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"AbstrakThis study aims to determine the effect of Generation X and Generation Y behavior on employee loyalty through job satisfaction. The method utilized survey method using quantitative approach with 78 respondents from Generation X and 55 respondents from Generation Y. Chi Square method was used to test the hypothesis of this research. The results of this study have found that there are differences in behavior between Generation X and Generation Y employees in assessing job satisfaction and employee loyalty. The differences in the behavior of Generation X and Generation Y in assessing job satisfaction and loyalty should be put into a serious concern so that the companys regeneration process can proceed without hindrance for the continuation of a sustainable company life."

"Penelitian ini bertujuan untuk mengetahui perbedaan dimensi perilaku kepemimpinan pada Generasi X dan Generasi Y. Turnover yang tinggi antara Generasi Y menjadi masalah serius bagi perusahaan. Penyebab Generasi Y keluar dari perusahaan seringkali karena adanya harapan yang berbeda terhadap perilaku kepemimpinan dibandingkan dengan rekan generasi yang berbeda yaitu Generasi X (Schawbel, 2011). Perusahaan dan atasan perlu menetapkan strategi baru untuk mengelola Generasi Y karena mereka berbeda dengan generasi sebelumnya. Penelitian menunjukkan bahwa kepemimpinan penting untuk mempertahankan Generasi Y di tempat kerja. Perilaku kepemimpinan menjadi hal relevan untuk mengurangi angka turnover dan dapat mencapai keberhasilan organisasi (Northouse, 2001). Perilaku kepemimpinan adalah tingkah laku atau tindakan atasan dalam membangun dan membimbing tim atau bawahan yang berbakat dan berkomitmen dalam mencapai tujuan yang penuh tantangan. Responden penelitian berjumlah 303 mengisi Leadeship Practice Inventory (Generasi X berjumlah 106 dan Generasi Y berjumlah 197). Leadership Practice Inventory terdiri dari 5 dimensi yaitu model the way, inspire a shared vision, challenge the process, enable others to act, dan encourage the heart. Analisis dengan menggunakan independent sample t-test menunjukkan bahwa terdapat perbedaan yang signifikan diantara kedua generasi pada dimensi enable others to act (p=0.015) dan encourage the heart(p=0.002), dan tidak terdapat perbedaan yang signifikan pada dimensi model the way, inspire a shared vision, dan challenge the process.

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This study aims to determine differences in the dimensions of leadership behavior between Generation X and Generation Y. The high Generation Y turnover has become a serious problem for companies. Most of the time Generation Y leaving companies is due to the different expectations of leadership behavior compared to their generation counterparts (Schawbel , 2011). Companies and the leaders need to define a new strategy to manage Generation Ys differently from they way they manage Generation Xs. Research shows that leadership behavior is important to maintain Generation Y in the workplace. Leadership behavior becomes relevant to reduce turnover and can achieve organizational success (Northouse, 2001).

Leadership behavior is defined as behavior or actions in establishing and guiding team or subordinate team that are talented and committed in achieving challenging goals. 303 subject filled out LPI (106 Generation Xs and 197 for Generation Ys) filled out the Leadership Practice Inventory (LPI). LPI consists of five dimensions; model the way, inspire a shared vision, challenge the process, enable other to act, and encourage the heart. Independent sample t-test showed significant differences between the two generations in dimensions of enable others to act (p=0.015) and encourage the heart (p=0.002), and no significant differences in the five dimensions of model the way, inspire a shared vision, challenge the process."

"Penelitian ini berfokus pada pengaruh person-job fit dan job satisfaction terhadap turnover intention pada Officer Development Program (ODP) generasi Y di Bank ABC. Penelitian ini menggunakan tipe penelitian yang bersifat terapan, kualitatif dan kuantitatif dengan jumlah responden sebanyak 200 orang. Peneliti mengadaptasi alat ukur yang dikembangkan oleh Carmeli & Weisberg (2006) untuk variabel turnover intention dan Saks & Ashfortg (1997) untuk variabel person-job fit serta alat ukur The Job Satisfaction Survey (JSS) yang dikemukakan oleh Spector (1997). Analisa data pada penelitian ini menggunakan analisa statistika deskriptif, dan multiple regretion. Dari analisa data dapat disimpulkan bahwa : 1) terdapat pengaruh yang signifikan antara person-job fit terhadap turnover intention pada karyawan ODP generasi Y Bank ABC; 2) terdapat pengaruh yang signifikan antara job satisfaction terhadap turnover intention pada karyawan ODP generasi Y Bank ABC; 3) dimensi yang paling berpengaruh terhadap turnover intention adalah dimensi tuntutan atau atribut pekerjaan pada variabel person-job fit dengan tingkat signifikansi sebesar 0,001 dan dimensi gaji, promosi dan rekan kerja pada variabel job satisfaction dengan tingkat signifikansi sebesar 0,006; 0,014 dan 0,028; 4) untuk mengatasi permasalahan turnover intention yang terjadi pada karyawan ODP generasi Y Bank ABC, maka rancangan intervensi yang akan digunakan pada penelitian ini adalah pelatihan interpersonal relationship for ODP generasi Y Bank ABC. Adapun rancangan intervensi ini akan di evaluasi hingga level 3, yaitu perubahan perilaku.

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This research focusing enhacement of person-job fit and job satisfaction toward the decline of turnover intention through interpersonal relationship intervention on generation Y ODP at ABC Bank. This research uses aplicative and quantitative type of research with the amount of two hundred respondents. The researcher adapted the measurement tool developed by Carmeli & Weisberg (2006) for turnover intention variable and Saks & Ashfortg (1997) for person-job fit variable and The Job Satisfaction Survey (JSS) measurement tool proposed by Spector (1997). Data analysis in this research using descriptive statistic analysis, and multiple regretion. From the data analysis it can be concluded that: 1) there is a significant influence between person-job fit toward turnover intention on Generation Y employee in ODP at ABC Bank; 2) there is a significant influence between job satisfaction toward turnover intention on generation Y employee in ODP at ABC Bank; 3) the most influencing dimension toward turnover intention is requirement dimension or job attribute in person-job fit with a significance level of 0.001 and salary dimension, promotion and co-worker on job satisfaction variable with a significance level of 0.006; 0.014 and 0.028; 4) to overcome turnover intention problem that happened on Generation Y employee in ODP at ABC Bank, the design of intervention that will be used is interpersonal relationship training for ODP generation Y at ABC Bank. Furthermore this design of intervention will be evaluated to level 3, which is change behavior."

"Pengendalian tingkat turnover secara efektif telah lama menjadi masalah yang krusial bagi perusahaan karena besarnya biaya yang ditimbulkan oleh turnover (Bergiel, Nguyen, Clenney & Taylor, 2009). Belakangan ini, beberapa survei menunjukkan bahwa tingkat turnover karyawan lulusan baru jauh lebih tinggi daripada karyawan lain. Karyawan lulusan baru tersebut juga dikenal sebagai Generasi Y (lahir tahun 1981-2000). Peneliti tertarik untuk membandingkan Job Embeddedness antara karyawan Generasi Y dengan Generasi X (lahir tahun 1965-1980). Terdapat 260 sampel yang merupakan karyawan pada penelitian ini (167 Generasi Y, 93 Generasi X). Metode pengumpulan data yang dilakukan adalah menggunakan kuesioner. Hasil penelitian menunjukan bahwa terdapat perbedaan yang signifikan diantara kedua generasi tersebut pada dimensi organizational-fit (p = 0.001), community-fit (p = 0.000), community-sacrifice (p = 0.000) dan tidak ada perbedaan yang signifikan pada dimensi organizational-sacrifice (p = 0.64).

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The regulation of turnover effectively has long been a crucial problem for companies because of the enormous amount of cost caused by turnover (Bergiel, Nguyen, Clenney & Taylor, 2009). Lately, recent surveys show that the fresh-graduates workers’ level of turnover is higher compared to other workers. The fresh-graduates workers is also known as Generation Y (born of 1981-2000). The research aims to compare job embeddedness between Generation Y and Generation X (born of 1965-1980). This research uses 260 samples of workers (consist of 167 Generation Y and 93 Generation X). The data collection method used in this research is the usage of questionairre. The results shows there are significant differences between those two generations in the dimensions of organizational-fit (p = 0.001), community-fit (p = 0.000), community-sacrifice (p = 0.000) and there is no significant differences in the dimension of organizational-sacrifice (p = 0.64)."

"Energi fosil masih berperan sebagai sumber energy utama dalam aktifitas sehari-hari. Pemerintah Republik Indonesia menetapkan target untuk mencapai 1 juta BOPD dan 12 BSCFD pada tahun 2023 sebagai bagian dari rencana strategis 4.0 yang menetapkan target yang sangat menantang bagi para pemain migas di Indonesia. 55% dari total tenaga kerja hulu migas di Indonesia adalah Gen Y dan mereka berniat untuk berhenti dari pekerjaannya juka terjadi hal-hal yang tidak menyenangkan (Arora & Dhole, 2019). Hal ini akan menjadi tantangan bagi manajemen SDM untuk mempertahankan talenta di industri hulu migas. Penelitian ini fokus pada pengukuran Pengaruh Job Characteristic dan Job Satisfaction terhadap Job Performance dengan Mediator Employee Engagement dengan melibatkan Generasi Y di industri minyak dan gas bumi di Indonesia. Jumlah sample yang digunakan dalam penelitian ini adalah 300 responden dalam rentang kelahiran Generasi Y (tahun 1981 – 1996). Teknik pengumpulan data responden menggunakan kuesioner dan model analisis yang digunakan adalah Structural Equation Model (SEM) dengan menggunakan program Lisrel untuk pengolahan data. Kuesioner menggunakan likert dengan 7 skala (sangat tidak setuju hingga sangat setuju sekali), namun demikian pada beberapa item juga tetap menggunakan 7 skala namun dengan kategori skala yang berbeda. Hasil penelitian ini menunjukkan bahwa Job Characteristic memengaruhi Job Satisfaction secara langsung, namun demikian Job Satisfaction tidak secara signifikan memengaruhi Job Performance secara langsung. Employee Engagement berperan dalam pengaruh hubungan Job Characteristic dan Job Satisfaction terhadap Job Performance. Studi ini diharapkan dapat berkontribusi terhadap literatur yang berhubungan dengan variabel yang diteliti. Hasil penelitian juga dapat menjadi referensi praktek Sumber Daya Manusia di industri Hulu Migas di Indonesia untuk mendukung pencapaian strategis migas 4.0 di tahun 2023.

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Fossil energy still plays as the main energy source in daily activities. The government of the Republic of Indonesia set a target to reach 1 million BOPD and 12 BSCFD in the year 2030 as part of strategic plan 4.0 which very challenging target for the oil and gas player in Indonesia. 55% of the total workforce in the upstream oil and gas in Indonesia are Gen Y and they intend to quit their job if there is any uncomfortable things happened (Arora & Dhole, 2019). This will be a challenge for HR management to retain talent in the upstream oil and gas industry. This study focuses on measuring the influence of Job Characteristics and Job Satisfaction on Job Performance with Employee Engagement as the Mediator which involving Generation Y of the oil and gas industry in Indonesia. The number of samples used in this study were 300 respondents within Generation Y (born within 1981 – 1996). Respondents' data collection technique used a questionnaire and the analysis model used was the Structural Equation Model (SEM) through Lisrel program for data processing. The questionnaire uses Likert with 7 scales (strongly disagree to strongly agree), however, some items also use 7 scales but with different scale categories. The results of this study indicated that Job Characteristics directly affect Job Satisfaction, however Job Satisfaction does not significantly affect the Job Performance directly. Employee Engagement has a role in influencing the relationship between Job Characteristic and Job Satisfaction on Job Performance. This study is expected to give a contribution to the literature related to the studied variables. The research results can also be used as a reference for human resource practice in the upstream the oil and gas industry in Indonesia in order to support the achievement of the oil and gas strategy 4.0 in 2023.nt size 10."

"[Penelitian ini bertujuan untuk mengetahui bagaimana manajemen karir organisasi dan ekspektasi karir mempengaruhi kepuasan kerja pada pegawai staff PT XYZ Responden penelitian ini adalah 89 pegawai staff PT XYZ Hasil penelitian menemukan bahwa kepuasan kerja dipengaruhi secara positif oleh manajemen karir organisasi Pada uji hipotesis menggunakan teknik regresi pada SPSS dan didapat kesimpulan bahwa kepuasan kerja dipengaruhi oleh Manajemen Karier Organisasi Kata kunci Kepuasan kerja manajemen karir organisasi teknik regresi ;This study aims to determine the effect of Organizational Career Management on employee Job Satisfaction 89 respondents are employees of the staff of PT XYZ Results of this research found that job satisfaction is positively influenced by organizational career management To determine the result in this study uses regression analysis developed in SPSS The result found that job satisfaction influenced by organizational career management ;This study aims to determine the effect of Organizational Career Management on employee Job Satisfaction 89 respondents are employees of the staff of PT XYZ Results of this research found that job satisfaction is positively influenced by organizational career management To determine the result in this study uses regression analysis developed in SPSS The result found that job satisfaction influenced by organizational career management ;This study aims to determine the effect of Organizational Career Management on employee Job Satisfaction 89 respondents are employees of the staff of PT XYZ Results of this research found that job satisfaction is positively influenced by organizational career management To determine the result in this study uses regression analysis developed in SPSS The result found that job satisfaction influenced by organizational career management ;This study aims to determine the effect of Organizational Career Management on employee Job Satisfaction 89 respondents are employees of the staff of PT XYZ Results of this research found that job satisfaction is positively influenced by organizational career management To determine the result in this study uses regression analysis developed in SPSS The result found that job satisfaction influenced by organizational career management , This study aims to determine the effect of Organizational Career Management on employee Job Satisfaction 89 respondents are employees of the staff of PT XYZ Results of this research found that job satisfaction is positively influenced by organizational career management To determine the result in this study uses regression analysis developed in SPSS The result found that job satisfaction influenced by organizational career management ]"

"Tingkat turnover yang tinggi diprediksi akan terus meningkat setiap tahunnya. Saat ini perilaku turnover yang tinggi banyak terjadi pada karyawan Generasi Y dibandingkan dengan generasi lainnya. Peneliti menemukan ada hubungan antara Kesejahteraan Psikologi dan perilaku turnover. Penelitian ini dilakukan untuk melihat perbedaan kesejahteraan psikologis pada karyawan Generasi X dan Generasi Y. Kesejahteraan psikologis terdiri dari 6 dimensi dan diukur dengan menggunakan The Scale of Psychological Well-Being. Hasil penghitungan pada 290 responden karyawan Generasi X dan Generasi Y menunjukkan terdapat perbedaan yang signifikan pada dimensi tujuan dalam hidup (t(288) = -2,854, p<0,05) dan pertumbuhan pribadi (t(288) = -2,589, p<0,05) antara karyawan Generasi X dan Generasi Y serta tidak ada perbedaan yang signifikan dalam dimensi penerimaan diri, hubungan positif dengan orang lain, penguasaan lingkungan, dan otonomi.

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The high rate of turnover is predicted to keep rising every year. This high rate of turnover behavior happens in Generation Y employee compared to other generations. Researcher found correlation beetween psychological well-being and turnover behavior. This study was conducted to look at differences in psychological well-being among Generation X and Generation Y employee. Psychological well-being consists of 6 dimensions and measured using the Scale of Psychological Well-Being. The results of the calculation on 290 respondents Generation X and Generation Y employee shows there are significant differences in the dimensions of purpose in life (t(288) = -2,854, p<0,05), and the personal growth (t(288) = -2,589, p<0,05) and there is no significant differences in the dimensions of positive relationship with others, autonomy, purpose in life, and self acceptance."

"Angka turnover yang tinggi pada Generasi Y menjadi masalah serius bagi perusahaan. Perusahaan perlu cara yang berbeda untuk menghadapi Generasi Y karena mereka berbeda dari generasi sebelumnya. Penelitian ini menawarkan konstruk jangkar karir sebagai cara untuk memahami perbedaan perilaku kerja antara Generasi X dan Generasi Y. Jangkar karir adalah persepsi individu terhadap kebutuhan, nilai-nilai, dan bakat yang membentuk keputusan karirnya (Igbaria & Baroudi, 1993). Jangkar karir ini memberikan informasi yang relevan mengenai apa yang diinginkan seseorang dari karir mereka daripada konstruk lain. Terdapat dua generasi yang mendominasi tempat kerja saat ini yaitu Generasi X dan Generasi Y. Penelitian ini bertujuan untuk mengetahui perbedaan jangkar karir pada karyawan Generasi X dan Generasi Y.Jangkar karir terdiri dari sembilan dimensi. 303 subjek (Generasi X= 106 ; Generasi Y= 197) diperoleh dengan Career Orientation Inventory. Hasil analisis menggunakan independent sample t-tes menunjukkan bahwa Generasi Y memiliki skor lebih tinggi yang signifikan daripada Generasi X pada delapan dimensi jangkar karir yaitu geographic security, job security, managerial competence, autonomy, sense of service, pure challenge, entrepreneurship, dan lifestyle. Hanya pada satu dimensi yaitu technical competence Generasi Y tidak memiliki skor lebih tinggi yang signifikan daripada Generasi X.

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High rate of turnover in Generation Y has ben a serious problem for companies. Companies need different ways to deal with Generation Y turnovers from the ways the currently do with the previous generations. This research offers career anchors as a way to understand differences in work behavior between Generation X dan Generation Y. Career anchors are individual's needs, values, and talents that give shape to career decision (Igbaria & Baroudi, 1993). Career anchors provide more relevant information than other constructs do about what an employees want from. There are two generations currently dominateing workplace, Generation X and Generation Y. This study aims to determine differences of career anchor between Generation X and Generation Y employees.Career anchor consists of nine dimensions. 303 subjects (106 Generation Xs and 197 Generation Ys) filled out Career Orientation Inventory. Independent sample t-test analysis shows that Generation Ys significantly scored higher than Generation X in eight dimensions of career anchors including geographic security, job security, managerial competence, autonomy, sense of service, pure challenge, entrepreneurship, and lifestyle. Only in one dimension, technical competence, that Generation Y‟s did not significantly scored higher significantly than Generation X`s."

"Turnover tinggi pada Generasi Y menjadi masalah serius bagi perusahaan. Berdasarkan tinjauan pustaka, peneliti menemukan salah satu penyebab turnover pada Generasi Y yaitu perbedaan antar generasi (Generasi X dan Generasi Y) yang dapat memicu konflik karena perbedaan work ethics (Society for Human Resource Management, 2004). Penelitian ini bertujuan untuk mengetahui perbedaan work ethics pada kedua generasi tersebut. Secara teoritis, work ethics adalah suatu kumpulan sikap dan keyakinan individu terkait pekerjaannya (Miller dkk., 2002). Konstruk work ethics terdiri dari tujuh dimensi, yaitu hard work, centrality of work, self-reliance, wasted time, delay of gratification, leisure dan morality/ethics. Hasil pengolahan data menggunakan independent sample t-test, dari 303 responden karyawan Generasi X dan Generasi Y, diukur dengan Multidimensional Work Ethics Profile – Short Form (MWEP-SF), pada sektor aneka industri dan pertambangan, dua dimensi work ethics, yaitu leisure dan delay of gratification terbukti signifikan mempengaruhi perbedaan work ethics di tempat kerja. Sementara itu, lima dimensi work ethics, yaitu hard work, centrality of work, self reliance, wasted time dan morality/ethic tidak signifikan mempengaruhi perbedaan work ethics pada Generasi X dan Generasi Y.

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High Generation Y turnover of poses serious problems for the companies. Previous researches show that one of the causes is differences between generations (Generation X and Generation Y) due to differences in work ethics (Society for Human Resource Management, 2004). This study aims to determine differences of work ethic between Generation X and Generation Y. Work ethics is defined as dividual attitudes and beliefs related to work (Miller et al., 2002), consists of seven dimensions: hard work, centrality of work, self-reliance, wasted time, delay of gratification, leisure and morality/ethics. 303 subject (102 of Generation X and 201 of Generation Y) filled out the Multidimensional Work Ethic Profile - Short Form (MWEP-SF). Independent sample t-test showed that Generation X’s score significantly different in leisure and delay of gratification significantly differs in work ethics. There are no significant differences on the remaining dimensions (hard work, the centrality of work, self-reliance, wasted time and morality/ethics) between Generation X and Generation Y."

"Kekurangan jumlah pemimpin yang kompeten dari Generasi Y kerap kali menjadi masalah serius bagi organisasi saat ini. Hal ini disebabkan oleh angka turnover Generasi Y yang lebih tinggi daripada Generasi X. Peneliti menduga salah satu penyebab terjadinya krisis kepemimpinan di organisasi dan tingginya turnover pada Generasi Y adalah adanya perbedaan motivasi memimpin antara karyawan Generasi X dan Generasi Y. Penelitian ini bertujuan untuk mengetahui perbedaan motivasi memimpin pada kedua generasi tersebut. Secara teoritis, motivasi memimpin adalah konstruk perbedaan individu yang memengaruhi keputusan pemimpin atau calon pemimpin untuk menjalankan pelatihan kepemimpinan, dan peran serta tanggungjawab pemimpin dan yang memengaruhi intensitasnya dalam berusaha memimpin dan bertahan sebagai pemimpin. Konstruk motivasi memimpin terdiri dari tiga dimensi, yaitu affective-identity, social-normative, dan noncalculative. Hasil pengolahan data menggunakan independent sample t-test, dari 221 responden (Generasi X = 120; Generasi Y = 101), diukur dengan Kuesioner Motivation To Lead, menemukan bahwa terdapat perbedaan motivasi memimpin yang signifikan antara karyawan Generasi X dan Generasi Y, yaitu t (219) = 7.110, p < 0.05. Motivasi memimpin Generasi X terbukti secara signifikan lebih tinggi daripada Generasi Y dan hasil tersebut konsisten pada masing-masing dimensi, yakni dimensi affective-identity t (219) = 4.182, p < 0.05; dimensi social-normative t (219) = 3.888, p < 0.05; dan dimensi noncalculative t (219) = 7.518, p < 0.05. Implikasi dari penelitian ini adalah praktisi SDM dapat merekrut calon karyawan yang memiliki motivasi memimpin sesuai kebutuhan organisasi dan mengadakan program pengembangan SDM untuk karyawan yang berpotensi menjadi pemimpin.;Having competent leaders from Generation Y often becomes a serious issue for organizations today. This is caused by the rate of turnover on Generation Y that is higher than Generation X. Researcher supposes one of the causes is the difference on motivation to lead between employee in the Generation X and Generation Y employee. This study aims to determine differences in motivation to lead among both generations. Theoretically, motivation to lead is an individual differences construct that affects a leader‟s or leader-to-be‟s decisions to assume leadership trainings, roles, and responsibilities, and that affects his or her intensity of effort at leading and persistence as a leader. The construct of motivation to lead consists of three dimensions, i.e affective-identity, social-normative, and noncalculative. 221 respondents (120 of Generation X dan 101 of Generation Y) filled out Motivation To Lead Questionnaire. Independent sample t-test showed that there is significant difference in motivation to lead among Generation X and Generation Y employee, i.e t (219) = 7.110, p < 0.05. Generation X‟s motivation to lead is significantly higher than Generation Y and these result is consistent in each dimensions, i.e affective-identity dimension t (219) = 4.182, p < 0.05; social-normative dimension t (219) = 3.888, p < 0.05; and noncalculative dimension t (219) = 7.518, p < 0.05. The implications of this research are HR practitioners can recruit prospective employees who have the motivation to lead according to the needs of the organization and conduct human resources development programs for employees with leadership‟s potential.;Having competent leaders from Generation Y often becomes a serious issue for organizations today. This is caused by the rate of turnover on Generation Y that is higher than Generation X. Researcher supposes one of the causes is the difference on motivation to lead between employee in the Generation X and Generation Y employee. This study aims to determine differences in motivation to lead among both generations. Theoretically, motivation to lead is an individual differences construct that affects a leader‟s or leader-to-be‟s decisions to assume leadership trainings, roles, and responsibilities, and that affects his or her intensity of effort at leading and persistence as a leader. The construct of motivation to lead consists of three dimensions, i.e affective-identity, social-normative, and noncalculative. 221 respondents (120 of Generation X dan 101 of Generation Y) filled out Motivation To Lead Questionnaire. Independent sample t-test showed that there is significant difference in motivation to lead among Generation X and Generation Y employee, i.e t (219) = 7.110, p < 0.05. Generation X‟s motivation to lead is significantly higher than Generation Y and these result is consistent in each dimensions, i.e affective-identity dimension t (219) = 4.182, p < 0.05; social-normative dimension t (219) = 3.888, p < 0.05; and noncalculative dimension t (219) = 7.518, p < 0.05. The implications of this research are HR practitioners can recruit prospective employees who have the motivation to lead according to the needs of the organization and conduct human resources development programs for employees with leadership‟s potential."