Hasil Pencarian  ::  Simpan CSV :: Kembali

"Penelitan ini bertujuan untuk mengetahui adanya pengaruh peningkatan kualitas hubungan atasan - bawahan terhadap perilaku kewarganegaraan organisasi di PT LH. Berdasarkan data awal berupa Interview, FGD dan kuesioner diagnosa organisasi (ODQ), menunjukkan bahwa perilaku kewarganegaraan organisasi di PT LH masih perlu ditingkatkan. Kualitas hubungan antara atasan dan bawahan diduga berpengaruh terhadap perilaku kewarganegaraan organisasi. Hal ini dibuktikan dengan mengukur pengaruh kualitas hubungan atasan - bawahan terhadap perilaku kewarganegaraan organisasi. Kualitas hubungan atasanbawahan diukur dengan menggunakan kuesioner LMX-MDM dari Liden & Maslyn (1998) yang telah diadaptasi oleh Radikun (2010). Kuesioner kualitas hubungan atasan-bawahan ini terdiri dari 11 item (α=0,877). Sementara kuesioner perilaku kewarganegaraan organisasi menggunakan kuesioner dari Organ (1988) yang terdiri dari 18 item (α = 0,812). Hasil perhitungan uji regresi pada 40 responden memperoleh hasil R2 =0,117 (p<0,05) yang berarti kualitas hubungan atasan-bawahan mempengaruhi perilaku kewarganegaraan organisasi sebesar 11,7%. Dari keempat dimensi kualitas hubungan atasan-bawahan, dimensi kontribusi yang memiliki sumbangan paling besar terhadap perilaku kewarganegaraan organisasi. Berdasarkan hasil tersebut, maka dilakukan intervensi untuk meningkatkan kualitas hubungan ataan-bawahan, khususnya dimensi kontribusi yang diharapkan dapat meningkatkan perilaku kewarganegaraan organisasi. Intervensi yang dilakukan berupa pelatihan effective coaching kepada para manajer di PT LH.

---

This study aims to investigate the effect of improving leader member exchange to organizational citizenship behavior in PT. LH. Based on initial data from Interview, focus group discussions, and organizational Diagnosis Questionnaire (ODQ), the researcher found that organizational citizenship behavior in PT.LH still need improvement. Low quality of the leader member exchange are assumed to affect organizational citizenship behavior. This is evidenced by measuring the effect of leader member exchange to organizational citizenship behavior. Leader-Member Exchange was measured using LMX-MDM from Liden & Maslyn (1998) which has been adapted by Radikun (2010). LMX-MDM is consists of 11 items (α = 0.877). While organizational citizenship behavior measured by using a questionnaire from Organ (1988) which consists of 18 items (α = 0.812). The results of calculations using simple regression from 40 respondents showed R2 = 0.117 (p <0.05), which means the quality of LMX affects organizational citizenship behavior at 11.7%. Among four dimensions of LMX, contribution has the most influence and significant impact on organizational citizenship behavior. Based on these result, the intervention in this study was designed to increase leader member exchange, particularly contribution dimension in other to increase the organizational citizenship behavior of employees. Researcher then implemented effective coaching training towards manager in PT LH."

"ABSTRAKPenelitian ini membahas mengenai iklim psikologis di lembaga ?X? yang merupakan lembaga milik negara non kementerian di Indonesia. Dengan mengetahui iklim psikologis lembaga ?X? dapat diberikan saran intervensi yang sesuai guna memperbaiki iklim psikologis untuk meningkatkan kesiapan berubah anggota organisasi. Kesiapan berubah ini terkait dengan kesiapan anggota organisasi dalam menjalankan program reformasi birokrasi. Hasil menunjukkan bahwa iklim psikologis memiliki pengaruh yang signifikan terhadap kesiapan berubah dan dimensi iklim psikologis yang rendah secara signifikan sehingga perlu diintervensi adalah dimensi kebermaknaan. Strategi intervensi yang sesuai untuk dimensi kebermaknaan adalah intervensi terhadap pengelolaan sumberdaya manusia, seperti sosialisasi, penetapan target, penilaian kinerja dan sistem penghargaan.

---

ABSTRACTThis research is about the psychological climate at non-department state owned "X" institution in Indonesia. By knowing the psychological climate at "X" institution, a suitable intervention to improve psychological climate to increase organization members' readiness for change can be suggested. Readiness for change is associated with readiness member of organization in executing beaureaucracy reformation program. The result of the research shows that psychological climate has significant influence to readiness for change and the lowest dimension that will need to be intervened is meaningfulness. Intervention strategy which is deemed most appropriate for meaningfulness is intervention to human resources management, such as socialization, goal setting, performance management, and recognition system."

"Penelitian ini melihat pengaruh trust in leaders dan perceived organizational support terhadap perilaku knowledge sharing. Hasil uji regresi berganda pada 92 karyawan terhadap variabel trust in leaders, perceived organizatonal support dan knowledge sharing menunjukkan pengaruh signifikan variabel trust in leaders dan perceived organizational support terhadap knowledge sharing (p<0,05). Peneliti merancang intervensi token reinforcement system untuk meningkatkan perceived organizational support pada dimensi perceived organizational rewards and job conditions yang dipersepsikan paling rendah oleh karyawan.Hasil uji signifikansi perbedaan pre-test dan post-test menunjukkan intervensi signifikan meningkatkan dimensi Perceived organizational rewards and job conditions sehingga terdapat peningkatan pula pada knowledge sharing (t = -1,168, p<0,05). Dengan demikian, penting bagi perusahaan memberikan intervensi token reinforcement system agar karyawan menampilkan perilaku knowledge sharing yang diharapkan.

---

The study looked at the influence of trust in leaders and perceived organizational support toward knowledge sharing behaviors. Multiple regression test results on 92 employees against variable trust in leaders, perceived organizatonal support and knowledge sharing indicate a significant influence of variable trust in leaders and perceived organizational support toward knowledge sharing (p < 0.05). Researchers devise, token reinforcement system interventions to increase the perceived organizational support dimension of perceived organizational rewards and job conditions that are perceived by employees of the lowest.Significance test of difference results pre test and post test showed that the given intervention could improve the dimension of perceived organizational rewards and job conditions so that there was improvement in knowledge sharing (t =-1,168, p < 0.05). Thus, it is important for the company providing the token reinforcement system intervention so that employees showing the expected knowledge sharing behaviors."

"Penelitian ini berfokus pada hubungan antara kepuasan komunikasi dan kepuasan kerja pada pegawai Antar generasi di Institusi Keuangan X. Selain itu, penelitian ini ingin membuktikan apakah kepuasan komunikasi merupakan salah satu hal yang dapat mempengaruhi kepuasan kerja individu (Goris, 2007, Carriere dan Bourque, 2009). Penelitian ini menggunakan tipe penelitian aplikatif dan korelasional dengan jumlah responden sebanyak 777 pegawai. Alat ukur yang digunakan adalah adaptasi dari communication satisfaction survey (Downs dan Hazen, 1977) dengan nilai koefisien alpha (α) sebesar 0.960 dan alat ukur kepuasan kerja (Roelen, dkk, 2008) dengan nilai koefisien alpha (α) sebesar 0.901. Analisis data menggunakan statistika deskriptif, korelasi pearson product moment, regresi linear, t-test, dan anavar satu arah.Dari analisis data, disimpulkan bahwa: 1) terdapat hubungan yang signifikan antara kepuasan komunikasi dengan kepuasan kerja pegawai Antar generasi Institusi Keuangan X; 2) secara umum responden penelitian memiliki kepuasan komunikasi yang sedang dan kepuasan kerja yang sedang pula; 3) dimensi kepuasan komunikasi yang memiliki nilai rata-rata paling rendah adalah dimensi personal feedback; 4) dimensi kepuasan komunikasi yang berpengaruh terhadap kepuasan kerja adalah dimensi communication climate, organization integration, media quality, dan personal feedback; 5) intervensi dilakukan pada dimensi personal feedback yakni dengan memberikan pelatihan constructive feedback; 6) intervensi yang dilakukan dinyatakan cukup efektif dan aplikatif untuk diterapkan dalam organisasi.

---

This study focuses on the relationship between communication satisfaction and job satisfaction of intergenerational employee at Financial Institutions X. This study was held to approve that communication satisfaction give influence to job satisfaction (Goris, 2007, Carriere and Bourque, 2009). This study uses a type of applied research and correlation research with the number of respondents is 777 respondents. Measurement instruments used in this research are the adaptation of communication satisfaction survey (Downs and Hazen, 1977) with coefficient alpha (α) of 0.960 and job satisfaction questionnaire (Roelen, et al, 2008) with coefficient alpha (α) of 0.901. Descriptive statistics, Pearson product moment correlation formula , linear regression, t-test, and ANOVA will be used to analyze the infomation gathered.From the data analysis, it was concluded that: 1) there is a significant relationship between communication satisfaction with employee job satisfaction across generations at Financial Institution X; 2) majority of respondents have a moderate level of communication satisfaction and job satisfaction; 3) personal feedback is the dimensions of communication satisfaction which has the lowest mean score, 4) communication satisfaction dimensions that give influence to job satisfaction are climate communication, organization integration, media quality, and personal feedback; 5) intervention held to improving the personal feedback dimension is with giving the constructive feedback training; 6) the intervention is acknowledged as quite effective and applicable for implementation in the organization."

"Research has shown that despite the prodigious output of management books, managers still have little idea why there is so much change in the world of work or what they can do about it. This book argues that those who fail to understand management history are destined to repeat it."

"ABSTRAKPenelitan ini bertujuan untuk mengidentifikasi faktor yang palingmempengaruhi work engagement serta membuat dan melaksanakan programintervensi melalui program pelatihan. Berdasarkan teori yang ada proceduraljustice yang termasuk dalam job resources serta psychological hardiness dancommitment to change yang termasuk dalam personal resources memilikipengaruh terhadap work engagement. Pengukuran melalui sampel penelitiansebanyak 78 karyawan menunjukkan bahwa psychological hardiness dancommitment to change memiliki korelasi yang signifikan terhadap workengagement. Sedangkan berdasarkan analisis pengaruh, hanya psychologicalhardiness saja yang memiliki pengaruh signifikan terhadap work engagementdimana unique contribution dengan sr2 = 0,208, p < 0,01. Peneliti kemudianmemfokuskan pada usaha peningkatan work engagement melalui pelatihan pada variabelyang belum memberikan pengaruh yang signifikan yaitu commitment to change. Selainmelihat pada signifikansi pengaruh faktor commitment to change, hal ini juga ditentukanoleh pertimbangan praktis perusahaan sebagai salah satu intervensi yang dapat dilakukanpada saat ini untuk mengoptimalisasikan work engagement pada PT.XYZ. Dari hasil ujisignifikansi perbedaan pre-dan post-test, ditemukan bahwa terdapat peningkatan skoryang signifikan dari variabel yang mengalami intervensi (commitment to change)sebelum dan setelah karyawan PT.XYZ diberikan pelatihan. Diharapkan dengan adanyapeningkatan commitment to change maka meningkatkan pula work engagement pada dirikaryawan.

---

ABSTRACTThis research aims to identify the factors that most influence workengagement, and create and implement intervention programs through the trainingprogram. Based on the existing theory, procedural justice, which is included in jobresources, and also psychological hardiness and commitment to change, which isincluded in the personal resources, have an impact on work engagement.Measurements through 78 employees as sample show that psychological hardinessand commitment to change have a significant correlation to work engagement. Onthe other hand, based on the analysis of influence, only psychological hardiness hasa significant influence on work engagement, with the unique contribution sr2 =0.208, p < 0.01. The researcher then focused on trying to increase work engagementthrough training on a variable that has a less significant influence, namely thecommitment to change. In addition to looking at the significance of the influence ofcommitment to change, the focus is also determined by the practical considerationof the company, as one of the interventions that can be done at this time to optimizework engagement at XYZ Company. From the results from tests of significancedifferences in pre-and post-test, it is found that there is a significant increase inscores before and after the XYZ employees are given training on the variable thatwas intervened (commitment to change). It is expected that with the commitment tochange increase will also increase employees‘ work engagement."