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"[Banyak perubahan organisasi tidak berhasil dilakukan karena pegawai yang berada di dalamorganisasi tidak siap untuk berubah (Bouckenooghe & Devos, 2007), sehingga untukmenghadapi perubahan, pegawai membutuhkan personal resources yang dapat membantumereka untuk menghadapi perubahan. Penelitian ini bertujuan untuk melihat hubungan antarakesiapan untuk berubah dan psychological capital pada tenaga penjualan. Sampel penelitianini adalah tenaga penjualan dari industri otomotif. 100 partisipan diminta untuk mengisikuesioner penelitian yaitu READ F (Hanpachern, 1997) yang terdiri dari 14 item dankuesioner PCQ (Luthans, Youssef & Avolio, 2007) yang terdiri dari 24 item Penelitian inimembuktikan adanya korelasi positif yang signifikan antara kesiapan untuk berubah denganpsychological capital pada tenaga penjualan (r=.722, p<.05)., Many organizational changes result in outright failure because the employees in theorganization are not ready for change (Bouckenooghe & Devos, 2007), so in order to faceorganizational change, employees are going to need personal resources that are going to helpthem get through these changes. This research aimed to find the relationship betweenreadiness for change and psychological capital among sales personnel. The samples of thisresearch are sales personnel who work in an automotive industry. 100 participants were askedto fill the questionnaire, READ F (Hanpachern, 1997) which consists of 14 items and PCQ(Luthans, Youssef & Avolio, 2007) which consists of 24. The findings of this researchproved that there is a positive correlation between readiness for change and psychologicalcapital (r=.722, p<.05).]"

"Penelitian ini bertujuan untuk mengetahui hubungan antara Modal Psikologis dan Kesiapan untuk Berubah serta efektivitas Self Improvement Training (pelatihan Modal Psikologi) dalam meningkatkan Modal Psikologis. Penelitian ini menggunakan pendekatan action research dengan dua desain penelitian yaitu cross-sectional dengan 531 sampel dan before-and-after study dengan 6 sampel. Alat ukur yang digunakan adalah kuesioner Modal Psikologis (Luthans, Avey, Smith & Li, 2008) dengan α = .838 dan kuesioner Kesiapan untuk Berubah (Hanpachern, 1997) dengan α = .702.Hasil analisis regresi berganda adalah R2 = .273 (p < .05) yang berarti Modal Psikologis menjelaskan 27.3% variance yang memprediksi Kesiapan untuk Berubah. Pelatihan Modal Psikologis diberikan kepada 6 karyawan. Hasil analisis Wilcoxon Signed Ranks Test menunjukkan bahwa terdapat peningkatan skor Modal Psikologis yang signifikan antara sebelum dan sesudah dilakukan intervensi (p < .05). Hal ini berarti, pelatihan Modal Psikologis efektif untuk meningkatkan Modal Psikologis.

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This study aims to determine the relationship between Psychological Capital and Employee Readiness for Change, and effectiveness of Self Improvement Training (Psychological Capital training) to increase Psychological Capital. The study used action research approach with two research designs which are cross-sectional (531 samples) and before-and-after study (6 samples). Measuring instrument used is PCQ-12 (Luthans, Avey, Smith & Li, 2008) that has α = .838 and Readiness for Change (Hanpachern, 1997) that has α = .702.

Result of multiple regression analysis showed R2 = .273 (p < .05) which means the Psychological Capital explained 27.3% variances of Readiness for Change. Psychological Capital training was given to six employees. The paired Wilcoxon Signed Ranks Test's results showed that there was a significant difference in Psychological Capital's score between before and after intervention (p < .05). It means that Psychological Capital training is an effective intervention to increase Psychological Capital."

"[Penelitian ini dilakukan untuk mengetahui hubungan antara iklim psikologis dengan kesiapan karyawan untuk berubah di dalam organisasi perbankan yang sedang mengalami perubahan. Dalam penelitian ini kesiapan karyawan untuk berubah diukur menggunakan alat ukur readiness for change scale (Hanpachern, 1997), dengan cronbach’s alpha: .715. Sedangkan iklim psikologis diukur menggunakan alat ukur psychological climate scale (Brown & Leigh, 1996), dengan cronbach’s alpha: .885. Subjek penelitian berjumlah 139 karyawan dari organisasi perbankan nasional. Hasil penelitian menunjukan iklim psikologis berhubungan secara positif dan signifikan dengan kesiapan karyawan untuk berubah (r = .451; p = .000, signifikan pada L.o.S .01). Dengan demikian, semakin tinggi iklim psikologis, maka semakin tinggi kesiapan karyawan untuk berubah. Hasil penelitian juga menunjukan kejelasan peran (role clarity) dankontribusi yang berarti (perceived meaningfulness of contribution) merupakan dimensi dari iklim psikologis yang paling berkontribusi secara signifikan bagi kesiapan karyawan untuk berubah., This research was conducted to find the relationship between psychological climate with employee readiness for change. Employee readiness for change was measured using Readiness for Change Scale (Hanpachern, 1997), with cronbach’s alpha: .715 and psychological climate was measured using Pychological Climate Scale (Brown & Leigh, 1996), with cronbach’s alpha: .885. The respondents of this research are 139 employee from Company X who are facing changes. Themain results of this research showed that there are positively and significantly correlation between psychological climate and employee readiness for change (r = .451; p = .000, significant at L.o.S .01). The implication of this study is, the higher psychological climate leads to the higher employee readiness for change.The results of this study also showed that role clarity and perceivedmeaningfulness of contribution are dimension of psychological climate that contribute the most for employee readiness for change.]"

"Perubahan merupakan suatu kondisi yang akan selalu dihadapi oleh perusahaan di bidang industri kreatif. Industri kreatif perlu berubah menyesuaikan dengan pasar untuk dapat tetap bertahan. Kesiapan untuk berubah merupakan hal penting dalam industri kreatif untuk melakukan perubahan. Terdapat beberapa atribut individu yang dapat mendukung kesiapan karyawan untuk berubah. Penelitian ini dilakukan untuk melihat hubungan antara resiliensi dan kesiapan untuk berubah pada karyawan industri kreatif. Responden penelitian ini sebanyak 58 karyawan di industri kreatif. Resiliensi diukur menggunakan Resilience Scale (RS-14) (Wagnild & Young, 2009) dan kesiapan untuk berubah diukur menggunakan Readiness for Change Scale (Hanpachern, 1997). Hasil utama penelitian ini menunjukkan bahwa resiliensi berkorelasi secara signifikan dengan kesiapan untuk berubah (r = .514, p = .000, dan signifikan pada LOS .01). Artinya, semakin tinggi tingkat resiliensi individu, maka semakin tinggi pula kesiapan individu untuk berubah.

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Change is a condition that will always be faced by companies in creative industries. Creative industries need to change to adjust to the market in order to survive. Readiness for change is important in creative industries to make changes. There are many individual attributes that can support the readiness of employees to change. This research was conducted to examine correlation between resiliency and readiness for change. The respondents for this research are 58 employees who worked at creative industry. Resiliency was measured using Resilience Scale (RS-14) (Wagnild & Young, 2009) and readiness for change was measured using Readiness for Change Scale (Hanpachern, 1997). The main result of this research showed that resiliency correlated significantly with readiness for change (r = .514, p = .000, and significant at LOS .01). That is, the higher employee resiliency, the higher employee readiness for change."

"[Industri kreatif memiliki tingkat kompetisi yang tinggi antar perusahaan.Tingginya tingkat kompetisi ini dapat menyebabkan perubahan pada perusahaan.Adapun faktor yang dapat mensukseskan perubahan, salah satunya adalah faktor internal yang terdiri dari sikap karyawan terhadap perubahan.Sikap karyawan diidentifikasi sebagai kesiapan karyawan untuk berubah.Namun, terdapat juga atribut individu yang dapat menjadi faktor karyawan siap untuk berubah yaitu optimisme.Penelitian ini dilakukan untuk melihat gambaran hubungan antara Optimisme dan Kesiapan untuk Berubah (Readiness for Change) pada karyawan industri kreatif di Indonesia.Kesiapan untuk berubah (Readiness for Change) diukur menggunakan Readiness for ChangeScale(Hanpachern, 1997) dan optimismediukur menggunakan Life Orientation Test-Revised (Scheier, Carver & Bridges, 1994).Partisipan penelitian ini berjumlah 99 orang yang berasal dari berbagai macam perusahaan industri kreatif (kecuali stasiun televisi) di Indonesia. Hasil penelitian ini menunjukkan bahwa terdapat hubungan yang signifikan (r=.205*; p=.042 signifikan pada LoS .05) antara kesiapan untuk berubah (readiness for change) dengan optimism pada karyawan industri kreatif.;The companies in creative industry has a high level of competition. The high level of this competition can cause changes in company. The factors that could succeed changes, one of which is the internal factors which consist of employee attitudes toward change. The attitude identified as the readiness for change. However, there are also individual attributes that can be a factor of employees ready for change is optimism. This study was conducted to see the picture of the relationship between optimism and readiness for change on employee creative industry in Indonesia. Readiness for change were measured using a Readiness for ChangeScale (Hanpachern, 1997) and optimism was measured using the Life Orientation Test-Revised (Scheier, Carver and Bridges, 1994). Participants of this study are 99 people who come from a wide variety of creative industry companies (except the TV station) in Indonesia. Results of this study indicate that there is a significant correlation (r = .205 *; p = .042 significant at .05 LoS) between readiness for change with optimism on the creative industry employees.;The companies in creative industry has a high level of competition. The high level of this competition can cause changes in company. The factors that could succeed changes, one of which is the internal factors which consist of employee attitudes toward change. The attitude identified as the readiness for change. However, there are also individual attributes that can be a factor of employees ready for change is optimism. This study was conducted to see the picture of the relationship between optimism and readiness for change on employee creative industry in Indonesia. Readiness for change were measured using a Readiness for ChangeScale (Hanpachern, 1997) and optimism was measured using the Life Orientation Test-Revised (Scheier, Carver and Bridges, 1994). Participants of this study are 99 people who come from a wide variety of creative industry companies (except the TV station) in Indonesia. Results of this study indicate that there is a significant correlation (r = .205 *; p = .042 significant at .05 LoS) between readiness for change with optimism on the creative industry employees., The companies in creative industry has a high level of competition. The high level of this competition can cause changes in company. The factors that could succeed changes, one of which is the internal factors which consist of employee attitudes toward change. The attitude identified as the readiness for change. However, there are also individual attributes that can be a factor of employees ready for change is optimism. This study was conducted to see the picture of the relationship between optimism and readiness for change on employee creative industry in Indonesia. Readiness for change were measured using a Readiness for ChangeScale (Hanpachern, 1997) and optimism was measured using the Life Orientation Test-Revised (Scheier, Carver and Bridges, 1994). Participants of this study are 99 people who come from a wide variety of creative industry companies (except the TV station) in Indonesia. Results of this study indicate that there is a significant correlation (r = .205 *; p = .042 significant at .05 LoS) between readiness for change with optimism on the creative industry employees.]"

"Penelitian ini dilakukan untuk mengetahui gambaran mengenai hubungan antara psychological capital dan perilaku kerja inovatif di industri kreatif pada karyawan perusahaan XYZ. Hal ini didasari oleh perkembangan industri kreatif yang mengalami peningkatan pada beberapa tahun belakangan, sehingga dibutuhkan inovasi. Pendekatan psychological capital digunakan untuk dapat unggul dalam berkompetisi yang didasarkan pada fakta bahwa kebanyakan organisasi saat ini tidak menyadari potensi penuh dari sumber daya manusianya. Psychological capital dapat menjadi salah satu faktor internal yang dapat berperan terhadap perilaku kerja inovatif. Pengukuran psychological capital menggunakan alat ukur Psychological Capital Questionaire (PCQ-12) yang disusun oleh Luthans, Youssef, dan Avolio (2007). Pengukuran perilaku kerja inovatif menggunakan alat ukur Innovative Work Behavior Scale (IWB Scale) yang disusun oleh Janssen (2000) dan telah diadaptasi oleh Damayanti (2013). Partisipan penelitian berjumlah 398 karyawan perusahaan XYZ. Melalui teknik statistik Pearson Correlation, diketahui bahwa terdapat hubungan positif yang signifikan antara psychological capital dan perilaku kerja inovatif (r = 0.448, n = 398, p <0.01, two tailed).

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This research was conducted to find the correlation between psychological capital and employee’s innovative work behavior in creative industry generally, XYZ company specifically. It was based on the development of creative industries which have increased in recent years, so it took innovation to deal with that condition. This new psychological capital approach to gaining competitive advantage is based on the generally accepted fact that most organizations today are not realizing the full potential of their human resources. Psychological capital can be one of internal factors that may contribute to innovative work behavior. Psychological capital was measured by using an instrument named Psychological Capital Questionaire (PCQ-12) made by Luthans, Youssef, and Avolio (2007). Innovative work behavior was measured by using Innovative Work Behavior Scale (IWB Scale) made by Janssen (2000) and adapted by Damayanti (2013). Participants of this research were 398 employees of XYZ company. The Pearson Correlation indicates positive significant correlation between psychological capital and innovative work behavior (r = 0.448, n = 398, p <0.01, two tailed)."

"Penelitian ini bertujuan untuk menguji pengaruh leader member exchange, adaptability culture, dan psychological capital terhadap Individuals Readiness to Change dengan change fatigue sebagai moderator. Data empiris dikumpulkan dari 723 pegawai tetap BPJS Kesehatan dengan menggunakan metode survei online. Studi ini di analisis menggunakan program aplikasi SPSS dengan analisis regresi berganda untuk menguji tujuh hipotesis yang diajukan. Hasil penelitian menunjukkan bahwa adaptability culture dan psychological capital berpengaruh positif dan signifikan terhadap Individuals Readiness to Change dengan change fatigue bukan sebagai variabel moderator dari hubungan yang terjadi antara leader member exchange, adaptability culture, dan psychological capital terhadap Individuals Readiness to Change. Penelitian ini diharapkan dapat memberikan kontribusi bagi pengambil kebijakan di bidang sumber daya manusia untuk mengidentifikasi kesiapan individu untuk berubah sekaligus dapat mengantisifasi kelelahan berubah yang terjadi khususnya di sektor publik

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This study aims to examine the effect of leader member exchange, adaptability culture, and psychological capital on Individuals Readiness to Change with change fatigue as a moderator. Empirical data were collected from 723 permanent employees of BPJS Health using an online survey method. This study was analyzed using the SPSS application program with multiple regression analysis to test the seven hypotheses proposed. The results show that adaptability culture and psychological capital have a positive and significant effect on Individuals Readiness to Change with change fatigue not as a moderating variable of the relationship between leader member exchange, adaptability culture, and psychological capital on Individuals Readiness to Change. This research is expected to contribute to policy makers in the field of human resources to identify individual readiness to change as well as to anticipate change fatigue that occurs especially in the public sector.

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"Perawat harus memiliki karakteristik psikologi yang positif. Penelitian ini fokus pada hubungan antara psychological capital dan job involvement pada perawat. Psychological capital adalah suatu perkembangan psikologis yang positif pada individu dengan karakteristik self efficacy optimism hope dan resiliency (Luthans Youssef dan Avolio, 2007). Job involvement adalah identifikasi diri secara psikologis dengan pekerjaannya saat ini Kanungo 1982. Penelitian menggunakan alat ukur Psychological Capital Questionnaire PCQ Luthans dkk 2007 dan Job Involvement Questionnaire JIQ (Kanungo ,1982). Partisipan adalah 207 perawat di Rumah Sakit X yang terpilih secara accidental. Hasil menunjukkan terdapat hubungan positif yang signifikan antara psychological capital dengan job involvement pada perawat r 0 199 p 0 004 signifikan pada L o S 0 01. Artinya semakin tinggi psychological capital yang dimiliki perawat maka semakin tinggi pula tingkat job involvement pada dirinya. Dengan demikian manajemen rumah sakit sebaiknya melakukan kegiatan yang sistematis dan berkesinambungan untuk meningkatkan psychological capital dan job involvement pada perawat.

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Nurses should have the characteristics of positive psychology. This study focused on correlation between psychological capital and job involvement among nurses. Psychological capital is an individual`s positive psychological state of development and is characterized by self efficacy optimism hope dan resiliency (Luthans Youssef dan Avolio, 2007). Job involvement is a generalized cognitive style of psychological identification with the job (Kanungo, 1982). This study was measured using a modification instrument named Psychological Capital Questionnaire PCQ Luthans et al 2007 and Job Involvement Questionnaire JIQ Kanungo 1982 The participants of this research are 207 nurses at Hospital X by accidental sampling. The main results of this research show that psychological capital positively correlated significantly with job involvement r 0 199 p 0 004 significant at L o S 0 01. That is the higher psychological capital of one`s own the higher showing job involvement. From this result hospital management should conduct a systematic and continuous activity to improve the psychological capital and job involvement among nurses."

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"Penelitian ini fokus pada hubungan antara psychological capital dan psychological empowerment pada perawat. Psychological capital adalah suatu perkembangan psikologis yang positif pada individu yang memiliki karakteristik self efficacy, optimism, hope, dan resiliency (Luthans, Youssef, dan Avolio, 2007). Psychological empowerment adalah sebuah konstruk motivasi yang diwujudkan dalam empat kognisi, yaitu meaning, competence, self determination, dan impact (Spreitzer 1995). Penelitian sebelumnya belum banyak yang menjelaskan hubungan antara kedua variabel, khususnya di Indonesia, dan aplikasinya pada perawat. Pengukuran psychological capital menggunakan alat ukur Psychological Capital Questionnaire (PCQ) (Luthans dkk, 2007) dan pengukuran psychological empowerment menggunakan alat ukur Psychological Empowerment Questionnaire (PEQ) (Spreitzer, 1995). Partisipan adalah 176 perawat di Rumah Sakit X yang terpilih secara accidental. Hasil penelitian ini menunjukkan terdapat hubungan positif yang signifikan antara psychological capital dengan psyhological empowerment pada perawat (r = 0,546, p = 0,000, signifikan pada L.o.S 0,01). Artinya, semakin tinggi psychological capital yang dimiliki perawat, maka semakin tinggi pula tingkat psychological empowerment pada dirinya. Dengan demikian, manajemen rumah sakit sebaiknya menciptakan iklim kerja yang lebih baik dan lebih kondusif.

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This study focused on correlation between psychological capital and psychological empowerment among nurses. Psychological capital is an individual?s positive psychological state of development and is characterized by self efficacy, optimism, hope, dan resiliency (Luthans, Youssef, dan Avolio, 2007). Psychological empowerment is a motivational construct manifested in four cognitions1 meaning, competence, self-detennination and impact (Spreitzer, 1995). Previous studies haven?t explained the relationship between two variables, especially in Indonesia, and its application among nurses. Psychological capital was measured using a modification instrument named Psychological Capital Questionnaire (PCQ) (Luthans et al, 2007) and psychological empowennent was measured using a modification instrument named Psychological Empowerment Questionnaire (PEQ) (Spreitzer, 1995). The participants of this research are 176 nurses at Hospital X by accidental sampling. The main results of this research show that psychological capital positively correlated significantly with psychological empowerment (r = 0,546, p = 0,000, significant at L.o.S 0,0l). That is, the higher psychological capital of one?s own, the higher showing psychological empowerment. From this result, the hospital is suggested to create better and more condusive work climate for the nurses."