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"ABSTRAKPenelitian ini bertujuan untuk mengetahui pengaruh external pressure danorganizational justice terhadap resistance to change di PT. X. PT. X adalahperusahaan badan usaha milik negara yang bergerak di bidang jasa konsultasi,survei, inspeksi dan verifikasi. Metode analisis data yang digunakan adalah analisisstatistik deskriptif dan regresi. Resistance to change adalah faktor yangmenghambat proses perubahan. External pressure memiliki dimensi coercive,mimetic dan normative pressure. Organizational justice memiliki dimensidistributive justice, procedural justice, interpersonal justice dan informationaljustice. Hasil penelitian terhadap 262 responden menunjukkan tingkat resistance tochange di PT. X dikategorikan sedang. Dimensi mimetic pressure berpengaruhsecara signifikan terhadap resistance to change, dimensi informational justiceberpengaruh negatif secara signifikan terhadap resistance to change. Sedangkancoercive, normative, distributive justice, procedural justice dan interpersonaljustice tidak terbukti berpengaruh secara signifikan terhadap resistance to change

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ABSTRACTThis research aims to determine the effect of external pressure and organizationaljustice to resistance to change at PT. X. PT. X is a state-owned enterprise with fieldof work as consultant for survey, inspection, and verification. Data analysis methodused are statistic descriptive analysis and regression. Resistance to change is afactor that prevent change prosess. External pressure has dimensions of coercive,mimetic and normative pressure. Organizational justice has dimensions ofdistributive justice, procedural justice, interpersonal justice and informationaljustice. Researh findings on 262 respondents indicated the level of resistance tochange at PT. X categorized as moderate. Dimension of mimetic pressuresignificantly impact to resistance to change, dimension informational justicesignificantly influence and negatif impact to resistance to change. Whereascoercive, normative, distributive justice, procedural justice and interpersonaljustice not proven significantly influence resistance to change"

"Penelitian ini bertujuan untuk mengetahui apakah terdapat hubungan antara persepsi keadilan organisasi terhadap in-role dan extra-role behavior di PT X, serta menentukan intervensi yang tepat sebagai upaya untuk meningkatkan in-role dan extra-role behavior melalui peningkatan persepsi keadilan organisasi. Persepsi keadilan organisasi diukur dengan menggunakan alat ukur persepsi keadilan organisasi yang diadaptasi dari alat ukur organizational justice scale yang dikembangkan oleh Colquitt 2001. Alat ukur persepsi keadilan organisasi terdiri dari 20 item ?=0,92. Sedangkan in-role behavior IRB dan extra role behavior/ organizational citizenship behavior OCB diukur dengan alat ukur yang dikembangkan oleh William dan Anderson 1997. Alat ukur IRB terdiri dari 6 item ?=0,85 , OCB-O terdiri dari 7 item ? =0,75 , dan OCB-I terdiri dari 7 item ?=0,92 . Hasil penelitian terhadap 92 responden menunjukkan hubungan yang positif dan signifikan antara persepsi keadilan organisasi dengan IRB r=0,22, p.

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The research aims to determine the relationship between perception of organizational justice to in role and extra role behavior at X company, and to decide appropriate intervention to increase in role and extra role behavior by enhancing perceived organizational justice. Perceived organizational justice is measured by using measurement instrument adapted from organizational justice scale developed by Colquitt 2001 . Perceived organizational justice questionnaire consist of 20 items 0,92 . Whereas, in role behavior IRB and extra role behavior organizational citizenship behavior OCB measurement instrument adapted from IRB and OCB questionnaire developed by William and Anderson 1997 . IRB questionnaire consist of 6 items 0,85 , OCB O questionnaire consist of 7 items 0,75 , and OCB I questionnaire consist of 7 items 0,92 . The measurement of 92 respondent results showed a positive and significant relationship between perceived organizational justice to IRB R 0,22, p."

"Organisasi pembelajar yang menempatkan unsur transfer pengetahuan sebagai pusat aktivitas merupakan kebutuhan utama bagi perusahaan yang padat teknologi dengan usia pegawai beragam dari tiga generasi yaitu Baby Boomer, Generasi X, dan Generasi Y. Organizational Citizenship Behavior (OCB) dalam beberapa penelitian telah terbukti sebagai pendorong optimalnya transfer pengetahuan di organisasi. Untuk itu penelitian ini menguji faktor-faktor yang diduga berpengaruh terhadap peningkatan OCB, yaitu psychological capital, organizational justice, dan organizational trust. Hasil penelitian terhadap 206 karyawan yang bekerja di PT Pembangkit Listrik ABC menunjukkan bahwa psychological capital dan organizational justice memiliki pengaruh signifikan terhadap OCB, sedangkan organizational trust memiliki pengaruh terhadap OCB di PT Pembangkit Listrik ABC meskipun tidak signifikan. Peneliti mengajukan rancangan intervensi agar PT Pembangkit Listrik ABC menggunakan strategi personalisasi melalui jalur implementasi yang menempatkan manusia sebagai pusat aktivitas KM dengan menerapkan program pasar pengetahuan yang mendorong optimalnya psychological capital pegawai dan memperbesar peluang meningkatnya organizational justice karena menyediakan mekanisme yang adil dalam transfer pengetahuan.

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The learning organization that placing knowledge transfer as the center of activities is special need for technology-intensive company with three ages generation employees that are baby boomer, X generation, and Y generation. Organizational Citizenship Behavior (OCB) in the various researches was proofed as the booster for optimizing transfer knowledge in organization. This research aimed to proof the factors that have effect to improvement OCB, that are psychological capital, organizational justice, and organizational trust. The result from 206 responden from PT Pembangkit Listrik ABC proofed psychological capital and organizational justice have significantly effect to OCB, whereas organizational trust has effect to OCB in PT Pembangkit Listrik ABC but has not significantly. Researcher propose project intervention for PT Pembangkit Listrik ABC using personalisation strategy through implementation path that placing human capital as center of KM activities following knowledge market program for optimizing employee?s psychological capital pegawai and gaining opportunity for improve organizational justice because it provides fair mechanism in knowledge transfer."

"Skripsi ini meneliti dan membahas Dampak Keadilan Organisasi pada Perilaku Kerja yang Inovatif Pada Karyawan yang Bekerja di Bidang Pelayanan Publik : Peran Mediasi dari Berbagi Pengetahuan. Penelitian ini merupakan penelitian kuantitatif dengan desain deskriptif. Dalam penelitian terdapat beberapa variabel. Variabel Organizational Justice sebagai variabel independen, Knowledge Sharing sebagai variabel mediasi dan Employee Innovative Work Behavior sebagai variabel dependen. Hasil penelitian ini menunjukkan bahwa knowledge sharing dapat memperkuat hubungan antara organizational justice dan employee innovative work behavior. Hasil ini menggambarkan bahwa dengan tingginya organizational justice membuat perilaku inovatif pada karyawan di bidang pelayanan publik menjadi meningkat. Perilaku inovatif dapat membantu perusahaan pelayanan publik meningkatkan produktivitas karyawan dalam melaksanakan pekerjaan sehari - hari untuk mencapai sasaran kinerja pegawai.

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This final paper examines and discusses the Impact of Organizational Justice on Innovative Work Behavior on Employees Working in the Public Service Sector: The Mediation Role of Knowledge Sharing. This research is a quantitative research with a descriptive design. In the research there are several variables. Organizational Justice variable as independent variable, Knowledge Sharing as mediating variable and Employee Innovative Work Behavior as dependent variable. The results of this study indicate that knowledge sharing can strengthen the relationship between organizational justice and employee innovative work behavior. These results illustrate that the high level of organizational justice makes the innovative behavior of employees in the public service sector increase. Innovative behavior can help public service companies increase employee productivity in carrying out daily work to achieve employee performance targets."

"Penelitian ini bertujuan untuk mengetahui pengaruh perceived organizational support terhadap komitmen untuk berubah pada karyawan di departemen editorial PT X. Instrumen penelitian menggunakan kuesioner komitmen untuk berubah dengan α = 0,848 dan kuesioner perceived organizational support dengan α = 0,929. Hasil uji regresi terhadap 48 responden menunjukkan komitmen untuk berubah dapat dijelaskan oleh 16,4% varians perceived organizational support (F(1, 46) = 9,020; p = 0,004; p < 0,05). Peneliti memberikan intervensi coaching kepada tujuh pasang atasan-bawahan. Berdasarkan uji beda diketahui bahwa terdapat perbedaan mean yang signifikan antara skor perceived organizational support sebelum dan sesudah intervensi (t = -5,461; p = 0,002; p < 0,05). Selain itu, juga terdapat perbedaan mean yang signifikan antara skor komitmen untuk berubah sebelum dan sesudah intervensi (t = -3,959; p = 0,007; p < 0,05). Oleh karena itu, dapat disimpulkan bahwa intervensi coaching yang diberikan efektif dalam meningkatkan perceived organizational support dan komitmen untuk berubah.

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This research aimed to investigate the effect of perceived organizational support towards commitment to change on the editorial employees in PT X. This research used commitment to change scale with α = .848 and perceived organizational support scale with α = .929. The regression analysis on 48 respondents showed that commitment to change can be explained by perceived organizational support as much as 16.4% (F(1, 46) = 9.020; p = .004; p < .05). Researcher gave coaching intervention to seven-pair of leader-subordinate.

Results showed that there was a significant mean difference between perceived organizational support score before and after intervention was given (t = -5.461; p = .002; p < .05). Also there was a significant mean difference between commitment to change score before and after intervention was given (t = -3.959; p = .007; p < .05). Therefore, it?s concluded that coaching intervention was effective in increasing perceived organizational support and commitment to change."

"[ABSTRAKbrPenelitian ini bertujuan untuk mengetahui pengaruh individual resistance tochange, dan organizational justice terhadap employee commitment to change dibiro organisasi dan kepegawaian dan unit pelaksana teknis Kementerian SosialRepublik Indonesia. Individual resistance to change dalam penelitian inimerupakan disposisional, dan organizational justice dalam penelitian inimerupakan persepsi pegawai terhadap organizational justice. Terdapat 194pegawai yang ikut serta dalam survei ini. Penelitian ini menggunakan metodeStructural Equation Modeling dengan Partial Least Square (PLS)dan softwareyang digunakan adalah SmartPLS 3.0. Hasil penelitian ini menunjukkan bahwaindividual resistance to change secara signifikan memiliki pengaruh positifterhadap affective commitment to change dan normative commitment to change,sedangkan organizational justice secara siginifikan memiliki pengaruh positifterhadap affective commitment to change, continuance commitment to changedannormative commitment to change.;This study aims to determine the effect of individual resistance to change, andorganizational justice towards employee commitment to change in personnel andorganization bureau, and technical implementation unit Social Ministry ofRepublic Indonesia. In this study the individual resistance to change isdispositional resistance to change, and organizational justice is Employee?sperceptions of Organizational Justice. There are 194 employees who participatedin this survey. This research used a structural equation modelling with the PartialLeast Square method and SmartPLS 3.0 software. The results showed thatindividual resistance significantly have a positive influence on affectivecommitment to change, and normative commitment to change, whileorganizational justice significantly have a positive influence on affectivecommitment to change, continuance commitment to change and normativecommitment to change;This study aims to determine the effect of individual resistance to change, andorganizational justice towards employee commitment to change in personnel andorganization bureau, and technical implementation unit Social Ministry ofRepublic Indonesia. In this study the individual resistance to change isdispositional resistance to change, and organizational justice is Employee?sperceptions of Organizational Justice. There are 194 employees who participatedin this survey. This research used a structural equation modelling with the PartialLeast Square method and SmartPLS 3.0 software. The results showed thatindividual resistance significantly have a positive influence on affectivecommitment to change, and normative commitment to change, whileorganizational justice significantly have a positive influence on affectivecommitment to change, continuance commitment to change and normativecommitment to change;This study aims to determine the effect of individual resistance to change, andorganizational justice towards employee commitment to change in personnel andorganization bureau, and technical implementation unit Social Ministry ofRepublic Indonesia. In this study the individual resistance to change isdispositional resistance to change, and organizational justice is Employee?sperceptions of Organizational Justice. There are 194 employees who participatedin this survey. This research used a structural equation modelling with the PartialLeast Square method and SmartPLS 3.0 software. The results showed thatindividual resistance significantly have a positive influence on affectivecommitment to change, and normative commitment to change, whileorganizational justice significantly have a positive influence on affectivecommitment to change, continuance commitment to change and normativecommitment to change;This study aims to determine the effect of individual resistance to change, andorganizational justice towards employee commitment to change in personnel andorganization bureau, and technical implementation unit Social Ministry ofRepublic Indonesia. In this study the individual resistance to change isdispositional resistance to change, and organizational justice is Employee?sperceptions of Organizational Justice. There are 194 employees who participatedin this survey. This research used a structural equation modelling with the PartialLeast Square method and SmartPLS 3.0 software. The results showed thatindividual resistance significantly have a positive influence on affectivecommitment to change, and normative commitment to change, whileorganizational justice significantly have a positive influence on affectivecommitment to change, continuance commitment to change and normativecommitment to change;This study aims to determine the effect of individual resistance to change, andorganizational justice towards employee commitment to change in personnel andorganization bureau, and technical implementation unit Social Ministry ofRepublic Indonesia. In this study the individual resistance to change isdispositional resistance to change, and organizational justice is Employee?sperceptions of Organizational Justice. There are 194 employees who participatedin this survey. This research used a structural equation modelling with the PartialLeast Square method and SmartPLS 3.0 software. The results showed thatindividual resistance significantly have a positive influence on affectivecommitment to change, and normative commitment to change, whileorganizational justice significantly have a positive influence on affectivecommitment to change, continuance commitment to change and normativecommitment to change;This study aims to determine the effect of individual resistance to change, andorganizational justice towards employee commitment to change in personnel andorganization bureau, and technical implementation unit Social Ministry ofRepublic Indonesia. In this study the individual resistance to change isdispositional resistance to change, and organizational justice is Employee?sperceptions of Organizational Justice. There are 194 employees who participatedin this survey. This research used a structural equation modelling with the PartialLeast Square method and SmartPLS 3.0 software. The results showed thatindividual resistance significantly have a positive influence on affectivecommitment to change, and normative commitment to change, whileorganizational justice significantly have a positive influence on affectivecommitment to change, continuance commitment to change and normativecommitment to change, This study aims to determine the effect of individual resistance to change, andorganizational justice towards employee commitment to change in personnel andorganization bureau, and technical implementation unit Social Ministry ofRepublic Indonesia. In this study the individual resistance to change isdispositional resistance to change, and organizational justice is Employee’sperceptions of Organizational Justice. There are 194 employees who participatedin this survey. This research used a structural equation modelling with the PartialLeast Square method and SmartPLS 3.0 software. The results showed thatindividual resistance significantly have a positive influence on affectivecommitment to change, and normative commitment to change, whileorganizational justice significantly have a positive influence on affectivecommitment to change, continuance commitment to change and normativecommitment to change]"

"ABSTRAKPenelitian ini bertujuan untuk mengetahui apakah terdapat hubungan antara persepsi keadilan organisasi terhadap perilaku kewargaan organisasi (PKO) di PT. X. Tipe penelitian yang digunakan adalah penelitian korelasional dengan responden penelitian sebanyak 33 karyawan. Persepsi keadilan organisasi di ukur dengan menggunakan alat ukur persepsi keadilan organisasi yang diadaptasi dari alat ukur persepsi keadilan organsisasi (Rego & Cunha, 2006). Alat ukur persepsi keadilan organisasi terdiri dari 17 item (a=0,907). Sedangkan PKO diukur dengan alat ukur PKO yang dikembangkan oleh Podsakoff (1990 dalam Organ et al., 2000). Alat ukur PKO terdiri dari 24 item (a = 0,812). Hasil penelitian menunjukkan hubungan yang positif dan signifikan antara persepsi keadilan organisasi terhadap PKO (R = 0,741, p<.0,01).Hasil penelitian juga menunjukkan bahwa hanya dimensi keadilan informasi yang menunjukkan hubungan positif dan signifikan terhadap PKO (R = 0,653, p<.0,01). Hal ini dapat diartikan semakin tinggi keadilan informasi maka akan semakin tinggi pula PKO. Peneliti kemudian merancang intervensi yang dapat meningkatkan keadilan informasi berupa pelatihan komunikasi efektif pada karyawan level jabatan manajer dan penyelia di PT. X. Tujuannya dengan meningkatkan keadilan informasi maka akan berdampak pada meningkatnya PKO di PT. X. Hasil evaluasi pemahaman menunjukkan signifikansi perbedaan pre-test dan post-test baik pada peserta pelatihan level karyawan maupun level penyelia (nilai t karyawan level manajer = -9,798 (p <0,05), nilai t karyawan level penyelia =- 6.364 (p< 0.05)). Hal ini dapat diartikan terjadi peningkatan pemahaman mengenai komunikasi efektif pada peserta pelatihan setelah pelaksanaan intervensi.

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ABSTRACT

This research aims to determine the relationship between perception of organizational justice and organizational citizenship behavior (OCB) at X company. The type of this study is correlational study and the number of participants are 33 employees. Perceived Organizational Justice is measured by using measurement instrument adapted from perceived organizational justice questionnaire developed by Rego & Cunha (2006). Perceived Organizational Justice questionnaire consists of 17 items (a=0,907). Whereas, OCB measurement instrument adapted from OCB questionnaire developed by Podsakoff (1990 in Organ et al., 2000). OCB questionnaire consists of 24 items (a = 0,812).

The results showed a positive and significant relationship between perceived organizational justice and OCB (R = 0,741, p<.0,01). The results also showed that only informational justice dimension indicating a positive and significant relationship on OCB (R = 0,653, p<.0,01). It can be concluded that the higher informational justice then the higher the OCB level. Researcher then designing interventions that can improve informational justice in the form of effective communication training for employee at managerial level and supervisory level. Purpose of the intervention is to improve informational justice that will result in increased levels of OCB. Evaluation at learning criteria show significant differences between pre-test and post-test both at manageria level as well as at supervisory level (value of t for managerial level = -9,798 (p <0,05), value of t for supervisory level =-6.364 (p< 0.05)). It can be concluded that there has been an increase in knowledge about effective communication on the trainee after the implementation of intervention."

"Penelitian ini bertujuan untuk melihat pengaruh program coaching pada atasan terhadap peningkatan organizational justice dan kepuasan kerja pada bawahan PT. XXY. Karyawan mempersepsikan dirinya mendapat perlakuan yang fair di tempat kerja akan merasa lebih puas dengan pekerjaannya dan akan lebih termotivasi untuk bekerja dengan lebih baik. Penelitian terhadap 20 karyawan PT. XXY dengan alat ukur adaptasi dari organizational justice (Moorman, 1991) dan kepuasan kerja (Spector, 1997) menunjukkan ada pengaruh yang signifikan dari organizational justice terhadap kepuasan kerja yaitu sebesar 50,4% (los=0.01) Merujuk pada hasil tersebut maka dilakukan intervensi untuk meningkatkan organizational justice dan kepuasan kerja melalui program coaching penilaian kinerja pada perusahaan. Hasil intervensi menunjukkan bahwa terdapat perbedaan skor pada organizational justice dan kepuasan kerja saat sebelum dan sesudah intervensi. Dengan demikian maka organisasi perlu melakukan beberapa hal diantaranya penilaian kerja secara berkala, melakukan pembenahan terhadap beberapa sistem terkait reward, memberikan training terhadap karyawan.

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This study aims to see the effect of performance appraisal?s coaching program for supervisor to enhance organizational justice and job satisfaction toward subordinates at head office of PT. XXY. Employees who perceived themselves as being treated fairly, will be more likely to be satisfied with their jobs and motivated to do well. Study of 20 employees of PT. XXY with an instrument adapted of organizational justice (Moorman, 1991) and job satisfaction (Spector, 1997) showed a significant effects of organizational justice on job satisfaction equal to 50.4% (los = 0.01). Furthermore, intervention is given to improve organizational justice and job satisfaction through the performance appraisal?s coaching program. The results indicate that there are differences in intervention scores on organizational justice and job satisfaction before and after intervention. Thus, the organization needs to do several things including periodic performance appraisal, improve reward-related systems and providing training to employees."

"Penelitian ini bertujuan untuk melihat pengaruh keadilan organisasi terhadap komitmen afektif untuk berubah. Sampel penelitian adalah 42 karyawan kantor pusat PT. Z. Komitmen afektif untuk berubah diukur menggunakan kuesioner komitmen afektif untuk berubah dari Herscovitch Meyer, sedangkan keadilan organisasi diukur menggunakan kuesioner keadilan organisasi dari Colquitt. Penelitian ini menggunakan analisa regresi. Hasil analisis menunjukkan bahwa 82 komitmen afektif untuk berubah dipengaruhi oleh keadilan organisasi. Dari empat dimensi keadilan organisasi, keadilan distributif memiliki pengaruh paling besar terhadap komitmen afektif untuk berubah, diiuti oleh keadilan prosedural. Kesimpulan yang dapat ditarik dari penelitian ini adalah keadilan organisasi memiliki pengaruh kuat dan signifikan terhadap komitmen afektif untuk berubah. Berdasarkan hasil penelitian tersebut, rancangan intervensi untuk meningkatkan keadilan organisasi dibuat untuk meningkatkan komitmen afektif untuk berubah pada karyawan PT. Z.

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The objective of this study is to investigate the impactof organizational justice to affective commitment to change. The participants of study consists of 42 employees of PT. Z Head Office. Affective commitment to change was measured using Herscovitch Meyer rsquo s affective commitment to change inventory. While organizational justice was measured using Colquitt rsquo s organizational justice inventory. This study used multiple regression to analyze the result. The result showed 82 affective commitment to change can be explained by organizational justice. Among four dimensions of organizational justice, distributive justice has the most influence and significant impact on affective commitment to change, followed by procedural justice. Conclusion that can be drawn from this study is organizational justice has positive and significant impact on affective commitment to change. Based on this study, in order to develop affective commitment to change in PT. Z employees, it is necessary to design intervention to increase organizational justice."

"Efektivitas perubahan organisasi salah satunya dipengaruhi oleh komitmen perubahan. Penelitian ini bertujuan untuk melihat pengaruh yang diberikan oleh kepercayaan organisasi dan gaya kepemimpinan change leadership terhadap komitmen perubahan. Penelitian lanjutan dilakukan untuk melihat pengaruh kepercayaan organisasi dan gaya kepemimpinan change leadership terhadap masing-masing dimensi komitmen perubahan, yaitu komitmen afektif, kontinuans, dan normatif perubahan. Pengukuran kepercayaan organisasi menggunakan Organizational Trust Inventory, change leadership diukur dengan Change Leadership Inventory, dan pengukuran komitmen perubahan menggunakan Commitment to Change Inventory. Berdasarkan data yang diperoleh dari 276 responden didapatkan hasil bahwa terdapat pengaruh yang signifikan antara kepercayaan organisasi dan change leadership terhadap komitmen perubahan (R2=0,252, p<0.05), namun pengaruh yang diberikan oleh kepercayaan organisasi (R2=0,096, p<0.05) lebih besar dibandingkan change leadership (R2=0,044, p>0.05).

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Effectiveness of organizational change is influenced by commitment to change. This research was conducted to identify the impact of organizational trust and change leadership to commitment to change. Further research is also conducted to see the identify the impact of organizational trust and change leadership to each dimensions of commitment to change, namely affective, continuans, and normative commitment to change. Organizational trust measured by Organizational Trust Inventory, change leadership measured by Change Leadership Inventory, and commitment to change measured by Commitment to Change Inventory. Based on data from 276 respondents, the result of this research revealed that there is an impact of organizational trust and change leadership to commitment to change (R2= 0,252, p<0.05), which organizational trust is higher than change leadership (R2=0,096, p=<0.005)."