ed.), Вестник Казнму: Vol. №3. SAGE Publications, Inc.

Ng, E. S. W. (2020). SPAEF MILLENNIALS AND PUBLIC SERVICE RENEWAL : INTRODUCTION ON MILLENNIALS AND PUBLIC SERVICE MOTIVATION ( PSM ) Author ( s ): EDDY S . W . NG , CHARLES W . GOSSETT and RICHARD WINTER Published by : SPAEF Stable URL : https://www.jstor.org/stable/24772877. 40(3), 412–428.

Ng, E. S. W., & Gossett, C. W. (2013). Career choice in Canadian public service: An exploration of fit with the millennial generation. Public Personnel Management, 42(3), 337–358. https://doi.org/10.1177/0091026013495767

Ng, E. S. W., Schweitzer, L., & Lyons, S. T. (2010). New generation, great expectations: A field study of the millennial generation. Journal of Business and Psychology, 25(2), 281–292. https://doi.org/10.1007/s10869-010-9159-4

Park, S. M., & Word, J. (2012). Driven to service: Intrinsic and extrinsic motivation for public and nonprofit managers. Public Personnel Management, 41(4), 705–734. https://doi.org/10.1177/009102601204100407

Pyoria, P., Ojala, S., Saari, T., & Jarvinen, K.-M. (2017). The millennial generation. SAGE Open, 1–14. https://doi.org/10.1177/2158244017697158

Salamon, L. M., & Anheier, H. K. (1996). The International Classification of Nonprofit Organizations: ICNPO-Revision 1, 1966. In Comparative Nonprofit Sector Project. https://doi.org/10.1002/nml.4130060310

Tracy, S. J. (2020). Qualitative Research Methods. John Wiley and Sons, Inc. http://repositorio.unan.edu.ni/2986/1/5624.pdf

Twenge, J. M., & Kasser, T. (2013). Generational Changes in Materialism and Work Centrality, 1976-2007: Associations With Temporal Changes in Societal Insecurity and Materialistic Role Modeling. Personality and Social Psychology Bulletin, 39(7), 883–897. https://doi.org/10.1177/0146167213484586

White, P., & White, P. (2018). Do Millennials prefer to be shown appreciation differently ? https://doi.org/10.1108/HRMID-04-2018-0065

Wong, M., Gardiner, E., Lang, W., & Coulon, L. (2008). Generational differences in personality and motivation: Do they exist and what are the implications for the workplace? Journal of Managerial Psychology, 23(8), 878–890. https://doi.org/10.1108/02683940810904376

Zhao, Y. (2018). Managing Chinese millennial employees and their impact on human resource management transformation: an empirical study. Asia Pacific Business Review, 24(4), 472–489. https://doi.org/10.1080/13602381.2018.1451132

DOI: http://dx.doi.org/10.29040/jap.v23i2.6897