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"ABSTRAKKondisi di unit usaha restoran, PT XYZ membuat karyawan mengalami ketidakpuasan dalam bekerja. Di sisi lain, kepuasan kerja merupakan aspek yang berperan penting dalam menunjang performa karyawan yang bekerja di bidang pariwisata. Dengan meningkatkan orientasi melayani karyawan, perusahaan dapat pula meningkatkan kepuasan kerja. Dua studi dilakukan untuk mengetahui hubungan antara orientasi melayani dan kepuasan kerja (studi 1); dan efektivitas serta dampak intervensi terhadap orientasi melayani pada kepuasan kerja (studi 2). Pada studi 1, pengumpulan data dilakukan menggunakan Work and Life attitude Survey Scale 5: Job Satisfaction, dan The Service Orientation Scale (N = 153). Hasil uji korelasi menunjukkan terdapat hubungan yang signifikan antara orientasi melayani dan kepuasan kerja. Lebih lanjut, hasil analisis menggunakan Wilcoxon Signed-Rank Test pada Studi 2 menemukan bahwa terdapat peningkatan pengetahuan karyawan terkait dengan orientasi melayani. Di sisi lain, tidak ada peningkatan nilai yang signifikan, baik pada variabel orientasi melayani, maupun kepuasan kerja saat sebelum dan sesudah intervensi pelatihan Heart of a Servant. Penelitian ini berkontribusi menambah kajian literarur mengenai orientasi melayani dan kepuasan kerja pada sektor industri pariwisata, serta meningkatkan kesadaran manajemen PT XYZ akan pentingnya orientasi melayani sebagai aspek yang meningkatkan kepuasan kerja karyawan.

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ABSTRACTConditions in the restaurant business unit, PT XYZ, make employees experience dissatisfaction at work. On the other hand, job satisfaction play an important role in supporting hospitality and tourism employees performance. By increasing employee service orientation, companies can also increase job satisfaction. Two studies were conducted to determine the relationship between service orientation and job satisfaction (study 1); and the effectiveness and impact of interventions on serving orientation towards job satisfaction (study 2). In Study 1, data were collected using the Work and Life Attitude Survey Scale 5: Job Satisfaction and The Service Orientation Scale (N = 153). Correlation results showed there was a significant relationship between service orientation and job satisfaction. Furthermore, the results of the analysis using the Wilcoxon Signed-Rank Test in Study 2 found that there was an increase in employee knowledge related to service orientation. On the other hand, there was no significant score increase in both service orientation and job satisfaction variables before and after the Heart of a Servant training intervention. This study contributed to increase literacy regarding service orientation and job satisfaction in the tourism industry sector, as well as increasing PT XYZs management awareness of the importance of serving orientation as an aspect that could increase job satisfaction."

"Penelitian ini bertujuan untuk melakukan penelitian korelasional dan intervensi. Dua studi, studi korelasi dan studi intervensi, dilakukan untuk meneliti interaksi spiritualitas di tempat kerja dan spiritualitas individual dalam memprediksi kepuasan kerja, dan mengetahui efektivitas pelatihan “BeYOUnd”. Karyawan operasional PT XYZ sejumlah 154 orang berpartisipasi pada studi pertama; dan hasil menunjukkan bahwa terdapat korelasi positif dan signifikan antar variabel p< .01). Hasil analisis PROCESS Hayes menunjukkan bahwa spiritualitas individual berperan sebagai moderator pada hubungan antara spiritualitas di tempat kerja dan kepuasan kerja F p <0,05, R 2=7%. Pelatihan “BeYOUnd”, sebagai studi intervensi, dilakukan pada 14 karyawan yang mendapatkan skor spiritualitas di tempat kerja rendah pada studi pertama. Hasil evaluasi tingkat 1 menunjukkan reaksi positif peserta terlihat dari tidak ada penilaian di bawah rata- rata pengukuran (M = 4,98 – 5,64). Evaluasi tingkat 2 menunjukkan perbedaan signifikan antara skor pengetahuan partisipan sebelum dan sesudah pelatihan “BeYOUnd” (Z = -2.22, p. Hasil evaluasi tingkat 3 menunjukkan bahwa partisipan mendapatkan nilai baik (3) dan sangat baik (4) pada indikator perilaku yang menunjukkan spiritualitas di tempat kerja. Berdasarkan tiga tingkat evaluasi menunjukkan bahwa pelatihan “BeYOUnd” secara umum memiliki hasil yang baik berdasarkan evaluasi reaksi, pengetahuan, dan tingkah laku. Kedua studi yang dilakukan berhasil menjawab seluruh pertanyaan penelitian yang diajukan oleh peneliti.

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There were two studies in this research, correlation study and intervention study. The purpose of the correlation study was to examine the relationship of individual spirituality as moderator on the relationship between workplace spirituality and job satisfaction. Intervention study aimed to examine the effectiveness of the 'BeYOUnd' training to improve workplace spirituality. One hundred and fifty four employees participated in the first study and showed the result that there was a significant positive correlation between variables (p <.01). The results of Hayes' PROCESS analysis showed that individual spirituality moderated the relationship between workplace spirituality and job satisfaction F (3, 150) = 3.75, p <0.05, R 2 = 7%. Then, 14 employees who had low workplace spirituality scores in the first study participated in 'BeYOUnd' Training. The results of the level 1 evaluation indicated the positive reaction of participants as seen that no response below the average measurement (M = 4.98 - 5.64). Level 2 evaluation showed significant differences between participants' knowledge scores before and after the 'BeYOUnd' training (Z = -2.22, p = 0.029). The results of level 3 evaluation indicated that participants received good (3) and very good (4) scores on behavioral indicators of workplace spirituality. The results of the three evaluation levels showed that the 'BeYOUND' training, in general, had good results based on evaluating partcipants’ reactions, knowledge, and behavior. Both studies were able to answer research questions proposed by researcher."

"[Penelitian ini bertujuan untuk menguji hubungan antara Servant Leadership dan Team Effectiveness pada Kepala Seksi dan Kepala Ruangan di Rumah Sakit X Penelitian tersebut didasari pertimbangan bahwa masih ada kesenjangan Kompetensi Kepemimpinan Kelompok pada Kepala Seksi dan Kepala Ruangan di Rumah Sakit X serta belum tercapainya target kinerja pada semua unit kerja . Hasil penelitian menunjukkan bahwa terdapat hubungan positif yang signifikan antara Servant Leadership dan Team Effectiveness ( r = 0,64 dan p lebih kecil dari 0,05). Responden dalam penelitian ini sebanyak tujuh puluh orang, mereka merupakan bawahan dari Kepala Seksi dan Kepala Ruangan. Alat ukur yang digunakan dalam penelitian ini adalah Servant Leadership Questionnare (SLQ) yang diadaptasi dari Barbuto & Wheeler (2006) dan Team Effectiveness Questionnare (TEQ) dari Larson & LaFasto (1989). Berdasarkan hasil penelitian tersebut, peneliti mengusulkan program intervensi untuk meningkatkan Servant Leadership melalui Pelatihan Coaching dan Servant Leadership kepada manajer sebagai atasan dari Kepala Seksi dan Kepala Ruangan di Rumah Sakit X. Hasil pelatihan diharapkan dapat meningkatkan kemampuan Coaching dan perilaku Servant Leadership atau kepemimpinan yang melayani bagi para manajer. Selanjutnya para manajer diharapkan mampu melakukan Coaching kepada Kepala Seksi dan Kepala Ruangan, terutama dalam menerapkan kepemimpinan yang melayani sehingga efektivitas tim akan meningkat.;The purpose of this research is to examine the relationship between Servant Leadership and Team Effectiveness on Section Heads and Heads of Nurses in Hospital X. This research is based on the fact that there is a gap in leadership competencies cluster on Section Heads and Heads of Nurses as well as unachieved performance target in all units. This research shows that Servant Leadership is significantly related to Team Effectiveness (r=0,64, p<0,05). Data collected from 70 respondents, they are subordinate of the Section Heads and Heads of Nurses. Instruments used in this research are Servant Leadership Questionnaire (SLQ), adapted from Barbuto & Wheeler (2006) and Team Effectiveness Questionnaire (TEQ), by Larson & LaFasto (1989). Based on this finding, researcher proposes an intervention program to enhance Servant Leadership through Coaching and Servant Leadership Training to the managers as the superior of the Section Heads and Heads of Nurses. These training results are expected to enhance the managers’ ability in coaching and in displaying behaviors that reflect Servant Leadership. Furthermore, managers are expected to coach the Section Heads and Heads of Nurses, especially in implementing the servant leadership which will ultimately improve the team effectiveness, The purpose of this research is to examine the relationship between Servant Leadership and Team Effectiveness on Section Heads and Heads of Nurses in Hospital X. This research is based on the fact that there is a gap in leadership competencies cluster on Section Heads and Heads of Nurses as well as unachieved performance target in all units. This research shows that Servant Leadership is significantly related to Team Effectiveness (r=0,64, p<0,05). Data collected from 70 respondents, they are subordinate of the Section Heads and Heads of Nurses. Instruments used in this research are Servant Leadership Questionnaire (SLQ), adapted from Barbuto & Wheeler (2006) and Team Effectiveness Questionnaire (TEQ), by Larson & LaFasto (1989). Based on this finding, researcher proposes an intervention program to enhance Servant Leadership through Coaching and Servant Leadership Training to the managers as the superior of the Section Heads and Heads of Nurses. These training results are expected to enhance the managers’ ability in coaching and in displaying behaviors that reflect Servant Leadership. Furthermore, managers are expected to coach the Section Heads and Heads of Nurses, especially in implementing the servant leadership which will ultimately improve the team effectiveness]"

"Tujuan dari penelitian ini adalah mengetahui faset job satisfaction yang paling memengaruhi turnover intention karyawan level staf dan lower staf di PT XYZ, dan mendesain rancangan intervensi untuk mengatasi temuan tersebut. Penelitian ini menggunakan pendekatan kuantitatif. Hasil uji regresi menunjukkan job satisfaction terbukti signifikan memengaruhi turnover intention (R²=.475*, p<.05). Artinya, peningkatan job satisfaction dapat mendorong penurunan turnover intention. Lebih jauh, penelitian menunjukan bahwa faset communication memiliki pengaruh paling besar terhadap turnover intention, dan item yang paling berkontribusi adalah mengenai masalah dalam pemberian tugas-tugas. Hal ini menunjukan bahwa karyawan merasa tugas-tugasnya tidak dijelaskan sepenuhnya oleh atasan. Kemampuan atasan dalam mengkomunikasikan tugas dengan baik ke bawahan dapat dibentuk dengan memberikan training kepada atasan langsung. Oleh karena itu, intervensi yang diusulkan adalah pemberian training effective communication bagi supervisor untuk meningkatkan job satisfaction dan menurunkan turnover intention karyawan level staf dan lower staf di PT XYZ.

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The purpose of this study is to determine facets of job satisfaction that most influence turnover intention on staff and lower staff level in PT XYZ, and to design interventions to resolve problems encountered. This study use a quantitative approach. Result of regression analysis indicated that there is a significant effect job satisfaction to turnover intention on staff and lower staff level at PT XYZ (R²=.475, p<.05). Those results showed that the enhancement of job satisfaction will decrease employee’s turnover intention. Further, research shows that the facet of communication has the most influence the turnover intention, and the item has the most contribute is the problems in the assignments. This shows that employees feel their duties are not fully explained by the superiors. Superior ability to communicate well to subordinate task can be formed by providing training directly to superior. Therefore, the proposed intervention is provide training effective communication for supervisor level to increase job satisfaction and reduce turnover intention on staff and lower staff level in PT XYZ."

"Sebagai pelopor bank syariah di Indonesia, Bank XYZ sedang menghadapi penurunan kinerja bank yang memperlihatkan kurangnya komitmen karyawan terhadap organisasi. Kepemilikan pekerjaan adalah salah satu prediktor yang berhubungan dengan komitmen afektif karyawan. Penelitian ini terdiri dari Studi 1 dan Studi 2. Studi 1 berupa penelitian korelasi dilakukan untuk melihat hubungan antara kepemilikan pekerjaan dan komitmen afektif pada 40 karyawan di Direktorat HC Bank XYZ menggunakan kuesioner dari TCM Employee Commitment Survey yaitu Affective Commitment Subscale (Meyer & Allen, 2004) dan Job-based Psychological Ownership Scale (Brown, Pierce, & Crossley, 2014). Studi ini menunjukkan ada hubungan antara kepemilikan pekerjaan dan komitmen afektif (r=.60, p<.05). Berdasarkan hasil tersebut, kemudian ditindaklanjuti dengan Studi 2 yaitu pemberian program intervensi pelatihan My Job and I yang bertujuan untuk meningkatkan rasa memiliki terhadap pekerjaan sehingga komitmen afektif karyawan menjadi lebih kuat. Peneliti melakukan intervensi kepada empat orang karyawan yang memiliki kepemilikan pekerjaan yang rendah. Hasil menunjukkan adanya peningkatan pengetahuan terkait kepemilikan pekerjaan (Z=-2.375, p<.05). Namun demikian, hasil evaluasi level tingkah laku belum menunjukkan peningkatan kepemilikan pekerjaan dan komitmen afektif yang signifikan saat sebelum dan sesudah intervensi pelatihan. 

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As a pioneer of Islamic banks in Indonesia, Bank XYZ is facing a decline in bank performance that shows a lack of employee commitment to the organization. Job ownership is one of predictors that explain relationship with affective commitment. This research consisted of two study, correlational and intervention study. Correlational study examined the relationship between job ownership and affective commitment at Human Capital Directorate Bank XYZ. This study involved 40 employees, measurement instruments used TCM Employee Commitment Survey of Affective Commitment Subscale (Meyer & Allen, 2004) and Job-based Psychological Ownership Scale (Brown, Pierce, & Crossley, 2014). Result showed the significant relationship of job ownership and affective commitment (r=.60, p<.05). Based on first study result, researcher fined an appropriate intervention called My Job and I training to increase job ownership that impacted the affective commitment enhancement. Next we conducted job ownership improvement program for the employee that has minimum score of job ownership and the one-group pre-test post-test design for the second study (intervention). Result showed a significant difference mean score in knowledge evaluation (Z=-2.375, p<.05). However, the result of behavioural evaluation have not shown significant job ownership and affective commitment before and after the intervention. "

"Perilaku membantu rekan kerja di luar uraian pekerjaan utama berdampak positif pada pencapaian organisasi. Perilaku ini dalam penelitian psikologi industri sebagai perilaku kewargaan antarpribadi. Perilaku kewargaan antarpribadi merupakan tindakan karyawan yang bukan merupakan bagian dalam uraian tugas utamanya yang difokuskan untuk membantu menyelesaikan permasalahan pribadi atau menyelesaikan tugas rekan kerja. Untuk itu dilakukan penelitian guna mengetahui faktor yang berhubungan dengan perilaku tersebut. Kepedulian empatik merupakan salah satu faktor penting yang berhubungan dengan munculnya perilaku kewargaan antarpribadi. Kepedulian empatik adalah respons emosional belas kasih dan keprihatinan yang dialami karyawan ketika melihat rekan kerja yang sedang membutuhkan. Penelitian ini merupakan penelitian terapan yang terdiri dari Studi 1 dan Studi 2. Studi 1 dilakukan untuk mengetahui hubungan antara kepedulian empatik dan perilaku kewargaan antarpribadi pada karyawan Direktorat A Bank XYZ. Data dikumpulkan dari 40 karyawan menggunakan kuesioner yang terdiri atas Interpersonal Citizenship Behavior Scale (Settoon & Mossholder, 2002) dan Empathic Concern Subscale dari Intepersonal Reactivity Index (Davis,1980). Diketahui terdapat hubungan positif yang signifikan antara kepedulian empatik dan perilaku kewargaan antarpribadi (r = 0,54, p < 0,01). Hasil Studi 1 ditindaklanjuti melalui Studi 2 dengan melaksanakan pelatihan Empathy at Work. Berdasarkan evaluasi terhadap lima peserta diketahui program ini efektif. Terdapat peningkatan yang signifikan pada pemahaman peserta mengenai kepedulian empatik (Z = -2,03, p < 0,05). Peserta juga menunjukkan sikap yang lebih positif terhadap kepedulian empatik (Z = -2,06, p < 0,05) dan perilaku kewargaan antarpribadi (Z = -2,03, p < 0,05). Berdasarkan pengamatan rekan kerja dan atasan langsung diketahui peserta mampu menunjukkan kepedulian empatik dan perilaku kewargaan antarpribadi dengan memenuhi lebih dari 60 persen indikator perilaku yang diharapkan.

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Helping coworkers outside ones main job description has a positive impact on organizational achievement this behavior in industrial psychology research known as interpersonal citizenship behavior. Interpersonal citizenship behavior is an employees activities that are not part of their main tasks, focused on helping to solve personal problems or complete the work of colleagues. For this reason, research is conducted to determine the factors associated with these behaviors. Empathic care is an important factor related to the emergence of interpersonal citizenship behavior. Empathic care is the emotional response of compassion and concern experienced by employees when they see colleagues in need. This research is applied research consisting of Study 1 and Study 2. Study 1 was conducted to determine the relationship between empathic concern and interpersonal citizenship behavior among XYZ Bank Directorate A employees. Data were collected from 40 employees using a questionnaire consist of the Interpersonal Citizenship Behavior Scale (Settoon & Mossholder, 2002) and the Empathic Concern Subscale of the International Reactivity Index (Davis, 1980). There is a significant positive relationship between empathic care and interpersonal citizenship behavior (r = 0,54, >p <0,01). Study 1 results were followed up through Study 2 by conducting Empathy at Work training. Based on the evaluation of five participants, it was found that the program was effective. There was a significant increase in participants understanding of empathic care (Z = -2.03, p <0.05). Participants also showed a more positive attitude towards empathic care (Z = -2.06, p <0.05) and interpersonal citizenship behavior (Z = -2.03, p <0.05). From the observations of coworkers and direct supervisors, the research found that participants were able to demonstrate empathic concern and interpersonal citizenship behavior by meeting more than 60 percent of expected indicators."

"Penelitian ini bertujuan melihat gambaran orientasi karir dan hubungannya dengan komitmen organisasi, kepuasan kerja, dan intensi untuk keluar. Pendekatan yang digunakan adalah pendekatan kuantitatif cross-sectional study dengan structural equation modelling (SEM), melibatkan 273 pegawai generasi Milenial (Y), dibagi berdasarkan kategori jalur pengangkatan pegawai HCMS dan non HCMS.Teknik penelitian yang digunakan adalah kuesioner dengan 5 variabel, yaitu Orientasi Karir Protean, Orientasi Karir Boundaryless, Komitmen Organisasi, Kepuasan Kerja, dan Intensi untuk Keluar. Wawancara juga dilakukan pada 2 pegawai untuk memperkuat hasil kuesioner.Hasil penelitian menunjukkan bahwa tidak ada perbedaan Orientasi Protean, Orientasi Karir Boundaryless, Komitmen Organisasi, Kepuasan Kerja, dan Intensi untuk Keluar pada kedua kategori pegawai. Namun, variabel pengaruh berbeda antara pegawai HCMS, non-HCMS, dan total pegawai milenial tersebut. Pada pegawai HCMS, orientasi karir protean hanya mempengaruhi komitmen organisasi dan kepuasan kerja, dan orientasi boudaryless hanya mempengaruhi intensi untuk keluar, sedangkan pada pegawai non-HCMS, baik orientasi karir protean dan boundaryless sama-sama mempengaruhi komitmen organisasi dan kepuasan kerja. Berbeda dengan pegawai HCMS, pada pegawai non-HCMS intensi untuk keluar dipengaruhi oleh komitmen organisasi.Secara total pegawai millenial, orientasi karir protean juga sama mempengaruhi kepuasan kerja dan komitmen organisasi, sedangkan orientasi karir boundaryless hanya mempengaruhi komitmen organisasi, dan komitmen organisasi menjadi pengaruh terhadap intensi untuk keluar. Untuk itu, dalam melakukan evaluasi terhadap sistem manajemen karir, PT XYZ (Persero) harus mempertimbangkan konsep protean dan boundaryless agar pegawai terutama milenial dapat berkembang secara optimal dan dapat meningkatkan value added untuk sustainability perusahaan.

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This research was conducted to portray the relationship of protean and boundaryless career orientation and its correlation with organizational commitment, job satisfaction, and intention to quit from the job. The approach was done with quantitative approach with structural equation modelling (SEM), involved 273 millennial employees or Y generation that were divided based on the category of employment’s tracks which were HCMS and non HCMS).

The research technique used was questioner with 5 variables, which were protean career orientation, boundaryless career orientation, organizational commitment, job satisfaction, and intention to quit the job. Interview was also performed to two employees to confirm the questioner’s result.

The result of this study showed that there was no difference between protean career orientation, boundaryless career orientation, organizational commitment, job satisfaction and intention to quit the job in the two categories (HCMS and non HCMS). However, influence factor was found to be different between HCMS employee, non-HCMS employee, and total millennial employees. For HCMS employees, protean career orientation only influenced organizational commitment and job satisfaction, and boundaryless career orientation only influenced intention to quit the job, meanwhile for non-HCMS employees, both protean and boundaryless career orientation influenced organizational commitment and job satisfaction. Different from HCMS employees, for non-HCMS employees, intention to quit the job was influenced by organizational commitment.

In the general aspect of total millennial employees, protean career orientation contributed influence toward job satisfaction and organizational commitment, while boundaryless career orientation only influenced organizational commitment, and organizational commitment became an influence for intention to quit the job. For that result, in order to evaluate career management system, PT XYZ (Persero) has to consider the concept of Protean and Boundaryless so that the employees especially millennial could develop optimally and increase the added value for corporate sustainability."

"Persaingan bisnis mendorong perusahaan untuk bertahan dengan melakukan inovasi. Inovasi merupakan solusi terbaik bagi perusahaan untuk tidak hanya bertahan dalam persaingan, melainkan untuk meningkatkan kesuksesan. Dalam konteks bekerja, inovasi disebut sebagai perilaku kerja inovatif. Penelitian ini bertujuan untuk mengetahui hubungan antara kesiapan untuk berubah dan perilaku kerja inovatif pada karyawan pemasaran tingkat manajerial di PT XYZ. Sebagai penelitian kuantitatif, penelitian ini menggunakan kuesioner yang telah mengumpulkan data 38 responden penelitian, yaitu karyawan pemasaran tingkat manajerial dari sebuah perusahaan pada industri barang kebutuhan sehari-hari. Hasil korelasi Pearson Product Moment menunjukkan bahwa kesiapan untuk berubah berhubungan secara positif dan signifikan dengan perilaku kerja inovatif pada karyawan pemasaran tingkat manajerial di PT XYZ (r = .482, p< 0.01). Semakin siap karyawan untuk berubah, semakin sering karyawan menampilkan perilaku kerja inovatif di perusahaan tersebut. Oleh sebab itu, PT XYZ perlu memperhatikan kesiapan untuk berubah pada karyawan pemasaran tingkat manajerial agar memiliki karyawan yang menampilkan perilaku kerja inovatif.

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Business rivalry forces to the companies to survive by doing innovation. Innovation is the best solution for the companies to not only survive on that circumstance, but also improve its success. In working context, innovation is as well-known as innovative working behavior. This research aims to know the relationship between readiness for change and innovative working behavior among managerial level of marketing employees in PT XYZ. As a quantitative study, the methodology used is questionnaire which has collected 38 of managerial level of marketing employees from a consumer goods company.

The result of Pearson Product Moment shows that readiness for change has a positive and significant relationship with innovative working behavior among marketing managerial level of marketing employees in this company (r = .482, p< 0.01). The more ready employees to change, the more often employees to show innovative working behavior in this company. Thus, PT XYZ should have a concern to the readiness for change to its managerial level of marketing employees in order to have employees who show their innovative working behavior."

"ABSTRAKTesis ini membahas mengenai hubungan antara kualitas jasa dankepuasan pelanggan dilhat dari sudut pandang pelanggan. Adapun faktor – faktoryang digunakan untuk mengukur hal tersebut ada lima faktor yaitu, core service,human element of service delivery, systematization of service delivery, tangiblesof service dan social responsibility. Penelitian ini adalah penelitian kuantitatifdengan desain riset deskriptif. Hasil dari penelitian ini adalah kualitas jasa dankepuasan pelanggan mempunyai korelasi yang sangat kuat walaupun keduaelemen tersebut merupakan dua hal yang berbeda. Hasil penelitian menyarankanbahwa pihak manajemen restoran sebaiknya selalu menjaga kualitas pelayanan,karena hal ini akan berpengaruh terhadap kepuasan pelanggan.

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ABSTRACTThis research discuss regarding relationship between service quality andcustomer satisfaction from the customer point of view. The factors that are used tomeasure these five factors are core service, human element of service delivery,systematization of service delivery, tangibles of service and social responsibility.This research is descriptive quantitative research design. Results of this study isthe service quality and customer satisfaction have a very strong correlationalthough both elements are two different construct. The results suggest that themanagement of the restaurant should always maintain the quality of service, asthis will affect customer satisfaction."

"ABSTRAKOrganisasi dituntut dapat bersaing pada era revolusi industri 4.0. Kondisi ini menyebabkan organisasi membutuhkan karyawan dengan keterikatan kerja tinggi sebagai aset yang menentukan arah kinerja dan daya saing perusahaan. Dukungan sosial merupakan salah satu prediktor yang diduga berperan kuat pada keterikatan karyawan. Penelitian ini terdiri atas dua studi, yaitu studi pertama bertujuan untuk melihat pengaruh dukungan sosial terhadap keterikatan di PT XYZ dan studi kedua bertujuan untuk memberikan intervensi berupa program peningkatan dukungan sosial. Studi 1 terhadap 11 karyawan Departemen F PT XYZ menggunakan kuesioner Utrecht Work Engagement Scale 9 Version (UWES-9) oleh Schaufeli, Bakker dan Salanova (2006) dan kuesioner Coworker Support oleh Tews, Michel dan Ellingson (2013). Hasil Studi 1 menunjukkan bahwa terdapat hubungan yang signifikan dari dukungan sosial terhadap keterikatan kerja (r0.64, p .05). Hasil Studi 1 kemudian dilanjutkan dengan melakukan Studi 2 yakni melaksanakan intervensi berupa program peningkatan dukungan sosial antar rekan kerja yang diberi nama We4Us. Hasil evaluasi pembelajaran menunjukkan adanya peningkatan mean pengetahuan tentang dukungan sosial yang signifikan (Z -1.99, p.05). Hasil evaluasi perilaku terhadap dukungan sosial menggunakan metode time series, ditemukan tidak terdapat peningkatan yang signifikan ( X4.34, p.05), dan terakhir uji beda sebelum dan sesudah intervensi pada variabel dukungan sosial tidak menunjukkan peningkatan yang signifikan (Z -0.17, p.05).

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ABSTRACTOrganizations were in high demand to compete in the 4.0 industrial revolution. This era made the organization needs employees with high work engagement as assets that determine the competitiveness and performances of the company. Social support as predictors that suspected of having a substantial role in employee engagement. This research consisted of two studies the first study aimed to see the effect of social support on engagement at PT XYZ and the second study designed to provide an intervention in the form of a program to increase social support. Study 1 consisted of 11 employees from the F Department of PT XYZ with the used of The Utrecht Work Engagement Scale 9 Version (UWES-9) questionnaire by Schaufeli, Bakker, and Salanova (2006) and the Coworker Support Questionnaire by Tews, Michel, and Ellingson (2013). Study 1 showed that there is a significant relationship between social support to work engagement (r 0.64, p .05). The results of Study 1 then continued with Study 2, which carried out an intervention program to increase social support among the employees named We4Us Workshop. Evaluation of learning showed a significant increase in employees knowledge of social support (Z -1.99, p .05). Evaluation of behavior using time series method revealed no significant increment (X2 4.34, p .05). The last is pretest-posttest of social support did not show any considerable increment (Z -0.17,p .05)."