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"Bagi IBM-JTI aset terbesar dan terpenting adalah sumber daya manusia, khususnya para knowledge worker yang ada di dalamnya. Knowledge worker tidak hanya dilihat sebagai sumber daya bagi perusahaan, namun mewakili citra merek, menentukan kinerja perusahaan, dan memengaruhi klien untuk sukses dalam bisnis mereka. Dewasa ini, adanya wabah virus corona (COVID-19) telah membawa krisis global yang mengubah banyak aspek kehidupan, termasuk kondisi dan lingkungan kerja. Banyak negara, termasuk Indonesia, telah menetapkan kebijakan social distancing untuk mengurangi penyebaran virus. Oleh karena itu banyak knowledge worker baik dari sektor publik maupun swasta, beralih ke kerja jarak jauh dari rumah, tidak terkecuali IBM-JTI. Oleh karena itu banyak organisasi terpaksa mulai menggunakan teknologi digital baru untuk mendukung komunikasi dan kerjasama. Akibatnya, para knowledge worker diharapkan cepat beradaptasi. Perubahan mendadak ini berpotensi meningkatkan ketidaknyamanan yang dapat berdampak pada produktivitas dari para knowledge worker. Dari proses Systematic Literature Review (SLR) didapatkan lima belas faktor yang dapat memengaruhi produktivitas dari knowledge worker. Faktor-faktor ini kemudian dianalisis menggunakan kerangka kerja People, Process, Technology (PPT). Hasil dari kerangka kerja PPT menjadi dasar dalam proses menyebarkan kuesioner untuk kemudian dilakukan analisis lanjutan menggunakan model Partial Least Structural Equation Modeling (PL-SEM). Dari hasil kuesioner diperoleh 103 responden untuk kemudian dilakukan pengolahan data dan didapatkan enam faktor yang hipotesisnya dapat diterima sebagai faktor yang memengaruhi produktivitas dari knowledge worker yaitu: Motivasi, Kejelasan Visi/Tujuan, Budaya/Kepercayaan Organisasi, Proses Belajar dan Mengajar yang Berkelanjutan, Dukungan Supervisor atau Atasan, dan Kesejahteraan/Penghargaan/Kompensasi. Implikasi yang didapatkan dari penelitian ini dapat menjadi lesson learned untuk kemudian dibangun rekomendasinya. Beberapa rekomendasi tersebut diantaranya adalah dengan melakukan pendekatan yang lebih spesifik terhadap masing-masing rentang usia dan jenis kelamin untuk meningkatkan motivasi mereka, menambah pelatihan atau diskusi yang berkaitan dengan visi misi dan integritas terhadap perusahaan, memaksimalkan media komunikasi untuk saling berkomunikasi dan menyelarasakan tujuan semasa pandemi, membuat layanan konseling dan kesehatan yang secara aktif dan periodik melakukan monitor terhadap kesehatan pada knowledge worker, menyiapkan modul pembelajaran dalam bentuk offline dan memberikan pelatihan yang membangun kesadaran knowledge worker tentang distorsi waktu mereka.

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For IBM-JTI, the most valuable and critical asset is its human capital, particularly its knowledge workers. Not only are knowledge workers viewed as a resource for the organization, but they also represent the brand image, drive the organization's performance, and influence clients to succeed in their business. Today, the corona virus outbreak COVID-19 has triggered a global crisis that has altered numerous facets of life, including working conditions and environments. Numerous countries, including Indonesia, have implemented social distancing policies in an attempt to contain the virus' spread. As a result, many knowledge workers in both the public and private sectors, including IBM-JTI, have shifted to working remotely from home. As a result, many organizations are being compelled to adopt new digital technologies to facilitate communication and collaboration. As a result, knowledge workers must be adaptable. This abrupt change has the potential to increase discomfort, which can have a negative effect on knowledge workers' productivity. We discovered fifteen factors that can affect the productivity of knowledge workers through the Systematic Literature Review (SLR) process. These variables are then analyzed using the framework of people, process, and technology (PPT). The PPT framework's results served as the foundation for the process of distributing questionnaires for subsequent analysis using the Partial Least Structural Equation Modeling (PL-SEM) model. From the results of the questionnaire obtained 103 respondents for later processing the data and obtained six factors whose hypothesis can be accepted as factors that could affect the productivity of workers' knowledge, namely: Motivation, Clarity of Vision/Goals, Organizational Culture/Beliefs, Continuous Learning and Teaching, Perceived Supervisory Support, and Well-being/Rewards/Compensation. The implications obtained from this research can be used as lessons learned and then build recommendations. Some of these recommendations include taking a more specific approach to each age range and gender to increase their motivation, adding training or discussions related to the vision, mission and integrity of the company, maximizing communication media to communicate with each other and aligning goals during the pandemic, create counseling and health services that actively and periodically monitor the health of knowledge workers, prepare learning modules in offline form and provide training that builds awareness of knowledge workers about the distortion of their time.

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"The Focus of the study is the relationship between Bass's (1985) transformational and transactional leadership style perceived by knowledge worker with spector's (1977) job satisfaction on knowledge worker. The present study is a correlational field study. The purpose of this study is to give additional evidence on which leadership style predicts higher job satisfaction. According to this research, group of knowledge worker who work under transformational leader achieve higher job satisfaction than those who work under transactional leader."

"Perubahan dunia secara global dan radikal dan juga pesatnya era knowledge economy (Drucker, 1990) mau tidak mau menyebabkan semua organisasi baik profit maupun non-profit hams mcmiliki kemampuan beradaptasi yang tinggi terhadap perubahan itu sendiri. Pfizer Inc. scbagai salah satu perusahaan farmasi multi nasional terbesar di duniajuga menyadan kebutuhan akan adanya kemampuan beradaptasi ini. Dicanangkan oleh CEO baru, Jefiiey B. Kindler, Pfizer terus bcrbenah diri sejak pencngahan tahun 2006. Namun, transformasi bagi Pfizer bukanlah sekedar efisiensi dalam hal pengurangan biaya semata. Transformasi bagi Pfizer, lebih ke arah menjaclikan Pfizer perusahaan yang lebih baik, mampu berkarya dan berkontribusi terhadap perubahan dunia, menuju dunia yang lebih sehat dan lebih baik sesuai motto Pfizer terbaru, ? Working for a healthier World. Di PT. Pfizer Indonesia, divisi Finance juga terus melakukan pembenahan diri. Antara lain dengan mengdakan Finance Survey 2006. Survey tersebut bertujuan untuk melihat sejuah mana karyawan memandang kinerja departemen dan divisinya, memahami ekspcktasi karyawan terhadap hubungan antara atasan, bawahan dan rekan sekerja, serta ekspektasi karyawan terhadap program pengembangan din dan harapan terhadap jenjang karir di masa datang. Dari hasil survey yang ada, penulis menganalisisnya untuk menggagas beberapa altematif solusi dan rekomendasi bagi kemajuan Finance di masa mendatang. Dari bcbcrapa teori mengenai human capital yang dikaitkan dengan knowledge managemeni, change management, culiure management, learning organization dan leadership agiliry, penulis merangkum istilah bam mengenai agile knowledge worker, yang hingga saat ini penulis belum mcndapatkan referensi mengenai istilah agile knowledge worker. Sehingga konsep mengenai agile knowledge worker penulis harapkan menjadi wacana baru bagi pengembangan human capital dan knowledge management. Penulis juga menggagas beberapa alternatif intervensi, solusi serta implementasi untuk mewujudkan human capital readiness dan agile knowledge worker di divisi Finance, antara lain: menciptakan kriteda dan karakteristik Agile Knowledge Worker di divisi Finance; mendesain core-competency dan core-curriculum yang sesuai; mendesain dan mcnggalakan knowledge sharing session di Divisi Finance sebagai irnplementasi dari knowledge nzanagemeni yang mendukung terciptanya suszained learning arganizaiion; serta mengantisipasi dampaic psikologis yang timbul dari adanya perubahan tersebut.

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Radical and global changes inthe world and also the fast development of knowledge economy era (Drucker, 1990) affected and force all profit and non-profit organizations to be radically adaptive to the changes. Pfizer Inc, as one of the biggest phamiaceutical corporation in the world, also aware ofthe needs to be adaptive on the radical change. Led by new CEO, Mr. Jeffiey B. Kindler, Pfizer keeps on enhancing and improving himself by conducting Pfizer transformation since early 2006. For Pfizer People, transformation is not a short cut process of reduction costs and restucturization, but transfonnation are mainly focused to develop healthier and better enviroment in the world as stated in Pfizer new moto: "Working for a healthier World'*`*?'.

In Finance division PT. Pfizer Indonesia, the improvement and enhancement process are led by conducting Finance Survey in February 2006. The survey becomes the basic evaluation and the key indicator as Finance perfonnance. The objectives of this survey were to analyze how Finance colleagues see their division?s performance; to understand colleagues? expectations on the superiors-subordinates relationships and general organization as a whole; to understand employees expectations on the individual development especially on thejob enlargement, job enhancement, leaming development programs which support career path development and also to analyze Finance improvement in business partnering enhancement.

From some theories on human capital compiled with other theories, references and understanding on knowledge management, change management, culture management, learning organization and agility leadership, I summarize the new concept on agile knowledge worker. I haven?t found any references related to agile knowledge worker. I strongly support that the limitation of this new concept can be the new thoughts and ideas ofthe human capital and knowledge management development and implementation.

I also suggest some interventions, solutions, recommendation and its implementation to create human capital readiness, especially in Finance Division PT. Pfizer Indonesia. I also recommend on how to build agile knowledge worker?s eriterias and characteristics by designing Finance core competencies and core curriculum; triggering knowledge sharing sessions as one ofthe knowledge management implementation which support and enhance sustained learning organization culture in Pfizer Indonesia. I also recommend some solutions how to solve the psychological impacts might appear after these interventions applied."

"ABSTRAKSaat ini Generasi Y telah mengisi hampir 50% struktur organisasidan tingkat turnover tertinggi berada pada Generasi ini. Hal ini juga yang dialami PT XYZ dengan jumlah karyawan Generasi Y sebanyak 48,6% dari total populasi karyawan dimana mayoritas merupakan knowledge worker.Penelitian ini dilakukan untuk meneliti pengaruh antara Kepuasan Kerja dan Komitmen Organisasi terhadap Intention Turnover pada unit kerja Base Maintenance. Unit ini yang merupakan salah satu unit yang didominasi knowledge worker dan memiliki turnover tertinggi selama periode tiga tahun terakhir.Hasil penelitian Generasi Y menunjukkan Kepuasan Kerja tidak berpengaruh secara langsung terhadap Turnover Intention tetapi dimediasi oleh Affective Commitment sebagai bagian dari Komitmen Organisasi. Semakin tinggi tingkat kepuasan Kepuasan Kerja maka akan meningkatkan Affective Commitment yang berdampak pada turunnya Turnover Intention pada karyawan.

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ABSTRACT

Currently, Generation Y has filled nearly 50% of organizational structure and contributed high turnover rate in Organization. PT XYZ also experienced this condition in which Generation Y employees consists as much as 48.6% of the total employee population and mostly are knowledge workers.

This study was conducted to investigate the influence of Job Satisfaction and Organizational Commitment on Turnover Intention in the unit Base Maintenance. The unit is one of units that dominated by knowledge workers and has the highest turnover for the last three years.

This research found that Generation Y shows no direct relation between Job Satisfaction and Turnover Intention. Affective Commitment as part of Organizational Commitment shown as a mediator between them. The higher the level of Job Satisfaction the more Commitment Affective will increase so it will decrease the employee Turnover Intention for the Generation Y."

"ABSTRAKCoworking space adalah sebuah ruang kerja temporer yangkemunculannya didorong oleh kebutuhan gaya kerja baru yang dibawa olehknowledge worker dan digital nomad. Gaya kerja baru ini memunculkan suaturuang kerja yang merupakan wadah kerja bagi berbagai profesi, namun, berbedadengan kantor konvensional, karena keberadaan teritori para pekerjanya tidakpermanen dan tidak adanya hirarki kerja. Ketika kegiatan kerja dilihat sebagaisebuah aktivitas dwelling, maka para pekerja cenderung melakukan adaptasi ruangsesuai kebutuhan. Skripsi ini bertujuan untuk mempelajari lebih lanjut bagaimanapola pengkondisian ruang terjadi di ruang kerja temporer. Dari kajian teori,penulis mendapat kesimpulan bahwa untuk mendapat kualitas dwelling, manusiacenderung melakukan place-making, dengan melakukan pengkondisian terhadapruangnya untuk memenuhi kebutuhan fisik dan psikologis, di antaranya untukmenciptakan privasi dan kendali, serta untuk membangun rasa keterkaitan antaradirinya dengan ruang yang ia huni. Melalui penyebaran kuesioner dan observasi diCoworkinc, Kemang, ditemukan bahwa kegiatan pengkondisian ruang tersebutmemang terjadi, namun polanya berbeda dengan di kantor konvensional,dikarenakan beberapa hal, salah satunya adalah temporalitas teritori.

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ABSTRACTCoworking space is a temporary workspace that exists as new workingneeds emerged because of the birth of knowledge workers and digital nomads.This new work style gives birth to a workspace that co-locate differentprofessions. However, this workspace is considered different from an office,because it provides temporary territories for each workers, and doesn?t have anyoffice hierarchies between the workers. When working is considered as dwelling,workers tend to adapt their space according to their needs. This research?s purposeis to study further about the patterns of space conditioning that?s done by theworkers in a temporary workspace. From theoretical studies, the writer concludesthat to find dwelling qualities in a space, human tend to do place-making, which isconditioning their space to fulfill their physical and psychological needs, such as,needs of privacy and control, and also to construct a connection between them andthe dwelling place. Through questionnaires and observations done in Coworkinc,Kemang, the writer found that the workers do condition the space, but the patternsare different with the ones done in offices, mostly because of the temporality ofthe territory.;"

"Penelitian ini bertujuan untuk mengetahui pengaruh leader-member exchange quality, job embeddedness, dan organizational identification terhadap turnover intention pada knowledge workers dari generasi milenial Indonesia. Penelitian ini merupakan penelitian kuantitatif yang menggunakan cross-sectional design dan metode purposive sampling dalam proses pengumpulan data primer. Sampel penelitian ini diperoleh dari 206 orang knowledge worker generasi milenial Indonesia (lahir antara 1982-2000) yang memiliki atasan dan pengolahan data dilakukan dengan menggunakan metode Structural Equation Modelling (SEM). Hasil penelitian menunjukkan bahwa leader-member exchange quality memiliki pengaruh positif terhadap job embeddedness, job embeddedness memengaruhi organizational identification secara positif dan turnover intention secara negatif, job embeddedness memediasi hubungan antara leader-member exchange quality dengan organizational identification serta leader-member exchange quality dengan turnover intention, dan organizational identification tidak memengaruhi turnover intention dan tidak memediasi hubungan negatif antara job embeddedness dan turnover intention.Penelitian ini memiliki kontribusi teoritis berupa pengaruh leader-member exchange quality, job embeddedness, dan organizational identification terhadap turnover intention, serta kontribusi praktis berupa bahan pertimbangan untuk pengelolaan turnover intention dari knowledge workers generasi milenial di Indonesia.

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This research aims to discover the effects of leader-member exchange quality, job

embeddedness, and organizational identification on Indonesian millennial knowledge

workers' turnover intention. This research is a quantitative research that utilizes crosssectional

design and purposive sampling method in primary data collection process.

Research sample was obtained from 206 Indonesian millennial knowledge workers (born

between 1982 and 2000) who have direct supervisors at work and the data analysis

process is conducted by using Structural Equation Modelling (SEM) method. Results from this research indicate that leader-member exchange quality affects job embeddedness positively, job embeddedness affects organizational identification positively and turnover intention negatively, job embeddedness mediates the relationship between both leader-member exchange quality and organizational identification alongside leader-member exchange quality and turnover intention, and organizational identification does not affect turnover intention nor mediate the negative relationship between job embeddedness and turnover intention. The theoretical contributions of this

study include insights regarding the effects of leader-member exchange quality, job

embeddedness, and organizational identification on turnover intention, while the

practical contribution is provision of considerable factors in managing turnover intention

of Indonesian millennial knowledge workers."