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"Skripsi ini membahas hubungan employee engagement dengan innovative behavior karyawan Bank BRIsyariah di daerah DKI Jakarta, Jawa Barat, dan Banten. Tujuan dari penelitian ini adalah menganalisis hubungan employee engagement dengan innovative behavior karyawan. Pendekatan penelitian yang digunakan adalah pendekatan kuantitatif dengan teknik pengumpulan data melalui penyebaran kuesioner secara online. Sampel dalam penelitian ini adalah karyawan Bank BRIsyariah di daerah DKI Jakarta, Jawa Barat, dan Banten berjumlah 98 orang yang terdiri atas berbagai bidang tanggung jawab dan berasal dari berbagai lokasi di provinsi DKI Jakarta, Jawa Barat, dan Banten. Penelitian menggunakan beberapa teknik analisis data yaitu uji reliabilitas dan validitas kuesioner, analisis deskriptif dan uji koefisien korelasi antar variabel. Hasil penelitian menunjukkan adanya hubungan yang positif dan signifikan di antara employee engagement dengan innovative behavior. Penelitian ini merekomendasikan agar perusahaan-perusahaan untuk lebih memerhatikan tingkat employee engagement perusahaan karena memiliki korelasi yang positif terhadap innovative behavior karyawan sehingga pada akhirnya dapat meningkatkan potensi inovasi perusahaan.

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This thesis focuses on the relationship between employee engagement and innovative behavior of Bank BRIsyariah employees in provinces of DKI Jakarta, West Java and Banten. The purpose of this study was to examine the relationship between employee engagement and innovative behavior. This study used a quantitative research approach with data collection techniques through online questionnaire. The sample in this study were employees of Bank BRIsyariah in DKI Jakarta, West Java and Banten, totaling 98 people consisting of various areas of responsibility from various locations within provinces of DKI Jakarta, West Java, and Banten. This study used several data analysis techniques, namely the reliability and validity of the questionnaire, descriptive analysis and the coefficient of correlation test between variables. The results showed a positive and significant relationship between employee engagement and innovative behavior. This study recommends that companies pay more attention to the level of their employee engagement because it has a positive relationship with innovative behavior of the employees, which in turn can increase the company’s innovation potential."

"[ABSTRAKPenelitian ini dilakukan untuk menganalisis pengaruh pay satisfaction danperceived organizational support terhadap employee engagement di PT. XYZ.Responden penelitian ini berjumlah 135 karyawan di kantor pusat PT. XYZ.Metode penelitian menggunakan metode kuantitatif dengan uji regresi liniersederhana dan uji regresi linier berganda. Alat ukur yang digunakan padapenelitian ini adalah Pay Satisfaction Questionnaire (PSQ) yang dikembangkanoleh Heneman dan Schwab (1985), Survey of Perceived Organizational Support(SPOS) yang dikembangkan oleh Eisenberger, Huntington, Hutchison dan Sowa(1986) dan disederhanakan oleh Holt, Bartczak, Clark da Trent (2007), danUtrecht Work Engagement Scale (UWES) yang dikembangkan oleh Schaufeli danBakker (2003) dan disederhanakan oleh Seppala, Mauno, Fedlt, Hakanen,Kinnunen, Tolvanen, dan Schaufeli (2008). Hasil penelitian menunjukkan bahwapay satisfaction dan perceived organizational support berpengaruh positif dansignifikan terhadap employee engagement.

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ABSTRACTThis research was conducted to analyze the effect of pay satisfaction andperceived organizational support on employee engagement at PT. XYZ.Respondents of this research was 135 employees at the headquarters of PT. XYZ.The research method used quantitative methods with simple and multiple linearregression tests. This research used Pay Satisfaction Questionnaire (PSQ)developed by Heneman and Schwab (1985), the Survey of PerceivedOrganizational Support (SPOS) developed by Eisenberger, Huntington, Hutchisonand Sowa (1986) and simplified by Holt, Bartczak, Clark da Trent (2007), and theUtrecht Work Engagement Scale (UWES) developed by Schaufeli and Bakker(2003) and simplified by Seppala, Mauno, Fedlt, Hakanen, Kinnunen, Tolvanen,and Schaufeli (2008). The result of this research showed that the pay satisfactionand perceived organizational support have significant and positive influence onemployee engagement, This research was conducted to analyze the effect of pay satisfaction andperceived organizational support on employee engagement at PT. XYZ.Respondents of this research was 135 employees at the headquarters of PT. XYZ.The research method used quantitative methods with simple and multiple linearregression tests. This research used Pay Satisfaction Questionnaire (PSQ)developed by Heneman and Schwab (1985), the Survey of PerceivedOrganizational Support (SPOS) developed by Eisenberger, Huntington, Hutchisonand Sowa (1986) and simplified by Holt, Bartczak, Clark da Trent (2007), and theUtrecht Work Engagement Scale (UWES) developed by Schaufeli and Bakker(2003) and simplified by Seppala, Mauno, Fedlt, Hakanen, Kinnunen, Tolvanen,and Schaufeli (2008). The result of this research showed that the pay satisfactionand perceived organizational support have significant and positive influence onemployee engagement]"

"Tujuan penelitian ini adalah menguji hubungan antara pemberdayaan psikologis, pelanggaran kontrak psikologis, dan perilaku inovasi. Sampel penelitian ini terdiri dari 224 karyawan kementerian dengan pendidikan terakhir diploma 4 dan menduduki posisi staff. Korelasi berganda digunakan untuk menguji hipotesis penelitian. Hasil penelitian menunjukkan bahwa self determination dan impact memiliki hubungan dengan perilaku inovasi sedangkan competence dan meaning tidak memiliki hubungan dengan perilaku inovasi. Penelitian ini juga menunjukkan bahwa peningkatan pelanggaran kontrak psikologis berhubungan dengan penurunan perilaku inovasi. Penelitian ini memperluas pemahaman konseptual dengan meneliti mekanisme hubungan melalui analisis dimensi pemberdayaan psikologis. Penelitian ini juga memperkuat dukungan bahwa pelanggaran kontrak psikologis berhubungan negatif dengan perilaku inovasi.

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The objective of this research is to examine the relationships between psychological empowerment, psychological contract breaches, and innovative behavior. The sample of this research consist of 224 ministry employees, with minimal education diploma 4 and staff position . Multiple correlation analysis was used to test the research hypotheses. Results show that self determination and impact have relationship with innovative behavior whereas competence and meaning do not. This research also reveal that increasing perceptions of psychological contract breaches were associated with the decrease in innovative behavior. This research broadens the conceptual understanding by exploring the mechanisms of relationship through dimensional analysis of psychological empowerment. In addition, the result proposed support that perceived contract breach has negative relationship with employees? innovative behavior."

"Pengembangan organisasi merupakan upaya yang dilakukan untuk mencapai efektivitas organisasi. Fenomena yang diangkat pada penelitian ini merupakan perubahan nilai organisasi di sebuah perusahaan retail dengan tajuk SUCI (Sense of Urgency, Unity, Cost-Control, dan Integrity). Penelitian ini dilakukan untuk mengetahui hubungan antara keterikatan karyawan dan komitmen afektif karyawan terhadap perubahan nilai organisasi (studi 1), serta untuk mengetahui efektivitas intervensi melalui pelatihan keterampilan yang dapat membantu karyawan untuk memahami pengimplementasian nilai organisasi berjudul  ‘SUCI Is The New Me’ (studi 2) pada karyawan PT X.  Subjek penelitian pada studi 1 adalah 327 karyawan PT X dengan karakteristik yaitu karyawan aktif dengan masa kerja minimal 1 tahun. Data studi 1 dianalisis menggunakan uji  korelasi Pearson  menunjukkan adanya hubungan yang positif dan signifikan antara keterikatan karyawan dan komitmen afektif untuk berubah (r = 0.451,  p<0.01). Adapun berdasarkan uji regresi ditemukan bahwa keterikatan karyawan menyumbang variasi sebesar 20% terhadap komitmen afektif untuk berubah.  Pada studi 2 subjek penelitian adalah 7 orang karyawan PT X. Pada studi 2 peneliti melakukan analisis evaluasi pembelajaran serta pengukuran ulang variabel keterikatan karyawan menggunakan uji statistik Wilcoxon Signed-Rank Test. Hasil analisis evaluasi pembelajaran dan variabel keterikatan karyawan menunjukkan bahwa intervensi yang dilakukan cukup efektif untuk meningkatkan pengetahuan  terkait keterikatan karyawan atas nilai SUCI.

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Organizational development is an effort to achieve organizations effectiveness.  The phenomena brought in this study was an organizational core-values change called as SUCI (Sense of Urgency, Unity, Cost-Control, dan Integrity). This study was conducted to determine the relationship between employee engagement and affective commitment to change (study 1), and to determine the effectiveness of core value soft-skills training named ‘SUCI Is The New Me’  (study 2). Study 1 were include 327 employees of PT X. Data were analysed using Pearson correlation and regression analysis. Data analysis showed a significant and positive relationship between employee engagement and affective commitment to change (r = 0.451,  p<0.01). The findings also indicate that employee engagement give a 20% variation in affective commitment to change. Meanwhile research subject for study 2 were include 7 employees of PT X. Researcher did analysis on knowledge evaluation and employee engagement variable using Wilcoxon-Signed Rank Test. Based on the results of evaluation  it was found that the training provided were effective to increase employees knowledge level of engagement."

"[ ABSTRAK ABSTRAKPenelitian ini bertujuan untuk menganalisis pengaruh reward terhadap employeeengagement karyawan tetap PT Bank Rakyat Indonesia Kantor Cabang Depok.Variabel independen dalam penelitian ini yaitu reward yang akan diukurberdasarkan dimensi dari Ivancevich, Konoppaske, dan Matteson (2006),sedangkan variabel dependen dari penelitian ini yaitu reward akan diukurmenggunakan 3 dimensi dari Schaufelli (2006) yaitu vigor, dedication, andAbsorption. Penelitian ini menggunakan metode kuantitatif dengan kuesionersebagai instrumen penelitian. Sampel dari penelitian ini sebanyak 31 karyawanyang memiliki status karyawan tetap pada PT Bank Rakyat Indonesia KantorCabang Depok. Data penelitian ini akan dianalisa menggunakan analisis deskriptifdan analisis inferensial. Hasil penelitian ini merupakan kepuasan kerja tidakberpengaruh signifikan terhadap organizational citizenship behaviour (OCB).Penelitian ini dapat digunakan bagi para manajer untuk melihat tingkat employeeengagement namun tidak dipengaruhi oleh presepsi karyawan terhadap rewarddikalangan anak buahnya. Sehingga para manajer dapat mencari apa saja yangmembuat karyawannya engage. Penelitian ini juga menyarankan untuk melakukanpenelitian selanjutnya dengan variabel lain, selain reward yang dapatmempengaruhi employee engagement. Seperti misalnya Karakteristik Pekerjaan,dukungan organisasi yang diterima, dukungan atasan yang diterima keadilanProsedural, keadilan Distributif, kepemimpinan, strategic attention, physicalwork condition, dan supervision (Kahn, 2006; Margaretha, 2013; Kahn, 1990).

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ABSTRACTThe aim of this study is to analyze the influence of reward on employeeengagement of permanent employees at PT. bank rakyat indonesia. Theindependent variable is job reward which is scaled by Ivancevich, Konoppaske,dan Matteson (2006), and the dependent variable is employee engagement whichis scaled by Schaufeli (2006) with 3 dimensions such as vigor, dedication, andAbsorption. The research used quantitative method with quentionnaire as anresearch instrument. Subject of the research is 31 employees that have beenpermanent employees of PT. bank rakyat indonesia. Data gathered from researchwill be analyzed using descriptive analysis and inferential analysis. The rewardwas not significantly and related to the employee engagement. This research canbe used by managers to observes employee engagement level, but it does notinfluenced by employee perception about reward. The result, managers cognizehow to find out the employee engagement?s predictors besides reward. Theresearch suggest to future research should study with different variable can beimpact employee engagement. As though strategic attention, physical workcondition, perceived organizational support, perceive procedural support, andsupervision (Kahn, 2006; Margaretha, 2013; Kahn, 1990).;The aim of this study is to analyze the influence of reward on employeeengagement of permanent employees at PT. bank rakyat indonesia. Theindependent variable is job reward which is scaled by Ivancevich, Konoppaske,dan Matteson (2006), and the dependent variable is employee engagement whichis scaled by Schaufeli (2006) with 3 dimensions such as vigor, dedication, andAbsorption. The research used quantitative method with quentionnaire as anresearch instrument. Subject of the research is 31 employees that have beenpermanent employees of PT. bank rakyat indonesia. Data gathered from researchwill be analyzed using descriptive analysis and inferential analysis. The rewardwas not significantly and related to the employee engagement. This research canbe used by managers to observes employee engagement level, but it does notinfluenced by employee perception about reward. The result, managers cognizehow to find out the employee engagement?s predictors besides reward. Theresearch suggest to future research should study with different variable can beimpact employee engagement. As though strategic attention, physical workcondition, perceived organizational support, perceive procedural support, andsupervision (Kahn, 2006; Margaretha, 2013; Kahn, 1990)., The aim of this study is to analyze the influence of reward on employeeengagement of permanent employees at PT. bank rakyat indonesia. Theindependent variable is job reward which is scaled by Ivancevich, Konoppaske,dan Matteson (2006), and the dependent variable is employee engagement whichis scaled by Schaufeli (2006) with 3 dimensions such as vigor, dedication, andAbsorption. The research used quantitative method with quentionnaire as anresearch instrument. Subject of the research is 31 employees that have beenpermanent employees of PT. bank rakyat indonesia. Data gathered from researchwill be analyzed using descriptive analysis and inferential analysis. The rewardwas not significantly and related to the employee engagement. This research canbe used by managers to observes employee engagement level, but it does notinfluenced by employee perception about reward. The result, managers cognizehow to find out the employee engagement’s predictors besides reward. Theresearch suggest to future research should study with different variable can beimpact employee engagement. As though strategic attention, physical workcondition, perceived organizational support, perceive procedural support, andsupervision (Kahn, 2006; Margaretha, 2013; Kahn, 1990).]"

"Penelitian ini bertujuan untuk melihat pengaruh budaya organisasi, kepemimpinan, kompensasi dan lingkungan kerja terhadap employee engagement di Badan Pengawas Obat dan Makanan. Penelitian menggunakan pendekatan kuantitatif dengan instrumen pengumpul data berupa kuesioner. Pengolahan data menggunakan analisa regresi dengan hasil Ac#usted R squared sebesar 0.656. yang menunjukkan bahwa faktor budaya organisasi, kepemimpinan, kompensasi dan lingkungan kerja baik sebagai individual factor maupun secara bersama-sama positif dan signifikan berpengaruh terhadap employee engagement. Nilai koefisien regresi juga menunjukkan bahwa budaya organisasi merupakan faktor yang memberi dampak paling besar terhadap employee engagement di Badan Pengawas Obat dan Makanan.

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This study aims to see the influence of organizational culture, leadership, compensation and work environment on employee engagement in the the National Agency of Drug and Food Control. The study using a quantitative approach to data collection instrument in the form of a questionnaire. The data process using regression analysis with the results for 0.656 Adjusted R squared. which indicates that the factors of organizational culture, leadership, compensation and good working environment as well as individual factors jointly gives significant and positive effect on employee engagement. Regression coefficient values also indicate that organizational culture is a factor that gives the greatest impact on employee engagement in the the National Agency of Drug and Food Control."

"Penelitian ini dilakukan untuk mengetahui pengaruh employee engagement dan job satisfaction terhadap turnover intention pada PT XYZ Televisi yang merupakan salah satu perusahaan stasiun televisi di Indonesia. Alat ukur yang digunakan untuk mengukur variabel employee engagement adalah UWES (Utrecht Work Engagement Scale), variabel job satisfaction diukur dengan JSS (Job Satisfaction Survey) yang dikembangkan oleh spector (1994), dan variabel turnover intention diukur dengan menggunakan Turnover Intention Scale yang dikembangkan oleh Mobley (1978), Colarelli (1984), dan Cammann (1979). Analisis data dilakukan dengan menggunakan program SPSS 21 dengan metode statistik multiple linier regression. Hasil yang didapatkan dalam penelitian menunjukkan bahwa employee engagement dan job satisfaction secara bersama-sama memiliki pengaruh yang signifikan terhadap turnover intention dengan R2 sebesar 0.414, sedangkan apabila ditelaah lebih lanjut employee engagement secara negatif tidak berpengaruh signifikan terhadap turnover intention, dan job satisfaction secara negatif berpengaruh signifikan terhadap turnover intention.

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This research was conducted to determine the effect of employee engagement and job satisfaction on turnover intention at PT XYZ television which is one of the television stations in Indonesia. Instruments used to measure variable employee engagement was UWES (Utrecht Work Engagement Scale), Job satisfaction was measured using JSS (Job Satisfaction Survey) developed by spector (1994), and turnover intention was measured using Turnover Intention Scale developed by Mobley (1978), Colarelli (1984), and Cammann (1979). Multiple linear regression method was use to analysed data. Results obtained from the research shows that employee engagement and job satisfaction has a significant effect on turnover intention with R2 = .414, furthermore employee engagement has no significant effect to turnover intention, while job satisfaction has negatively significant effect to turnover intention."

"Penelitian ini bertujuan untuk menganalisis hubungan antara Kepuasan Kerja dan Employee Engagement karyawan tetap non-manajerial pada PT Metrocom Global Solusi. Variabel kepuasan kerja diukur dengan Job Description Index (JDI) sedangkan variabel Employee Engagement diukur dengan Gallup?s Q12. Penelitian ini menggunakan metode kuantitatif dengan pengumpulan data melalui penyebaran kuesioner. Responden dalam penelitian adalah karyawan tetap non manajerial, dengan menggunakan teknik total sampling. Untuk mencari hubungan antara dua variabel menggunakan analisis korelasi Pearson Product Moment dan pengujian hipotesis menggunakan uji-t. Hasil dari penelitian ini menunjukan terdapat hubungan positif dan signifikan antara Kepuasan Kerja dan Employee Engagement, artinya semakin tinggi kepuasan kerja karyawan, maka semakin tinggi Employee Engagement.

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This research aims to analyze the relationship between Job Satisfaction and Employee Engagement among Permanent Employee (Non-Managerial) In PT Metrocom Global Solusi. The Job Satisfaction was measured using an instrument named Job Description Index and The Employee Engagement was measured using an instrument name Gallup?s Q12. This research used quantitative method and to collected datas by questionnaire. The respondents of this research are non managerial permanent employees, taken by total sampling technique. To analyzed the relationship between variables would be test using Pearson Product Moment, and To test the hypothesis would be test using t-test. The result of this research found that the job satisfaction positively related significantly with employee engagement. The implication of this study is the higher job satisfaction leads to the higher employee engagement."

"Turnover karyawan merupakan salah satu masalah yang dihadapi oleh setiap perusahaan atau organisasi. Di Indonesia, angka turnover karyawan dapat dikatakan tinggi. Salah satu industri di Indonesia dengan angka turnover karyawan yang tinggi adalah industri perbankan. Turnover intention dapat dipengaruhi oleh beberapa faktor, salah satunya adalah adanya psychological capital yang dimiliki karyawan. Penelitian ini dilakukan untuk membuktikan ada atau tidaknya hubungan antara psychological capital dan turnover intention pada karyawan. Responden penelitian ini adalah 135 karyawan Bank Syariah X (n = 135). Pengukuran psychological capital dilakukan dengan menggunakan alat ukur Psychological capital Questionnaire (PCQ) yang dikembangkan oleh Luthans, Youssef dan Avolio (2007), sedangkan turnover intention diukur dengan Turnover intention Scale (TIS-6) yang dikembangkan oleh Bothma dan Roodt (2013). Hasil korelasi Pearson membuktikan bahwa terdapat hubungan yang negatif dan signifikan antara psychological capital dan turnover intention pada karyawan Bank Syariah X (r = -0.43, p < 0.01, one tailed).

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Employee turnover is one of the problems faced by every company or organization. In Indonesia, the rate of employee turnover is high. One of the industries in Indonesia which have high rate of employee turnover is banking industry. Turnover intention can be influenced by several factors, one of them is the existence of psychological capital owned by employees. This research was conducted to prove whether or not the relationship between psychological capital and turnover intention among employee. The respondents of this research was 135 employees (n = 135) of Bank Syariah X. The measurement of psychological capital was done by using Psychological capital Questionnaire (PCQ), and turnover intention was measured by Turnover intention Scale (TIS-6). Pearson correlation result proves that there is a negative and significant relationship between psychological capital and turnover intention among employees of Bank Syariah X (r = -0.43, p < 0.01, one tailed)."

"Penelitian ini bertujuan untuk menguji pengaruh career development terhadap employee retention dengan employee engagement sebagai variabel mediasi. Career development diukur menggunakan konsep assesment phase, direction phase dan development phase. Employee engagement diukur dengan vigor, dedication, dan absorption dan employee retention diukur dengan indikator employee retention intention. Penelitian ini menggunakan pendekatan kuantitatif. Data penelitian dikumpulkan melalui kuesioner yang dilakukan pada 90 karyawan kantor pusat PT. Jasa Marga (Persero) Tbk dengan menggunakan teknik non-probability convenience sampling. Penelitian ini menggunakan analisis jalur dan sobel test untuk menguji pengaruh langsung dan mediasi dari variabel-variabel.Hasil analisis jalur mengindikasikan bahwa career development mempengaruhi employee engagement secara signifikan. Hasil analisis jalur juga mengindikasikan bahwa career development dan employee engagement mempengaruhi employee retention secara signifikan. Hasil sobel test membuktikan pengaruh tidak langsung career development terhadap employeeretention melalui employee engagement secara signifikan.

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This study aims to examine career development on employee retention through employee engagement as a mediating variable. assesment phase, direction phase and development phase) Vigor,dedication,and absorption and employee retention intention indicator were using to measure career development,employee engagement and employee retention. This research used a quantitative approach. Data was collected through questionnaire which conducted on 90 employees PT Jasa Marga (Persero) Tbk by non-probability convenience sampling method. Path analysis and sobel test were used to test the direct and mediating relationship between variables. Path analysis show that career development affects employee engagement significantly. It also show career development and employee engagement affect employee retention significantly. Sobel test confirm for the indirect effect of career development on employee retention through employee engagement."