Hasil Pencarian  ::  Simpan CSV :: Kembali

"Commitment to Change adalah faktor penting yang menentukan suksesnya perubahan dalam organisasi. Smith (1996) di dalam Kling (2004) menyatakan bahwa ketika karyawan memiliki komitmen untuk berubah, mereka akan memiliki tingkat energi yang lebih tinggi dan lebih mendedikasikan dirinya daripada mereka yang tidak memiliki komitmen. Terkait dengan itu, penelitian ini dilakukan untuk menguji dua faktor pendorong Commitment to Change, yaitu Task Environment dan Organizational Trust. Penelitian ini dilakukan pada PT Dayani Garment Indonesia, yaitu perusahaan pada bidang industri tekstil dengan aktivitas utama memproduksi pakaian jadi (garmen). Sebanyak 160 kuesioner telah dibagikan kepada karyawan PT Dayani Garment Indonesia, dan kuesioner yang kembali sebanyak 110 kuesioner. Hasil penelitian menunjukkan bahwa terdapat pengaruh positif dari dimensi task environment, yaitu dimensi dynamism terhadap dimensi commitment to change, yaitu affective dan continuance, serta terdapat pengaruh positif dari variabel organizational trust terhadap dimensi commitment to change, yaitu affective dan normative.

---

Commitment to Change is an important factor that determines the success of organizational change. Smith (1996) in Kling (2004) argues that when employees have high commitment to change, they will have high energy and dedicate themseleves to the success of change. Correspondingly, this study is to examine two drivers of Commitment to Change. They are Task Environment and Organizational Trust.

This study was conducted at PT Dayani Garment Indonesia, a textile company that mainly produces clothes. One hundred and sixty questionnaires were distributed to the employees of PT Dayani Garment Indonesia, and one hundred and ten questionnaires were returned.

The study found Dynamism dimension of Task Environment may positively affect Affective and Continuance dimensions of Commitment to Change and Organizational Trust may positively affect Affective and Normative dimensions of Commitment to Change. Implications and limitations of the study are also discussed."

"Proses perubahan tidak terlepas dari peran komitmen karyawan. Conner (1992) dalam Kling (2004) menyebutkan bahwa komitmen merupakan pengikut vital antara orang dan tujuan perubahan. Penelitian bertujuan untuk menguji ada tidaknya pengaruh dimensi Authentic Leadershipyaitu Leader Self Awareness, Balanced Processing, Internalized Moral Perspectives, Balance Processing, kemudian dimensi Organization Task Environment yaitu Munificence, Dynamism, dan Complexity serta Organization Trust terhadap dimensi Commitment to Change yaitu Affective, Normative, dan Continuance Commitment to Change. Penelitian dilakukan di PT Nindya Karya (Persero) sebuah perusahaan BUMN bergerak di bidang konstruksi.Hasil penelitian menunjukkan bahwa secara umum Authentic Leadership, Organization Trust dan Organization Task Environment memiliki pengaruh terhadap Commitment to Change. Secara khusus, dimensi Leader Self Awareness dari Authentic Leadership berpengaruh signifikan negatif terhadap Affective dan Normative Commitment to Change. Sedangkan dimensi Internalized Moral Perspective berpegaruh positif terhadap Affective dan Normative Commitment to Change. Selain itu Organization trustdan dimensi Dynamism dari Organization Task Environmentmemiliki pengaruh positif terhadap Affective dan Normative Commitment to Changesedangkan Continuance Commitment to Change lebih dipengaruhi oleh Complexity lingkungan tugas perusahaan.

---

The process of change can not be separated from the role of employee commitment. Conner (1992) in Kling (2004) mentions that the commitment is vital glue between people and change goal. The study aimed to test the impact of Authentic Leadership dimensions which are Leader Self Awareness, Balanced Processing, Internalized Moral Perspectives, Relational Transparency, then the dimensions of the Organization Task Environment which are Munificence, Dynamism, and Complexity also Organization Trust towards dimensions of Commitment to Change which are Affective Commitment to Change, Normative, Commitment to Change and Continuance Commitment to Change. The study was conducted in Nindya PT Karya (Persero), a state-owned company engaged in the field of construction.The results showed that in general Authentic Leadership, Organization Trust and Organization Task Environment have an influence on the Commitment to Change. In particular, Leader Self Awareness of Authentic Leadership has significant negative effect on Affective and Normative Commitment to Change. While Internalized Moral Perspective has significant positive effect on Affective and Normative Commitment to Change. Additionally Organization Trust and Dynamism from Organization Task Environment have positive influence on Affective and Normative Commitment to Change. While Continuance Commitment to Change more influenced by environmental Complexity."

"Tesis ini membahas mengenai pengaruh Psychological Empowerment dan Organizational Trust terhadap Commitment To Change di PT. Hutama Karya. Penelitian ini melakukan studi pengaruh Psychological Empowerment menurut Gretchen M. Sprettzer, Organizational Trust menurut Gilbert dan Tang dan Commitment To Change menurut Herscovitch dan Meyer. Penelitian ini dilakukan dengan menggunakan pendekatan kuantitatif. Populasi yang menjadi sampel penelitian ini adalah karyawan kantor pusat PT. Hutama Karya yang dipilih secara random dengan teknik sampel menggunakan snowball sampling dengan jumlah sampel 127 responden. Setelah dilakukan penelitian maka hasil dari penelitian ini adalah affective commitment change di pengaruhi oleh psychological empowerment. Selain itu hasil dari penelitian ini adalah continuance commitment change dan normative commitment change dipengaruhi oleh organizational trust.

---

This research discusses the influence of psychological empowerment according to Gretchen M. Sprettzer and organizational trust according to Gilbert and Tang for commitment to change by Herscovitch and Meyer at PT Hutama Karya (Persero). The study was conducted using a quantitative approach by distributing questionnaires. The population of this study are employees of the headquarters of PT Hutama Karya (Persero) randomly using convenience sampling technique with a sample of 127 respondents. After doing research, the results of this research are affective commitment to change is influenced by psychological empowerment. Beside that, the results of this research are continuance commitment to change and normative commitment to change is influenced by organizational trust."

"Efektivitas perubahan organisasi salah satunya dipengaruhi oleh komitmen perubahan. Penelitian ini bertujuan untuk melihat pengaruh yang diberikan oleh kepercayaan organisasi dan gaya kepemimpinan change leadership terhadap komitmen perubahan. Penelitian lanjutan dilakukan untuk melihat pengaruh kepercayaan organisasi dan gaya kepemimpinan change leadership terhadap masing-masing dimensi komitmen perubahan, yaitu komitmen afektif, kontinuans, dan normatif perubahan. Pengukuran kepercayaan organisasi menggunakan Organizational Trust Inventory, change leadership diukur dengan Change Leadership Inventory, dan pengukuran komitmen perubahan menggunakan Commitment to Change Inventory. Berdasarkan data yang diperoleh dari 276 responden didapatkan hasil bahwa terdapat pengaruh yang signifikan antara kepercayaan organisasi dan change leadership terhadap komitmen perubahan (R2=0,252, p<0.05), namun pengaruh yang diberikan oleh kepercayaan organisasi (R2=0,096, p<0.05) lebih besar dibandingkan change leadership (R2=0,044, p>0.05).

---

Effectiveness of organizational change is influenced by commitment to change. This research was conducted to identify the impact of organizational trust and change leadership to commitment to change. Further research is also conducted to see the identify the impact of organizational trust and change leadership to each dimensions of commitment to change, namely affective, continuans, and normative commitment to change. Organizational trust measured by Organizational Trust Inventory, change leadership measured by Change Leadership Inventory, and commitment to change measured by Commitment to Change Inventory. Based on data from 276 respondents, the result of this research revealed that there is an impact of organizational trust and change leadership to commitment to change (R2= 0,252, p<0.05), which organizational trust is higher than change leadership (R2=0,096, p=<0.005)."

"Penelitian ini untuk menguji sikap pegawai terhadap perubahan dengan sejumlah faktor atau variabel yang mempengaruhi sikap pegawai terhadap perubahan, yaitu faktor kepercayaan pada organisasi dan kepercayaan pada supervisor serta komitmen organisasi. Penelitian dilakukan terhadap pegawai organic PT TGI sebagai responden dengan menyebarkan kuisioner sebagai metode pengumpulan data. Analisis pengolahan data kuisioner menggunakan structural equation modeling untuk mengetahui pengaruh employee’s trust dan attitude toward organizational change dengan menggunakan faktor organizational commitment sebagai mediator. Hasil penelitian menunjukkan bahwa hubungan langsung antara employee’s trust terhadap attitude toward organizational change adalah tidak signifikan. Sementara melalui organizational commitment, pengaruh tidak langsung employee’s trust terhadap attitude toward organizational change adalah positif dan signifikan.

---

This study to examine the attitude of employees towards change with a number of factors or variables that influence employee attitudes towards change, namely the factor of trust in the organization and trust in supervisors and organizational commitment. The research was conducted on organic employees of PT TGI as respondents by distributing questionnaires as a data collection method. Questionnaire data processing analysis used structural equation modeling to determine the effect of employee's trust and attitude toward organizational change using organizational commitment as a mediator. The results showed that the direct relationship between employee's trust and attitude toward organizational change was not significant. Meanwhile, through organizational commitment, the indirect effect of employee's trust on attitude toward organizational change is positive and significant."

"Organisasi perlu berubah. Efektivitas perubahan hanya dapat dicapai dengan adanya komitmen perubahan. Hal ini disebabkan karena komitmen perubahan merupakan faktor penting bagi kesuksesan perubahan. Berdasarkan hal tersebut, peneliti melakukan penelitian terhadap faktor yang mempengaruhi komitmen perubahan, yaitu dalam hal ini keadilan organisasi dan kepercayaan organisasi. Tujuan dari penelitian ini adalah untuk melihat pengaruh keadilan organisasi dan kepercayaan organisasi terhadap komitmen perubahan. Pengukuran yang digunakan dalam penelitian ini adalah alat ukur Commitment to Change Inventory (CCI), Organizational Justice Scale (OJS), dan Organizational Trust Inventory (OTI). Tiga alat ukur tersebut memiliki reliabilitas yang baik dan validitas item yang cukup baik. Responden penelitian berjumlah 278 karyawan tetap yang bekerja di perusahan yang sedang berubah, dengan karakteristik berusia 20 - 56 tahun, memiliki tingkat pendidikan minimal SMA, memiliki jabatan minimal sebagai staf, dan telah bekerja minimal dua tahun. Hasil penelitian ini menunjukkan bahwa keadilan organisasi dan kepercayaan organisasi memiliki pengaruh positif dan berkontribusi terhadap komitmen perubahan (R2 = 0,249, p < 0,05) dan dimensi dari komitmen perubahan, yaitu afektif (R2 = 0,269, p < 0.05), kontinuans (R2 = 0,071, p < 0,05), dan normatif (R2 = 0,187, p < 0.05). Hasil penelitian ini juga menunjukkan bahwa kepercayaan organisasi memiliki kontribusi yang lebih besar daripada keadilan organisasi, baik terhadap komitmen perubahan secara keseluruhan maupun terhadap dimensi dari komitmen pada perubahan, yaitu afektif, kontinuans, dan normatif.

---

Organizations need to change. Effectiveness of the change can only be achieved with commitment to change. Commitment to change is an important factor for the success of change. Based on this, researcher conducted a study of factors influencing commitment to change, which in this case organizational justice and trust in organization.

The objective of this study study was to find the influence of organizational justice and trust in organization on commiment to change. Measurements used in this study are using Commitment to Change Inventory (CCI), Organization Justice Scale (OJS), and Organizational Trust Inventory (OTI). That three measurements have good reliability and quite good in item validity.

The participants of this study are 278 permanent employees that is working in changing company, with the age range within 20 - 56 years old, have the basic education at least from high school level, have structural position at least as staff, and had been working in that company for at least two years.

Results showed that both organizational justice and trust in organization are positively related and have contributed to commitment to change (R2 = 0,249, p < 0,05) and also their three dimensions, such as affective (R2 = 0,269, p < 0.05), continuance (R2 = 0,071, p < 0,05), and normative (R2 = 0,187, p < 0.05) commitment to change.

The results also show that the influence of trust in organization is stronger than organizational justice to commiment to change and also their three dimensions, affective, continuance, and normative commitment to change."

"ABSTRAKSebagai makhluk sosial yang melakukan interaksi dalam lingkungan, manusia perlu untuk menjaga keharmonisan dengan mematuhi norma-norma yang berlaku dalam lingkungan tersebut. Namun, setiap individu pada dasarnya memiliki perbedaan termasuk perbedaan perilaku. Lingkungan tempat manusia berada dapat menjadi sebab yang mempengaruhi perilaku manusia tersebut, baik perilaku yang bersifat positif maupun perilaku negatif. Dalam konteks lingkungan kerja, perilaku yang positif atau produktif tentunya dapat memberikan manfaat berupa nilai tambah bagi organisasi, namun apabila terdapat perilaku negatif atau kontraproduktif maka tentunya hal tersebut dapat merugikan organisasi tempat manusia tersebut bekerja. Analisis terhadap PT. DGI dilakukan untuk mengetahui pengaruh lingkungan kerja perusahaan terhadap munculnya perilaku-perilaku yang dapat menimbulkan dampak negatif bagi perusahaan. Hasil penelitian yang menggunakan metode kuantitatif menunjukkan bahwa terdapat hal-hal yang mempengaruhi munculnya perilaku kerja kontraproduktif dari lingkungan kerja.

---

ABSTRACTAs social beings who interact in the environment, human beings need to maintain harmony by complying with the established norms within the environment. However, each individual essentially has differences including behavioral differences. The environment in which human being exist can become reasons which affects human behavior, either positive or negative behavior. In the context of work environment, positive or productive behavior can provide benefits in the form of added value to the organization, but if there is negative or counterproductive behavior then surely it can be detrimental to the organization of the working men and women. Analysis on PT. DGI was conducted to determine the effect of the company's work environment on the emergence of behaviors that can have negative impact for the company. Results of research using quantitative methods pointed to things that influence the emergence of counterproductive work behavior from work environment."

"[ABSTRAKEbert & Griffin (2013) mengungkapkan bahwa transformasionalleadership berfokus pada pentingnya memimpin perubahan. Studi Herold et al.(2008) menemukan bahwa transformasional leadership memiliki hubungan yanglebih kuat terhadap Commitment to Change karyawan ketimbang kepemimpinanperubahan (change leadership). Beugre et al. (2006) menyebutkan bahwatransformational leadership tidak sekedar karakter personal pemimpin, namunjuga distimulus oleh lingkungan yang dihadapi organisasi. Sedangkan Studi Nasiret al. (2014) menyebutkan bahwa faktor eksternal mempengaruhi Commitment toChange karyawan. Terkait hal itu, penelitian ini ingin megetahui pengaruhlingkungan perusahaan (task environment) terhadap Commitment to Changekaryawan dan bagaimana peran transformational leadership diantara keduanya.Penelitian ini dilakukan pada PT. KAI Commuter Jabodetabek (PT. KCJ),yaitu anak perusahaan PT. Kereta Api Indonesia yang menyelenggarakanpengusahaan pelayanan jasa angkutan kereta api commuter dengan menggunakansarana kereta rel listrik (KRL) di wilayah Jakarta, Bogor, Depok, Tangerang(Serpong) dan Bekasi. Sebanyak 101 kuisioner dibagikan kepada seluruhkaryawan tetap pada level pelaksana (staff 2 s/d senior supervisor) PT. KCJ yangberkantor di kantor pusat Stasiun Juanda, dan kuisioner yang kembali sebanyak68. Hasil penelitian menunjukkan bahwa transformasional leadership memediasipenuh hubungan tidak langsung antara task environment dengan ketiga dimensiCommitment to Change (Affective, Continuance, dan Normative).

---

ABSTRACTEbert & Griffin (2013) argues that transformational leadership focuses onthe importance of leading change. Study Herold et al. (2008) found thattransformational leadership has a stronger relationship to the Commitment toChange of employees rather than change leadership. Beugre et al. (2006) arguesthat the transformational leadership is not just a personal character of a leader,but also induced by the organisation environment. While a study by Nasir et al.(2014) mentions that the external factors affecting employees Commitment toChange. Correspondingly, this study aims to examine the relationship betweentask environment and Commitment to Change of employees and the role oftransformational leadership as a mediator.This study was conducted at PT. KAI Commuter Jabodetabek (PT. KCJ), asubsidiary of PT. Kereta Api Indonesia which organize the operation of urbanrailway services by electric train in Jakarta, Bogor, Depok, Tangerang (Serpong)and Bekasi. Total 101 questionnaires were distributed to all permanent employees(implementer level, staff 2 - senior supervisor) of PT. KCJ who are based at thehead office in Juanda Station, and 68questionnaires were returned. Results showthat transformational leadership fully mediates indirect relationship between taskenvironment andall dimension of Commitment to Change (Affective, continuanceand Normative).;Ebert & Griffin (2013) argues that transformational leadership focuses onthe importance of leading change. Study Herold et al. (2008) found thattransformational leadership has a stronger relationship to the Commitment toChange of employees rather than change leadership. Beugre et al. (2006) arguesthat the transformational leadership is not just a personal character of a leader,but also induced by the organisation environment. While a study by Nasir et al.(2014) mentions that the external factors affecting employees Commitment toChange. Correspondingly, this study aims to examine the relationship betweentask environment and Commitment to Change of employees and the role oftransformational leadership as a mediator.This study was conducted at PT. KAI Commuter Jabodetabek (PT. KCJ), asubsidiary of PT. Kereta Api Indonesia which organize the operation of urbanrailway services by electric train in Jakarta, Bogor, Depok, Tangerang (Serpong)and Bekasi. Total 101 questionnaires were distributed to all permanent employees(implementer level, staff 2 - senior supervisor) of PT. KCJ who are based at thehead office in Juanda Station, and 68questionnaires were returned. Results showthat transformational leadership fully mediates indirect relationship between taskenvironment andall dimension of Commitment to Change (Affective, continuanceand Normative)., Ebert & Griffin (2013) argues that transformational leadership focuses onthe importance of leading change. Study Herold et al. (2008) found thattransformational leadership has a stronger relationship to the Commitment toChange of employees rather than change leadership. Beugre et al. (2006) arguesthat the transformational leadership is not just a personal character of a leader,but also induced by the organisation environment. While a study by Nasir et al.(2014) mentions that the external factors affecting employees Commitment toChange. Correspondingly, this study aims to examine the relationship betweentask environment and Commitment to Change of employees and the role oftransformational leadership as a mediator.This study was conducted at PT. KAI Commuter Jabodetabek (PT. KCJ), asubsidiary of PT. Kereta Api Indonesia which organize the operation of urbanrailway services by electric train in Jakarta, Bogor, Depok, Tangerang (Serpong)and Bekasi. Total 101 questionnaires were distributed to all permanent employees(implementer level, staff 2 - senior supervisor) of PT. KCJ who are based at thehead office in Juanda Station, and 68questionnaires were returned. Results showthat transformational leadership fully mediates indirect relationship between taskenvironment andall dimension of Commitment to Change (Affective, continuanceand Normative).]"

"ABSTRAKPenelitian ini bertujuan untuk menganalisis pengaruh employee engagement, work environment, dan organizational learning terhadaporganizational commitment dengan studi pada perusahaan asuransi milik negara.Variabel employee engagementdiukur melalui perangkat Utrecht Work Engagement Scale (UWES)oleh Schaufeli dan Bakker (2004), variabel work environmentdiukur berdasarkan McGuire dan McLaren (2009) dan Sedarmayanti (2001), sedangkan organizational learning diukur menggunakan teori dari Watkins dan Marsick (2003), dan variabel organizational commitment diukur menggunakan teori dari Mowday, Steers, dan Porter (1979).Penelitian ini menggunakan pendekatankuantitatif dengan kuesioner sebagai instrumen penelitian. Analisis dilakukan pada pegawai tetap non-manajerial di PT TASPEN (Persero) yang telah bekerja minimal selama satu tahun di perusahaan dengan jumlah responden terkumpul sebanyak 180 orang. Data penelitian ini dianalis menggunakan teknik analisis Partial Least Squaredengan bantuan perangkat lunak WarpPLS v.6. Hasil penelitian ini membuktikan bahwa employee engagement dan organizational learningmemiliki pengaruh yang signifikan terhadap organizational commitment pegawai. Berbeda dengan work environmentyang memiliki pengaruhdengan arah positifterhadap organizational commitmentpegawainamun tidak signifikan.

---

ABSTRACT

The purpose of this research is to examines the effect of employee engagement, work environment, and organizational learning on organizational commitment. Employee engagement variable is measured by Utrecht Work Engagement Scale (UWES) from Schaufeli and Bakker (2004), work environment is measured based on McGuire and McLaren (2009) and Sedarmayanti (2001), organizational learning is measured by theory from Watkins and Marsick (2003), and last for organizational commitment is measured by Mowday, Steers, and Porter (1979).This study uses quantitative approachin collecting data with a questionnaire as a research instrument. The analysis was conducted on non-managerial permanent employees at PT TASPEN (Persero) who had worked for at least one year in the company with 180 respondents collected. The data of this study were analyzed using Partial Least Square analysis techniques by using WarpPLS v.6. The results prove that employee involvement and organizational learning have a significant effect on employee organizational commitment. Whereas the work environment has a positive influence to the organizational commitment of employees but is not significant."