KETIKA PEGAWAI TAK LAGI PEDULI: MENELUSURI AKAR APATISME PEGAWAI DI LEMBAGA PENDIDIKAN TINGGI
Keywords:
employee apathy, employee disengagement, leadership, organizational culture, higher education
Abstract
Employee apathy within higher education institutions poses a significant challenge to the development of a healthy and productive organizational culture. This article aims to explore the root causes of apathetic attitudes among academic staff and propose relevant mitigation strategies. Employing a narrative literature review approach, this study synthesizes key findings related to disengagement, leadership, reward systems, workload, and organizational culture. The findings reveal that apathy is not merely an individual issue, but rather reflects structural failures in providing a fair, supportive, and inclusive work environment. Key contributing factors include uninspiring and exclusive leadership, unfair performance evaluations, excessive workloads without sufficient support, and authoritarian, non-humanistic organizational cultures. To address these issues, a holistic strategy is required, encompassing visionary leadership, transparent and fair reward systems, enhanced organizational support, and cultural transformation toward humanistic and collaborative values. This article serves as a conceptual reference for higher education leaders seeking to create a more participatory, healthy, and sustainable work climate.
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Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115/FULL/XML
Bejou, D., & Bejou, A. (2016). Shared Governance: The Key to Higher Education Equilibrium. Journal of Relationship Marketing, 15(1–2), 54–61. https://doi.org/10.1080/15332667.2015.1091630
Chairunnisa, Aji, F., & Wijaya, A. N. (2023). Employee engagement: a literature review. Psikologia, 18(2), 148–163. https://doi.org/10.32734/PSIKOLOGIA.V18I2.12190
Efferi, A. (2012). DAMPAK KONFLIK INTERNAL KEPEMIMPINAN PADA KINERJA DOSEN PERGURUAN TINGGI ISLAM. Jurnal Pendidikan Islam, 27(3), 347–364. https://doi.org/10.15575/JPI.V27I3.523
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565–573. https://doi.org/10.1037/0021-9010.87.3.565
Francis, L., & Barling, J. (2005). Organizational injustice and psychological strain. Canadian Journal of Behavioural Science, 37(4), 250–261. https://doi.org/10.1037/H0087260
Gelly Gera, I., Innayah Ganjarjati, N., & Purbaningrum, D. (2024). Kepemimpinan Pelayanan Robert K. Greenleaf sebagai Model Manajemen Pendidikan yang Efektif dan Humanis. Indonesian Research Journal on Education, 4(3), 1465–1472. https://doi.org/10.31004/IRJE.V4I3.888
Hollis, L. P. (2015). Bully University? The Cost of Workplace Bullying and Employee Disengagement in American Higher Education. SAGE Open, 5(2). https://doi.org/10.1177/2158244015589997
Indayanti, A. N., & Malik, A. (2023). Pengaruh Kepemimpinan Profetik Terhadap Motivasi Kinerja di Institusi Perguruan Tinggi. Kharisma: Jurnal Administrasi Dan Manajemen Pendidikan, 2(2), 113–125. https://doi.org/10.59373/KHARISMA.V2I2.33
Kabuam, W., & Nathan, I. A. (2024). SMART LEADERSHIP DALAM PENDIDIKAN TINGGI: MEMBANGUN PERILAKU ORGANISASI YANG ADAPTIF DAN KOLABORATIF. Jurnal Intelek Insan Cendikia, 1(10), 8198–8209. https://jicnusantara.com/index.php/jiic/article/view/2681
Kahn, W. A. (2017). Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.5465/256287
Mujiatun, S., Mujiatun, S., jufrizen, jufrizen, & Ritonga, P. (2019). MODEL KELELAHAN EMOSIONAL: ANTASEDEN DAN DAMPAKNYA TERHADAP KEPUASAN KERJA DAN KOMITMEN ORGANISASI DOSEN. MIX: JURNAL ILMIAH MANAJEMEN, 9(3), 447–465. https://doi.org/10.22441/mix.2019.v9i3.005
Pecamuya, R. (2025). Kepemimpinan Inovatif Di Perguruan Tinggi: Membangun Kampus Yang Adaptif Dan Responsif. Menulis: Jurnal Penelitian Nusantara, 1(1), 56–63. https://doi.org/10.59435/MENULIS.V1I1.23
Pranitasari, D., Rini, C., & Kusumawardani, W. (2021). PENGARUH STRESS KERJA DAN LINGKUNGAN KERJA TERHADAP KETERLIBATAN KERJA DAN ETIKA KERJA. MEDIA MANAJEMEN JASA, 9(1), 3356–0304. https://doi.org/10.52447/MMJ.V9I1.4970
Rahmani, N. P. (2024, March 14). Ombudsman telah selesaikan 7.909 laporan pada tahun 2023. ANTARA News. https://www.antaranews.com/berita/4009617/ombudsman-telah-selesaikan-7909-laporan-pada-tahun-2023
Rastogi, A., Pati, S. P., Krishnan, T. N., & Krishnan, S. (2018). Causes, Contingencies, and Consequences of Disengagement at Work: An Integrative Literature Review. Human Resource Development Review, 17(1), 62–94. https://doi.org/10.1177/1534484317754160
Rifai, M., Himawan, F., Rendi, R., Masnama, M., & Nengsih, H. (2024). STRATEGI SUMBER DAYA MANUSIA DALAM PENERAPAN SISTEM PENGHARGAAN BERBASIS KINERJA UNTUK MOTIVASI KERJA. Bhinneka Multidisiplin Journal, 1(6), 342–352. https://doi.org/10.53067/BMJ.V1I6.41
Sartika, D., & Nengsi, A. R. (2022). Kesetaraan Gender, Hierarki dan Jabatan Struktural dalam Budaya Akademik Perguruan Tinggi. Saree: Research in Gender Studies , 4(2), 80–91. https://doi.org/10.47766/SAREE.V4I2.1007
Syukriah, U., Junaidi, & Ariyanto, A. (2025). Kepemimpinan Transformasional PERAN GAYA KEPEMIMPINAN TRANSFORMASIONAL BERPENGARUH TERHADAP PRODUKTIVITAS KERJA PEGAWAI YANG DIMODERASI OLEH KONFLIK. BASELINE : JURNAL MAHASISWA MAGISTER MANAJEMEN, 2(2), 383–390. https://journal.unilak.ac.id/index.php/BASELINE/article/view/25599
Zuhaena, F., & Harsuti, H. (2021). KETERLIBATAN KARYAWAN DAN PERILAKU INOVATIF: SEBUAH TINJAUAN LITERATUR. Jurnal Riset Manajemen Sekolah Tinggi Ilmu Ekonomi Widya Wiwaha Program Magister Manajemen, 8(2), 66–72. https://doi.org/10.32477/JRM.V8I2.293
