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"Penelitian ini bertujuan untuk mengetahui hubungan antara general self-efficacy dan resilience dengan organizational citizenship behavior (OCB) serta efektivitas dari intervensi 'Self Improvement Program' dalam upaya meningkatkan general self-efficacy dan resilience. Responden penelitian berjumlah 38 orang AoC volunteer di PT X. Hasil uji korelasi menunjukkan bahwa terdapat hubungan positif dan signifikan antara general self-efficacy dengan OCB (r_s = .557, p < .01). Resilience pun terbukti memiliki hubungan yang positif dan signifikan dengan  OCB (r_s = .553, p < .01). Selanjutnya, peneliti merancang intervensi yang tepat untuk menangani masalah organisasi dengan memberikan 'Self Improvement Program' kepada 5 orang sampel AoC. Berdasarkan hasil uji perbedaan antara sebelum dan setelah intervensi diberikan, terdapat perubahan skor yang signifikan pada general self efficacy (Z = -2,023, p < .05), resilience ( (Z = -2,023, p < .05), dan OCB (Z = -2,023, p < .05).

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Aims of this study are to determine the relationship between general self-efficacy and resilience with organizational citizenship behavior (OCB) and the effectiveness of the "Self-Improvement Program" intervention to optimize general self-efficacy and resilience. The respondents of this research consist 38 volunteer agent of change at PT X.

Results showed that there was a positive and significant relationship between general self-efficacy and OCB (rs = .557, p < .01). Resilience also shown have a positive and significant relationship with OCB  rs = .553, p < .01). The intervention was design to solve organizational problems by giving the 'Self Improvement Program' to 5 samples of AoC. The difference test results demonstrated a significant score change in general self-efficacy  (Z = -2,023, p < .05), resilience ( (Z = -2,023, p < .05), and OCB (Z = -2,023, p < .05)."

"Kuantitas dan kualitas perilaku inovatif engineer dan analyst dalam kompetisi inovasi di PT ABC belum optimal. Oleh karena itu, penelitian ini dilakukan untuk melihat pengaruh self efficacy terhadap perilaku inovatif pada engineer dan analyst PT ABC, dengan menggunakan alat ukur New General Self Efficacy (Chen, Gully, & Eden, 2001) dan Innovative Work Behavior Scale (Janssen, 2000). Responden penelitian ini berjumlah 70 engineer dan analyst dari empat direktorat core business. Hasil uji regresi menunjukkan self efficacy terbukti signifikan mempengaruhi perilaku inovatif (R2= 0.45*, p<0.05). Artinya, peningkatan self efficacy dapat mendorong peningkatan perilaku inovatif. Intervensi dilakukan melalui pelatihan self-efficacy. Uji perbedaan sebelum dan sesudah pelatihan menunjukkan peningkatan yang signifikan pada self-efficacy dan perilaku inovatif pada engineer dan analyst. Dengan demikian, disarankan pelatihan self-efficacy diberikan kepada engineer dan analyst yang memiliki selfefficacy yang rendah dan belum mengikuti pelatihan.

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Quantity and quality aspects of the innovative behavior in engineer and analyst during the innovation competition which was held by the PT ABC, was not optimal. Therefore, this study aims to determine the effect of self-efficacy on the innovative behavior in engineer and analyst of PT ABC, which used the instrument tools are New General Self-Efficacy (Chen, Gully, & Eden, 2001) and Innovative Work Behavior Scale (Janssen, 2000). The participants of this study are 70 engineers and analysts at the four of main directorates PT ABC. Result of regression analysis indicated that there is a significant effect of self-efficacy on innovative behavior of engineer and analyst at PT ABC (R2 = 0,45, p <0.05). Those results showed that the enhancement of self efficacy will increase employee’s innovative behavior. Then, researcher conducted the intervention by self-efficacy training. Result of the comparison test before and after intervention indicated that there are significant enhancement of self-efficacy and innovative behavior in engineer and analyst after the intervention. Therefore, implication of this study is self efficacy training can be conducted by the company for others engineer and analyst which low self-efficacy and haven’t yet get the training."

"ABSTRAKTesis ini terfokus pada usaha untuk meningkatkan keterikatan kerja (work engagement) pada karyawan melalui beberapa variabel prediktor. Berdasarkan penggalian data awal, masalah yang dialami oleh PT. XYZ adalah munculnya gejala-gejala disengagement pada karyawan yang disebabkan oleh proses mutasi yang dilakukan perusahaan. Work engagement karyawan dipengaruhi oleh faktor kepribadian dan pekerjaan. Dalam penelitian ini variabel yang kemudian diteliti besar pengaruhnya terhadap work engagement karyawan yaitu, ketahanan psikologis (psychological hardiness), dan efikasi kerja (occupational self-efficacy) yang termasuk dalam faktor kepribadian dan persepsi karyawan terhadap dukungan yang diberikan oleh organisasi (perceived organizational support) yang termasuk faktor pekerjaan. Penelitian dilakukan terhadap 78 karyawan PT.XYZ dengan menggunakan kuesioner UWES-9, OSE, DRS-Short Scale, dan SPOS yang masing-masing telah dialih bahasakan. Melalui hasil regresi berganda diketahui bahwa variabel psychological hardiness dan occupational self efficacy memberikan pengaruh yang signifikan terhadap work engagement dan variabel perceived organizational support tidak memiliki pengaruh yang signifikan terhadap work engagement karyawan PT.XYZ. Peneliti kemudian membuat program intervensi untuk meningkatkan salah satu variabel yang terbukti mempengaruhi work engagement yaitu occupational self efficacy. Dari hasil uji signifikansi perbedaan nilai pre test dan post test. Dapat diketahui bahwa intervensi yang diberikan berhasil meningkatkan pengetahuan peserta mengenai keterampilan yang harus dikuasai untuk meningkatkan occupational self-efficacy mereka.

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ABSTRACTThis thesis focused on efforts to improve the work engagement of employees through multiple predictor variables. Based on the initial data gathering, the problems experienced by PT. XYZ is the emergence of symptoms of disengagement on employees caused by the mutation program held by company. Work engagement is influenced by personality resources and job resources. In this study the variables are then examined which has the large contribution to work engagement are, psychological hardiness, and occupational self-efficac) were included in the personality resources and perceived organizational suppor) which include job resources. The study was conducted on 78 employees Pt XYZ, using questionnaires Uwes -9, OSE, DRS-Short Scale, and SPOS each of which has been converted translated. Through the results of multiple regression is known that variable psychological hardiness and occupational self-efficacy have a significant influence on work engagement and perceived organizational support variables did not have a significant impact on work engagement on empolyee at PT.XYZ. Researchers then create intervention programs to improve one of the variable shown to affect work engagement, namely occupational self-efficacy. From the results of tests of significance difference in the value of pre test and post test. It is known that a given intervention succeeded in increasing participants' knowledge of the skills that must be mastered to improve their occupational self-efficacy."

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Keikutsertaan aktif dalam tim Agent of Change di PT X merupakan organizational citizenship behavior (OCB) karena tidak adanya reward formal dari pihak perusahaan. Akan tetapi, terdapat anggota Agent of Change (AoC) yang bergabung atas penunjukan dari perusahaan (assignment). Mereka tidak mendaftar secara suka rela sebagai AoC karena tuntutan pekerjaan (job demands) yang sangat tinggi menghambat mereka untuk menjalankan peran lain di luar pekerjaan utama mereka. Oleh karena itu, penelitian ini menguji hubungan antara job demands dan OCB. Hasil penelitian menunjukkan bahwa job demands yang memiliki korelasi negatif paling tinggi dengan OCB adalah work-family conflict (r = -0.42; p< 0.05), sementara job demands lainnya (quantitative demands, work pace, dan cognitive demands) tidak ditemukan korelasinya terhadap OCB. Dari hasil tersebut, dirancanglah suatu program intervensi yang diberi nama “IMPRESS” untuk membantu AoC mengelola work-family conflict yang mereka hadapi sehingga para AoC dapat tetap menampilkan OCB. Intervensi ini meningkatkan keterampilan peserta intervensi untuk melakukan penjadwalan, pembuatan skala prioritas dan mindfulness dalam rangka menurunkan work-family conflict.

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Active participation in the Agent of Change team at X Company represents organizational citizenship behavior (OCB) because there is no formal reward from the company to engage in such behavior. However, there are members of the Agent of Change (AoC) who join the team by direct assignment instead of voluntarily involved in the Agent of Change team. They did not register voluntarily as AoC because very high job demands prevent them from carrying out other roles outside of their main work. Therefore, this study examines the relationship between job demands and OCB. The results showed that the job demands that had the highest negative correlation with OCB were work-family conflict (r = -0.42; p <0.05). Other job demands, such as quantitative demands, cognitive demands, and work pace were not correlated with OCB. From these results, an intervention program called "IMPRESS" was designed to help AoC manage the work-family conflict they faced so that they could continue to display OCB. The intervention increased participant’s skill on scheduling, priority scale, and mindfulness in order to reduce the work-family conflict.

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"Penelitian ini fokus pada hubungan variabel Leader-Member Exchange (LMX) dan Organizational Citizenship Behavior (OCB), serta intervensi terhadap Leader-Member Exchange (LMX) untuk melihat dampaknya pada Organizational Citizenship Behavior (OCB). Sebanyak sepuluh orang karyawan PT X besedia berpartisipasi pada penelitian ini dan mengisi kuesioner yang digunakan pada penelitian ini, yaitu LMX-MDM (1998) dan Organizational Citizenship Behavior Scale (1990). Kuesioner-kuesioner tersebut mengukur perilaku kerja karyawan sebelum dan sesudah pemberian leadership program intervention. Hasil penelitian menggunakan The Wilcoxon Signed Rank Test menunjukkan tidak ada perbedaan nilai yang signifikan, baik LMX dan OCB saat sebelum dan sesudah pemberian program intervensi kepemimpinan (p>0.05). Hasil ini disebabkan beberapa faktor antara lain lack of time dalam proses transfer of learning, belum optimalnya peran controller dalam proses implementasi hasil pembelajaran, dan beberapa hal lainnya yang akan dibahas pada bagian diskusi.

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This research focused on the relationship between Leader-Member Exchange (LMX) and Organizational Citizenship Behavior (OCB), along with intervention on Leader-Member Exchange and its impacts on Organizational Citizenship Behavior (OCB). Ten employees of PT X agreed to participate in this study and filled in LMX-MDM Scale (1998) and Organizational Citizenship Behavior Scale (1990). Those questionnaires measured employees’ work behaviors before and after a leadership intervention program.

The Wilcoxon Signed Rank Test results showed that there was no significant difference in Leader-Member Exchange and Organizational Citizenship Behavior before and after intervention (p>0.05). These results were caused by several factors including lack of time in the transfer of learning process, the role of the controller was less involved during implementation process of learning outcomes, and several other things that will be discussed in the discussion section."

"ABSTRAKPenelitian ini bertujuan untuk mengetahui pengaruh psychological capital terhadap kesiapanindividu untuk berubah. Desain penelitian action research dengan responden sebanyak 72karyawan. Alat ukur adalah adaptasi The Readiness for Change Scale (Hanpachern, 1997) danPsychological Capital Questionnare (Luthans dkk, 2007). Hasil perhitungan uji regresi linearmenunjukkan nilai R2=0,349 (p<0.05) yang berarti psychological capital mempengaruhikesiapan karyawan untuk berubah sebesar 34,9%. Intervensi berupa pelatihan efikasi diri danresiliensi dirancang untuk meningkatkan psychological capital dan kesiapan individu untukberubah. Hasil perhitungan efek intervensi menunjukkan signifikansi perbedaan sebelum dansesudah intervensi pada psychological capital dan kesiapan untuk berubah dengan uji wilcoxon;diperoleh nilai Z untuk psychological capital sebesar -1,83 (p>0,05) dan untuk kesiapan untukberubah sebesar -1,46 (p>0,05). Hal ini berarti tidak terdapat peningkatan skor secara signifikanpada psychological capital dan kesiapan untuk berubah setelah diberikan intervensi berupapelatihan efikasi diri dan resiliensi. Dengan demikian, pelatihan efikasi diri dan resiliensi belummampu meningkatkan psychological capital dan kesiapan individu untuk berubah pada pesertapelatihan.

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ABSTRACTThis study aims to determine the effect of psychological capital to the individual readiness forchange. The design of this study is action research study by number of study participants asmany as 72 employees. Measuring instruments used is a measure of adaptation The Readinessfor Change Scale (Hanpachern, 1997) and Psychological Capital Questionnare (Luthans et al,2007). The result of calculations using linear regression showed R2=0,349 (p<0.05), whichmeans psychological capital affects individual readiness for change at 34,9%. Therefore, theintervention made in the study was design to increase psychological capital training andindividual readiness for change. The intervention is self-efficacy and resiliency training.Intervention effects was measured by comparing the pre-test and post-test measurements. Theresult of test of significance differences in the calculation of pre-test and post-test psychologicalcapital and individual readiness for change using a wilcoxon signed ranks test. The Z valueobtained for psychological capital is -1,83 (p>0,05) and the value of individual readiness forchange is -1,46 (p>0,05). This means there is no significantly scores increased in psychologicalcapital and individual readiness for change after the intervention. The result of this analysisindicate that a given intervention can not improve psychological capital and individual readinessfor change."

"Penelitian ini bertujuan untuk melihat hubungan antara perilaku inovatif di tempat kerja dengan self-efficacy pada karyawan. Penelitian ini dilakukan pada perusahaan pertambangan yang menekankan inovasi pada proses operasionalisasinya. Penelitian ini diikuti oleh responden yang berjumlah 129 orang yang merupakan karyawan tetap perusahaan dengan minimal satu tahun pengalaman kerja. Penelitian ini dilakukan dengan pendekatan kuantitatif yaitu dengan meminta kesediaan responden untuk mengisi kuesioner perilaku inovatif di tempat kerja dan self-efficacy. Penelitian ini difasilitasi skala pengukuran perilaku inovatif di tempat kerja dari Janssen (2000) dan psychological capital pada dimensi self-efficacy yang dikembangkan oleh Luthans, et al. (2007). Hasil penelitian diperoleh hasil adanya hubungan positif signifikan antara kedua variable yaitu sebesar r = .540, dengan p < .01 (1-tailed) yang artinya bahwa semakin tinggi skor total dari self-efficacy karyawan maka semakin tinggi pula perilaku inovatif di tempat kerja. Selanjutnya hasil penelitian menunjukkan nilai dimana 29,16% self-efficacy memengaruhi perilaku inovatif di tempat kerja dan 70,84% disumbangkan faktor-faktor lain yang turut berpartisipasi dalam memunculkan perilaku inovatif di tempat kerja.

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This study aimed to examine the correlation between self-efficacy with innovative work behavior on employees. This research was conducted at the mining company that emphasizes innovation in operationalization. This study was followed by respondents, amounting to 129 people who are regular employees of companies with at least one year of work experience.

This study was conducted with a quantitative approach is to ask respondents to fill out a questionnaire willingness innovative behavior in the workplace and selfefficacy. This study facilitated the measurement scale innovative behavior in the workplace from Janssen (2000) and psychological capital in the dimensions of self-efficacy developed by Luthans, et al. (2007).

Research results significant positive correlation between the two variables is equal to r = .540, p < .01 (1-tailed), which means that the higher the total score of self-efficacy, the higher the employee innovative behavior in the workplace. Furthermore, the results showed 29.16% where the value of self-efficacy influence innovative behavior in the workplace and contributed 70.84% to other factors that participate in generating innovative behavior in the workplace."

"Penelitian ini bertujuan untuk mengetahui bagaimana tingkat organizational citizenship behavior, self-efficacy, komitmen organisasi, dan kepemimpinan yang melayani di Dinas Pendidikan DKI Jakarta, serta untuk mengetahui apakah self-efficacy dan komitmen organisasi memediasi pengaruh kepemimpinan yang melayani terhadap organizational citizenship behavior di Dinas Pendidikan DKI Jakarta. Responden penelitian adalah 113 pegawai Dinas Pendidikan DKI Jakarta pada berbagai bidang dan tingkatan. Penelitian ini menggunakan analisis causal step yang dikembangkan oleh Baron dan Kenny (1986) untuk menentukan mediasi. Hasil penelitian menunjukkan bahwa organizational citizenship behavior dan self-efficacy termasuk dalam kategori tinggi, sedangkan komitmen organisasi dan kepemimpinan yang melayani termasuk dalam kategori sedang. Selain itu, hasil penelitian ini menunjukkan self-efficacy memediasi penuh pengaruh kepemimpinan yang melayani terhadap organizational citizenship behavior. Sedangkan, komitmen organisasi memediasi parsial pengaruh kepemimpinan yang melayani terhadap organizational citizenship behavior.

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This study aims to determine the level of organizational citizenship behavior, self-efficacy, organizational commitment, and servant leadership in Jakarta Education Office, and determine whether self-efficacy and organizational commitment mediates the effect of servant leadership towards organizational citizenship behavior in Jakarta Education Office. The respondents were 113 employees of Jakarta Education Office in various fields and levels. This study uses causal step analysis developed by Baron and Kenny (1986) to determine the mediation. The results showed that organizational citizenship behavior and self-efficacy are in the high category, whereas organizational commitment and servant leadership are in the medium category. In addition, the results showed that self-efficacy completely mediates the effect of servant leadership towards organizational citizenship behavior, while organizational commitment partially mediates the effect of servant leadership on organizational citizenship behavior."

"Membuat sukarelawan tetap bertahan, atau lebih dikenal dengan istilah retensi sukarelawan, merupakan kunci penting agar organisasi nonprofit dapat melakukan advokasi isu secara lebih berkesinambungan. X sebagai salah satu organisasi nonprofit mengalami masalah retensi yang juga dialami oleh organisasi serupa. Dalam usaha meningkatkan retensi sukarelawan, efikasi diri diajukan sebagai anteseden dengan kepuasan sukarelawan sebagai mediator. Studi non-eksperimental korelasional terhadap 63 orang sukarelawan organisasi X dilakukan untuk menguji hipotesis tersebut. Hasil analisis mediasi menyimpulkan bahwa kepuasan sukarelawan secara agregat tidak menunjukkan signifikan indirect effect dalam pengaruh efikasi diri terhadap retensi sukarelawan (b = 0,05, SE = 0,03, p = 0,10). Ketika kepuasan sukarelawan dianalisis per dimensi, hanya kepuasan terhadap pemberdayaan yang menjadi mediator signifikan terhadap hubungan sebab-akibat antara kedua variabel tersebut (b = 0,08, SE = 0,04, p = 0,02). Studi ini juga menunjukkan bahwa efikasi diri menjadi anteseden yang signifikan terhadap retensi sukarelawan sehingga mengembangkan efikasi diri berpotensi meningkatkan intensi sukarelawan untuk bertahan di organisasi nonprofit. Coaching dipilih sebagai intervensi untuk meningkatkan efikasi diri sukarelawan di organisasi X. Lima orang sukarelawan baru di organisasi X yang memiliki skor efikasi rendah menjalani lima sesi coaching yang dilaksanakan setiap minggu melalui media virtual. Evaluasi terhadap empat coachee yang bertahan seminggu setelah sesi terakhir coaching tidak menunjukkan peningkatan efikasi diri maupun retensi yang signifikan (efikasi diri: Mpre = 7,93 (SDpre = 0,45), Mpost = 8,23 (SDpost = 0,57), T = 2, p = 0,17; retensi: Mpre = 3,97 (SDpre = 0,37), Mpost = 4,19 (SDpost = 0,58), T = 1,5, p = 0,14). Penjelasan mengenai hasil yang studi klaim permasalahan maupun evaluasi intervensi dijelaskan di bagian akhir makalah ini.

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Volunteer retention is the most important imperative that nonprofit organization can advocate issues more sustainably. X, one of the non-profit organizations, experienced similar retention problem that was also experienced by other non-profit organizations. Current study proposed self-efficacy as the antecedent and volunteer satisfaction as the mediating mechanism to explain volunteer retention. A non-experimental correlational study was conducted to 63 volunteers of organization X to test the mediation hypothesis. Mediation analysis result showed that volunteer satisfaction did not have a significant indirect effect to the relationship of self-efficacy and volunteer retention (b = 0,05, SE = 0,03, p = 0,10). When the dimensions of satisfaction were analysed, it was only satisfaction towards empowerment that had a significant indirect effect to the relationship between the antecedent and consequent (b = 0,08, SE = 0,04, p = 0,02). Current study also showed that self-efficacy was a significant antecedent of volunteer retention so that developing self-efficacy may be beneficial to increase the volunteer intention to stay in non-profit organizations. Coaching was chosen as intervention to enhance self-efficacy of volunteers in organization X. Five new volunteers in organization X who had low self-efficacy score participated in five coaching sessions held every week through virtual media. Evaluation of self-efficacy and retention on four remaining coachees a week after the last coaching session did not show a significant increase in their score (self-efficacy: Mpre = 7,93 (SDpre = 0,45), Mpost = 8,23 (SDpost = 0,57), T = 2, p = 0,17; retention: Mpre = 3,97 (SDpre = 0,37), Mpost = 4,19 (SDpost = 0,58), T = 1,5, p = 0,14). Detailed discussions were provided."

"Perubahan lingkungan yang cepat menyebabkan organisasi publik harus beradaptasi dan berinovasi. Untuk itu diperlukan Aparatur Sipil Negara yang memiliki perilaku kerja yang inovatif disertai kepercayaan diri yang tinggi dalam mengerjakan pekerjaannya dan senantiasa mau meningkatkan kompetensinya serta berbagi pengetahuan melalui proses pembelajaran dalam organisasi. Didukung oleh pimpinan agar senantiasa memberikan pelayanan terbaik kepada masyarakat. Oleh karenanya penelitian ini bertujuan untuk menganalisis adanya pengaruh Creative Self-efficacy dan Organizational Learning terhadap Innovative Work Behavior yang dimoderasi oleh Managerial Support di lingkungan Direktorat Jenderal Pelayanan Kesehatan, dengan lokus penelitian di kantor pusat Direktorat Jenderal Pelayanan Kesehatan. Penelitian ini menggunakan pendekatan penelitian kuantitatif yang menggunakan teknik survei dan kuesioner sebagai instrumen penelitian pada 255 Aparatur Sipil Negara. Pemilihan sampel dilakukan dengan teknik total sampling. Dengan analisis data dilakukan dengan teknik Regresi Linier Berganda dengan Moderated Regression Analysis (MRA) menggunakan software SPSS versi 29. Hasil penelitian ini membuktikan bahwa Creative Self-efficacy dan Organizational Learning memberikan pengaruh positif dan signifikan terhadap Innovative Work Behavior baik secara terpisah maupun bersamaan, dan Managerial Support dapat memoderasi pengaruh Creative Self-efficacy terhadap Innovative Work Behavior serta memoderasi pengaruh Organizational Learning terhadap Innovative Work Behavior.

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Public organizations have to adapt and innovate in response to rapid environmental changes. To continuously provide services to the community, the State Civil Apparatus must exhibit innovative work behavior along with a high degree of self-confidence in their ability to do their jobs. They must also constantly seek to share knowledge and increase their competence through a learning process in the organization. encouraged by the leadership to always provide the best service to the community . The aims of this study is to examine the effect of Creative Self-efficacy and Organizational Learning on Innovative Work Behavior, as moderated by Managerial Support, within the Directorate General of Health Services, with a research locus at the Directorate General of Health Services headquarters, This study employs a quantitative research methodology and employs questionnaires and survey methods as research instruments on 255 State Civil Apparatus. The sample selection was carried out with total sampling technique. With data analysis carried out by Multiple Linear Regression techniques with Moderated Regression Analysis (MRA) using SPSS version 29 software. The finding of this study demonstrates that both Organizational Learning and Creative Self-efficacy positively and significantly influence Innovative Work Behavior, both independently and simultaneously. And Managerial Support can moderate the effect of Creative Self- efficacy on Innovative Work Behavior and moderate the effect of Organizational Learning on Innovative Work Behavior."