Meta-Analysis of the Relationship Between Job Commitment, Non-Financial Compensation, and Corporate Culture Transformation in Indonesia’s State-Owned Energy Sector

Abstract

The global energy sector's unprecedented transformation necessitates profound organizational culture change, particularly within Indonesian state-owned enterprises like PT PLN and PT Pertamina, which are pivotal to energy security. This meta-analysis systematically synthesizes existing empirical evidence (2020-2023) from 18 studies involving 4,250 respondents, employing the PRISMA methodology to investigate the integrated effects of job commitment and non-financial compensation on corporate culture transformation. Traditional compensation structures often foster inertia, hindering adaptation to digitalization and sustainability demands. While prior research highlights the importance of employee commitment and compensation strategies, a gap exists in understanding their synergistic impact within Indonesia's energy context, especially with evolving workforce demographics. The findings reveal that both job commitment and non-financial compensation significantly propel cultural transformation, with a robust coefficient (β=0.42). Non-financial rewards, such as career development opportunities and recognition, are crucial in enhancing affective commitment by 28% and buffering against external pressures, fostering cultural resilience. Critically, Psychological Ownership (PO) emerges as the key psychological mediator, translating non-financial compensation into tangible transformative actions, reducing resistance to change by up to 40%. PO strengthens organizational identification through self-efficacy, identity integration, and a sense of belonging, making transformations more stable and sustainable. This research extends the Job Characteristics Theory by establishing non-financial compensation as a primary predictor of PO in state-owned enterprises, demonstrating that cultivated PO leads to organic, enduring, and resilient cultural shifts. The implications underscore a strategic imperative for Indonesian energy companies to shift from purely transactional pay towards holistic employee experience, focusing on non-monetary rewards to build agile and adaptable cultures crucial for navigating future industry complexities.