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"Felt accountability, atau persepsi akuntabilitas karyawan, merupakan salah satu faktor yang memegang andil dalam penentuan kesuksesan ataupun kegagalan perusahaan. Hal ini disebabkan, karyawan dengan felt accountability yang rendah, berisiko melakukan kecurangan yang mampu merugikan perusahan. Sayangnya, meskipun konsekuensi dari felt accountability sudah banyak diketahui, namun masih minim penelitian yang berusaha mengetahui antesedennya.Penelitian dengan desain korelasional ini dilakukan untuk mengetahui apakah afek positif, afek negatif, dan persepsi dukungan perusahaan memiliki hubungan dengan felt accountability. Untuk menghindari adanya common method bias, penulis memberikan jarak dua minggu antara pengambilan data variabel independen dan variabel dependen. Jumlah sampel yang digunakan pada penelitian skripsi inisebanyak 134 orang.Hasil analisis regresi majemuk menunjukkan bahwa afek positif, afek negatif, dan persepsi dukungan perusahaan memiliki hubungan yang signifikan dengan felt accountability. Riset ini memberi kontribusi empiris dalam mengangkat aspek individu dan situasi sebagai anteseden dari felt accountability.

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Felt accountability is one of the major factors that can determine the successor failure of a company. Employees with low felt accountability have a greater risk of doing fraud which can harm the company. However, despite the consequences of felt accountability have already been known, there is still little empirical research regarding its antecedents.

Research with the correlational design is under taken to investigate whether the relationship of positive affect, negative affect, and perceived organizational support towards felt accountability exist or not. To avoidthe common method bias, there was two weeks delay between the first data taking and second data taking. The data were collected from 134 participants.

The result from multiple regression analysis shows that positive affect, negative affect, andperceived organizational support have significant relationships with feltaccountability. This research provides empirical contribution in felt accountabilityresearch field by highlighting the person situation aspects as its antecedents."

"Felt Accountability merupakan kunci yang menuntun pada kesuksesan dalam dunia organisasi karena dapat membantu mengarahkan karyawan membentuk ekspektasi peran dan kewajiban bersama, serta memperjelas kriteria evaluasi kinerja dan perilaku mereka. Selain itu, felt accountability juga dapat berasosiasi dengan tindakan-tindakan tidak etis dan ilegal karyawan. Oleh karena itu, menjadi penting untuk mengetahui faktor yang dapat memprediksikan felt accountability.Penelitian berdesain korelasional ini dilakukan untuk meneliti faktor-faktor yang dapat berhubungan dengan felt accountability. Secara spesifik ingin meneliti hubungan dari faktor individu berupa conscientiousness dan faktor kelompok berupa ethical leadership dengan felt accountability karyawan.Adapun untuk mencegah common method bias, pengambilan data menerapkan metode time lag yang memisahkan pengambilan data independent variable dan dependent variable dengan jarak dua minggu pada masing-masing partisipan. Penelitian ini dilakukan terhadap 140 orang karyawan dengan dua struktur perusahaan berbeda: organic dan mechanistic. Seluruh alat ukur penelitian menunjukkan konsistensi internal yang baik dengan koefisien reliabilitas yang berada pada rentang 0,7 ndash; 0,9.Hasil analisis multiple regression menunjukkan bahwa terdapat hubungan positif yang signifikan antara conscientiousness dan felt accountability. Akan tetapi, tidak ditemukan adanya hubungan yang signifikan antara ethical leadership dan felt accountability. Adapun implikasi dari penelitian ini didiskusikan lebih lanjut.

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Felt Accountability is a key that leads to success in organization because it provides guidance and direction for employees to form their role expectations and mutual obligations, also clarify the evaluation criteria for their performance and behavior. Felt accountability is associated with employees unethical and illegal conducts, hence it is important to explore the predictors of felt accountability.

This research is conducted to investigate the factors involved in correlational relationship of felt accountability. Specifically, aim to investigate the relationship of individual factor, such conscientiousness and group factor, such ethical leadership to felt accountability in employee.

To avoid common method bias, the survey was applying time lag method which separate the independent from dependent variable for two weeks gap of survey time. This research is conducted towards 140 employees in two different structure of companies organic and mechanistic. All of the research instruments show good internal consistency with coefficient of reliability from 0,7 ndash 0,9.

Analysis result of multiple regression shows a positively significant correlational relation between conscientiousness and felt accountability. However, there is no significant correlation found between ethical leadership and felt accountability. The implications of this study is discussed further."

"Persepsi akuntabilitas merupakan elemen penting di masyarakat dan dalam organisasi. Tanpa akuntabilitas, individu akan bertindak dengan tidak memperhatikan kemungkinan konsekuensi yang terjadi dari perbuatannya bagi orang lain. Akan tetapi, penelitian empiris mengenai faktor-faktor yang memprediksi persepsi akuntabilitas masih sangat minim. Penelitian berdesain korelasional ini dilakukan untuk meneliti hubungan antara persepsi akuntabilitas dengan perilaku pengawasan manajerial yang dibagi menjadi pengawasan terhadap tugas dan hubungan interpersonal dan iklim pemberdayaan oleh pemimpin. Untuk menghindari common method bias, data penelitian diperoleh dari sumber berbeda: 85 pasang atasan dan bawahan di Indonesia dan juga diberikan jeda waktu time-lag untuk sumber yang sama. Seluruh alat ukur penelitian menunjukkan konsistensi internal yang baik dengan koefisien reliabilitas sebesar 0,7-0,9. Hasil analisis korelasi pearson menunjukkan a tidak terdapat hubungan positif yang signifikan antara perilaku pengawasan manajerial terkait tugas dan iklim pemberdayaan oleh pemimpin terhadap persepsi akuntabilitas b terdapat hubungan positif yang signifikan dari perilaku pengawasan manajerial terkait hubungan interpersonal terhadap felt accountability. Hasil temuan ini memberikan kontribusi bagi pembentukan dan evaluasi felt accountability dalam lingkup organisasi.

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Felt Accountability is an imperative element within a society, as well as an organization. Without accountability, one would disregard the consequences that their actions may cost another individual. However, the number of empirical research that studies predicting factors of felt accountability, is very much lacking. This correlational design research is done to study the relationship of felt accountability among managerial monitoring for task and for interpersonal facilitation behavior and empowering leadership climate. To reduce common method bias, these research data were obtained from multiple different sources 85 pairs of leaders and their subordinates in Indonesia, furthermore an appropriate amount of time lag was given for the ones that were obtained from the same source. All the measuring instruments for the purposes of this research exhibit a relatively good internal consistency, with the reliability coefficients ranging from 0.7 0.9. The Pearson correlation analysis shows a there are no significant, positive correlation, between managerial monitoring behavior for task and empowering leadership climate with felt accountability b there are significantly positive effect that managerial monitoring for interpersonal facilitation have towards felt accountability. These findings provide new empirical evidences concerning the construction and evaluation of felt accountability within the organizational scope."

"Terdapat dua tujuan utama dalam penelitian ini, yaitu untuk mengetahui hubungan antara perceived organizational support dengan strategi emotional labor dan mengetahui hubungan antara afek positif dan afek negatif dengan strategi emotional labor. Penelitian berdesain kuantitatif non-eksperimental ini memiliki total partisipan 118 orang dengan karakteristik partisipan merupakan seorang pegawai di sektor industri jasa di wilayah Jabodetabek. Emotional labor diukur dengan menggunakan Emotional Labor Scale (ELS) yang dikembangkan oleh Diefendorff et al. (2005), untuk mengukur perceived organizational support menggunakan survey of perceived organizational support (SPOS) yang dikembangkan oleh Eisenberger et al. (1986), serta untuk mengukur afek menggunakan Positive Affect Negative Affect Scale (PANAS) yang dikembangkan oleh Watson et al. (1988). Hasil penelitian ini menunjukkan bahwa terdapat hubungan yang signifikan antara afek positif dengan deep acting (r = 0,24, p < 0,01), serta afek negatif dengan surface acting (r = 0,26, p < 0,01). Hal ini menandakan bahwa individu yang cenderung mengalami perasaan yang positif seperti merasa bersemangat akan cenderung menampilkan emosinya secara tulus dengan mengubah perasaan yang sebenarnya dirasakan agar sesuai dengan aturan tampilan emosi yang diharapkan organisasi, sedangkan individu yang cenderung mengalami perasaan negatif yang tinggi seperti mudah tersinggung cenderung akan berpura-pura menampilan emosi sesuai dengan aturan tampilan organisasi dengan hanya mengubah gestur atau nada suara tanpa mengubah perasaan yang sebenarnya. Namun, hasil lainnya menunjukkan bahwa tidak terdapat hubungan antara perceived organizational support dengan strategi emotional labor baik berupa surface acting ataupun deep acting. Hal ini berarti baik atau buruknya persepsi yang dimiliki pegawai terhadap dukungan organisasi tidak berhubungan dengan regulasi tampilan emosi seperti apa yang akan ditampilkan.

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There are two main objectives in this study, the first one is to investigate the relationship between perceived organizational support with the strategy of emotional labor and the second one is to investigate the relationship between positive affect and negative affect with the strategy of emotional labor. This quantitative non-experimental study has total 118 participants with the characteristics of the participants is an employee in the service industry in Jabodetabek area. Emotional labor was measured using the Emotional Labor Scale (ELS) developed by Diefendorff et al. (2005), to measure perceived organizational support used a survey of perceived organizational support (SPOS) developed by Eisenberger et al. (1986), and to measure affect, this study used Positive Affect Negative Affect Scale (PANAS) developed by Watson et al. (1988). The results of this study shows that there is a significant relationship between positive affect and deep acting (r = 0.24, p <0.01), also negative affect and surface acting (r = 0.26, p <0.01). This results indicates that employee who are likely to experience positive feelings such as feelings excited would tend to show emotions sincerely by changing the feelings that are perceived to be in accordance with the rules of emotion expected by organization (display rules), whereas employee who are likely to experience negative feelings such as high irritability tend to faking the display of emotion in order to display emotions that fit with display rules simply by changing the gestures or tone of voice without changing the actual feeling. However, other results shows that there is no relationship between perceived organizational support with emotional labor strategy either surface acting nor deep acting. This results indicates that good or bad employee?s perception of support from their organization is not related to what strategy of emotion regulation that will be displayed."

"ABSTRAKPenelitian ini bertujuan mengetahui hubungan antara felt accountability, perceived resources, emotional exhaustion terhadap intuitive decision making di Kontraktor Pertambangan Batubara ABC dan program intervensi perceived resources coaching untuk meningkatkan kualitas intuitive decision making.Sampel penelitian ini N = 167 adalah karyawan Kontrktor Pertambangan Batubara ABC yang bekerja di lingkungan kerja yang berbahaya, yang berpotensi untuk mereka melakukan intuitive decision making pada situasi emergensi.Hasil penelitian menunjukkan bahwa tidak terdapat hubungan antara felt accountability terhadap intuitive decision making ? = 0.123 p = 0.149 dan antara emotional exhaustion terhadap intuitive decision making ? = 0.141 p = 0.074 . Ditemukan hubungan antara perceived resources terhadap intuitive decision making ? = 0.291 p = 0.000 Hasil tersebut mengindikasikan bahwa peningkatan persepsi akan perceived resources akan meningkatkan kualitas intuitive decision making karyawan Kontraktor Pertambangan Batubara ABC pada situasi emergensi. Oleh karena itu,program intervesi yang disusun untuk meningkatkan kualitas intuitive decision making pada situasi emergensi di Kontraktor Pertambangan Batubara ABC adalah Perceived Resources Coaching.

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ABSTRACT This study aims to examine the relationship between felt accountability, perceived resources, and emotional exhaustion toward intuitive decision making at Coal Mine Contractor ABC and the intervention program of perceived resources coaching to improve the quality of intuitive decision making. The sample of this study N 167 are the employees of Coal Mine Contractor ABC who work in hazardous work environments that may cause them making intuitive decision in an emergency situation. The result demonstrates that there is no correlation between felt accountability toward intuitive decision making 0.123 p 0.149 and between emotional exhaustion toward intuitive decision making 0.141 p 0.074 . There is correlation between perceived resources toward intuitive decision making 0.291 p 0.000 This analysis result indicates that increased perception of perceived resources will improve the quality of decision making of Coal Mine Contractor ABC rsquo s employees in emergency situation. Therefore, the intervention program named Perceived Resources Coaching is developed to increase the quality of ABC employees in making decision in emergency situation. "

"Penelitian ini dirancang untuk melihat hubungan antara persepsi dukungan organisasi dan perilaku inovatif di tempat kerja pada karyawan di PT. X. Penelitian ini dilakukan di salah satu perusahaan tambang batu bara terbesar di Indonesia, terutama sebagai sebuah perusahaan yang melibatkan inovasi sebagai salah satu nilai perusahaan. Jumlah partisipan yang berpartisipasi adalah sebanyak 88 karyawan. Karakteristik partisipan yang disyaratkan dalam penelitian ini adalah memiliki lebih dari satu tahun masa kerja di perusahaan. Data dikumpulkan dengan menggunakan kuesioner untuk kedua variabel. Perilaku inovatif diukur dengan menggunakan Innovative Work Behavior Scale yang dikembangkan oleh Janssen (2000) dan persepsi dukungan organisasi diukur dengan menggunakan SPOS (Survey of Perceived Organizational Support) yang dikembangkan oleh Eisenberger, Huntington, Hutchison, dan Sowa (1986). Hasil utama dalam penelitian ini menemukan bahwa terdapat hubungan yang signifikan antara persepsi dukungan organisasi dan perilaku inovatif dalam bekerja (r = .369 ; p < .01 (2-tailed)). Kedua variabel memiliki hubungan yang positif. Berdasarkan hasil tersebut maka ditunjukkan bahwa kenaikan skor pada persepsi dukungan organisasi, skor pada perilaku inovatif juga akan meningkat dan sebaliknya. Sebagai hasil tambahan, fairness adalah salah satu dimensi dari persepsi dukungan organisasi yang paling dominan dalam berkontribusi sebagai sebuah dimensi yang memiliki korelasi yang tertinggi (r = .394, p < .01 (2-tailed)) dengan perilaku inovatif.

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The present research was designed to investigate the relationship between perceived organizational support and innovative work behavior on employees of PT. X. This research was conducted at one of the biggest coal mining company in Indonesia, mainly as a company that involves innovation as one of company’s values. The amount of participants who participated were 88 employees. Characteristics of the participants of this study are required for more than one year of work tenure in the company. The data was collected by using the questionnaires for both of variables. Innovative behavior was measured by using innovative work behavior scale developed by Janssen (2000) and perceived organizational support was measured by using SPOS (survey of perceived organizational support) developed by Eisenberger, Huntington, Hutchison, dan Sowa (1986). The major results of this study was discovered that there is significant correlation between perceived organizational support and innovative work behavior (r = .369; p < .01 (2-tailed)). Both of variables have positive correlation. According to the result it showed that when score of perceived organizational support increases, score of innovative behavior also increases and vice versa. As an additional result, fairness is one of dimensions from perceived organizational support was the most dominant in contributing as a dimension that has the highest correlation (r = .394 p < .01 (2-tailed)) with the innovative behavior."

"Salah satu cara mencapai efektivitas kerja yang maksimal adalah memastikan karyawan memiliki akuntabilitas. Penelitian ini bertujuan untuk mengidentifikasi bagaimana proses terbentuknya akuntabilitas melalui peran pemimpin dan organisasi berdasarkan teori social exchange. Peneliti berhipotesis bahwa leader humility akan memunculkan persepsi karyawan terhadap perceived organizational support yang pada akhirnya akan memengaruhi pembentukan akuntabilitas karyawan. Penelitian dilakukan di sebuah perusahaan BUMN di wilayah Jabodebek dengan menggunakan survey secara daring dan convenience sampling untuk mengumpulkan responden. Penelitian ini melibatkan 145 karyawan yang bekerja secara work from home. Hasil analisa regresi Hayes simple mediation menunjukkan bahwa: (1) leader humility berhubungan positif dengan akuntabilitas karyawan; (2) leader humility berhubungan positif dengan perceived organizational support; (3) perceived organizational support berhubungan positif dengan akuntabilitas karyawan; dan (4) perceived organizational support secara signifikan memediasi hubungan positif leader humility dan akuntabilitas karyawan. Model tersebut mampu memprediksi sebesar 27% varians dari akuntabilitas. Hasil penelitian ini dapat memberikan kontribusi terhadap pengembangan ilmu terkait akuntabilitas bahwa proses pembentukan akuntabilitas karyawan dapat tercipta dari aspek pemimpin yang mendukung.

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One way of achieving work effectivity is by making sure employee have felt accountability. This study aims to identify the process of how felt accountability can be shaped from leader and organizational aspects. Researcher argue that humility showed by leader will elicit employee’s perceived organizational support which will eventually shaped employee’s felt accountability. This study is conducted in a BUMN company within Jabodebek area using online survey and convenience sampling to gather respondents. As result, 145 employees who works from home are involved. Result from Hayes’s regression analyses find (1) leader humility positively affect employee’s felt accountability; (2) leader humility positively affect perceived organizational support; (3) perceived organizational support positively affect employee’s felt accountability; (4) perceived organizational support significantly mediated the relationship between leader humility and felt accountability. This model predicts 27% of felt accountability’s variance and able to provide contribution to felt accountability’s studies that leader and organizational aspects are essentials in affecting felt accountability."

"Terdapat fenomena yang umum terjadi pada karyawan generasi Z, yaitu job hopping atau sering berpindah-pindah pekerjaan. Fenomena job hopping ini mencerminkan kurangnya komitmen afektif yang dimiliki oleh karyawan, di mana karyawan tidak memiliki keterikatan emosi, identifikasi, dan keterlibatan yang cukup dengan perusahaan. Penelitian ini bertujuan untuk melihat peran moderasi persepsi dukungan atasan dalam hubungan antara pekerjaan layak dan komitmen afektif sebagai usaha untuk menghadapi fenomena tersebut. Partisipan yang terlibat dalam penelitian ini adalah 346 orang karyawan generasi Z berusia 20-29 tahun, berwarga negara Indonesia, sudah bekerja selama minimal 3 bulan, berstatus karyawan tetap, dan memiliki atasan langsung di tempat kerja. Uji moderasi Hayes menghasilkan temuan bahwa persepsi dukungan atasan terbukti secara signifikan memoderasi hubungan antara pekerjaan layak dan komitmen afektif (t = 2.665, p = 0.008 < 0.05). Dalam hal ini, persepsi dukungan atasan berperan dalam memperkuat hubungan antara pekerjaan layak dan komitmen afektif. Implikasi penelitian ini menyoroti pentingnya persepsi dukungan atasan untuk meningkatkan komitmen afektif karyawan generasi Z. Selain itu, pekerjaan layak juga berperan penting untuk mengembangkan komitmen afektif yang dimiliki. Melalui usaha ini, diharapkan fenomena job hopping pada karyawan generasi Z dapat diatasi

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There is a common phenomenon among Generation Z employees, known as job hopping or frequently changing jobs. This job hopping phenomenon reflects the lack of affective commitment possessed by employees, where employees do not have sufficient emotional attachment, identification, and involvement with the company. This research aims to examine the moderating role of perceived superior support in the relationship between decent work and affective commitment as an effort to deal with this phenomenon. In this research, the participants involved were 346 generation Z employees aged 20-29 years, Indonesian citizens, had worked for at least 3 months, had permanent employee status, and had a direct supervisor at work. The Hayes moderation test resulted in the finding that perceived superior support was proven to significantly moderate the relationship between decent work and affective commitment (t = 2.665, p = 0.008 < 0.05). In this case, perceived supervisory support plays a role in strengthening the relationship between decent work and affective commitment. The implications of this research highlight the importance of perceived superior support in increasing the affective commitment of generation Z employees. Additionally, decent work also plays an important role in developing their affective commitment. Through this effort, it is hoped that the job hopping phenomenon among generation Z employees can be overcome."

"Saat ini generasi milenial mendominasi angkatan kerja yang membuat maraknya fenomena turnover karyawan. Hal ini dikarenakan generasi milenial memiliki karakteristik kerja yang berbeda dengan generasi sebelumnya. Salah satu hal yang dapat memengaruhi intensi turnover karyawan milenial adalah dukungan supervisor yang mereka rasakan karena generasi milenial membutuhkan sosok atasan yang suportif dan dekat dengan mereka. Penelitian ini juga dilakukan untuk melihat peran mediasi kebermaknaan kerja pada hubungan yang dimiliki persepsi dukungan supervisor dan intensi turnover pada karyawan generasi milenial. Desain penelitian ini adalah cross-sectional dengan tipe korelasional dan melibatkan 154 partisipan karyawan milenial yang mempunyai atasan langsung dan berdomisili di Indonesia. Instrumen penelitian ini adalah alat ukur persepsi dukungan supervisor, kebermaknaan kerja, dan intensi turnover. Penelitian ini menggunakan teknik analisis mediasi sederhana model 4 dengan program PROCESS Hayes SPSS macro untuk mengetahui efek langsung (direct effect) dan efek tidak langsung (indirect effect) antar variabel dengan analisis regresi. Hasil penelitian menunjukkan bahwa persepsi dukungan supervisor berkorelasi secara signifikan dengan intensi turnover (r = -0,423, p < 0.01) dan kebermaknaan kerja terbukti dapat memediasi sebagian pada pengaruh persepsi dukungan supervisor terhadap intensi turnover (ab = -0,143, p < 0.01; c’ = -0,184, p < 0.01). Oleh karena itu, penelitian ini dapat memberi gambaran pentingnya dukungan supervisor bagi karyawan generasi milenial di tempat kerja sehingga dapat menurunkan intensi turnover melalui kebermaknaan kerja.

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Currently, millennials dominate the workforce which has led to the phenomenon of employee turnover. This is due to the fact that millennials have different work characteristics from the previous generation. One factor that can affect the turnover intention of millennial employees is the perception of their supervisor’s support because millennials need a supervisor who is supportive and close to them. This research was also conducted to see the mediating role of meaningful work on the relationship between perceived supervisor support and turnover intention among millennial employees. This correlational research with a cross-sectional design involved 154 millennial employees who have supervisors and are based in Indonesia as participants. The instrument used for this research are measurement tools for perceived supervisor support, meaningful work, and turnover intention. The simple mediation analysis technique model 4 using the PROCESS Hayes SPSS macro was used in this study to determine the direct and indirect effects between variables using regression analysis. The results showed that perceived supervisor support was significantly correlated with turnover intention (r = -0.423, p < 0.01) and meaningful work was proven to partially mediated the effect of perceived supervisor support on turnover intention (ab = -0.143, p < 0.01; c' = -0.184, p < 0.01). Thus, this research can provide an overview of the importance of supervisory support among millennial employees in the workplace to reduce employees’ turnover intention through meaningful work."

"ABSTRAKPenelitian ini bertujuan menguji hubungan antara perceived organizational support dan psychological capital pada karyawan PT. XYZ yang sedang melakukan perubahan organisasi. Partisipan penelitian adalah 135 karyawan PT. XYZ. Perceived organizational support diukur dengan Survey of Perceived Organizational Support yang dikembangkan Eisenberger, et. al. (1986). Psychological capital diukur dengan Psychological Capital Questionnaire yang dikembangkan Luthans, Youssef, dan Avolio (2007). Hasil menunjukkan adanya hubungan positif signifikan antara perceived organizational support dengan psychological capital (r=0,466, p<0,01). Hasil mengimplikasikan bahwa akan lebih baik bila PT. XYZ lebih memperhatikan kebijakan terkait sumber daya, kondisi pekerjaan, dan memberikan pelatihan untuk pekerjaan yang terkena dampak perubahan organisasi.

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ABSTRACTThis study examined the relationship between perceived organizational support and psychological capital on PT. XYZ employees during organizational change. Participants were 135 PT. XYZ employees. Perceived organizational support was measured by Survey of Perceived Organizational Support developed by Eisenberger, et. al. (1986). Psychological capital was measured by Psychological Capital Questionnaire developed by Luthans, Youssef, and Avolio (2007). Result showed a significant positive relationship between perceived organizational support and psychological capital (r=0,466, p<0,01). Result implicates that it will be better if PT. XYZ pay more attention to their resources policy, job condition, and provide training for jobs affected by organizational change."