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"Penelitian ini bertujuan mengidentifikasi hubungan antara kepuasan kerja, kepemimpinan transformasional dan budaya organisasi terhadap Organizational Citizenship Behavior (OCB). Metode yang dipakai dalam penelitian ini adalah kuantitatif dengan desain cross sectional melibatkan 69 staf pegawai di Pusat Pendidikan dan Pelatihan Tenaga Kesehatan dengan menggunakan sampel total sampling. Hasil analisis bivariat menggunakan analisis regresi linier.Hasil penelitian menunjukkan:1) kepuasan kerja, kepemimpinan transformasional dan budaya organisasi secara masing-masing memiliki hubungan yang positif dan signifikan terhadap Organizational Citizenship Behavior (OCB); 2) Kepuasan kerja, kepemimpinan transformasional dan budaya organisasi secara bersamasama diuji yang memiliki hubungan signifikan dan paling dominan mempengaruhi terjadinya Organizational Citizenship Behavior (OCB) adalah kepuasan kerja setelah dikontrol variabel kepemimpinan transformasional dan budaya organisasi.Peningkatan perilaku Organizational Citizenship Behavior (OCB) pegawai di Pusat Pendidikan dan Pelatihan Tenaga Kesehatan harus selalu ditingkatkan antara lain menciptakan dan meningkatkan unsur-unsur kepuasan kerja pegawai, kepemimpinan transformasional di antara para pimpinan dan staf serta menciptakan lingkungan budaya organisasi yang mendukung terjadinya perilaku Organizational Citizenship Behavior (OCB).

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This study aimed to identify the relationship between job satisfaction, transformational leadership and organizational culture on Organizational Citizenship Behavior (OCB). The method used in this research is quantitative with cross sectional design involving 69 staff employees in the Education and Training of Health Workers using total sample sampling. Results of bivariate analysis using linear regression analysis.

The results showed: 1) job satisfaction, transformational leadership and organizational culture each has positive and significant relationship to the Organizational Citizenship Behavior (OCB); 2) Job satisfaction, transformational leadership and organizational culture jointly tested that has a significant relationship and most dominant influence on the occurrence of Organizational Citizenship Behavior (OCB) is job satisfaction after the controlled variable transformational leadership and organizational culture.

Improved behavior of Organizational Citizenship Behavior (OCB ) employees in the Education and Training of Health Workers should be improved , among others, create and enhance elements of employee satisfaction , transformational leadership among the management and staff as well as creating an environment that supports the organizational culture Organizational Citizenship behavior behavior (OCB)."

"Penelitian ini bertujuan untuk mengetahui hubungan antara budaya organisasi dan motivasi kerja baik dengan kinerja karyawan PT Bank Danamon Indonesia Tbk. Budaya organisasi dan motivasi kerja difungsikan sebagai variabel bebas sedangkan kinerja difungsikan sebagai variabel terikat.Budaya organisasi merupakan nilai-nilai, asumsi-asumsi dan keyakinan-keyakinan dasar yang dirasakan bersama oleh anggota organisasi yang meliputi: inisiatif individu, toleransi terhadap risiko, integrasi, dukungan manajemen, pengawasan, indenfikasi, sistem penghargaan, tolransi terhadap konflik, dan pola komunikasi. Motivasi kerja adalah dorongan, keinginan dan daya yang mengarahkan perilaku seseorang yang distimulir oleh kebutuhan berprestasi, berafiliasi, dan berkuasa. Sementara kinerja adalah penilaian karyawan mengenai hasil kerja yang dicapai pegawai dalam melaksanakan tugasnya sesuai dengan tanggung jawab yang diberikan kepadanya ditinjau dari aspek-aspek: kecepatan, layanan, nilai, terbuka untuk berubah, kreativitas, inisiatif dan perencanaan organisasi.Penelitian menggunakan desain korelasional dengan melibatkan 87 responden yang diambil teknik acak sederhana. Pengumpulan data dilakukan dengan kuesioner. Data yang diperoleh selanjutnya dianalisis dengan menggunakan formula statistika, yakni korelasi dan regresi yang perhitungannya dilakukan dengan menggunakan bantuan program SPSS versi 12.Hasil analisis deskriptif menunjukkan bahwa secara umum budaya organisasi PT Bank Danamon Tbk dinilai baik, motivasi kerja karyawan tergolong tinggi dan kinerja karyawan tergolong baik. Sementara dari hasil pengujian hipotesis disimpulkan bahwa budaya organisasi dan motivasi kerja baik secara sendiri-sendiri maupun bersama-sama memiliki hubungan positif dan signitikan dengan kinerja karyawan PT Bank Danamon Tbk. Hal ini berarti bahwa semakin baik budaya organisasi dan semakin tinggi motivasi kerja maka semakin baik kinerja karyawan; sebaliknya semakin buruk budaya organisasi dan semakin rendah motivasi kerja maka semakin buruk kinerja karyawan.Dengan demikian budaya organisasi dan motivasi kerja perlu diperbaiki. Budaya organisasi dapat dikembangkan dengan mereduksi nilai-nilai yang kurang relevan untuk karyawan dan organisai dan menggantinya dengan nilai baru yang lebih relevan. Sementara untuk motivasi kerja dapat ditingkatkan dengan mengembangkan management of reward yang tidak hanya dalam bentuk natura, tetapi juga bisa in-natura.

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The purpose of this research is to examine relationship between organizational culture and work motivation with employees performance of PT Bank Danamon Tbk. Organizational culture and work motivation functioned as independent variable, while employees performance functioned as dependent variable. Organization culture is values, assumptions and confidences of the base felt together by organizational member which cover: individual initiative, risk tolerance, integration, management support, observation, indenfikasi, reward system, conflict tolerance, and communications pattern. Work motivation is the energy and desire instruct behavior of the someone distimulir by requirement of have achievement, affiliate, and need of power. Whereas performance is assessment of employees concerning reached job result of officer in executing his duty as according to given responsibility is to it evaluated from aspects: speed, service, value, open to change, creativity, initiative and organization planning.The respondents were participated in this research are 87 employees that gathered with simple random sampling. Data collected with questionnaires. Obtained data then were examined using correlation and regression technique that calculate with SPSS V. 12.The result of descriptive analysis showing in general organizational culture of PT Bank Danamon Tbk assessed is good, employees work motivation pertained high and employees performance pertained good. Whereas from result examination of hypothesis concluded that organizational culture and work motivation both partially and simultaniousiy have the positive relationship and significant with employees performance PT Bank Danamon Tbk. It?s means that progressively organizational cultural and excelsior work motivation hence progressively employees performance; on the contrary ugly progressively organizational culture and progressively lower the work motivation hence ugly progressively employees perfommance. Thereby organizational culture and work motivation needed to improve.Organizational culture can be developed by the values discount less relevant for employees and organization and change it with new value which more relevant. Work motivation can be improved by developing management of reward that not only in the form of nature, but also able to in-natura."

"Kualitas sumber daya manusia di Direktorat Jenderal Pajak merupakan faktor utama yang menentukan tercapai tidaknya visi, misi, strategi dan target-target yang hendak dicapai oleh Direktorat Jenderal Pajak Pengelolaan sumber daya manusia harus diprioritaskan, salah satunya dengan terus mengusahakan kepuasan kerja para pegawainya. Penelitian ini berusaha mengkaji masalah kepuasan kerja ditinjau berdasarkan komtimen organisasi dan budaya organisasi pada Kantor Pelayanan Pajak (KPP) Serang.Kepuasan kerja diartikan sebagai keadaan emosional yang menyenangkan yang dirasakan oleh oleh seseorang terhadap pekerjaannya yang diukur berdasarkan indikator: pekerjaan, penyelia, teman sekerja, promosi, dan gaji. Komitmen organisasi didefinisikan sebagai kekuatan yang bersifat relatif dari individu mengenai rasa kepercayaan terhadap: nilai-nilai organisasi, kesediaan untuk berusaha sebaik mungkin demi kepentingan organisasi, keinginan untuk tetap menjadi anggota organisasi yang bersangkutan, dan ketertarikan terhadap tujuan, nilai-nilai, dan sasaran organisasi. Sementara budaya organisasi ada|ah nilai-nilai dan semangat yang mendasar dalam cara mengelola serta mengorganisasikan organisasi, yang diukur dengan menggunakan indikator: inisiatif individu, toleransi terhadap risiko, integrasi, dukungan manajemen, pengawasan, identifikasi, sistem penghargaan, toleransi terhadap konrlik, dan pola komunikasi.Penelitian menggunakan pendekatan korelasional dengan melibatkan 97 sampel (responden) yang diambil secara acak sederhana dari 128 populasi. Pengumpulan data dilakukan dengan kuesioner yang sebelumnya telah diuji validitas dan reliabilitasnya. Uji validitas menggunakan rumus korelasi Rank Spearman dan uji reliabilitas menggunakan Spearman Brown. Data yang diperoleh dianalisis dengan menggunakan formula Statistika, yakni korelasi Rank Spearman dan t-test yang pengolahannya dilakukan dengan program SPSS versi 12.Hasil analisis deskriptif menunjukkan bahwa komitmen organisasi tergolong tinggi, budaya organisasi tergolong baik, dan kepuasan kerja tergolong tinggi, Sedangkan hasil pengujian hipotesis menunjukkan bahwa komitmen organisasi memiliki hubungan positif dan signifikan dengan kepuasan kerja, dengan indikasi nilai koefisien korelasi = 0,596. Demikian pula budaya organisasi juga memiliki hubungan positif dan signifikan dengan kepuasan kerja, dengan indikasi nilai koefisien korelasi = 0,532 Hasil ini memberikan arti bahwa semakin tinggi komitmen organisasi organisasi dan semakin baik kondisi budaya organisasi maka semakin tinggi pula kepuasan kerja pegawai.Dengan kondisi seperti itu, maka komitmen organisasi pegawai KPP Serang perlu ditingkatkan Iagi dengan cara penyadaran diri yang Iebih ikhlas dan tulus bahwa organisasi (KPP Serang) ada|ah instansi publik yang dapat dijadikan wahana pengabdian kepada bangsa dan negara sehingga eksistensinya perlu dijaga dan dikembangkan secara terus menerus dan otoritas organisasi (Direktorat Jenderal Pajak) memfasilitasi segenap keinginan, harapan dan kebutuhan aktual pegawai sebagai aset organisasi yang tidak ternilai; budaya organisasi pada KPP Serang perlu dikembangkan Iebih Ianjut dengan mengakomodir nilai-nilai budaya organisasi baru yang dipandang dapat memperkaya dan memperkuat budaya organisasi yang sekarang ada; dan dilakukan peneiitian lanjutan dengan metode serupa tetapi dengan obyek penelitian yang Iebih Iuas dan jumlah sampel yang Iebih besar sehingga diperoleh hasil yang dapat memperluas generalisasi hasil penelitian ini.

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The quality of human resources at Direktorat Jenderal Pajak is a key factor which determines the achievement of vision, mission, strategy, and targets of Direktorat Jenderal Pajak. Management of human resources must be placed at first priority by improving work satisfaction of employees. This research was purposed to study work satisfaction issues seen through organizational commitment and organizational culture at Kantor Pelayanan Pajak (KPP) Serang.

Work satisfaction was defined as joy emotional state felt by a person toward his/her work measured by several indicators such as: work, supervisor, colleagues, promotion, and salary. Organizational commitment was defined as individual relative power about belief toward: organizational values, willingness to give to best for organization interests, willingness to keep staying as a member of organization, interested in organizations goals, values, and targets. Whereas organizational culture was defined as basic values and spirit in managing and organizing organization, which measured with indicators: individual initiative, risk tolerance, integration, management support, control, identification, reward system, conflict tolerance, and communication pattern.

This study used correlation approach and 97 respondents obtained from 128 population were participated by deploying simple random sampling technique. Valid and reliable questionnaires were used to collect data. Rank Spearman and Spearman Brown were used as validity and reliability testing. Obtained data then were analyzed with Rank Spearman correlation and t-test assisted with SPSS ver. 12.

Descriptive analysis showed that organizational commitment could be categorized as high, organizational culture as good, and job satisfaction high. Moreover, hypotheses testing proved that organizational commitment had positive and significant relationship with job satisfaction, indicated by coefficient of correlation = 0.5962 Organizational culture also had positive and significant relationship with job satisfaction, indicated by coefficient of correlation = 0.532. This results implied that the higher organizational commitment and organizational culture, the higher job satisfaction.

Based on the findings, organizational commitment of the employees at KPP Serang needs more improvement by revealing self awareness that organization (KPP) is the public institution which could be viewed as a place to give dedication to the nation and country so that its existence needs to be guarded and be developed continuously and organization authority (KPP/DJP) should facilitate all of their willingness, hopes, and actual needs of the employees as invaluable organizational assets; organizational culture of KPP Serang also needs to be developed by accommodating new values of organizational culture which seen could improving and strengthen present organizational culture; further similar researches also needed with broader research object and higher sample size so that the results could have greater generalization than this study."

"Penelitian ini dilakukan untuk mengetahui sejauh mana hubungan antara persepsi perilaku kepemimpinan atasan dan motivasi kerja bawahan pada karyawan cabang Y PT. X. PT. X merupakan perusahaan penyedia jasa layanan perbankan yang sedang berkembang. Berdasarkan data awal yang diperoleh melalui wawancara, diketahui bahwa motivasi kerja bawahan pada karyawan cabang Y PT. X masih perlu ditingkatkan. Persepsi karyawan terhadap perilaku kepemimpinan atasan diduga berpengaruh terhadap motivasi kerja tersebut. Untuk mengetahui apakah dugaan tersebut benar, peneliti melakukan perhitungan statistik melalui uji korelasi antara persepsi perilaku kepemimpinan dan motivasi kerja bawahan. Hasil yang ada menunjukkan bahwa terdapat hubungan yang positif dan signifikan antara persepsi perilaku kepemimpinan dan motivasi kerja bawahan. Oleh karena itu, intervensi yang dilakukan pada penelitian ini dirancang untuk meningkatkan persepsi karyawan terhadap perilaku kepemimpinan atasan yaitu berupa pelatihan kepemimpinan transformasional bagi penyelia. Hasil perhitungan uji signifikansi menunjukkan adanya perbedaan pre-test dan post-test pada materi intervensi. Maka bentuk intervensi pelatihan kepemimpinan transformasional diharapkan dapat meningkatkan persepsi perilaku kepemimpinan atasan dan motivasi kerja bawahan pada cabang Y PT. X.

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This study was conducted to find out relationship between perceived leadership behavior and subordinate work motivation among employees in branch Y PT X. PT. X is a growth company which provide banking services. Based on initial data that were obtained from interviews, the researcher found that subordinate work motivation still need to improve. Employee's perceived of leadership behavior are assumed to affect work motivation. To know whether that presumption is correct or not, the researcher conducted a statistical calculation through correlation test between perceived leadership behavior and subordinate work motivation.

The results showed that there is a significant and positive correlation between perceived leadership behavior and subordinate work motivation. Therefore, the intervention in this study was designed to increase employee's perceived of leadership behavior that was transformational leadership training for supervisor. The result of test calculation shows that there is a significantly differences between pre-test and post-test on intervention knowledge. Accordingly, transformational leadership training is expected to improve perceived leadership behavior and subordinate work motivation among employees in branch Y PT. X."

"Penelitian ini bertujuan untuk menganalisis pengaruh dari modal manusia, modal sosial, berbagi pengetahuan, kreativitas karyawan, dan kebermaknaan kerja terhadap perilaku kerja inovatif karyawan di perusahaan farmasi di Indonesia. Pengumpulan data dilakukan menggunakan kuesioner online dengan jumlah responden sebesar 286 responden di perusahaan farmasi di Indonesia dan data dianalisis menggunakan metode structural equation modeling (SEM) dengan software SPSS Amos versi 24. Hasil penelitian menyatakan bahwa modal manusia memiliki pengaruh positif dan signifikan terhadap modal sosial, yang selanjutnya memiliki pengaruh positif dan signifikan terhadap berbagi pengetahuan, dan selanjutnya memiliki pengaruh positif dan signifikan terhadap kreativitas karyawan. Seperti yang diharapkan, kreativitas karyawan memiliki pengaruh positif dan signifikan terhadap perilaku kerja inovatif. Hubungan antara modal sosial dan kreativitas karyawan dimediasi oleh berbagi pengetahuan, dan hubungan antara berbagi pengetahuan dan perilaku kerja inovatif dimediasi oleh kreativitas karyawan. Sebagai variabel moderasi, kebermaknaan kerja memoderasi hubungan antara modal sosial dan berbagi pengetahuan. Modal manusia tidak menunjukkan pengaruh langsung yang signifikan terhadap berbagi pengetahuan, namun, modal sosial memediasi hubungan antara modal manusia dan berbagi pengetahuan. Penelitian ini memberikan wawasan bagi praktisi di perusahaan farmasi di Indonesia tentang bagaimana meningkatkan perilaku kerja inovatif karyawannya melalui pengembangan modal manusia, modal sosial, berbagi pengetahuan, dan kebermaknaan kerja karyawannya, untuk memperkuat lingkungan kreatif dan inovatif bagi karyawannya.

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This study aims to analyze the influence of human capital, social capital, knowledge sharing, employee creativity, and work meaningfulness on employee innovative work behavior in pharmaceutical companies in Indonesia. Data were collected using an online questionnaire with a total of 286 respondents in pharmaceutical companies in Indonesia and data were analyzed using the structural equation modeling (SEM) method with SPSS Amos software version 24. The results stated that human capital has a positive and significant effect on social capital, which in turn has a positive and significant effect on knowledge sharing, and subsequently has a positive and significant effect on employee creativity. As expected, employee creativity has a positive and significant effect on innovative work behavior. The relationship between social capital and employee creativity is mediated by knowledge sharing, and the relationship between knowledge sharing and innovative work behavior is mediated by employee creativity. As a moderating variable, work meaningfulness moderates the relationship between social capital and knowledge sharing. Human capital showed no significant direct effect on knowledge sharing, however, social capital mediates the relationship between human capital and knowledge sharing. This study provides insights for practitioners in pharmaceutical companies in Indonesia on how to improve the innovative work behavior of their employees through the development of human capital, social capital, knowledge sharing, and work meaningfulness of their employees, to strengthen the creative and innovative environment for their employees."

"There are a lot of frustrated people in most workplaces today. We're not talking about the incorrigible office grump or the permanent slacker. Instead, we're referring to dedicated workers who are being prevented from achieving their peak potential by organizational obstacles. Better enabling these employees to succeed represents an untapped avenue for radically improving productivity. Packed with the latest research findings from the prestigious Hay Group, "The Enemy of Engagement" uncovers the hidden impediments to performance - excessive procedures, lack of resources, overly narrow roles, and more - and outlines best-practice solutions for eliminating them. This is not an insignificant issue facing businesses today. According to Hay Group's study, depending on the industry, between one-third and one-half of employees report work conditions that keep them from being as productive as they could be. "The Enemy of Engagement" gives managers powerful new insights and research-based tools for ensuring their teams are both willing and able to make maximum contributions.;"

"Penelitian ini dilakukan untuk melihat hubungan antara psychological capital (PsyCap) dan organizational citizenship behavior (OCB) pada karyawan yang bekerja pada Bank Syariah X. Psychological capital merupakan kondisi psikologis (state) seseorang yang positif yang dikarakteristikan dengan memiliki self-efficacy, optimism, hope, dan resiliency (Luthans et al., 2007). OCB adalah tingkah laku yang walaupun tidak berhubungan dengan tugas atau pekerjaan, tapi berfungsi untuk memfasilitasi fungsi organisasi (Lee & Allen, 2002). Penelitian ini didasari oleh persaingan bisnis perbankan, khususnya perbankan Syariah, dalam menghadapi Masyarakat Ekonomi ASEAN (MEA) yang saat ini terus berkembang. Oleh karena itu, sangat dibutuhkan karyawan yang tidak hanya melakukan kewajibannya saja, namun melakukan perilaku positif lain yang dapat mendorong kesuksesan organisasi. Psychological capital (PsyCap) merupakan salah satu faktor internal yang penting dalam munculnya organizational citizenship behavior (OCB). Psychological capital (PsyCap) diukur menggunakan Psychological Capital Questionnairre (PCQ) (2007) dan organizational citizenship behavior (OCB) diukur menggunakan Organizational Citizenship Behavior Scale (2002). Partisipan penelitian berjumlah 135 karyawan yang bekerja pada kantor pusat Bank Syariah X. Melalui teknik statistik Pearson Correlation, diketahui terdapat hubungan yang positif dan signifikan antara psychological capital (PsyCap) dan organizational citizenship behavior (OCB) (r = .53, p < .01, two tailed). Hal ini menunjukkan bahwa semakin tinggi PsyCap yang dimiliki karyawan, maka semakin tinggi pula OCB yang dimilikinya.

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The present research was conducted to study the relationships between Psychological Capital (PsyCap) and Organizational Citizenship Behavior (OCB) towards employees of Bank Syariah X. Psychological capital is an individual?s positive psychological state of development and is characterized by having self-efficacy, optimism, hope, and resiliency. OCB is employee behaviour that although not critical to the task or job, serve to facilitate organizational functioning. The topic was selected due to the current banking business competition?s climate, especially in syariah banking, in facing the developing ASEAN Economic Community (AEC). Therefore, not only employees are expected to fulfil their obligations, they are required to demonstrate other positive behaviors that could promote the company to success. Psychological Capital (PsyCap) is one of the vital internal factors in regards to the Organizational Citizenship Behavior (OCB) emerging. Psychological Capital (PsyCap) is measured with Psychological Capital Questionnaire (PCQ) (2007), while organizational citizenship behavior (OCB) is measured by using organizational citizenship behavior scale (2002). Through Pearson Correlation statistic technique, it was found that from 135 survey participants, which are employees of Bank Syariah X?s main office, there is a positive and significant relationship between Psychological Capital (PsyCap) and Organizational Citizenship Behavior (OCB) (r=.53, p<.01, two tailed). The results indicate a correlation between PsyCap and OCB, thus, the higher the employees? PsyCap, the higher their OCB."