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"Penelitian ini dilakukan untuk mengetahui pengaruh perceived organizational support (POS) terhadap komitmen organisasi karyawan di PT XYZ. Tipe penelitian action research dengan responden sebanyak 66 karyawan. Alat ukur dalam penelitian ini adalah adaptasi dari Organizational Commitment Questionnare (Allen dan Meyer, 1997) dan Survey Perceived of Organizational Support (Eisenberger dkk., 1986). Hasil uji regresi berganda (R2=0,208, p<0,05), menunjukkan bahwa ketiga komponen POS secara bersama-sama berpengaruh signifikan terhadap komitmen organisasi karyawan. Adapun dimensi POS yang memiliki sumbangan terbesar terhadap ketiga komponen komitmen organisasi adalah perceived of supervisor support (PSS). Oleh karena itu, intervensi dirancang untuk meningkatkan PSS melalui pelatihan coaching terhadap atasan dan pendampingan saat atasan memberikan coaching kepada bawahannya. Dari hasil uji signifikansi perbedaan pre-test dan post-test, diketahui bahwa intervensi yang diberikan berhasil meningkatkan POS (t=-2,899, p<0,05), namun tidak berhasil meningkatkan komitmen organisasi karyawan (t=-1,489, p>0,05). Hal ini disebabkan rendahnya pengalaman kerja responden (dibawah 2 tahun) atau jarak pengukuran pre-test dan post-test yang terlalu singkat. Dengan demikian, perusahaan perlu memberikan bentuk dukungan lain yang dapat meningkatkan komitmen organisasi, misalnya kebijakan, penghargaan, dan kondisi kerja yang dipersepsikan adil oleh karyawan.

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The study was conducted to determine the effect of perceived organizational support (POS) to organizational commitment of XYZ employees. Type of action research study with the respondents as many as 66 employees. Measuring tool in the study were adapted from the Organizational Commitment Questionnare (Allen and Meyer, 1997) and the Survey of Perceived Organizational Support (Eisenberger et al., 1986).

The results of multiple regression test (R2=0,208, p<0,05), showed that all three components of POS is jointly significant effect on organizational commitment of employees. The dimensions of POS which has the largest contribution to the three components of organizational commitment is perceived supervisor support (PSS). Therefore, the interventions was designed to improve the PSS through coaching training and supervisory to superordinates.

The results of pre-test and post-test significance differences that intervention given had been able to improve POS (t=-2,899, p<0,05), but have not been able to improve organizational commitment (t=-1,489, p>0,05). This is due to lack of work experience of respondents (under 2 years) or a distance measurement of pre-test and post-test that is too short. Thus, companies need to provide other forms of support that can improve organizational commitment, such as policies, fair rewards, and working conditions are perceived by employees."

"This fascinating book reveals how habits are made, broken and, more than anything, manipulated. It's full of unbelievable stories, such as: The supermarket analyst who came up with a way of determining which women were pregnant before they even knew - so he could influence what they bought in his store. One day a furious father came in complaining that his 15-year-old daughter was being targeted with pregnancy products; the store apologised and considered scrapping the programme. A week later, the father returned to apologise - his daughter was, they'd discovered that morning, pregnant! Eugene, the brain-damaged patient who can't form new memories or even register what's going on."

"Setiap organisasi perlu melakukan berubahan agar dapat bertahan hidup, eksis dan berkembang. Akan tetapi, perubahan organisasi seringkali mengalami kegagalan, salah satu penyebabnya adalah kurangnya komitmen karyawan untuk berubah. Penelitian ini bertujuan untuk mengetahui pengaruh dari kesiapan individu untuk berubah dan kepercayaan organisasi terhadap komitmen afektif untuk berubah. Partisipan dari penelitian ini terdiri dari 328 karyawan yang bekerja diberbagai perusahaan perbankan di wilayah JABODETABEK. Komitmen afektif untuk berubah diukur menggunakan Commitment to Change Inventory, kepercayaan organisasi diukur menggunakan Organizational Trust Inventory dan kesiapan individu untuk berubah diukur menggunakan Readiness for Change Scale.Hasil penelitian membuktikan bahwa terdapat hubungan positif yang signifikan antara kesiapan individu untuk berubah r = 0,64, p < 0,01 dan komitmen afektif untuk berubah serta hubungan positif dan signifikan antara kepercayaan organisasi r = 0,30, p < 0,01 dan komitmen afektif untuk berubah. Hal tersebut menunjukkan bahwa individu dengan kesiapan untuk berubah dan kepercayaan organisasi yang tinggi memiliki komitmen afektif untuk berubah yang juga tinggi. Penelitian juga menunjukkan bahwa kesiapan individu untuk berubah ? = 0,63, p < 0,01 memiliki pengaruh yang lebih kuat terhadap komitmen afektif untuk berubah dibandingkan dengan kepercaayaan organisasi ? = 0,09, p < 0,05.

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Every organizations need to change in order to survive, exist and develop. However, not every organizational change program was successful. This research aimed to examine the impact between individual readiness for change and organizational trust toward affective commitment to change. Participants of this research are 328 employees who work in various organization in the JABODETABEK area who facing changes. Affective commitment to change was measured using Commitment to Change Inventory, organizational trust was measured by Organizational Trust Inventory, and individual readiness for change measured using Readiness for Change Scale.

The result of this study proves that there is a significant positive correlation between individual readiness for change r 0,64, p 0,01 and affective commitment to change, and also a significant positive correlation between organizational trust r 0,30, p 0,01 and affective commitment to change. It implies that people with high individual readiness for change and organizational trust also have high affective commitment to change. This research also found that individual readiness for change 0,63, p 0,01 had stronger impact to affective commitment to change than organizational trust 0,09, p 0,05."

"ABSTRAKPenelitian ini bertujuan untuk mengetahui perbedaan organizational citizenship behavior antara Generasi X dan Y sebagai generasi yang paling banyak ditemui di dunia kerja saat ini. Menurut Organ (dalam Podsakoff, MacKenzie, Moorman, & Fetter, 1990) organizational citizenship behavior adalah tingkah laku sukarela individu yang mendukung efektivitas perusahaan namun tidak diakui secara eskplisit dalam sistem pemberian reward yang formal. Konstruk ini memiliki lima dimensi, yaitu: altruism, civic virtue, conscientiousness, courtesy dan sportmanship. Data diperoleh dari 212 responden (127 orang Generasi X dan 85 orang Generasi Y) yang mengisi Organizational Citizenship Behavior Scale. Hasil perhitungan statistik dengan teknik independent sample t-test menunjukan bahwa skor dimensi consciencetiousness lebih tinggi secara signifikan pada Generasi X (M = 5,70, SD = 0,87) dibandingkan dengan Generasi Y (M = 3,55, SD = 0,89), t(210) = 17,339, p < 0,05, d = 1,10. Penelitian selanjutnya harus menelaah kembali dimensi organizational citizenship behavior yang sesuai dengan budaya Indonesia.

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ABSTRACTThis study aims to determine the differencess on organizational citizenship behavior between Generation X and Generation Y, as the biggest generation in workplace now. Theorically, Organ (in Podsakoff, MacKenzie, Moorman, & Fetter, 1990) defines organizational citizenship behavior as individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization. This construct has five dimensions: altruism, civic virtue, conscientiousness, courtesy and sportmanship. There are 212 respondens (85 of Generation X and 127 of Generation Y) that filled out Organizational Citizenship Behavior Scale. Independent sample t-test result indicated that Generation X employees had significantly higher score (M = 5,70, SD = 0,87) than Generation Y employees (M = 3,55, SD = 0,89) in conscientiousness, t(210) = 17,339, p < 0,05, d = 1,10. Future study should examine culturaly suitable dimensions of organizational citizenship behavior in Indonesia."

"Penelitian ini dilakukan untuk melihat hubungan antara gaya kepemimpinan autentik dengan perilaku kerja inovatif pada karyawan perusahaan digital di Indonesia. Mengingat inovasi merupakan hal yang penting bagi perusahaan untuk terus bertahan menghadapi kondisi pasar terkini. Penelitian ini bersifat korelasional dengan menggunakan sampel karyawan perusahaan digital yang telah bekerja selama minimal tiga bulan dengan atasan yang sama N = 217.Instrumen penelitian yang digunakan untuk mengukur gaya kepemimpinan autentik adalah Authentic Leadership Questionnaire ALQ, sedangkan perilaku kerja inovatif diukur melalui Skala Perilaku Inovatif di tempat kerja yang diadaptasi oleh Etikariena dan Muluk 2014 berdasarkan Innovative Work Behavior Scale IWB Scale Janssen 2000. Hasil penelitian ini menunjukkan adanya hubungan yang positif dan signifikan R = .47, n = 217.

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Innovation was known to be a critical value for companies to survive in todays hyper competitive market. This research was carried to examine the relationship between authentic leadership and innovative work behavior upon digital companies employees in Indonesia. This is a correlational study with scientific support from digital companies employees sample who have worked for at least 3 months under a common manager N 217.

To measure the authentic leadership style, this research used Authentic Leadership Questionnaire ALQ as its research instrument. Furthermore, innovative work behavior was measured in Skala Perilaku Inovatif which is an adapted instrument by Etikariena and Muluk 2014 upon Innovative Work Behaviour Scale IWB Scale Janssen 2000. The researchs results suggested that there is a positive and significant relationship between the two variables R .47, n 217."

"Penelitian ini bertujuan untuk melihat hubungan antara kepemimpinan pemberdayaan dan perilaku kerja inovatif pada karyawan di perusahaan digital Indonesia. Dengan semakin berkembangnya perusahaan digital di Indonesia, maka daya saing antar perusahaan digital semakin ketat. Salah satu cara penting yang dapat dilakukan oleh karyawan pada perusahaan digital di Indonesia untuk menghadapi persaingan tersebut adalah berinovasi. Pada penelitian ini terdapat 217 responden yang berasal dari beberapa perusahaan digital di Indonesia.Penelitian ini merupakan penelitian kuantitatif dengan menggunakan alat ukur perilaku kerja inovatif oleh Janssen 2000 yang telah diadaptasi oleh Etikariena dan Muluk 2014 dan kepemimpinan pemberdayaan dari Amundsen dan Martinsen 2014.Hasil penelitian menunjukkan bahwa terdapat hubungan yang signifikan antara kepemimpinan pemberdayaan dan perilaku kerja inovatif pada karyawan perusahaan digital di Indonesia r= 0.56, n = 217, p < 0.01. Selain itu, hasil juga membuktikan bahwa terdapat hubungan yang signifikan antara dimensi dukungan otonom r=0.57, n=217, p.

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This research aims to examine the relation between empowering leadership and innovative work behavior on employees in Indonesia rsquo s digital enterprises. With the increasing development of digital enterprises, the competitiveness between each company becomes more rigorous. Therefore, one of the most important things that the employees in digital enterprises can do is to innovate. There are 217 respondents from several digital enterprises in Indonesia within this research.

The method used in this research is quantitative method in which the author uses Janssens 2000 innovative work behaviour instruments and Amundsen and Martinsens 2014 empowering leadership instruments to measure the data. The analysis technique used in this research is Pearsons Product Moment.

The result shows that there is a significant relation between empowering leadership and innovative work behavior on employees in Indonesias digital enterprises r 0.56, p 0.01, autonomy support and innovative work behavior r 0.57, n 217."

"ABSTRAKPenelitian ini bertujuan untuk mendeteksi adanya perilaku herding secara keseluruhan, pada saat keadaan imbal hasil saham positif dan negatif, serta pada saat tingkat volatillitas tinggi dan rendah. Menggunakan data saham harian di negara BRICS (Brasil, Rusia, India, Cina, dan Afrika Selatan) pada tahun 1997-2017. Dengan melakukan penelitian mengenai perilaku herding yang ada di negara ini, diharapkan dapat membantu investor untuk melihat potensi risiko yang ada di negara tersebut. Menggunakan metode CSAD yang dikembangkan oleh Chang et al (2000), hasil penelitian menunjukkan adanya perilaku herding secara keseluruhan, pada saat keadaan imbal hasil positif dan negatif, serta pada tingkat volatilitas tinggi dan rendah di negara India, Cina, dan Afrika Selatan. Perilaku herding yang terjadi pada saat tingkat imbal hasil rendah dan tinggi menunjukkan bahwa investor cenderung merespon untuk mendapatkan keuntungan dibandingkan menghadapi kerugian investasi. Herding yang terjadi pada saat tingkat volatilitas rendah menunjukkan kurangnya informasi yang tersedia di dalam pasar, sehingga mengikuti keputusan investor melalui pergerakan harga saham menjadi salah satu pilihan keputusan investasi.

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ABSTRACTThis research aims to examine the existence herding behavior in BRICS countries (Brazil, Russia, India, China, and South Africa) stocks market and asymetric herding behavior in 1997-2017 by using daily data of the stocks price. This research aims also to help the investors to know the potential risk in each BRICS countries as their reference to do the investment decisions. By using the CSAD method (Chang et al, 2000), the results shows that there is an existence of herding behavior in all period and asymetrically in India, China, and South Africa and mixed evidence in Brazil and Russia. Herding behavior occurs when the level of market return in positive and negative implies that the investors tend to response to the gain than facing the loss, that is why the investors tend to mimic other investors in order to save their value of the portoflio. When herding behavior occurs in high level of volatility it implies that the level of uncertainty in the countries are really high, so they tend to observe the market movement and mimic others. Herding behavior occurs in low level of volatility implies that there is insufficient information in the market so the investors ignore their prior information and tend to observe the big market movement as the references to their investment decisions."