Indonesia Faktor Penentu Kesenjangan Multigenerasi Dalam Tata Kelola Organisasi Sektor Publik Di Indonesia

Penulis

  • Muhammad Khairul Anwar Universitas Negeri Surabaya
  • Fuad Khoiril Mukminin Ilmu Administrasi Negara, Fakultas Ilmu Sosial dan Politik, Universitas Merdeka Madiun
  • Brillyant Virechely Tarore 3Ilmu Administrasi Negara, Fakultas Ilmu Sosial dan Ilmu Politik, Universitas Negeri Manado
  • Arie Kumala Nisa’ 4Ilmu Administrasi, Fakultas Ilmu Administrasi, Universitas Brawijaya
  • Savia Melati 5Administrasi Publik, Fakultas Ilmu Sosial dan Ilmu Politik, Universitas Tribhuwana Tunggadewi

DOI:

https://doi.org/10.25139/jmnegara.v10i1.11502

Kata Kunci:

Tenaga Kerja Mutligenerasi, Nilai Kerja, Dinamika Organisasi

Abstrak

Lingkungan kerja sektor publik kontemporer semakin diwarnai oleh keberadaan pegawai dari berbagai generasi yang bekerja bersamaan. Perbedaan pengalaman sosial dan teknologi tercermin dalam tingkat adaptasi, orientasi nilai kerja, serta gaya komunikasi yang beragam. Apabila tidak dikelola secara efektif, perbedaan tersebut dapat menimbulkan kesenjangan generasi yang menghambat kolaborasi dan menurunkan kinerja organisasi. Artikel ini bertujuan untuk mengidentifikasi faktor-faktor utama yang berkontribusi terhadap kesenjangan multigenerasi di lingkungan kerja sektor publik serta menganalisis peran loyalitas dan kepercayaan organisasi dalam memitigasi dampak negatifnya. Penelitian ini menggunakan metode Systematic Literature Review (SLR) dengan mengacu pada kerangka PRISMA. Referensi diperoleh dari artikel yang dipublikasikan di Scopus dan Google Scholar pada periode 2016–2024 yang diseleksi berdasarkan kriteria inklusi dan eksklusi sesuai topik yang telah ditetapkan. Sebanyak 20 artikel yang relevan dianalisis secara kualitatif melalui pengelompokan tema dan sintesis konseptual. Kajian ini berfokus pada tiga dimensi utama yang membentuk dinamika multigenerasi dalam organisasi, yaitu adaptasi teknologi, nilai-nilai kerja, dan gaya komunikasi. Hasil kajian menunjukkan bahwa kesenjangan generasi paling menonjol terjadi pada aspek adaptasi teknologi, khususnya terkait penggunaan sistem digital, kecepatan adopsi inovasi, dan preferensi metode kerja. Perbedaan nilai kerja, seperti orientasi terhadap fleksibilitas, stabilitas, dan komitmen organisasi, semakin memperkuat potensi ketegangan antargenerasi. Variasi gaya komunikasi juga kerap menjadi sumber miskomunikasi dalam kerja tim. Namun, loyalitas dan kepercayaan organisasi berperan penting sebagai faktor moderasi dengan mendorong kolaborasi lintas generasi, memfasilitasi transfer pengetahuan, dan meningkatkan keterlibatan pegawai. Artikel ini menegaskan pentingnya kebijakan manajemen sumber daya manusia yang inklusif untuk memperkuat literasi digital, meningkatkan komunikasi lintas generasi, dan membangun kepercayaan.

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Unduhan

Diterbitkan

2026-04-12

Cara Mengutip

Anwar, M. K., Mukminin, F. K., Tarore, B. V., Nisa’, A. K., & Melati, S. (2026). Indonesia Faktor Penentu Kesenjangan Multigenerasi Dalam Tata Kelola Organisasi Sektor Publik Di Indonesia. Jurnal Ilmiah Manajemen Publik Dan Kebijakan Sosial, 10(1), 21–42. https://doi.org/10.25139/jmnegara.v10i1.11502

Terbitan

Vol 10 No 1 (2026): Jurnal Ilmiah Manajemen Publik dan Kebijakan Sosial

Bagian

Articles

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