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"Penelitian ini bertujuan untuk menganalisis pengaruh dari Perceived Organizational Support POS terhadap Employee Engagement. Pada penelitian ini, variabel Perceived Organizational Support diukur dengan menggunakan konsep dari Eisenberger dkk 1986 yang terdiri dari 36 indikator dan tiga dimensi, yaitu dimensi Fair Organizational Procedures, Supervisor Support, dan dimensi Favorable Rewards Job Conditions. Sedangkan untuk variabel Employee Engagement digunakan konsep dari Gallup Consultant 2006 yang diukur dengan 12 indikator atau dikenal dengan Q-Twelve Q-12. Pada konsep tersebut terdapat empat dimensi, yaitu What do I Get, What do I Give, Do I Belong, dan How Can We Grow. Penelitian ini merupakan penelitian kuantitatif, yang mana sumber data merupakan hasil dari penyebaran kuesioner kepada karyawan tetap non operasional di kantor pusat PT. Jasa Marga Persero tbk, dengan metode non probability sampling. Penelitian ini menggunakan analisis regresi sederhana dan koefisien determinasi untuk menguji pengaruh antar variabel. Hasil dari penelitian ini menunjukkan bahwa 15,9 employee engagement dipengaruhi oleh Perceived Organizational Support.

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This research aiming to analyzing the effect of Perceived Organizational Support POS to Employee Engagement. The Perceived Organizational Support variable in this research measured by using the concept from Eisenberger Et al 1986 that has 36 indicators and three dimensions, which are Fair Organizational Procedures, Supervisor Support, and Favorable Rewards Job Conditions. Meanwhile, the concept by Gallup Consultant 2006 that is measured by 12 indicators that is also known as Q Twelve Q 12 is used for the variable of Employee engagement. This concept has four dimensions, which are What Do I Get, What Do I Give, Do I belong, and How Can We Grow.

This research is quantitative research which the data are from the result of the questionnaire that is spreaded among the non operational permanent employees on the head office of PT. Jasa Marga persero using non probability sampling method. This research using a simple regression analysis and coefficient of determination to examine the influence between the variables. The result of this research showed that 15,9 of employee engagement are influenced by the Perceived Organizational Support."

"ABSTRAKPenelitian ini bertujuan untuk mengetahui bagaimana manajemen karirorganisasi dan kompetensi karir mempengaruhi kepuasan karir pada pegawaistaff PT SCG Pipe and Precast Indonesia, serta untuk mengetahui apakahkompetensi karir dapat memediasi pengaruh manajemen karir organisasiterhadap kepuasan karir. Responden penelitian ini adalah 89 pegawai staff PTSCG Pipe and Precast Indonesia. Hasil penelitian menemukan bahwakepuasan karir dipengaruhi secara positif oleh manajemen karir organisasidan kompetensi karir. Pada uji mediasi menggunakan teknik causal stepBaron dan Kenny (1986) dengan metode regresi berganda pada SPSS, dandidapat kesimpulan bahwa kompetensi karir memediasi secara parsial antarapengaruh manajemen karir organisasi terhadap kepuasan karir.

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ABSTRACTThis study aims to determine the effect of organizational career management and career competencies on employee career satisfaction and determine whether career competency mediates the effect of organizational career management towards career satisfaction. 89 respondents are employees of the staff of PT SCG Pipe and Precast Indonesia. Results of this research found that career satisfaction is positively influenced by organizational career management and career competencies. To determine mediation in this study uses causal step analysis developed by Baron and Kenny (1986) and uses multiple linear regression analysis in SPSS. The result found that career competency partially mediates between organizational career management influence on career satisfaction."

"Tesis ini berupaya untuk mengisi kesenjangan literatur dengan mereplikasi penelitian terdahulu terkait perilaku komunikasi pegawai (Employee Communication Behavior) berupa megaphoning yakni pembagian informasi secara sukarela pegawai tentang pencapaian organisasi (megaphoning positif) dan kelemahan organisasi (megaphoning negatif) pada instansi pemerintah, Direktorat Jenderal Pajak (DJP) pada situasi krisis. Penelitian ini berdasarkan komunikasi organisasi dalam membangun dan memelihara hubungan yang dapat memengaruhi perilaku publik yakni perilaku pegawai sebagai publik internal. Karena komunikasi saja tidak dapat menjamin hubungan yang baik dalam jangka panjang, diperlukan strategi yang dapat membangun hubungan secara menyeluruh. Strategi manajemen hubungan dalam penelitian ini berupa keaslian organisasi (organizational authenticity), pemberdayaan pegawai (employee empowerment), kualitas hubungan pegawai organisasi (employee-organization relationship) untuk membangun hubungan antara organisasi dan pegawai. Penelitian ini dilakukan karena belum ada yang menguji tentang Employee Communication Behavior pada lembaga pemerintah. Penelitian ini dilakukan dengan pendekatan kuantitatif melalui survei kepada pegawai di Sekretariat DJP, sebanyak 202 data terkumpul untuk diolah menggunakan metode SEM-PLS. Hasilnya, variabel yang memiliki keterkaitan signifikan dengan megaphoning positif maupun negatif secara langsung ialah organizational authenticity dan employee-organization relationship. Sedangkan employee empowerment tidak signifikan secara langsung berkaitan dengan megaphoning positif maupun negatif. Employee-organization relationship terbukti signifikan memediasi hubungan organizational authenticity dan employee empowerment dengan megaphoning positif maupun negatif.

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This thesis attempts to fill the gap in the literature by replicating previous research to employee communication behavior, megaphoning, the voluntary sharing of information by employees about organizational achievements (positive megaphoning) and organizational weaknesses (negative megaphoning) in government, the Directorate General of Taxes (DJP) in crisis situations. This research is based on organizational communication in building and maintaining relationships that can influence employee behavior as internal public. Communication cannot guarantee a good relationship in long term, a strategy is needed that can build relationships as a whole. The relationship management strategy in organizational authenticity, employee empowerment, and the quality of employee-organization relationships to build relationships between the organization and employees. This research was conducted because no one had tested employee communication behavior in government institutions. This research using a quantitative approach through a survey of employees at the DJP, 202 data were collected to be processed using the SEM-PLS method. Variables that have a significant relationship with positive or negative megaphoning directly are organizational authenticity and employee-organization relationship. Meanwhile, employee empowerment is not directly related to megaphoning positive or negative. Employee-organization relationship is proven to significantly mediate the relationship between organizational authenticity and employee empowerment with megaphoning positive and negative."

"YOGYA Department Store as a company in retail business lndustry is operating in a very high competition business. With that kind of competition level the company was enforced to maximized its competitive advantage. Human Resource Management in today economic condition has avery strategic function within a company as one of a scarce competitive advantage that not easy to be copied by the competitor (Pfeffer, 1998).Human resource as a core of the competitive advantage, should have a related job competencies and also commitments that will guarantee the performance outputs. Meyer & Herscovitch, 2001, describes that commitment to the workplace can take various forms, and, arguably have the potential to influence organizational effectiveness and also employee well-being.Pfeffer 81 Veiga, 1999, describes 7 (seven) Human Resource Management Practices that always became focus of management attention and as characters of the organization that place its human resource as its competitive advantage. McElroy, 2001, explained the relationship between the 7 (seven) Human Resources Management Practices and the employee commitment.The objective of this research is to explore the impact of one of the seven Human Resource Management Practices, that is self-managed team decentralization or empowered team, on employee commitment. The object of the research are sales teams at YOGYA Kepatihan Department Store.Kirkman & Rosen, 1999, explained that the empowered team will be more productive and more proactive comparing to the traditional team that less empowered. The empowered team also has higher level of customer service, job satisfaction, and commitments to the team and the organization.Marks, Mathieu 81 Zacoaro, 2001, explained that team processes are the means by which members work interdependently to utilize various resources, such as expertise, equipment, and money, to field meaningful outcomes (e.g., product development, rate of work, team commitment, employee satisfaction).Mathieu, Gilson, and Ruddy, 2006, through their research proved that team processes as the variables that fully mediated the influence of empowerment on outcomes, which one of the outcomes is employee commitment to the organization.Using 162 sales force as sales team at YOGYA Kepatihan Department Store, the authors tested the model that proposed by Mathieu, Gllson and Ruddy. The result was that some of the dimensions of team empowerment has impact on some of the dimensions of team processes which than has impact on some of the dimensions of the employee commitment."

"Tesis ini terfokus pada usaha untuk meningkatkan pemberdayaan psikologis terhadap kesiapan individu untuk perubahan organisasi. Pemberdayaan psikologis terkait dengan faktor individual dalam menghadapi perubahan organisasi, yaitu penggunaan sistem digitalisasi pada proses kerja sumber daya manusia. Karyawan pada level manajerial mempunyai tanggung jawab dalam implementasi perubahan terkait dengan implementasi dari sistem digitalisasi yang akan digunakan. Berdasarkan penggalian awal, masalah yang muncul merupakan kurangnya motivasi dalam diri karyawan pada level manajerial karena perubahan dianggap sebagai penambahan pekerjaan. Peneliti mengukur korelasi konstruk motivasional pemberdayaan psikologis dan kesiapan untuk berubah. Alat ukur pemberdayaan psikologis yang digunakan mengacu pada Spreitzer (2008) dan alat ukur kesiapan untuk berubah mengacu pada Holt, dkk (2007).Hasil perhitungan menggunakan Pearson Correlation dari 36 responden menunjukkan bahwa pemberdayaan psikologis berkorelasi positif secara signifikan dengan dimensi change-self efficacy pada kesiapan untuk berubah. Berdasarkan hasil tersebut, peneliti menetapkan program intervensi berupa workshop "Appreciative Inquiry" kepada karyawan di level manajerial. Selanjutnya, peneliti melakukan evaluasi level kedua program workshop dan hasilnya yaitu terdapat peningkatan skor pengetahuan setelah diberikan workshop "Appreciative Inquiry" pada karyawan level manajerial.

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This thesis was focused on the efforts to improve psychological empowerment on readiness to change. Psychoogical empowerment is related to individual factor in facing organizational change, which is digitalization system used for human resources" process of work. Manajerial level has responsible as organizational change implementation in which digitalization will use. Based on the initial diagnosis, existing problems can be attributed to low motivation of managerial level, in which organizational change as considered to extra work. Researcher measured the correlation between psychological empowerment as motivational contruct and readiness to change. Psychological empowerment scale for this research was developed by Spreitzer (1995) and readiness to change scale was developed by Holt et. al (2007).

Result calculated using Pearson Correlation of 36 respondents showed that psychological empowerment, significantly positively correlated change self-efficacy dimension of readiness to change. Based on this result, researcher determined that intervention program was to provide an "appreciative inquiry" workshop to managerial level employees. Furthermore, researchers conducted a second level evaluation workshop program and the result that there was an increase in knowledge after the "appreciative inquiry" workshop was given to managerial level employees."

"ABSTRAKPentingnya isu komitmen karyawan terhadap organisasi mendorong perlunya dilakukan identifikasi terhadap beberapa factor yang dapat menciptakan kepuasan kerja karyawan. Dalam penelitian ini factor yang perlu dikasi adalah gaji, supervise, kondisi kerja, dan rekan sekerja. Dari hasil penganalisan diperoleh kesimpulan bahwa secara simultan kepuasan kerja berpengaruh sebesar 0,015 terhadap komitmen karyawan sedangkan secara parsial lebih dominan berpengaruh unsur kondisi kerja."

"Penelitian ini bertujuan untuk bertujuan untuk melihat peran-peran kader dalam melaksanakan Program Klaster Berdaya dan hambatan-hambatan yang ada dalam melaksanakan program tersebut. Penelitian ini menggunakan pendekatan kualitatif yang bersifat deskriptif yakni dengan memaparkan hasil temuan lapangan terkait peran-peran kader dan hambatan yang ada dalam pelaksanaan Program Klaster Berdaya. Di dalam penelitian ini, teknik pemilihan informan akan menggunakan teknik purposive sampling dengan kriteria pemilihan informan dilakukan terhadap kader dan fasilitator berdasarkan keterlibatan aktif dalam program. Pengumpulan data dilakukan melalui wawancara dengan kader dan fasilitator yang sekaligus merupakan upaya triangulasi untuk meningkatkan kualitas peneltian. Hasil penelitian menunjukkan kader menjalankan peran dan keterampilan yakni fasilitatif, edukatif, perwakilan dan teknis yang membantu berjalannya program dalam upaya melakukan proses perubahan sosial untuk mendorong kemandirian dalam masyarakat. Di dalam pelaksanaannya, terdapat hambatan yang ditemui baik yang berasal dari internal maupun eksternal.

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This study aims to describe roles of cadre in the implementation of Program Klaster Berdaya and the obstacles occurred during the program implementation. This research adapted qualitative method with descriptive approach by describing the findings related to roles of cadres and obstacles during the implementation of Program Klaster Berdaya. In this research, purposive sampling is used to select the informants of cadres and facilitator based on their active involvement on the program. Data collection was carried out through interviews with cadres and facilitators which also aims to conduct triangulation to improve research quality. The result of the research shows that cadres conducted roles of facilitative, educational, representative and technical to run program implementation to carry out social change in order to encourage self-reliance in society. During the implementation also found obstacles both from internal and external of the community.

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"The existence of human resources in management is very strategic; even it becomes a crucial factor to success in implementing any activities and achieving its goals. It can be comprehended because even other resources are available; they are beneficial if other resources are empowered by good quality human resources. It means that human who has ability and willingness, and meets the need of organizational activities will accomplish expected productivity of work.This research aims to analyze the main problem in this thesis which is, is there any relation between human resource empowemlent with employee's productivity of work in that institution and what are the factors which relate to human resource empowerment" The aim of the research is to analyze, the relation between human resource empowerment and employee's productivity of work and factors which are significant in the human resource empowerment process.The method of survey is used in this research which is carried out in the National Law Education Institution. It is applied to analyze the population (universe), big and small population, then select and analyze the sample which is chosen from the population, to find incident, distribution, and relative inter-relation of the sociology and psychology variables.The result of the analysis show that respondents characteristics influence the productivity except age of respondent. Meanwhile, correlation between empowerment of human resource and empIoyee's productivity of work is significantly strong, The factors which intiuence the empowerment of human resource are ability, employee?s work placement, obvious authority, responsibility, trust, support, leadership and motivation."