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""The business leader’s guide to creating a great workplace from the Great Place to Work(r) Institute. In this follow-up guide to The Great Workplace, experts from Great Place to Work(r) Institute, Inc. reveal the most common excuses managers use for why they can’t create a great workplace. Authors Jennifer Robin and Michael Burchell poke holes in every single excuse. Whether the reasons involve the organization’s leadership, employees, environment, or any other factor, the authors explain that if managers lead people properly, they can create a great workplace. The authors explore how managers can interrupt their own negative thought patterns and instead create lasting change, and they describe how great workplaces have surmounted very real difficulties with aplomb. Includes case studies, stories, tips, and tools for managers who want to transform their organizations From the experts at the Great Place to Work(r), a global research, consulting, and training firm that operates in nearly 50 countries Proves that any and every organization can change for the better when managers have the right tools and mindset Creating a place where people want to work and want to succeed is the primary key to success for every manager. No Excuses shows that managers in any organization can transform their workplace--if they’ll only get out of their own way first"-- Provided by publisher."

"The workplace is stressful these days. When people are stressed, they have a harder time learning and applying helpful information. Fortunately, stories are one of the most powerful ways to communicate truths effectively. Fables cut through complexity to reveal simple, crucial wisdom. Sync or Swim is a refreshing, illustrated story of a sheepdog and a puffin, that helps us to solve a frustrating mystery: Why do morale-building programs often hurt morale. and why does communicating appreciation too often result in cynical reactions? In Sync or Swim, you'll follow an organizational manager and the challenges he has to overcome: A threating storm rapidly approaching the island The expectation to do more with less Complaining, negative team members Morale of loyal employees who feel undervalued Long history of mismanagement It's a small tale with great wisdom, a classic insight into the ways expressing authentic appreciation can change everything-and help us survive the storms that threaten us in work and life. "Love, love, loved it! Besides describing exactly what is transpiring in many workplaces, the characters also reflect to perfection the personality types commonly experienced. It was an easy read that flowed well. Amazing work!" -Caroline Rochon (Author /​ Corporate Trainer ."

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Quiet quitting atau "Quiet quitting atau "berhenti secara diam-diam" merupakan suatu konsep atau fenomena di mana karyawan menurunkan dedikasi, antusiasme, komitmen, dan partisipasi mereka di tempat kerja atau organisasi secara diam-diam tanpa sepengetahuan pihak perusahaan/organisasi dan tanpa melakukan pengunduran diri. Terdapat faktor-faktor utama yang dapat mendorong keinginan karyawan untuk melakukan quiet quitting, yaitu kompensasi dan benefit, dan toxic workplace environment. Faktor-faktor ini menjadi faktor yang membuat karyawan melakukan quiet quitting dengan adanya pengaruh mediasi oleh variabel employee well-being pada hubungan relasi antara faktor-faktor quiet quitting terhadap employee engagement. Data sebanyak 459 sampel berupa karyawan sektor perbankan Indonesia berhasil dikumpulkan, dan data akhir sebanyak 429 sampel diolah lebih lanjut untuk melihat pengaruh mediasi employee engagement dan employee engagement. Kompensasi dan benefit merupakan faktor kuat yang menyebabkan timbulnya quiet quitting, hal ini ditunjukan dari hasil kompensasi dan benefit yang berpengaruh langsung terhadap setiap variabel mediasi nya, yaitu employee engagement dan employee well-being terhadap quiet quitting. Employee engagement dan employee well-being bertindak sebagai mediasi partial dalam tiap hubungan antar variabel yang diuji. Penelitian ini memberikan kontribusi di bidang manajemen sumber daya manusia terkait faktor-faktor yang perlu diperhatikan oleh perusahaan sektor perbankan dalam mencegah atau memitigasi quiet quitting.

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Quiet quitting or “silent quitting" refers to a concept or phenomenon where employee disengage from their work or organizations by lowering dedication, enthusiasm, commitment, and participation without formally resigning. There are main factors that drive quiet quitting: compensation and benefits, and toxic workplace environment. These main factors are the factors that make employees engage in quiet quitting with the mediating influence of employee well-being variable on the relationship between quiet quitting factors and employee engagement. Data from 459 samples of Indonesian banking sector employees were collected, and the final data of 429 samples were further processed to see the mediating effect of employee engagement and employee engagement. Compensation and benefits are strong factors that cause quiet quitting, this is shown from the results of compensation and benefits that have a direct effect on each mediating variable, namely employee engagement and employee well-being on quiet quitting. Employee engagement and employee well-being act as partial mediation in each relationship between the variables tested. This research contributes to the field of human resource management related to factors that need to be considered by banking sector companies in preventing or mitigating quiet quitting."

"Penelitian ini bertujuan untuk mengetahui apakah terdapat pengaruh antara Attitude towards Workplace Fun terhadap Experienced Workplace Fun, Job Satisfaction, Task Performance, dan OCBI di perusahaan Jepang di Indonesia. Penelitian ini dilakukan terhadap 141 responden yang merupakan karyawan yang bekerja pada perusahaan Jepang di Indonesia dalam berbagai jenis industri. Penelitian ini menggunakan analisa statistik Struktural Equation Modeling SEM. Adapun hasil penelitian menunjukkan bahwa Attitude towards Workplace Fun berpengaruh positif terhadap Experienced Workplace Fun, serta Experienced Workplace Fun berpengaruh positif terhadap Job Satisfaction, Task Performance, dan OCBI, lalu Job Satisfaction berpengaruh positif terhadap Task Performance, tetapi tidak berpengaruh positif terhadap OCBI.

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This study aims to give information about the impact of Attitude towards Workplace Fun on Experienced Workplace Fun, Job Satisfaction, Task Performance, and OCBI in Japan Company in Indonesia. This study involved 141 employee from Japan Company around Indonesia for all industry. Also, this study using SEM for data processing and the result showed a positive effect of Attitude towards Workplace Fun on Experienced workplace Fun, positive effect of Experienced Workplace Fun on Job Satisfaction, Task Performance, and OCBI, positive effect of Job Satisfaction on Task Performance, but no positive effect of Job Satisfaction on OCBI."

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ABSTRACTIndividuals and organizations are most effective when their values, needs, and interests are aligned. Person-organization fit directly affect organizational and individual effectiveness. Organizational Fit surveys the field of person-organization fit, discussing both classic perspectives and newer approaches. Covering topics such as how fit and misfit develop, how fit changes over time, how fit influences motivation, and the effect of cultural factors, contributors to this book integrate these ideas with concepts from related fields and discuss new directions for research.An ambitious survey of the field, by an international group of scholars, that looks toward the future of person-organization fit. Explores how people form their impressions of fit and the impact these have on their behavior, and how companies can maximize fit Includes multiple perspectives on the topic of how people fit into organizations, discussing issues across the field and incorporating insights from related disciplines Actively encourages scholars to take part in organizational fit research, drawing on workshops and symposia held specially for this book to explore some of the creative directions that the field is taking into the future"

"Tujuan dari penelitian ini adalah untuk melihat peran komitmen organisasi afektif sebagai mediator tentang hubungan antara ketidakamanan kerja dan kinerja. Peserta Penelitian ini dilakukan pada karyawan pada perusahaan start up yang berjumlah 124 orang. Penelitian ini merupakan penelitian kuantitatif dengan desain korelasional. Data dikumpulkan menggunakan Skala Kerawanan Pekerjaan Kuesioner dan Skala Kinerja Tugas diadaptasi oleh Piccoli et al., (2017), serta Organizational Commitment Questionnaire yang diadaptasi oleh Bohle et al., (2018). Metode pengolahan data penelitian menggunakan SPSS versi 23.0. Hasil dari Penelitian menunjukkan bahwa komitmen organisasi afektif dapat menjadi perantara hubungan parsial antara ketidakamanan kerja dan kinerja.

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The purpose of this study was to examine the role of affective organizational commitment as a mediator on the relationship between job insecurity and performance. Participants This research was conducted on employees at start-up companies, amounting to 124 people. This research is a quantitative study with a correlational design. Data were collected using the Job Insecurity Questionnaire Scale and the Task Performance Scale adapted by Piccoli et al., (2017), and the Organizational Commitment Questionnaire adapted by Bohle et al., (2018). The research data processing method uses SPSS version 23.0. The results of the study indicate that affective organizational commitment can mediate a partial relationship between job insecurity and performance."

"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."

"Penelitian ini bertujuan untuk menyelidiki pengaruh workplace spirituality yang terdiri dari tiga dimensi (meaningful work, sense of community, dan alignment with organization?s values) terhadap lima variabel employee work attitude (intention to quit, organizational commitment, intrinsic work satisfaction, job involvement, dan organizational-based self-esteem (OBSE). Penelitian ini melibatkan 115 sampel karyawan (guru dan non-guru) di Yayasan ABC dengan menggunakan kuesioner. Pengolahan data dalam penelitian ini dilakukan dengan menggunakan metode Partial Least Square (PLS).Hasil penelitian menunjukkan bahwa variabel organizational commitment dipengaruhi oleh semua dimensi workplace spirituality, yang terdiri dari meaningful work, sense of community, dan alignment with organization?s values. Variabel intention to quit dipengaruhi oleh dua dimensi workplace spirituality, yakni sense of community dan alignment with organization?s values. Variabel intrinsic work satisfaction hanya dipengaruhi oleh satu dimensi workplace spirituality, yakni sense of community. Variabel job involvement hanya dipengaruhi oleh satu dimensi workplace spirituality, yakni meaningful work. Variabel organization-based self-esteem dipengaruhi oleh dua dimensi workplace spirituality, yakni meaningful work dan sense of community.

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This study aimed to investigate the effect of workplace spirituality that consists of three dimensions (meaningful work, sense of community, and alignment with organization's values) t five variables of employee work attitude that consists of intention to quit, organizational commitment, intrinsic work satisfaction, job involvement, and organizational-based self-esteem. This study included 115 samples of employees (teachers and non-teachers) at ABC Foundation. Data were collected using questionnaire, and then analyzed using Partial Least Square (PLS).The result of this study indicated that organizational commitment was influenced by all dimensions of workplace spirituality, namely meaningful work, sense of community and alignment with organization's values. Intention to quit was influenced by sense of community and alignment with organization's values. Intrinsic work satisfaction was influenced by sense of community. Job involvement was influenced by meaningful work. Organization-based self-esteem was influenced by meaningful work and sense of community."

"As many as two-thirds of our employees are either actively looking for new jobs or merely going through the motions at their current jobs. Fearful and feeling vulnerable after years of watching friends get laid off, they expect the worst to happen, and they see no reason to give it their all. This phenomenon, identified by renowned author Judith M. Bardwick as 'the psychological recession', can have a devastating effect on a company's financial health. Based on extensive research showing how costly bad management really is, this eye-opening book offers concrete prescriptions for combating alarming trends such as high turnover, low productivity, and lackluster performance, including techniques for: strengthening the bonds of trust and respect between managers and employees; customizing working conditions and rewards for individual employees; and hiring for the 'best fit' between the organization's core culture and the personal qualities and priorities of the individual.Using hard numbers and current studies that prove the direct connection between a company's financial performance and its employees' commitment, this book is a wake-up call to organizations desperately needing to restore the broken spirits at the heart of their companies, and enhance their bottom lines."

"Perusahaan berbasis platform di Indonesia menghadapi tantangan besar akibat globalisasi, perkembangan teknologi, dan era VUCA, yang membuat inovasi menjadi kunci untuk mempertahankan pertumbuhan dan keberlanjutan. Penelitian ini bertujuan untuk mengkaji pengaruh Learning Agility dan Inclusive Leadership terhadap Innovative Work Behavior, dengan peran mediasi Work Engagement dan Job Autonomy. Studi ini menggunakan pendekatan kuantitatif konfirmatori dengan desain cross-sectional. Data dikumpulkan melalui kuesioner yang terdiri dari 44 item pernyataan. Sampel penelitian melibatkan 255 karyawan dari perusahaan berbasis platform yang dipilih menggunakan teknik purposive sampling. Analisis data dilakukan melalui metode Covariance Based-Structural Equation Modeling (CB-SEM) dengan LISREL 8.8. Hasil penelitian menunjukkan bahwa learning agility, work engagement, dan job autonomy memiliki pengaruh langsung terhadap innovative work behavior, sementara inclusive leadership tidak mempengaruhi innovative work behavior secara langsung. Selain itu, work engagement dan job autonomy terbukti berperan sebagai mediator dalam hubungan antara variabel learning agility dan inclusive leadership dengan innovative work behavior. Temuan ini memberikan implikasi praktis bagi perusahaan berbasis platform untuk meningkatkan perhatian pada pengembangan learning agility dan penerapan kepemimpinan inklusif sebagai strategi dalam meningkatkan keterlibatan karyawan dan otonomi kerja untuk mendukung perilaku inovatif karyawan.

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Platform-based companies in Indonesia face significant challenges due to globalization, technological advancements, and the VUCA era, making innovation crucial for sustaining growth and organizational sustainability. This study aims to examine the impact of Learning Agility and Inclusive Leadership on Innovative Work Behavior (IWB), with the mediating roles of Work Engagement and Job Autonomy. The research employs a quantitative confirmatory approach with a cross-sectional design. Data was collected through a 44-item questionnaire from a sample of 255 employees of platform-based companies, selected using purposive sampling. Data analysis was conducted using Covariance-Based Structural Equation Modeling (CB-SEM) with LISREL 8.8. The results indicate that Learning Agility, Work Engagement, and Job Autonomy have a direct effect on IWB, while Inclusive Leadership does not directly influence IWB. Furthermore, work engagement and job autonomy have been identified as significant mediators in the relationship between learning agility and inclusive leadership with innovative work behavior. These findings underscore the importance for platform-based companies to prioritize the development of learning agility and the adoption of inclusive leadership to enhance work engagement and job autonomy, thereby fostering IWB."