How Reskilling Strategy and Job Redesign Shape Employee Work Capability through Work Motivation: Evidence from PT Indosat Ooredoo Hutchison

Muhammad Wildan; Muhammad Aflah; Corry Yohana; Christian Wiradendi Wolor

Authors

Muhammad Wildan Jakarta State University Author
Muhammad Aflah Beijing Technology and Business University Author
Corry Yohana Jakarta State University Author
Christian Wiradendi Wolor Jakarta State University Author

Keywords:

partial least squares, robotic process automation, post-merger integration, human capital development, Indonesia

Abstract

Robotic Process Automation (RPA) and post-merger integration place a dual pressure on telecommunications organizations, reshaping the competencies and roles employees must hold. This study examines how reskilling strategy and job redesign influence employee work capability, both directly and indirectly through work motivation, among employees of PT Indosat Ooredoo Hutchison (IOH) whose roles have been directly affected by RPA. A quantitative cross-sectional survey was conducted among 220 employees purposively sampled from four RPA-impacted operational units: Finance Operations, HR Operations, Customer Care Operations, and IT & Digital Services. Data were analyzed using partial least squares structural equation modeling in SmartPLS 4 with a 5,000-resample bootstrap procedure. All measurement constructs demonstrated satisfactory indicator reliability, convergent validity, and discriminant validity. The structural results show that all seven hypothesized relationships were positive and significant. Job redesign produced the strongest effect on work motivation (beta = 0.413) and the largest direct effect on work capability among the exogenous constructs (beta = 0.284), followed by reskilling strategy (beta = 0.317 on motivation; beta = 0.196 on capability). Work motivation directly increased work capability (beta = 0.343) and partially mediated the effects of both reskilling strategy (beta = 0.109) and job redesign (beta = 0.142). The findings position job redesign as the strongest human-resource lever and work motivation as the psychological mechanism that converts capability-building investment into realized employee performance during concurrent automation and post-merger integration.

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