Adya Hermawati, Ramlawati, Husin, Nurwati, Martaleni

REAL DESCRIPTION REGARDING THE MANAGEMENT OF HUMAN RESOURCE AND TOURISM MARKETING AT MICRO, SMALL AND MEDIUM ENTERPRISES OF TOURISM SECTOR JAM IN EAST 19, 1 Received, June ‘20 Revised, September ‘20 Adya Hermawati December ‘20 Magister of Management, Universitas Widyagama February ‘21 Ramlawati Accepted, February ‘21 Moslim University of Makassar Husin Department of Accounting, Economics and Business Faculty, Halu Oleo Universitas Kendari Nurwati Department of Management, Economics and Business Faculty, Halu Oleo Universitas Kendari Martaleni Departement of Management, Universitas Gajayana Malang

Abstract: To analyze and obtain the real description regarding the management of human resource at Micro, Small and Medium Enterprises (MSMEs) of Tourism Sector, which is understood through five aspects, which respectively are Transglobal Leadership, Job In- volvement, Quality of Work Life, Organizational Citizenship Behavior, and Human Resource Performance. besides that, it is also necessary to understand the management of tourism marketing, which is understood through two aspects, that are Responsibility Marketing Jurnal Aplikasi Manajemen and Competitive Sustainability Tourism. The population of this research includes all human (Journal of Applied resource personnel at MSMEs of the Tourism Sector and all foreign and domestic tourists Management) in . The sample in this study was 200 MSMEs of the Tourism Sector that are JAM Volume 19 Number 1 selected from 10 regions with tourism potentials in East Java Province. From each MSME, March 2021 Indexed in DOAJ (Directory there are 4 employees and 3 tourists who are chosen as respondents. This research in- of Open Access Journals), volved 800 employees and 600 tourists, either foreign or domestic. Analysis technique uses ACI (ASEAN Citation Biplot / Cluster Analysis, which is aimed to obtain real description concerning human Index), SINTA (Science and resource management and tourism marketing management at MSMEs of Tourism Sector. Technology Index), and Google Scholar. The results show that MSMEs in the Tourism Sector with Transglobal Leadership competi- tive advantages are found in Sidoarjo, , , and Malang districts. The competitive advantage of Quality of Work Life is found in Malang City and Kediri City. The competitive advantage of Organizational Citizenship Behavior is in . The competitive advantage in Human Resources Performance is in Batu City. The competitive advantage of Responsibility Marketing is in . Competitive advantages in Competitive Corresponding Author: Sustainability Tourism are found in Pasuruan City and Blitar City. This study introduces an Adya Hermawati. Magister of Management, integrated holistic compilation of the theoretical concepts of human resource strategy and Universitas Widyagama marketing strategies implemented through the concept of responsible tourism marketing, Malang. which is applied to the MSMEs in the Tourism Sector in East Java Province. DOI: http://dx.doi.org/10.21776/ub.j am.2021.019.01.11 Keywords: Human Resource, MSMEs, Marketing, Tourism

112 JOURNAL OF APPLIED MANAGEMENT 112VOLUME 19 NUMBER 1 MARCH 2021 Kurniawati, Desi T. and Yaakop, Azizul Y. 2021. Tokopedia E-Store during Covid-19 Pandemic The Influence of Transformational Leadership Style on Work Engagement Remuneration Dimediation and

Real Description Regarding The Management of Human Resource and ...

Cite this article as: Hermawati, A., Ramlawati, Husin, Nurwati, and Martaleni. 2021. Real Description Regarding the Management of Human Resource and Tourism Marketing at Micro, Small, and Medium Enterprises of Tourism Sector in East Java. Jurnal Aplikasi Manajemen, Volume 19, Number 1, Pages 112–129. Malang: Universitas Brawijaya. http:/ /dx.doi.org/10.21776/ub.jam.2021.019.01.11.

The tourism sector in East Java Province has a prom- or cities in East Java Province in attracting tourists, ising prospect for the future. A great proportion of either foreign or domestic, to visit their tourist desti- provincial development has been contributed by this nations. Indeed, a high level of tourism visits can sector. Therefore, it seems to be important for the strengthen the investment climate to the tourism Government of East Java Province to conduct stra- sector in East Java Province. The economic value tegic planning to improve tourism performance in produced by the tourism sector would also give a its Province. It is assumed that this planning would significant contribution to the provincial development improve the competitiveness of various regencies and people welfare in this Province.

Table 1. Tourism Sector Performance in East Java Province on Period 2013-2019

Performance Unit 2013 2014 2015 2016 2017 2018 2019 Number of Person 263,943 300,909 463,358 612,412 618,615 625,725 830,968 tourists who are accommodated in the lodging

Cumulative Day 4.94 4.90 6.33 6.21 6.20 6.00 2.68 average of length of stay

Daily expense US$ 132.03 150.43 409.90 489.07 513.84 519.42 546.60 during the stay in the lodging

The visit of Person 33,224,659 39,682,337 45,664,689 51,466,969 54,565,006 58,649,178 70,217,182 tourists at Tourism Attraction Object

Gross Regional IDR Million 1,248.77 1,382.43 1,540.70 1,689,882.00 1,062,745.70 2,019,199.00 1,283,250.00 Domestic Product Based on Current Price (GRDP-BOCP) of Serie 2010 for East Java Province (in IDR million)

GRDP-BOCP of IDR Trillion 6 1 6 9 81.01 92.68 106.27 117.43 128.33 Serie 2010 for Tourism Sector (in IDR trillion)

Contribution of % 5 5 5.26 5.48 5.73 5.82 5.86 GRDP-BOCP of Serie 2010

Source: Performance Report of Public Institutions (LKjIP), Department of Culture and Tourism, East Java Province, 2019

ACCREDITED by Ministry of Research and Technology Republic of Indonesia, No 200/M/KPT/2020 ISSN: 1693-5241 113 Adya Hermawati, Ramlawati, Husin, Nurwati, Martaleni

The tourism sector in East Java Province was for the Province in assisting national development. growing well in 2019 because it successfully actu- Moreover, this Province is located at a strategic ated people’s economy. Even, the development of geographic point, precisely between 3 (three) prov- the tourism sector alone had facilitated other sec- inces, which respectively are Yogjakarta Special tors (or multiple sectors) to build their structures Region, Solo Region in Central Java Province, and and infrastructures. East Java Province has been Province. This position makes East Java Prov- gifted with abundant tourism resources, such as ince become known as a part of the constellation of natural beauty, cultural diversity, ethnicities, art, and National and Global Tourisms. also custom, which have become the key capital

Table 2. Tourism Resources in East Java Province

Product and Human Re- source of Tourism Sector Unit 2013 2014 2015 2016 2017 2018 2019

TOURISM ATTRACTION: Object 765 767 772 784 784 784 784 a. Natural Object 264 265 265 265 265 265 265 b. Cultural Object 308 308 308 320 320 320 320 c. Artificial Object 193 194 199 199 199 199 199 ACCOMMODATION Unit 1,309 1,453 1,511 2,067 1,806 1,883 2,180 a. Star Hotel Unit 75 90 102 125 139 161 158 b. Jasmine Hotel Unit 816 945 991 1,118 1,118 1,173 1,142 c. Tourist Cottage Unit 416 416 416 822 547 547 878 d. Juvenile Lodging Unit 2 2 2 2 2 2 2 FOOD & BEVERAGE Unit 1,558 1,721 1,706 2,930 3,007 3,432 4,159 a. Restaurant Unit 48 191 571 1,145 1,222 1,560 1,912 b. Eatery Unit 1,854 1,854 1,135 1,785 1,785 1,872 2,247 PUBLIC RECREATION & ENTERTAINMENT Unit 2,475 2,475 2,826 2,826 794 794 794 TOURISM TRAVEL BUSINESS Unit 532 532 985 1,295 1,086 1,047 1,873 a. Travel Bureau Unit 431 717 826 969 1,079 1,054 1,483 b. Travel Agent Unit 57 136 148 317 207 407 390 TOURISM HUMAN RESOURCE Person 192,427 194,803 201,357 208,426 238,061 275,998 275,998 a. Tourist Guide Person 274 324 464 537 659 839 839 b. Star Hotel Person 20,301 21,730 23,709 23,709 24,564 29,722 29,722 c. Jasmine Hotel Person 43,820 44,717 45,947 48,202 53,022 58,324 58,324 d. Restaurant & Eatery Person 67,573 67,573 69 ,473 69,473 81,764 89,942 89,942 e. Tourism Travel Business Person 6,480 6,480 7,035 7,128 12,738 14,011 14,011 f. Tourism Attraction Person 16,021 16,021 16,126 17,623 19,385 23,455 23,455 g. Public Recreation and Entertainment Person 37,958 37,958 38,603 41,754 45,929 55,574 55,574 h. Tourism Village Person 0 0 0 0 0 4,131 4,131 Source: Performance Report of Public Institutions (LKjIP), Department of Culture and Tourism, East Java Province, 2019

114 JOURNAL OF APPLIED MANAGEMENT VOLUME 19 NUMBER 1 MARCH 2021 Kurniawati, Desi T. and Yaakop, Azizul Y. 2021. Tokopedia E-Store during Covid-19 Pandemic The Influence of Transformational Leadership Style on Work Engagement Remuneration Dimediation and

Real Description Regarding The Management of Human Resource and ...

Inter-sectoral cooperation between govern- of the Tourism Sector in East Java Province play ments (Province, Regency, and City), private insti- important role in harmonizing the tourism business tutions, and community organizations are possibly with the spirit of empowerment (Suhermin, 2015). needed to produce any efforts that are synergic, At least, this harmonization helps people’s economy effective, and efficient in attaining tourism develop- to grow towards globalization of the ASEAN mar- ment goals. This goal could be easily attained if it is ket. It is believed that MSMEs of the Tourism Sec- supported by the guided management and conser- tor play many important roles in actuating people’s vation of resources. economy, and these roles include accelerating eco- Tourism resources in East Java Province have nomic growth, absorbing workers, redistributing in- grown quite significantly and stood sturdily as the come, reducing economic disparity, and increasing pillar of provincial development. The contribution people’s welfare. Those potentials must be used to of the tourism sector to economic development in build, manage, foster, develop and empower East Java Province is described as following. MSMEs of the Tourism Sector towards competi- Regarding the contents of previous tables, it can tive sustainability tourism (Hermawati and Mas, be said that natural, cultural and artificial tourism 2016). attractions are developing well every year. The 2018 Loyd (2001), recommended that the best foun- data on tourism visit to East Java Province were dation to achieve organizational competitive advan- grouped into top-ten of visitors. Based on its nation- tage is through the implementation of human re- ality, the visit is dominated by people from Malaysia source strategy. Implementing this strategy would (79,148), and followed by Singapore (23,258), China require visionary leadership that can “read” any (20,456), Taiwan (13,526), Thailand (9,170), change in market development, technological ad- Bangladesh (8,002), Japan (7,488), USA (6,384), and vancement, and competition pattern. Within the con- then India, Pakistan, and South Korea (6,156), and text of MSMEs of the Tourism Sector, such vision- also Hongkong (5,579). ary leadership is found in global leadership type, and The implementation of programs and activities this leadership type becomes the solution for hu- from the Department of Culture and Tourism for man resource problem. Parolini (2004) and Adler et East Java Province was supported by the Regional al. (2000), determined that leadership is greatly in- Budget and the Revision of Regional Budget. Both fluential to organizational behavior. Sharkey et al. are key financial sources for this Department. (2012), reviewed theoretical problems concerning It is also said that MSMEs of the Tourism Sec- the implementation of transactional and transforma- tor (Tourism Attraction Objects, Accommodation, tional leadership styles by local leaders. Following Food and Beverage, Public Recreation and Enter- this review, Sharkey et al. (2012), and Holt and Seki tainment, and Tourism Travel Business) are key play- (2012), emphasize that transglobal leadership is the ers with great contribution to regional income. It solution to the weakness of both transactional and seems that their contribution capacity is quite de- transformational leadership styles. Transglobal lead- pendable to anticipate the declining income of other ership is a visionary leadership behavior with a ca- sectors. Tourism development would need the con- pability to adapt to a more capacious and more com- tribution and hard work of all participants in the tour- plex environment. The expected consistent outcome ism sector, and it might involve a breakthrough to a of this leadership is that human resource perfor- certain degree. This breakthrough comprises of mance would be holistically integrated with the en- some efforts, which among others is managing, de- vironment around the organization. Holt and Seki veloping, and empowering tourism organizations, (2012), said that transglobal leadership has a direct including MSMEs of the Tourism Sector, towards effect on the performance of both employees and ASEAN Free Market (Hermawati and Suci, 2017). organizations. However, Hayward (2010), found that The aspects that underlay the management of organizational leadership does not have a direct and human resources and tourism marketing at MSMEs significant effect on employee performance, and

ACCREDITED by Ministry of Research and Technology Republic of Indonesia, No 200/M/KPT/2020 ISSN: 1693-5241 115 Adya Hermawati, Ramlawati, Husin, Nurwati, Martaleni there is a negative relationship between organiza- job involvement affects individual performance, and tional leadership and employee performance. also that a positive relationship between job involve- Inconsistent results among previous researches ment and individual performance has a good impact above then leave a gap that is examined by on both employee performance and organizational Hermawati (2015) It was found that transglobal performance. leadership has an indirect effect on employee per- Furthermore, Smith and Organ (1983), formance, and this relationship prevails through the Padsakoff et al. (1996), Efraty and Wolfe (1988), quality of work-life and job involvement. By taking Eastman (1994), and Hermawati and Mas (2016) into consideration of results from Hermawati’s pe- theorized that individual performance is closely as- riodical researches (2011, 2013, 2014, 2015). Re- sociated with organizational citizenship behavior ferring to the above, it is said that human resource (OCB). This position was supported by Alotaibi in recent days is expected to change and this change (2001), Biswas and Varma (2007), Hermawati and is highly relevant. Humanistic perspective of man- Mas (2016), and Hermawati and Suci (2017). In agement approach considers human resource as a general, it was found that employees’ OCB has a central factor that is dependable to create competi- positive and significant effect on employee perfor- tive advantage (Hermawati, 2011, 2013, 2014). mance. Bono and Judge (2003), clarified that lead- Therefore, it is always relevant for MSMEs of Tour- ership behavior could influence employees’ job in- ism Sector to deal with the critical issue of how to volvement. However, Shukui and Xiaomin (2001), optimize organizational performance by making nec- found that there is no positive relationship between essary change to ensure that human resource plays leadership behavior and job involvement. Hayward significant role (Suci, 2015). (2005), Loke (2001), and Kacmar et al. (1999), dis- covered a positive relationship between leadership LITERATURE REVIEW behavior and individual performance. Bass (1985), Human Resource Management Avolio (1996), Bass and Avolio (1997), and Endro et al. (2017), declared that employee performance The current research takes inspiration from is affected by leadership behavior, and this effect many previous types of research. Empirical results relationship is then influencing organizational per- from Hermawati (2011, 2014, 2015), Hermawati and formance. Mas (2016), and Hermawati and Suci (2017, 2018) supported theories proposed by Luthans (2006), Tourism Marketing Management Robbins (2006), Tett and Meyer (1993). Hermawati (2015), Hermawati and Mas (2016), and Hermawati One previous review on tourism marketing and Puji Suci (2017) had analyzed and then con- management was conducted by Yazdanifard and firmed that quality of work-life affects work satis- Mercy (2011), through research titled with The Im- faction and employee performance. It was also pact of Green Marketing on Customer Satisfaction found that the effect of quality of work-life on work and Environmental Safety. It was said that green satisfaction has a great contribution to the optimiza- marketing is an instrument to protect the environ- tion of both employee performance and organiza- ment for the favor of future generations, and there- tional performance. Mohsan (2011), discovered a fore, it brings a positive impact on environmental weak relationship between job involvement and safety. In a research titled with The Role of Mar- employee performance. Dartu (2007), confirmed that keting Philosophy in Rural Tourism Development, the effect of employees’ job involvement on indi- Mihailoviæ and Moric (2012), found that rural tour- vidual performance has given a contribution to or- ism marketing should be seen as a structure to imple- ganizational performance. Next, Clark (1990), Hsu ment rural tourism strategies, such as long term pros- (2012), and Hermawati and Suci (2015, 2017) sup- perity, tourist satisfaction, maximum profit, extended ported theories suggested by Porter and Lawler tourist season, neutralizing the negative impact of (1968) and Kanungo (1982). These theories said that tourism on the community, stabilizing workforces at

116 JOURNAL OF APPLIED MANAGEMENT VOLUME 19 NUMBER 1 MARCH 2021 Kurniawati, Desi T. and Yaakop, Azizul Y. 2021. Tokopedia E-Store during Covid-19 Pandemic The Influence of Transformational Leadership Style on Work Engagement Remuneration Dimediation and

Real Description Regarding The Management of Human Resource and ... the tourism sector, giving economic support to the promote tourism products in sustainable ways. Sus- tourism sector, diversifying tourism activities, and tainable tourism products are defined as tourism others. products that are responsible to the environment and Sarkar (2012), conducted research titled with socially and economically reliable, which, therefore, Green Marketing and Sustainable Development users of these products will fulfill their demands Challenges and Opportunities, and it was found that without sacrificing the opportunity of future gen- green marketing is something that would grow well erations to use those products (Wray, 2010; Dewi, either in practice or demand. Other relevant research 2011). The purpose of the research is to analyzing was performed by Meler and Ham (2012), with the the hierarchical process to improve the performance title of Green Marketing for Green Tourism, and of MSMEs human resources in the tourism sector they declared that sustainable tourism is an alterna- in East Java, analyzing the hierarchical process to tive type of tourism that emphasizes green market- improve the competitiveness of sustainable tourism ing to be a strategy to build cooperation between in East Java, analyzing the SWOT-based MSMEs suppliers and sellers, or between partners and com- HR performance development strategy in East Java, petitors, to convince them toward producing envi- and analyze SWOT-based sustainable tourism com- ronmentally friendly development in all value chains. petitiveness development strategies in East Java. Green marketing is considered as the best solution to the environmental problem with two fundamen- METHOD tal results, namely long-term benefit and positive This research is intended to answer two ques- contribution to the environment. tions. The first question is regarding how to improve According to Gustavo (2013) in research titled human resource performance at Micro, Small and with Marketing Management Trends in Tourism and Medium Enterprises (MSMEs) of Tourism Sector Hospitality Industries: Facing the 21st Century En- in East Java Province. The second question is con- vironment, it was said the tourism industry in recent cerning what is the effective tourism marketing days has become more global, interrelated, uncer- strategy. The survey was conducted, and the result tain, oriented towards technology, and focusing on showed that strategically, the management of hu- issues of sustainability. Market structure is chang- man resource and tourism marketing is less effec- ing significantly, and marketing strategy, therefore, tive and not efficient. is no longer a simple thing that only concerns with The expected result of this research is to ob- serving consumer satisfaction and giving profits to tain a real description regarding the management of the company. Marketing begins to be seen as guid- human resources and tourism marketing. These ance in defining business strategy and in delivering managerial issues represent two questions that this sustainable profits for the tourist destination. Being research tries to answer. Both are measured with sustainable is associated with growing continually different indicators. in practice and demand. The population of this study was all human re- The current research attempts to analyze tour- sources in the tourism sector MSMEs and all for- ists’ awareness level regarding responsibility mar- eign and domestic tourists in East Java. The sam- keting. It is expected that result of this analysis pling technique is a purposive sampling that is ap- would guide the researcher in creating a concept plied on MSMEs of the Tourism Sector in East Java called sustainable tourism and then formulating, Province (covering 10 regions with tourism poten- based on this concept, a model called responsibility tials). The size of the sample is determined using marketing. Muljadi (2009), emphasized that tourism Structural Model’s minimum criteria that require 100- marketing is an effort to identify the demand and 200 participants. Therefore, the determined partici- desire of tourists, and then offer the proper tourism pant for this research is 200 MSMEs of the Tour- products to maximize tourism service. Responsibil- ism Sector selected from 10 regions with tourism ity tourism marketing can also be called an effort to potentials in East Java Province. Four employees

ACCREDITED by Ministry of Research and Technology Republic of Indonesia, No 200/M/KPT/2020 ISSN: 1693-5241 117 Adya Hermawati, Ramlawati, Husin, Nurwati, Martaleni and three tourists are chosen as respondents from ployees and 600 tourists, either foreign or domestic, each MSME. In total, therefore, there are 800 em- involved in this research.

Table 3. Matrix and Operational Definition of Research Variables

Research Variables and Operational Definition of VARIABLE TYPE INDICATOR Each Variable Transglobal Leadership (TL) The intelligence dimension is owned by the leader/ Exogenous (TL.1) Cognitive Intelligence manager that contains six indicators, namely cogni- (TL.2) Emotional Intelligence tive intelligence, emotional intelligence, business (TL.3) Business Intelligence intelligence, cultural intelligence, global intelli- (TL.4) Cultural Intelligence gence, and moral intelligence. (TL.5) Global Intelligence (TL.6) Moral Intelligence Quality of Work Life (QWL) Moderation (QWL.1) Participation Perception of employees that they feel physically (QWL.2) Growth and Development and psychologically safe, convenient, relatively (QWL.3) Compensation and Retaine satisfied, and capable of growing and developing (QWL.4) Work Environment as another usual human. Job Involvement (JI) Moderation (JI.1) Performance Participative process using all employee capacities Self-Esteem Contingency designed to strengthen the commitment to organi- (JI.2) Self-Description zational success. Organizational Citizenship Behavior (OCB) Moderation (OCB.1) Sportsmanship Behavior at the workplace that is valued based on a (OCB.2) Civic Virtue personal assessment to ensure whether this behav- (OCB.3) Conscientiousness ior exceeds the basic requirement of work. Employ- (OCB.4) Altruism ees are required to show behavior “beyond and (OCB.5) Courtesy beyond” formal job descriptions. This behavior must be done voluntarily, without pressure, and without expecting formal recognition and payment, but still giving a contribution to the effectiveness and effi- ciency of organizational functions. Human Resource Performance (HRP) The outcome Intervening Endog- (HRP.1) Work Output is achieved by employees from their job after they enous (HRP.2) Work Behavior fulfill job criteria. (HRP.3) Personality Responsibility Marketing (RM) Intervening Endog- (RM.1) Ethic enous (RM.2) Value (RM.3) Social Responsibility Competitive Sustainability Tourism (CST) Pure Endogenous (CST.1) Effective (CST.2) Economic (CST.3) Efficient

Source: The classification of variables in Research Model and the Processed Result of Review (2020)

118 JOURNAL OF APPLIED MANAGEMENT VOLUME 19 NUMBER 1 MARCH 2021 Kurniawati, Desi T. and Yaakop, Azizul Y. 2021. Tokopedia E-Store during Covid-19 Pandemic The Influence of Transformational Leadership Style on Work Engagement Remuneration Dimediation and

Real Description Regarding The Management of Human Resource and ...

The analysis technique is Biplot/Cluster Analy- resource and tourism marketing at MSMEs of the sis, which would help the researcher to obtain a real Tourism Sector, along with the aspects that under- description regarding the management of human lay both managerial issues.

Figure 1. Visualization of Biplot/Cluster Analysis for Transglobal Leadership

RESULTS variables, namely Transglobal Leadership (TL), The research uses primary data that are col- Quality of Work Life (QWL), Job Involvement (JI), lected through questionnaires. Biplot analysis was Organizational Citizenship Behavior (OCB), Human conducted by analyzing the singular value of the data Resource Performance (HRP), Responsibility Mar- that are already corrected against the mean value. keting (RM), and Competitive Sustainability Tour- The input of biplot analysis is a mean matrix, which ism (CST). The following is a biplot graphic for all is a matrix containing the mean value of each vari- variables and their interpretation. able on each object. In other words, the mean ma- trix is also called a data matrix of the “n” object and GGE Biplot

“p” indicator. This research also implements clus- 6 ter analysis, and the number of clusters is deter- TLTL 0.2 9 mined based on the change of percentage in each 2 stage of analysis. The stage with the biggest change 0.1 7 of percentage is shown by the possession of the 3 RMPB 0.0 most number of optimum cluster. In this analysis, 5 10 three clusters are observed. 8 4 -0.1 AXIS2 23.09 % AXIS223.09 OCBOCB DSPBCST QWL KPJI All Variables -0.2 QWL Data of all variables are collected from 10 re- -0.3 KSDMHRP gions in East Java Province, which respectively are 1 Batu City, , Malang City, Pasuruan -0.3 -0.2 -0.1 0.0 0.1 0.2 0.3 City, Pasuruan Regency, , Kediri AXIS1 33.52 % Regency, Kediri City, , and Blitar City. From each region, the researcher takes 20 MSMEs Figure 2 Biplot Graphic of 10 MSMEs of Tourism of the Tourism Sector and measure them with 7 Sector in East Java Province: All Vari- ables

ACCREDITED by Ministry of Research and Technology Republic of Indonesia, No 200/M/KPT/2020 ISSN: 1693-5241 119 Adya Hermawati, Ramlawati, Husin, Nurwati, Martaleni

The biplot graphic above shows the relation- Transglobal Leadership (TL) ship between all variables and MSMEs of the Tour- Transglobal Leadership is measured with 6 in- ism Sector in East Java Province. The graphic indi- dicators, namely Cognitive Intelligence (TL.1), cates that every MSME has a competitive advan- Emotional Intelligence (TL.2), Business Intelligence tage on a certain variable. Some regions have (TL.3), Cultural Intelligence (TL.4), Global Intelli- MSMEs of the Tourism Sector with a competitive gence (TL.5), and Moral Intelligence (TL.6). Data advantage on Transglobal Leadership (TL), and on this variable are obtained from 10 regions in East these regions are Sidoarjo Regency (6), Kediri Re- Java Province. These regions are Batu City, Malang gency (7), Blitar Regency (9), and Malang Regency Regency, Malang City, Pasuruan City, Pasuruan (2). Two regions have MSMEs of the Tourism Sec- Regency, Sidoarjo Regency, , Kediri tor with a competitive advantage on Quality of Work City, Blitar Regency, and Blitar City. Twenty (20) Life (QWL), and these regions are Malang City (3) MSMEs of the Tourism Sector were selected from and Kediri City (8). Only one region has MSMEs each region. Biplot graphic for Transglobal Leader- of the Tourism Sector with a competitive advan- ship and its interpretation is given as follows: tage on Organizational Citizenship Behavior (OCB), and this region is Pasuruan Regency (5). Interest- ingly, there is only one region with only one MSME GGE Biplot of the Tourism Sector for competitive advantage on Human Resource Performance (HRP), and this TL 3 region is Batu City (1). Competitive advantage on 0.4

4 6 Responsibility Marketing (RM) is also shown by TL 6 5 TL 4

MSMEs of the Tourism Sector in only one region, 0.2 which is, Pasuruan Regency (5). Two regions have MSMEs of the Tourism Sector with a competitive 10 7

0.0 9 advantage on Competitive Sustainability Tourism % AXIS226.33 TL 2 TL 1 (CST), and these regions are Pasuruan City (4) and 1 3

Blitar City (10). -0.2 8 TL 5 After obtaining the results of biplot analysis, 2

then cluster analysis is conducted in which all -0.4 MSMEs of the Tourism Sector in East Java Prov- -0.4 -0.2 0.0 0.2 0.4 0.6 ince are divided into 3 clusters. Results of cluster AXIS1 43.42 % analysis for all variables are explained as follows. Figure 3. Biplot Graphic of 10 MSMEs of Tourism Cluster 1 contains MSMEs of the Tourism Sector Sector in East Java Province: Transglobal with a competitive advantage on Transglobal Lead- Leadership ership (TL). Cluster 2 comprises MSMEs of the Tourism Sector with a competitive advantage on Human Resource Performance (HRP), Quality of The biplot graphic above indicates the relation- Work Life (QWL), and Organizational Citizenship ship between Transglobal Leadership and MSMEs Behavior (OCB). Cluster 3 consists of MSMEs of of the Tourism Sector in East Java Province. As the Tourism Sector with a competitive advantage shown in the graphic, every MSME has a competi- on Transglobal Leadership (TL), Competitive tive advantage on a certain indicator that measures Sustainability Tourism (CST), Responsibility Mar- Transglobal Leadership. Only one region has keting (RM), and Job Involvement (JI). MSMEs of the Tourism Sector with a competitive

120 JOURNAL OF APPLIED MANAGEMENT VOLUME 19 NUMBER 1 MARCH 2021 Kurniawati, Desi T. and Yaakop, Azizul Y. 2021. Tokopedia E-Store during Covid-19 Pandemic The Influence of Transformational Leadership Style on Work Engagement Remuneration Dimediation and

Real Description Regarding The Management of Human Resource and ... advantage on Cognitive Intelligence (TL.1), and this GGE Biplot region is Blitar Regency (9). Also, only one region 6 has MSMEs of the Tourism Sector with a competi- QWL 4 tive advantage on Emotional Intelligence (TL.2), and 0.2 9 10 this region is Kediri City (8). There is also one re- 2 8 gion that has MSMEs of the Tourism Sector with a 7 competitive advantage on Business Intelligence 0.0 QWL 2 4

(TL.3), and this region is Pasuruan Regency (5). QWL 3 3 AXIS2 28.07 % AXIS228.07

Interestingly, the same region also has MSMEs of -0.2 1 the Tourism Sector with a competitive advantage on Cultural Intelligence (TL.4), and this region is 5 still Pasuruan Regency (5). Competitive advantage -0.4 on Global Intelligence (TL.5) is dominated by QWL 1 MSMEs of the Tourism Sector in Malang Regency -0.4 -0.2 0.0 0.2 0.4

(2). It is possibly interesting to see that competitive AXIS1 41.64 % advantage on Moral Intelligence (TL.6) is owned by MSMEs of the Tourism Sector in Pasuruan Re- Figure 4. Biplot Graphic of 10 MSMEs of Tourism Sector in East Java Province: Quality of gency (5). Work Life Results of biplot analysis have been obtained, which are then brought to cluster analysis. Three clusters are made for MSMEs of the Tourism Sec- The biplot graphic above illustrates the relation- tor in East Java Province. Results of cluster analy- ship between Quality of Work Life and MSMEs of sis on Transglobal Leadership are elaborated as fol- the Tourism Sector in East Java Province. This lows. Cluster 1 comprises MSMEs of the Tourism graphic declares that every MSME has a competi- Sector with a competitive advantage on Emotional tive advantage on a certain indicator that explains Intelligence (TL.2), Cognitive Intelligence (TL.1), Quality of Work Life. Two regions have MSMEs and Global Intelligence (TL.5). Cluster 2 is zero of the Tourism Sector with a competitive advan- members. Cluster 3 contains MSMEs of the Tour- tage on Participation (QWL.1), and these regions ism Sector with a competitive advantage on Busi- are Batu City (1) and Pasuruan Regency (5). Only ness Intelligence (TL.3), Cultural Intelligence one region has MSMEs of the Tourism Sector with (TL.4), and Moral Intelligence (TL.6). a competitive advantage on Growth and Develop- ment (QWL.2), and this region is Pasuruan City (4). Quality of Work Life (QWL) Two regions have MSMEs of the Tourism Sector Quality of Work Life is explained by 4 indica- with a competitive advantage on Compensation and tors, namely Participation (QWL.1), Growth and Retaine (QWL.3), and these regions are Malang Development (QWL.2), Compensation and Retaine City (3) and Kediri City (7). The region that has (QWL.3), and Work Environment (QWL.4). Data MSMEs of Tourism Sector with a competitive ad- on this variable are acquired from 10 regions in East vantage on Work Environment (QWL.4) includes Java Province, which include Batu City, Malang Malang Regency (2), Kediri Regency (6), Kediri Regency, Malang City, Pasuruan City, Pasuruan City (8), Blitar Regency (9), and Blitar City (10). Regency, Sidoarjo Regency, Kediri Regency, Kediri Biplot analysis has given some results that would City, Blitar Regency, and Blitar City. From each be brought to cluster analysis. The process of clus- region, twenty (20) MSMEs of the Tourism Sector ter analysis involves dividing MSMEs of the Tour- were selected. The following is a biplot graphic for ism Sector into 3 clusters. Results of cluster analy- Quality of Work Life and its interpretation. sis are outlined as follows. Cluster 1 consists of

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MSMEs of the Tourism Sector with a competitive advantage on the certain indicator that determines advantage on Participation (QWL.1). Cluster 2 con- Job Involvement. Three regions have MSMEs of tains MSMEs of the Tourism Sector with a com- the Tourism Sector with a competitive advantage petitive advantage on Growth and Development on Performance Self-Esteem Contingency (JI.1), (QWL.2) and Compensation and Retaine (QWL.3). and these regions are Malang Regency (2), Malang Cluster 3 comprises MSMEs of the Tourism Sector City (3), and Pasuruan City (4). Two regions have with a competitive advantage on Compensation and MSMEs of the Tourism Sector with a competitive Retaine (QWL.3) and Work Environment (QWL.4). advantage on Self-Description (JI.2), and both are Batu City (1) and Sidoarjo Regency (6). Job Involvement (JI) After obtaining the results of biplot analysis, Job Involvement is understood with indicators then cluster analysis is conducted by dividing all of Performance Self-Esteem Contingency (JI.1) and MSMEs of the Tourism Sector in East Java Prov- Self-Description (JI.2). Data on this variable are ince into 3 clusters. Results of cluster analysis for collected from 10 regions in East Java Province, Job Involvement are explained as follows. Cluster which include Batu City, Malang Regency, Malang 1 contains MSMEs of the Tourism Sector with a City, Pasuruan City, Pasuruan Regency, Sidoarjo competitive advantage on Performance Self-Esteem Regency, Kediri Regency, Kediri City, Blitar Re- Contingency (JI.1), and Cluster 2 comprises of gency, and Blitar City. There are 20 MSMEs of the MSMEs of the Tourism Sector with a competitive Tourism Sector selected from each region. Biplot advantage on Self-Description (JI.2). Cluster 3 is graphic for Job Involvement and its interpretation is zero members. given as follows: Organizational Citizenship Behavior (OCB) Organizational Citizenship Behavior has five GGE Biplot indicators, namely Sportsmanship (OCB.1), Civic Virtue (OCB.2), Conscientiousness (OCB.3), Al- 0.6 truism (OCB.4), and Courtesy (OCB.5). Data on KPJI 1 0.4 4 GGE Biplot 2 0.2 OCB 5 JIKP 2 2 1

AXIS2 16.47 % AXIS2 16.47 5 10 0.0 0.4 8 5 7 9 6 3 10 -0.2

0.2 OCB 2 4

OCB 3 OCB 4 -0.4 -0.2 0.0 0.2 0.4 0.6 1 2 6 0.0 AXIS2 22.62 % AXIS222.62 AXIS1 84.19 % 3 7 8

Figure 5. Biplot Graphic of 10 MSMEs of Tourism -0.2 Sector in East Java Province: Job Involve- OCB 1

ment 9 -0.4

-0.4 -0.2 0.0 0.2 0.4 The biplot graphic above reveals the relation- AXIS1 47.59 % ship between Job Involvement and MSMEs of the Figure 6. Biplot Graphic of 10 MSMEs of Tourism Tourism Sector in East Java Province. This graphic Sector in East Java Province: Organiza- emphasizes that every MSME has a competitive tional Citizenship Behavior

122 JOURNAL OF APPLIED MANAGEMENT VOLUME 19 NUMBER 1 MARCH 2021 Kurniawati, Desi T. and Yaakop, Azizul Y. 2021. Tokopedia E-Store during Covid-19 Pandemic The Influence of Transformational Leadership Style on Work Engagement Remuneration Dimediation and

Real Description Regarding The Management of Human Resource and ... this variable are collected from 10 regions in East Human Resource Performance (HRP) Java Province, which respectively are Batu City, Human Resource Performance is measured Malang Regency, Malang City, Pasuruan City, with three indicators, namely Work Output (HRP.1), Pasuruan Regency, Sidoarjo Regency, Kediri Re- Work Behavior (HRP.2), and Personality (HRP.3). gency, Kediri City, Blitar Regency, and Blitar City. Data on this variable are obtained from 10 regions From each region, the researcher takes 20 MSMEs in East Java Province. These regions are Batu City, of the Tourism Sector for analysis. The following is Malang Regency, Malang City, Pasuruan City, a biplot graphic for Organizational Citizenship Be- Pasuruan Regency, Sidoarjo Regency, Kediri Re- havior and its interpretation. gency, Kediri City, Blitar Regency, and Blitar City. The biplot graphic above shows the relation- Twenty (20) MSMEs of the Tourism Sector were ship between Organizational Citizenship Behavior selected from each region. Biplot graphic for Hu- and MSMEs of the Tourism Sector in East Java man Resource Performance and its interpretation Province. The graphic indicates that every MSME is given as follows: has a competitive advantage on a certain indicator that affects Organizational Citizenship Behavior. GGE Biplot Three regions have a competitive advantage on Sportsmanship (OCB.1), and these regions are HRPKSDM 2 2 7

Malang City (3), Kediri City (8), and Kediri Re- 0.4 gency (9). Only one region has MSMEs of the Tour- ism Sector with a competitive advantage on Civic 0.2 Virtue (OCB.2), and this region is Pasuruan Re- 2 gency (5). Also, only one region with MSMEs of 5 10 Tourism Sector with a competitive advantage on 0.0 3 Conscientiousness (OCB.3), and this region is Blitar % AXIS232.65 9 4 8 City (10). Three regions have MSMEs of the Tour- HRPKSDM 1 1 ism Sector with a competitive advantage on Altru- -0.2 6 ism (OCB.4), and these regions are Malang Re- 1 gency (2), Sidoarjo Regency (6), and Kediri Re- KSDMHRP 3 3 gency (7). Two regions have MSMEs of the Tour- -0.6 -0.4 -0.2 0.0 0.2 ism Sector with a competitive advantage on Cour- AXIS1 53.55 % tesy (OCB.5), and these regions are Batu City (1) Figure 7. Biplot Graphic of 10 MSMEs of Tourism and Pasuruan City (4). Sector in East Java Province: Human Re- After obtaining the results of biplot analysis, source Performance then cluster analysis is conducted in which all MSMEs of the Tourism Sector in East Java Prov- ince are divided into 3 clusters. Results of cluster The biplot graphic above indicates the relation- analysis for Organizational Citizenship Behavior are ship between Human Resource Performance and explained as follows. Cluster 1 contains MSMEs of MSMEs of the Tourism Sector in East Java Prov- the Tourism Sector with a competitive advantage ince. As shown in the graphic, every MSME has a on Civic Virtue (OCB.2) and Conscientiousness competitive advantage on a certain indicator that (OCB.3), Cluster 2 comprises of MSMEs of Tour- measures Human Resource Performance. ism Sector with a competitive advantage on Altru- Only one region has MSMEs of the Tourism ism (OCB.4), while Cluster 3 consists of MSMEs Sector with a competitive advantage on Work Out- of Tourism Sector with a competitive advantage on put (HRP.1), and this region is Pasuruan Regency Sportsmanship (OCB.1) and Courtesy (OCB.5) (5). Also, only one region has MSMEs of the Tour-

ACCREDITED by Ministry of Research and Technology Republic of Indonesia, No 200/M/KPT/2020 ISSN: 1693-5241 123 Adya Hermawati, Ramlawati, Husin, Nurwati, Martaleni ism Sector with a competitive advantage on Work Pasuruan Regency, Sidoarjo Regency, Kediri Re- Behavior (HRP.2), and this region is Kediri Regency gency, Kediri City, Blitar Regency, and Blitar City. (7). There is only one region that has MSMEs of From each region, twenty (20) MSMEs of the Tour- the Tourism Sector with a competitive advantage ism Sector were selected. The following is a biplot on Personality (HRP.3), and this region is Batu City graphic for Responsibility Marketing and the inter- (1). pretation of each indicator. Results of biplot analysis have been obtained, The biplot graphic above illustrates the relation- which are then brought to cluster analysis. Three ship between Responsibility Marketing and MSMEs clusters are made for MSMEs of the Tourism Sec- of the Tourism Sector in East Java Province. This tor in East Java Province. Results of cluster analy- graphic declares that every MSME has a competi- sis on Human Resource Performance are elabo- tive advantage on the certain indicator that explains rated as follows. Cluster 1 comprises MSMEs of Responsibility Marketing. There is only one region the Tourism Sector with a competitive advantage that has MSMEs of the Tourism Sector with a com- on Work Output (HRP.1) and Personality (HRP.3). petitive advantage on Ethic (RM.1), and this region Cluster 2 consists of MSMEs of the Tourism Sec- is Blitar City (10). Also, only one region has MSMEs tor with a competitive advantage on Work Behav- of the Tourism Sector with a competitive advan- ior (HRP.2). Cluster 3 is zero members. tage on Value (RM.2), and this region is Pasuruan City (4). Still, only one region has MSMEs of the Responsibility Marketing (RM) Tourism Sector with a competitive advantage on Responsibility Marketing is explained by three Social Responsibility (RM.3), and this region is indicators, which respectively are Ethic (RM.1), Sidoarjo Regency (6). Value (RM.2), and Social Responsibility (RM.3). Biplot analysis has given some results that would Data on this variable are acquired from 10 regions be brought to cluster analysis. The process of clus- in East Java Province, which include Batu City, ter analysis involves dividing MSMEs of the Tour- Malang Regency, Malang City, Pasuruan City, ism Sector into 3 clusters. Results of cluster analy- sis are outlined as follows. Cluster 1 consists of MSMEs of the Tourism Sector with a competitive GGE Biplot advantage on ethics (RM.1). Cluster 1 contains MSMEs of the Tourism Sector with a competitive 3 advantage on Value (RM.2). Cluster 3 comprises 0.2 8 MSMEs of the Tourism Sector with a competitive 7 1 4 advantage on Social Responsibility (RM.3). RM 3 RMPB 2 2

0.0 5PB6 3 9 Competitive Sustainability Tourism (CST)

2 Competitive Sustainability Tourism is under- -0.2

AXIS2 39.11 % AXIS2 39.11 stood with indicators of Effective (CST.1), Economic (CST.2), and Efficient (CST.3). Data on this vari- 10 able are collected from 10 regions in East Java Prov- -0.4 ince, which include Batu City, Malang Regency, Malang City, Pasuruan City, Pasuruan Regency, PBRM 1 1 Sidoarjo Regency, Kediri Regency, Kediri City, Blitar -0.2 0.0 0.2 0.4 0.6 Regency, and Blitar City. There are 20 MSMEs of AXIS1 54.84 % the Tourism Sector selected from each region. Biplot Figure 8. Biplot Graphic of 10 MSMEs of Tourism graphic for Competitive Sustainability Tourism and Sector in East Java Province: Responsibil- its interpretation are as follows: ity Marketing

124 JOURNAL OF APPLIED MANAGEMENT VOLUME 19 NUMBER 1 MARCH 2021 Kurniawati, Desi T. and Yaakop, Azizul Y. 2021. Tokopedia E-Store during Covid-19 Pandemic The Influence of Transformational Leadership Style on Work Engagement Remuneration Dimediation and

Real Description Regarding The Management of Human Resource and ...

GGE Biplot DISCUSSION Four regions have MSMEs of the Tourism Sec- DSPBCST 3 3 tor with a competitive advantage on Transglobal 0.4 Leadership (TL), and these regions include Sidoarjo

3 Regency (6), Kediri Regency (7), Blitar Regency

0.2 5 10 (9), and Malang Regency (2). According to this find- 1 8 ing, it can be said that MSMEs of the Tourism Sec-

0.0 2 9 6 tor in Sidoarjo Regency, Kediri Regency, Blitar Re- AXIS2 24.05 % AXIS224.05 gency, and Malang Regency already have leader-

-0.2 ship that emphasizes visionary behavior, adapting to DSPBCST 2 2 4 DSPBCST 1 1 a new but more complex environment, and using 7

-0.4 employee performance as a measure of consistent outcome. Transglobal Leadership is closely related -0.6 -0.4 -0.2 0.0 0.2 0.4 to global economic competitiveness that is indeed AXIS1 63.64 % very complex. A leader should have the Figure 9. Biplot Graphic of 10 MSMEs of Tourism multidisciplinary capability to actuate followers. Sector in East Java Province: Competitive Cognitive, moral, emotional, cultural, and business Sustainability Tourism intelligence are elements that must be taken into account in Transglobal Leadership. Two regions have MSMEs of the Tourism Sec- The biplot graphic above reveals the relation- tor with a competitive advantage on Quality of Work ship between Competitive Sustainability Tourism and Life (QWL), and these regions are Malang City (3) MSMEs of Tourism Sector in East Java Province. and Kediri City (8). Regarding this finding, it can be This graphic emphasizes that every MSME has a stated that MSMEs of the Tourism Sector in Malang competitive advantage on a certain indicator that City and Kediri City already have an environment, determines Competitive Sustainability Tourism. strategy, and operation at the workplace that can There is only one region that has MSMEs of the produce and maintain employee performance. One Tourism Sector with a competitive advantage on effort to create good QWL at the workplace is by Effective (CST.1), and this region is Kediri Regency providing good conditions of the workplace that (7). Only one region has MSMEs of the Tourism could motivate workers towards good performance. Sector with a competitive advantage on Economic Related factors to this condition are workplace se- (CST.2), and this region is Pasuruan City (4). Also, curity, work hour, leadership commitment, and other there is only one region that has MSMEs of the factors beyond work. All these factors should be Tourism Sector with a competitive advantage on taken into consideration by MSMEs of the Tourism Efficient (CST.3), and this region is Pasuruan Re- Sector. gency (5). Only one region has MSMEs of the Tourism After obtaining the results of biplot analysis, Sector with a competitive advantage on Organiza- then cluster analysis is conducted by dividing all tional Citizenship Behavior (OCB), and this region MSMEs of the Tourism Sector in East Java Prov- is Pasuruan Regency (5). This finding signifies that ince into 3 clusters. Results of cluster analysis for MSMEs of the Tourism Sector in Pasuruan Regency Competitive Sustainability Tourism are explained as already have employees who are dedicated and follows. Cluster 1 contains MSMEs of the Tourism committed to the workplace, and who are also ca- Sector with a competitive advantage on Effective pable to produce a high level of both performance (CST.1). Cluster 2 comprises MSMEs of the Tour- and productivity. If job satisfaction is high among ism Sector with a competitive advantage on eco- employees, they would find their work convenient. nomics (CST.2), while Cluster 3 is zero members. Employees with such feelings will work beyond what

ACCREDITED by Ministry of Research and Technology Republic of Indonesia, No 200/M/KPT/2020 ISSN: 1693-5241 125 Adya Hermawati, Ramlawati, Husin, Nurwati, Martaleni they are required to do. Such positive behavior It must be noted that the planning and development among the employees would raise individual and of sustainable tourism cannot be separated from the organizational performances at MSMEs of the Tour- considerations of nature, culture, heritage, and so- ism Sector. cioeconomic, along with its complexities that involve There is only one region with only one MSME tourists as the visitors and the local community as of the Tourism Sector for competitive advantage on the host. The Government of the Republic of Indo- Human Resource Performance (HRP), and this nesia has set several indicators for the establish- region is Batu City (1). According to this finding, it ment of sustainable tourism, which respectively are: can be declared that MSMEs of the Tourism Sec- the awareness regarding responsibility on the envi- tor in Batu City already have quality and quantity ronment, which requires sustainable tourism devel- that conform to their responsibility. Performance is opment strategy to put tourism as a green industry a key measure for the success of the organization. (environmentally friendly industry), and this respon- Without good performance from employees, it is sibility would be in the hand of government, tourism possibly hard to achieve organizational goals. The industry, community and tourist; the improvement performance comprises of attitude, mentality, and of local government’s roles in tourism development; behavior that are oriented to produce a perception the empowerment of tourism industry to make it that the current job must have better quality than able not only to create tourism products with inter- the previous job, while the future job should have national competitiveness but also to increase the better quality than the current job. welfare of community surrounding tourist destina- Competitive advantage on Responsibility Mar- tion; and the partnership and participation of the keting (RM) is shown by MSMEs of the Tourism community in tourism development, which is aimed Sector in only one region, which is, Pasuruan Re- to eliminate or at least minimize the gap of welfare gency (5). Regarding this finding, it can be said that level between tourist and community at a tourist MSMEs of the Tourism Sector in Pasuruan Regency destination to avoid conflict or domination against have a socially-oriented marketing principle where each other. marketing decisions are made only after taking into account consumers’ demand and interest, company CONCLUSIONS demand, and long term interest of community and Micro, Small and Medium Enterprises of Tour- tourists. Various kinds of advancements have ism Sector with a competitive advantage on changed the world order. At the same time, many Transglobal Leadership are found in Sidoarjo Re- power holders in socio-economical, cultural, and gency, Kediri Regency, Blitar Regency, and Malang natural environments have determined new bound- Regency. Micro, Small and Medium Enterprises of aries on marketing and business practices. The com- Tourism Sector with a competitive advantage on pany that has prepared itself with innovative solu- Quality of Work-Life are discovered in Malang City tions and value consideration is likely to be the most and Kediri City. Micro, Small and Medium Enter- successful company. prises of Tourism Sector with a competitive advan- Two regions have MSMEs of the Tourism Sec- tage on Organizational Citizenship Behavior are lo- tor with a competitive advantage on Competitive cated only in Pasuruan Regency. Only one Micro, Sustainability Tourism (CST), and these regions are Small and Medium Enterprise of the Tourism Sec- Pasuruan City (4) and Blitar City (10). This finding tor has a competitive advantage on Human Resource confirms that MSMEs of the Tourism Sector in Performance, and such Enterprise exists in Batu Pasuruan City and Blitar City can conserve and City. Micro, Small and Medium Enterprises of Tour- protect the environment. It is in line with the per- ism Sector with a competitive advantage on Re- ception that environmental responsibility is the col- sponsibility Marketing are found only in Pasuruan lective responsibility of all parties involved in the Regency. Micro, Small and Medium Enterprises of planning and development of the tourism industry. Tourism Sector with a competitive advantage on

126 JOURNAL OF APPLIED MANAGEMENT VOLUME 19 NUMBER 1 MARCH 2021 Kurniawati, Desi T. and Yaakop, Azizul Y. 2021. Tokopedia E-Store during Covid-19 Pandemic The Influence of Transformational Leadership Style on Work Engagement Remuneration Dimediation and

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128 JOURNAL OF APPLIED MANAGEMENT VOLUME 19 NUMBER 1 MARCH 2021 Kurniawati, Desi T. and Yaakop, Azizul Y. 2021. Tokopedia E-Store during Covid-19 Pandemic The Influence of Transformational Leadership Style on Work Engagement Remuneration Dimediation and

Real Description Regarding The Management of Human Resource and ...

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