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"Penelitian ini ingin melihat hubungan antara persepsi kesempatan promosi dan komitmen organisasi pada karyawan Generasi Y di beberapa perusahaan. Pengukuran persepsi kesempatan promosi menggunakan alat ukur Job Descriptive Index (JDI) yang disusun oleh Bowling Green State University (2009) dan merupakan pengembangan Job Descriptive Index (JDI) oleh Smith, Kendall, dan Hullin (1970) dengan nilai reliabilitas sebesar .825. Pengukuran komitmen organisasi menggunakan alat ukur Organizational Commitment Scale (OCS) yang dikembangkan oleh Allen dan Meyer (1997) dengan nilai reliabilitas sebesar .760. Kuesioner kedua alat ukur ini diberikan kepada 191 karyawan Generasi Y. Hasil penelitian menunjukkan bahwa komitmen organisasi memiliki hubungan yang positif signifikan (r = .315, p < .001) dengan persepsi kesempatan promosi pada karyawan Generasi Y. Penelitian ini juga menghasilkan bahwa berdasarkan data demografis partisipan, jenis kelamin dan tingkat pendidikan tidak memiliki perbedaan mean yang signifikan terhadap kedua variabel tersebut. Sedangkan, data demografis berdasarkan status kepegawaian dan status pernikahan memiliki perbedaan mean yang signifikan pada persepsi kesempatan promosi dan tidak mempunyai perbedaan mean yang signifikan pada komitmen organisasi.

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This research intended to see the relationship between organizational commitment and perception of promotional chance among Generation Y employees on several companies. Perception of promotional chance was measured by Job Descriptive Index (JDI) by Smith, Kendall, Hullin (1970) and has reliability coefficient .825. Measurement of organizational commitment conducted with Organizational Commitment Scale (OCS) which is developed by Allen and Meyer (1997) and has reliability coefficient .760. Both of this scale administrated to 191 Generation Y employees.

The result showed that organizational commitment had positive significant relationship with perception of promotional chance on Generation Y employees (r = .315, p < .001). This research also showed that according to demographical data of participants, both of variables didn’t differ based on sex and educational level. While demographic data based on employees’ status and marital status had significant mean difference on perception of promotional chance and no significant mean difference on organizational commitment."

"ABSTRAKPenelitian ini ingin melihat hubungan antara kepemimpinan transformasionaldengan persepsi kesempatan promosi pada karyawan generasi Y. KuesionerMultifactor Leadership Questionnaire Form 5X (Rater Form) dan Job DescriptiveIndex – Opportunities for Promotion diberikan kepada 143 karyawan generasi Yyang memiliki pemimpin di tempat kerjanya. Hasil penelitian menunjukkanterdapat hubungan antara kepemimpinan transformasional dengan persepsikesempatan promosi pada karyawan generasi Y (r = .416, p < .01). Sebanyak17.6% variasi dari persepsi kesempatan promosi dijelaskan oleh kepemimpinantransformasional. Penelitian ini juga menemukan bahwa uji t-test jenis kelamindan latar belakang pendidikan tidak signifikan pada masing-masing variabelpersepsi kesempatan promosi dan kepemimpinan transformasional (p > .05).Penelitian selanjutnya dapat meneliti variabel lain dan meneliti lebih jauhmengenai generasi Y.

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ABSTRACTThe research wants to see the relationship between transformational leadershipand perceived opportunities for promotion on generation Y employees. TheMultifactor Leadership Questionnaire Form 5X (Rater Form) and Job DescriptiveIndex – Opportunities for Promotion were given to 143 generation Y employeeswho have leaders in their workplace. Result shows that there’s a relationshipbetween transformational leadership and perceived opportunities for promotion ongeneration Y employees (r = .416, p < .01). About 17.6% variation of perceivedopportunities for promotion is explained by transformational leadership. Thestudy also finds that the t-test of gender and educational background is notsignificant to each variables of perceived opportunities for promotion andtransformational leadership (p > .05). Future research is recommended to studyother variables and investigate generation Y more further."

"Penelitian ini bertujuan untuk menguji hubungan antara iklim organisasi dengan komitmen organisasi pada pegawai negeri sipil (PNS) di Kementerian X. Peneliti menggunakan Organizational Climate Measure (OCM) untuk mengukur iklim organisasi dan Organizational Commitment Scales (OCS) untuk mengukur keterikatan organisasi. Sampel yang digunakan dalam penelitian ini sejumlah 63 orang. Gambaran iklim organisasi dan komitmen organisasi di Kementerian X diketahui cukup positif dan tinggi. Hasil penelitian menunjukkan bahwa ada hubungan positif dan signifikan (r=.496, p<0.01, 2-tailed) antara iklim organisasi dengan komitmen organisasi pada pegawai negeri sipil (PNS) dalam Kementerian X.

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This research aimed to detect the relationship between organizational climate and organizational commitment among government employees in the Ministry of X.The researcher use Organizational Climate Measure (OCM) to quantify organizational climate and Organizational Commitment Scales (OCS) to measure organizational commitment. Sample that used in this research are 63 people.

Description of organizational climate and organizational commitment in the Ministry of X are known quite positive and high. The result of this research indicate that there is positive and significant relationship (r=.496, p<0.01, 2-tailed) between organizational climate and organizational commitment in the Ministry of X."

"[ABSTRAKbrPenelitian ini dilakukan dengan tujuan untuk melihat hubungan antara identitas organisasi dan perilaku kerja inovatif pada perusahaan X. Penelitian ini didasarkan pada pesatnya perkembangan dari industri kreatif. Pendekatan yang sesuai dalam menghadapi hal tersebut adalah pendekatan inovatif yang dapat memicu diterapkannya perilaku kerja inovatif dalam organisasi. Salah satu hal yang dapat memiliki hubungan dengan perilaku kerja inovatif adalah identitas organisasi. Identitas organisasi sendiri memiliki peranan penting dalam memandu perilaku kayawan yang diharapkan muncul. Terdapat total 401 karyawan perusahaan X yang berpartisipasi dalam penelitian ini. Perusahaan X merupakan perusahaan yang memiliki nilai inovatif dan bergerak dalam bidang industri kreatif dengan sub-kelompok penerbitan dan percetakan. Terdapat dua alat ukur yang digunakan dalam penelitian ini adalah Innovative Work Behavior Scale (Janssen, 2000) dan Organizational Identity Scale (Etikariena, 2015). Dengan menggunakan teknik analisis pearson product moment correlation, hasil penelitian menunjukkan bahwa tidak ditemukan adanya hubungan yang signifikan antara identitas organisasi dan perilaku kerja inovatif (r= .063, p> .05).;This research was conducted to see the relationship between organizational identity and innovative work behavior in X Company. It was based on the rapid development of creative industry. One of the approaches to deal with that condition is innovation, which can leads innovative work behavior in organization. One of the factors that can have a correlation with innovative work behavior is organizational identity. Organizational identity itself has a significant role to guide employee’s behaviors. There were 401 employees of X Company that has participated in this research. X Company is an organization that has innovative value and runs in creative industry area, specifically printing and publishing sub-sector. There were two instruments used in this research, innovative work behavior scale (Janssen, 2000) and organizational identity scale (Etikariena, 2015). Using pearson product moment correlation to analyze the data, the result shows us that there were no significant correlation found among organizational identity and innovative work behavior (r= .063, p> .05)., This research was conducted to see the relationship between organizational identity and innovative work behavior in X Company. It was based on the rapid development of creative industry. One of the approaches to deal with that condition is innovation, which can leads innovative work behavior in organization. One of the factors that can have a correlation with innovative work behavior is organizational identity. Organizational identity itself has a significant role to guide employee’s behaviors. There were 401 employees of X Company that has participated in this research. X Company is an organization that has innovative value and runs in creative industry area, specifically printing and publishing sub-sector. There were two instruments used in this research, innovative work behavior scale (Janssen, 2000) and organizational identity scale (Etikariena, 2015). Using pearson product moment correlation to analyze the data, the result shows us that there were no significant correlation found among organizational identity and innovative work behavior (r= .063, p> .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."

"Salah satu kecenderungan generasi Z yang mulai memasuki dunia kerja adalah job-hopping, yaitu berpindah perusahaan dalam waktu singkat, yang dapat dijelaskan oleh rendahnya komitmen organisasi. Beberapa penelitian sebelumnya menemukan adanya hubungan positif antara komitmen organisasi dengan modal psikologis dan kreasi kerja. Penelitian ini bertujuan untuk melihat hubungan antara ketiga variabel tersebut serta mengeksplorasi peran kreasi kerja sebagai mediator dalam hubungan antara modal psikologis dan komitmen organisasi pada karyawan generasi Z di Indonesia. Studi kuantitatif ini melibatkan 159 karyawan generasi Z di Indonesia dengan pengalaman minimal satu tahun. Penelitian ini menggunakan metode korelasional dengan alat ukur Organizational Commitment Questionnaire (OCQ), Psychological Capital Questionnaire-12 (PCQ-12), dan Job Crafting Scale (JCS). Hasil penelitian ini menunjukkan adanya korelasi positif antara ketiga variabel dan kreasi kerja memediasi sebagian hubungan antara modal psikologis dan komitmen organisasi. Penelitian ini dapat menjadi dasar organisasi untuk meningkatkan komitmen organisasi karyawan dengan mengadakan pelatihan serta intervensi.

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One of the tendencies of Generation Z entering the workforce is job-hopping, or switching companies in a short period of time, that can be explained by low organisational commitment. Previous studies have found positive relationship between organisational commitment, psychological capital, and job crafting. This study aims to examine the relationship between these three variables and explore the role of job crafting as a mediator in the relationship between psychological capital and organisational commitment among Generation Z employees in Indonesia. This quantitative study involved 159 generation Z employees in Indonesia. This study used correlational method with the Organizational Commitment Questionnaire (OCQ), Psychological Capital Questionnaire-12 (PCQ-12), and Job Crafting Scale (JCS). Results showed a positive correlation between the three variables and job crafting partially mediated the relationship between psychological capital and organisational commitment. The research is expected to be a reference for employees to improve organisational commitment by conducting training and interventions."

"Masuknya generasi Z sebagai salah satu angkatan kerja di Indonesia membuat jumlah angkatan kerja bertambah banyak variasinya karena terdiri dari berbagai macam generasi. Adapun karakteristik dari generasi Z adalah mereka menyukai apabila diberikan kesempatan untuk mengungkapkan ide atau pendapat mereka serta diterimanya umpan balik atas pekerjaan yang telah dilakukan. Dengan begitu, diperlukan gaya kepemimpinan yang sesuai dengan karakteristik karyawan generasi Z. Pemimpin yang menyesuaikan gaya kepemimpinannya dengan karakteristik generasi Z dapat memberikan karyawannya pengalaman kerja yang positif sehingga karyawan pun memiliki komitmen untuk bekerja di suatu organisasi dalam rentang waktu yang lama. Penelitian ini memiliki tipe korelasional dengan menggunakan metode kuantitatif. Penelitian ini melibatkan 187 partisipan karyawan generasi Z yang sedang bekerja minimal enam bulan dan memiliki atasan langsung. Instrumen yang digunakan adalah alat ukur kepemimpinan pemberdayaan (Empowering Leadership Scale) dan komitmen organisasi (Organizational Commitment Questionnaire). Teknik analisis yang digunakan yaitu analisis korelasional karena data yang diperoleh tidak terdistribusi secara normal. Hasil penelitian menunjukkan bahwa dimensi dukungan otonomi (r = 0.654, p < 0.01) dan dukungan pengembangan (r = 0.455, p < 0.01) memiliki hubungan yang signifikan dengan komitmen organisasi pada karyawan generasi Z. 

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The entry of Generation Z as one of the workforce in Indonesia has made the number of the workforce increase in variety because it consists of various generations. The characteristics of the Z generation are that they like to be given the opportunity to express their ideas or opinions and receive feedback on the work that has been done. That way, a leadership style is needed that is in accordance with the characteristics of generation Z employees. Leaders who adapt their leadership style to the characteristics of generation Z can provide their employees with positive work experiences so that employees also have a commitment to work in an organization for a long time. This research has a correlational type using quantitative methods. This research involved 187 Generation Z employee participants who were working for at least six months and had a direct supervisor. The instruments used are measuring leadership empowerment (Empowering Leadership Scale) and commitment to the organization (Organizational Commitment Questionnaire). The analysis technique used is correlational analysis because the data obtained is not normally distributed. The results showed that the dimensions of autonomy support (r = 0.654, p < 0.01) and development support (r = 0.455, p < 0.01) had a significant relationship with organizational commitment among Generation Z employees."

"Penelitian ini bertujuan untuk mengetahui pengaruh dari meaning of work terhadap ketiga komponen komitmen organisasi yakni affective commitment, continuance commitment, dan normative commitment, serta dengan work engagement sebagai mediasi. Data penelitian diperoleh dari 148 karyawan tetap Generasi Y di Jabodetabek melalui kuesioner online. Hasil penelitian menunjukkan bahwa meaning of work memiliki pengaruh terhadap ketiga komponen komitmen dan work engagement. Sedangkan untuk peran mediasi, digunakan metode causal steps yang dikembangkan oleh Baron dan Kenny 1986, dengan hasil yang menunjukkan bahwa work engagement memediasi secara parsial partial mediation pengaruh meaning of work terhadap affective commitment, sedangkan tidak memediasi pengaruh meaning of work terhadap continuance commitment, dan memediasi secara penuh complete mediation pengaruh meaning of work terhadap normative commitment.

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This study aims to analyze the impact of meaning of work toward three components of organizational commitment, those are affective commitment, continuance commitment, and normative commitment, and also work engagement as mediator. Research data were collected from 148 Y Generation permanent employees in Jabodetabek through online questionnaire. The result of this study performs that meaning of work has an impact toward three components of organizational commitment and also work engagement. Meanwhile to determine mediated result, this study was using causal steps method developed by Baron and Kenny 1986, and the results showed that work engagement is partially mediating the impact of meaning of work toward affective commitment, whereas it is not mediating the influence of meaning of work toward continuance commitment, and it is completely mediating the impact of meaning of work toward normative commitment."

"Penelitian ini dilakukan untuk melihat hubungan antara kepercayaan terhadap organisasi dan perilaku kerja inovatif pada konteks industri kreatif di Indonesia. Dengan kontribusi yang cukup besar terhadap perekonomian Indonesia, industri kreatif perlu untuk dikembangkan. Salah satu hal yang sangat penting bagi industri kreatif adalah inovasi yang dilakukan oleh karyawannya. Sampel pada penelitian ini adalah karyawan PT. X yang merupakan salah satu perusahaan yang termasuk ke dalam sub-sektor industri kreatif di Indonesia. Terdapat 395 responden dalam penelitian ini. Penelitian ini merupakan penelitian kuantitatif dengan menggunakan alat ukur Innovative Work Behavior Scale dari Janssen (2000) dan Organizational Trust Inventory dari Cummings dan Bromiley (1995b). Teknik analisis yang digunakan pada penelitian ini adalah Pearson Product Moment, Independent Sample T-Test, dan One Way Anova. Hasil dari penelitian ini menunjukkan bahwa tidak terdapat hubungan yang signifikan antara kepercayaan terhadap organisasi danperilaku kerja inovatif pada PT. X (r = .060). Namun, pada penelitian ini ditemukan perbedaan mean yang signifikan antara faktor-faktor demografis dari perilaku kerja inovatif yakni jenis kelamin, tingkat pendidikan, level jabatan, dan departemen.

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This study was conducted to examine the relationship between organizational trust and innovative work behavior in the context of creative industry.With a considerable contribution to the Indonesian economy, creative industries need to be developed. One thing that is very important for the creative industry are innovations made by employees. Samples in this study are employees of PT. X which is one of the companies that belong to the sub-sectors of the creative industries in Indonesia. There were 395 respondents in this study.

This research is a quantitative research that using measuring devices Innovative Work Behavior Scale from Janssen (2000) and Organizational Trust Inventory from Cummings and Bromiley (1995b). The analysis technique used in this study is the Pearson Product Moment, Independent Sample T-Test, and One Way Anova.

Results from this study indicate that there is no significant relationship between organizational trust and innovative behavior at work in PT. X (r = .060). However, this study found significant differences in the mean between demographic factors of the innovative work behavior that is gender, education level, job level and department."

"ABSTRAK

Berawal dari tingginya tingkat turnover yang tengah dihadapi oleh perusahaan saat ini, peneliti melihat adanya unsur generasi yang berperan dalam intensi untuk meninggalkan pekerjaan. Generasi Y dilaporkan memiliki tingkat turnover yang lebih tinggi dari Generasi X. Dalam diri individu, terdapat suatu hal dasar yang mempengaruhi seseorang untuk bertingkah laku dan mengambil keputusan yang diduga juga dapat mempengaruhi keputusan untuk menetap atau meninggalkan perusahaan, yaitu self-esteem atau lebih dikenal sebagai Organization-Based Self-Esteem pada konteks organisasi. Peneliti tertarik untuk melihat perbedaan tingkat Organization-Based Self-Esteem antara karyawan Generasi X dan Generasi Y. Peneliti berhasil mengumpulkan data dari 297 responden karyawan Generasi X dan Generasi Y. Namun demikian, hasil perbandingan independent sample t-test menunjukkan tidak ada perbedaan Organization-Based Self-Esteem yang signifikan antara karyawan Generasi X dan Generasi Y dengan t(297) =0,673, p>0.05.

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ABSTRACT

Begin with the high turnover rate faced by companies today, this study noticed the role of generation in intention to leave the job. Generation Y is reported to have higher turnover rate than Generation X. There is a basic thing in ourself that can influence a person to behave and make decisions that allegedly can also influence the decision to stay or leave the company, known as self-esteem, or better known as Organization-Based Self-Esteem in the organizational context. This study aimed to see the differences of Organization-Based Self-Esteem level among Generation X and Generation Y employees. The data were collected from 297 respondents consist of Generation X and Generation Y employees. However, the comparison of independent sample t-test showed no significant differences of Organization-Based Self – Esteem level among Generation X and Generation Y employees (t(297) =0,673, p>0.05).

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