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"Penelitian ini dilakukan untuk melihat efektivitas program Personal Development Planning untuk meningkatkan perceived investment in employee development (PIED) dan kepuasan kerja pada salesperson di PT. X. Penelitian ini menggunakan tipe penelitian action research dengan jumlah partisipan penelitian sebanyak 12 karyawan yang berprofesi sebagai sales. Alat ukur yang digunakan dalam penelitian ini adalah alat ukur PIED yang dikembangkan oleh Lee dan Bruvold (2003) yang berjumlah 9 item, dan alat ukur kepuasan kerja yang dikembangkan dari Job Satisfaction Survey milik Spector (1997) yang berjumlah 40 item. Peneliti menggunakan teknik korelasi Spearman untuk mengetahui hubungan antara kedua variabel tersebut dan uji komparasi paired sample t-test untuk melihat perbedaan mean skor kedua variabel tersebut sebelum dan sesudah pemberian intervensi berupa PDP. Hasil penelitian menunjukkan terdapat hubungan yang signifikan antara PIED dengan kepuasan kerja seluruh responden penelitian dengan nilai korelasi sebesar 0,866 dan signifikansi 0,000 (p<0,001). Selain itu juga terdapat perbedaan yang signifikan antara PIED dan kepuasan kerja sales sebelum dan setelah diberikan intervensi PDP. Kesimpulan penelitian ini adalah program intervensi Personal Development Planning efektif dan berhasil dilihat dari peningkatan yang signifikan pada skor PIED dan skor kepuasan kerja sales di PT. X.

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This research was conducted to test the effectiveness of Personal Development Planning program to enhance perceived investment in employee development (PIED) and job satisfaction in salesperson at PT. X. This research used action research studies with 12 participants who work as sales. The two tools used in this research, were PIED Questionnaire by Lee and Bruvold (2003) with 9 items, and Job Satisfaction Questionnaire that was developed from Spector's Job Satisfaction Survey (1997) with 40 items.

The researcher used a Spearman correlation technique to determine the relationship between two variables and the paired sample t-test comparison to see the difference in mean scores of both variables before and after intervention of PDP.

The results showed a significant relationship between PIED and job satisfaction by all respondents in this study with correlation values of 0.814 and coefficient significance 0.000 (p <0.001). In addition, there are significant differences between PIED and job satisfaction before and after the intervention. It can be concluded that the intervention program called Personal Development Planning is effective and successful due to a significant increase in PIED's score and job satisfaction?s score in salesperson at PT. X."

"Penelitian ini bertujuan untuk melihat peningkatan hubungan antara Persepsi Dukungan Organisasi dan Kepuasan Kerja pada karyawan level staf PT BBA di kantor pusat melalui pemberian serangkaian program coaching. Responden penelitian ini ialah 87 orang karyawan level staf. Alat ukur yang digunakan Survey of Perceived Organizational Support (SPOS) (Eisenberger dkk., 1986) dan alat ukur Job Satisfaction Survey (JSS) (Spector, 1985). Hasil uji korelasi Pearson terhadap 87 orang karyawan level staf PT BBA di kantor pusat menunjukkan terdapat hubungan yang signifikan antara Persepsi Dukungan Organisasi dan Kepuasan Kerja (r = .829, dan p = .000 (p<.05). Peneliti memberikan intervensi berupa rangkaian program coaching untuk meningkatkan hubungan antara Persepsi Dukungan Organisasi dan Kepuasan Kerja. Presentasi kepada pihak manajemen perusahaan dilakukan sebagai penyesuaian terhadap sejumlah keterbatasan yang mengakibatkan tidak dapat dilaksanakannya rangkaian awal dari program coaching, berupa pelatihan yang telah direncanakan. Pihak manajemen memberikan respon positif terhadap rangkaian program coaching yang diajukan dan menganggap program layak untuk dijalankan di PT BBA. Dengan demikian, program coaching dianggap sesuai dan dapat meningkatkan hubungan antara Persepsi Dukungan Organisasi dan Kepuasan Kerja.

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This research was designed to examine the improving of correlation between Perceived Organizational Support (POS) and Job Satisfaction at employee on staff level in head office of PT BBA by giving coaching program series. The participants for this research were 87 employees on staff level. This research use Survey of Perceived Organizational Support (SPOS) (Eisenberger et al., 1986) and Job Satisfaction Survey (JSS) (Spector, 1985). By using Pearson Correlation test, the result of this research showed that there was significant correlation between Perceived Organizational Support (POS) and Job Satisfaction (r = .829, and p = .000 (p<.05). In order to improve the correlation between Perceived Organizational Support (POS) and Job Satisfaction, coaching program series should had been given. Unfortunately, due to some difficulties which had found during research, this coaching program series cannot be done so that it was replaced by giving presentation to management. The presentation received positive response from management and perceived as worth program for the company. Therefore, coaching program series is suitable and can improve the correlation between Perceived Organizational Support (POS) and Job Satisfaction."

"Penelitian ini bertujuan untuk mengetahui pengaruh dari perceived investment in employee developmnet terhadap turnover intention, yang dimediasi oleh affective commitment dan job satisfaction. Untuk penelitian ini, data didapatkan dari 90 responden yang bekerja di kantor pusat PT. Asuransi Bangun ASKRIDA. Sedangkan, metode yang digunakan dalam penelitian ini adalah metode Baron & Kenny (1986). Hasil dari penelitian menunjukkan bahwa perceived investment in employee development memberikan pengaruh terhadap turnover intention melalui variabel mediasi, yaitu affective commitment dan job satisfaction.

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This study aims to determine the impact of perceived investment in employee development toward turnover intention mediated by affective commitment and job satisfaction. The respondents of this study were 90 employees of PT. Asuransi Bangun ASKRIDA head office. This study uses Baron & Kenny (1986) method to process the data. The result of this study shows that perceived investment in employee development negatively affecting turnover intention through mediating variables, which is affective commitment and job satisfaction."

"Penelitian ini bertujuan untuk mengetahui pengaruh dari job characteristic dan perceived organizational support terhadap employee engagement. Pengumpulan data dilakukan dengan metode survei kuesioner. Penelitian ini dilakukan terhadap karyawan kantor pusat Perum Perhutani yang berjumlah 186 orang. Analisis data menggunakan regresi linier berganda dan aplikasi SPSS 22. Alat ukur yang digunakan pada penelitian ini adalah menggunakan job diagnostic survey (JDS) yang dibuat oleh Hackman & Oldham (1975), Survey of Perceived Organizational Support (SPOS) yang dibuat oleh Lynch, Eisenberger & Armeli (1999), Utrecht Work Engagement Scale 9 (UWES-9) yang dikembangkan oleh Schaufeli & Bakker (2003). Hasil penelitian menunjukkan bahwa job characteristic dan perceived organizational support berpengaruh secara signifikan terhadap employee engagement sebesar 25,4%. Hal ini menunjukkan karakteristik pekerjaan dan dukungan organisasi dapat meningkatkan keterikatan karyawan. Kemunculan karakteristik pekerjaan dirasakan melalui tingginya persepsi karyawan atas variasi pekerjaan, identitas pekerjaan, signifikansi pekerjaan, otonomi, dan umpan balik yang berdampak pada peningkatan keterikatan karyawan. Selain itu, karyawan merasakan dukungan organisasi yang tinggi melalui perhatian perusahaan kepada kesejahteraan karyawan dan melalui pemberian bantuan. Namun, kepedulian organisasi kepada tujuan dan nilai-nilai pribadi karyawan serta perhatian perusahaan kepada pendapat karyawan masih dirasa sedang.

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This study is to analyze the effect of job characteristic and perceived organizational support on employee engagement. The data were collected using questionnaire from 186 respondents. Data analysis was conducted using multiple regression with SPSS 22. The instruments used in the questionnaire are Job Diagnostic Survey (JDS) by Hackman and Oldham (1975), Survey of Perceived Organizational Support (SPOS) by Lynch, Eisenberger & Armeli (1999) and Utrecht Work Engagement Scale (UWES-9) by Schaufeli and Bakker (2003).

The result showed that job characteristic and perceived organizational support had significant impact on employee engagement in the amount of 25,4%. This finding shows that the characteristics of the work and support from the organizations will improve employee engagement. It shows job characteristic and organizational support can increase employee engagement. The emergence of job characteristics can be perceived through high employee perception on the variation of work, job identity, job significance, autonomy, and feedback impact on improving employee engagement. Besides, through the company's attention to the welfare of employees and through the provision of assistance, employees sense that organizational support is high. However, organizational concern to goals and personal values of employees and also the company's attention to the opinion of employees are still considered moderate."

"Keberhasilan program diversity tidak hanya berkenaan dengan perekrutan tenaga kerja yang beragam latar belakang tapi juga soal bagaimana mengembangkan mereka. Melalui metode penelitian kualitatif dengan 11 informan (manajerial/non manajerial dan fungsi HR), tesis ini berusaha untuk melakukan evaluasi dampak kebijakan diversity terhadap pengembangan karyawan perempuan di TEPI. TEPI hanyalah mengambil konsep besar diversity dalam pengembangan karyawannya namun hasilnya telah memberikan dampak positif berupa bertambahnya jumlah karyawan perempuan, dan berlakunya equal treatment sehingga perempuan dapat melakukan cross function career dan mencapai posisi tinggi di perusahaan. Pengembangan karyawan TEPI tidak didasarkan pada gender melainkan pada kompetensi. Kedua kelompok informan, karyawan dan fungsi HR, sepakat bahwa diversity tidak diwujudkan menjadi sistem kuota dan bahwa perempuan harusnya dipromosikan karena dia mempunyai performa yang baik terlepas dari kenyataanya dia adalah perempuan.

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The success of diversity program is not only about recruiting and hiring diverse workforce but also developing them. Using qualitative research with 11 informants (managerial/non managerial level and HR management), this study attempts to evaluate the impact of diversity policy in woman employee development. It is found that only main concepts of diversity be taken into account but it has given the positive impacts through increasing number of women employees, and equal treatment so that they can do cross function career and reach for the top because TEPI's employee development is not designed by gender but on the competency basis. Both employees and HR management agree that diversity should not be translated into quota system and that a woman is promoted because she is good and that she is a woman."

"Penelitian ini dilakukan untuk melihat efektivitas pemberian program effective coaching pada atasan untuk meningkatkan perceived organizational support dan komitmen organisasi karyawan SBU H PT. X. Penelitian ini menggunakan tipe penelitian action research dengan jumlah partisipan penelitian sebanyak 12 orang karyawan SBU H PT.X. Alat ukur yang digunakan dalam penelitian ini adalah Survey of Perceived Oganizational Support yang dikembangkan oleh Eisenberger (1986) yang berjumlah 36 item dan alat ukur Komitmen Organisasi yang dikembangkan oleh Meyer dan Allen (1997) yang berjumlah 36 item. Peneliti menggunakan teknik korelasi Spearman Rho untuk mengetahui hubungan antara perceived organizational support dan komitmen organisasi dan uji Wilcoxon Signed-Rank Test untuk melihat peningkatan skor kedua variabel tersebut setelah pemberian intervensi berupa program effective coaching. Hasil penelitian menunjukkan adanya hubungan yang signifikan antara POS dan Komitmen Organisasi, dengan koefisien korelasi sebesar 0.880 dan signifikansi 0.000 (p<0.001). Selain itu juga terdapat peningkatan skor perceived organizational support setelah pemberian intervensi akan tetapi tidak terdapat peningkatan skor komitmen organisasi setelah pemberian intervensi.

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This research was conducted to examine the effectiveness of Effective Coaching Program for Supervisor to enhance employee?s perceived organizational support and organizational commitment at SBU H PT. X. This research used action research studies with 12 participants who works in SBU H PT. X. Tools used in this research were Survey of Perceived Organizational Support by Eisenberger (1986) with 36 items, and Organizational Commitment Questionnaire that developed from Allen & Meyer (1997) with 36 items.

The Researcher using the Spearman Rho correlation technique to determine the relationship between perceived organizational support and organizational commitment and the Wilcoxon Signed-Rank Test to see an increase in score of the two variables after the intervention of effective coaching program.

The results showed a significant relationship between POS and Organizational Commitment by all participants in this study with coefficient correlation of 0.880 and significance 0.000 (p <0.001). In addition, there is also an increase in perceived organizational support scores after the intervention but there is no increase in organizational commitment scores after the intervention."

"Penelitian ini dilakukan untuk mengetahui pengaruh pengembangan karir terhadap employee engagement karyawan PT. Bukaka Teknik Utama Unit Usaha Jembatan. Penelitian ini termasuk ke dalam penelitian kuantitatif, di mana dalam penelitian ini menggunakan instrumen kuesioner dan wawancara untuk mengetahui sejauh mana pengaruh pengembangan karir terhadap employee engagement. Adapun hasil penelitian yang diperoleh ialah adanya pengaruh pengembangan karir terhadap employee engagement karyawan PT. Bukaka Teknik Utama Unit Usaha Jembatan. Kemudian saran yang diberikan ialah dengan mempertahankan kondisi yang sudah baik pada indikator-indikator yang mengukur employee engagement dan memperbaiki program pengembangan karir pada karyawan PT. Buakaka Teknik Utama Unit Usaha Jembatan.

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The purpose of this study is to find out the influence of career development on employee engagement of Steel Bridge Business Unit Employee of PT. Bukaka Teknik Utama. The method of use quantitative research, that using questionnaire and interview to determine the influence of career development on employee engagement. The result indicate that there is an influence of career development on employee engagement of Steel Bridge Business Unit Employee of PT. Bukaka Teknik Utama. This research suggests to maintain conditions that already well on indicators for measuring employee engagement and improve career development program."

"Penelitian ini bertujuan mendeskripsikan implementasi nilai Excellent Innovation yang merupakan salah satu nilai dalam budaya organisasi PT X yaitu I CARE – yang merupakan singkatan dari Integrity, Commitment, Accountability, Respect, dan Excellent Innovation, dan dampaknya pada pengembangan kualitas karyawan. Karyawan merupakan pihak yang menggerakan perusahaan. Untuk mencapai tujuannya, perusahaan perlu untuk memberikan perhatian pada kualitas karyawannya. Salah satu caranya yaitu dengan menciptakan budaya organisasi yang mendorong pengembangan kualitas karyawan yang juga menjadi sarana pemenuhan kesejahteraan individu dalam hal pemaksimalan kesempatan individu untuk berkembang. Melalui nilai Excellent Innovation, PT X mendorong karyawan terus berinovasi dan terus mengembangkan kualitas baik produk maupun kualitas karyawan. Penelitian ini dilakukan dari bulan Agustus 2021 hingga Desember 2021. Karena penelitian dilakukan dalam situasi pandemi, pengumpulan data melalui wawancara semi terstruktur dilakukan secara daring/online dengan 14 informan yang dipilih dengan teknik purposive sampling. Hasil penelitian ini mendeskripsikan implementasi nilai Excellent Innovation yang dilakukan melalui (1) aktivitas continuous improvement, yaitu aktivitas membuat perbaikan dan inovasi terkait hal yang berkaitan dengan pekerjaan dan area kerja karyawan yang dilakukan secara individual melalui SS (Suggestion System) maupun grup melalui QCC (Quality Control Circle) dan (2) program knowledge sharing, yaitu salah satu program tahunan I CARE periode 2021-2022 yang bertujuan untuk meningkatkan pengetahuan karyawan, yang dilakukan melalui forum sharing, webinar, camping dan juga world tour yang dilakukan di masa sebelum pandemi. Hasil penelitian ini juga mendeskripsikan dampak dari nilai Excellent Innovation terhadap kualitas karyawan. Secara keseluruhan nilai Excellent Innovation memberikan dampak terhadap peningkatan kualitas karyawan. Dampak yang dirasakan karyawan antara lain adanya peningkatan kemampuan, peningkatan pengetahuan, mendapatkan rekognisi, peningkatan jenjang karir dan bertambahnya networking. Penelitian ini juga mendeskripsikan faktor-faktor yang menjadi pendukung dan penghambat implementasi nilai Excellent Innovation. Faktor- faktor pendukungnya antara lain adanya kebijakan, adanya dukungan dari atasan, adanya komite di setiap divisi, terbukanya kesempatan belajar yang luas, adanya reward dan adanya pelatihan mengenai aktivitas continuous improvement. Sedangkan faktor-faktor penghambatnya antara lain adanya komite yang pasif, kurangnya sumber daya komite, rendahnya kesadaran karyawan, tingginya aktivitas kerja, adanya pandemi Covid-19 dan adanya kondisi lapangan yang berbeda.

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This study aims to describe the implementation of Excellent Innovation value which is one of the values in PT X's organizational culture, namely I CARE – which stands for Integrity, Commitment, Accountability, Respect, and Excellent Innovation, and its impact on employee quality development. Employees are the one that drives the company. To achieve its goals, companies need to pay attention to the quality of their employees. One of the ways is by creating an organizational culture that encourages the development of employee’s quality which also a means of fulfilling individual welfare in terms of maximizing individual opportunities for development. Through the Excellent Innovation value, PT X encourages their employees to continue to innovate and develop both product quality and employee quality. This research was conducted from August 2021 to December 2021. Since the research was conducted in a pandemic situation, data collection through semi-structured interviews with 14 informants was conducted online. The results of this study describe the implementation of Excellent Innovation value which is carried out through (1) continuous improvement activities, an activities to make improvements and innovations related to the employee’s job and work area, which are carried out individually through SS (Suggestion System) and groups through QCC (Quality Control Circle), and (2) knowledge sharing program, one of I CARE's annual programs in 2021-2022 to increase employee knowledge, which are carried out through sharing forums, webinars, camping and world tours that conducted before the pandemic. The results of this study also describe the impact of Excellent Innovation value on the quality of employees. Overall, Excellent Innovation value provides impacts on improving the quality of employees. The impacts felt by employees include increase in ability, increase in knowledge, gain recognition, increase in career paths and adding more networks. This study also describes the factors that support and inhibit the implementation of Excellent Innovation value. The supporting factors are the policies, support from the chief, the existence of committees in each division, a wide learning opportunity, rewards and the training about continuous improvement activities. While the inhibiting factors are passive committee, lack of committee resources, employee’s low awareness, high work activity, the Covid-19 pandemic and different area conditions."

"Penelitian ini bertujuan untuk menganalisis pengaruh perceived organizational support terhadap kepuasan kerja karyawan PT. X. Variabel independen dalam penelitian ini adalah perceived organizational support yang diukur menggunakan Survey Perceived Organizational Support sedangkan variabel dependen dari penelitian ini ialah kepuasan kerja yang diukur menggunakan Michigan Organizational Assessment Questionnaire Subscale. Penelitian ini adalah penelitian kuantitatif dengan kuesioner sebagai instrumen penelitian. Responden yang digunakan dalam penelitian ini berjumlah 74 karyawan tetap PT. X yang telah bekerja minimal satu tahun. Hasil penelitian ini menunjukkan bahwa perceived organizational support memiliki pengaruh positif terhadap kepuasan kerja karyawan PT. X.

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This research examines the analysis influences of perceived organizational support on job satisfaction among employees in PT. X. The independent variable is perceived organizational support which is scaled with Survey Perceived Organizational Support and the dependent variable is job satisfaction which is scaled with Michigan Organizational Assessment Questionnaire Subscale. This research is a quantitative research with the questionnaire as a research instrument. Respondent of the research was 74 permanent employees in PT. X who had working period for more than a year. The result of this research showed that perceived organizational support has positive influences on job satisfaction among employees in PT. X."

"Penelitian ini bertujuan untuk menguji pengaruh career development terhadap employee retention dengan employee engagement sebagai variabel mediasi. Career development diukur menggunakan konsep assesment phase, direction phase dan development phase. Employee engagement diukur dengan vigor, dedication, dan absorption dan employee retention diukur dengan indikator employee retention intention. Penelitian ini menggunakan pendekatan kuantitatif. Data penelitian dikumpulkan melalui kuesioner yang dilakukan pada 90 karyawan kantor pusat PT. Jasa Marga (Persero) Tbk dengan menggunakan teknik non-probability convenience sampling. Penelitian ini menggunakan analisis jalur dan sobel test untuk menguji pengaruh langsung dan mediasi dari variabel-variabel.Hasil analisis jalur mengindikasikan bahwa career development mempengaruhi employee engagement secara signifikan. Hasil analisis jalur juga mengindikasikan bahwa career development dan employee engagement mempengaruhi employee retention secara signifikan. Hasil sobel test membuktikan pengaruh tidak langsung career development terhadap employeeretention melalui employee engagement secara signifikan.

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This study aims to examine career development on employee retention through employee engagement as a mediating variable. assesment phase, direction phase and development phase) Vigor,dedication,and absorption and employee retention intention indicator were using to measure career development,employee engagement and employee retention. This research used a quantitative approach. Data was collected through questionnaire which conducted on 90 employees PT Jasa Marga (Persero) Tbk by non-probability convenience sampling method. Path analysis and sobel test were used to test the direct and mediating relationship between variables. Path analysis show that career development affects employee engagement significantly. It also show career development and employee engagement affect employee retention significantly. Sobel test confirm for the indirect effect of career development on employee retention through employee engagement."