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"Sekalipun employee accountability adalah hal esensial di organisasi, penelitian terkait mekanisme terjadinya employee accountability karyawan masih sangat kurang. Dengan menggunakan teori Conservation of Resources, tesis ini bertujuan untuk memahami pengaruh empowering leadership terhadap employee accountability melalui psychological safety dan pengaruh formalisasi pada employee accountability khususnya di kementerian. Data diambil dengan metode convenience sampling. dari 167 responden dengan menggunakan alat ukur yang mempunyai reliabilitas yang tinggi (yaitu antara 0,71 sampai 0,96). Melalui teknik analisis Structural Equation Modelling (SEM) parceling, tesis ini menunjukkan bahwa: (1) empowering leadership berpengaruh terhadap employee accountability melalui psychological safety; (2) formalisasi berpengaruh langsung terhadap employee accountability. Berdasarkanhasil yang ditemukan, perlu dilakukannya penelitian lebih dalam terkait faktor yang memengaruhi employee accountability dari sisi internal, serta penting untuk meneliti gaya kepemimpinan lainnya karena mengingat topik tersebut masih perlu banyak dikembangkan.

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Although employee accountability is essential in organizations, research related to the mechanism of employee accountability is still very lacking. Using the Theory of Conservation of Resources, this thesis aims to understand the influence of empowering leadership on employee accountability through psychological safety and the influence of formalization on employee accountability, especially in the ministry. The data were taken by convenience sampling method. of the 167 respondents using measuring instruments that have high reliability (i.e. between 0.71 and 0.96). Through structural equation modeling (SEM) parceling analysis techniques, this thesis shows that: (1) empowering leadership affects employee accountability through psychological safety ; (2) formalization has a direct effect on employee accountability. Based on the results found, it is necessary to conduct deeper research related to factors that affect employee accountability from the internal side, and it is important to examine other leadership styles because considering that the topic still needs to be developed a lot."

"Akuntabilitas dapat memengaruhi bagaimana karyawan mengerjakan apa yang menjadi kewajibannya, dan pemimpin merupakan salah satu faktor penting yang dapat memotivasi karyawan berperilaku akuntabel. Penelitian ini bertujuan untuk mengidentifikasi proses timbulnya perilaku akuntabilitas karyawan melalui peran pemimpin dan peran individu yang dijelaskan berdasarkan asumsi pentingnya high-quality relationship. Studi kuantitatif dengan desain non-eksperimental ini melibatkan 279 karyawan dari sebuah Perusahaan Umum Daerah (PERUMDA) yang bergerak di bidang air minum. Reliabilitas masing-masing alat ukur yang digunakan berkisar antara 0,70-0,91. Hasil analisis menunjukkan bahwa: (1) psychological safety memediasi hubungan positif antara leader humility dengan employee accountability (ß = 0,04, bootstrapping 95% CI = [0,02, 0,08]) ; (2) formalisasi berdampak positif dalam hubungan antara psychological safety dengan employee accountability (ß = 0,19, p < 0,01) ; (3) efek tidak langsung dari leader humility terhadap employee accountability melalui psychological safety menjadi lebih kuat ketika tingkat formalisasi meningkat. Model penelitian ini mampu memprediksi sebesar 38% varians dari akuntabilitas karyawan. Hasil penelitian ini dapat memberikan kontribusi terhadap perkembangan ilmu pengetahuan mengenai akuntabilitas dan model kepemimpinan bahwa peran pemimpin yang mendukung dan peran individu dapat memicu timbulnya akuntabilitas karyawan.

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Accountability can affect how employees do their responsibilities, and the leader is one of the important factors that can motivate employees to behave accountably. This study aims to identify the process of employee accountability behavior that arising through the leader's role and the individual's role that is explained based on the assumption of the importance of high-quality relationships. This quantitative study with a non-experimental design involved 279 employees of a regional public company in drinking water sector. The reliability of each measuring instruments used are between 0.70-0.91. The analysis showed that: (1) psychological safety mediates the positive relationship between leader humility and employee accountability (ß = 0.04, bootstrapping 95% CI = [0.02, 0.08]) ; (2) formalization has a positive impact on the relationship between psychological safety and employee accountability (ß = 0.19, p < 0.01) ; (3) the indirect effect of leader humility on employee accountability through psychological safety becomes stronger when the level of formalization increases. This research model predicts 38% of employee accountability’s variance, and is able to provide contribution to the development of employee accountability and leadership models studies that supportive role of the leaders and the role of individuals are essentials in affecting employee accountability."

"Employee accountability merupakan elemen penting yang bertindak sebagai pedoman perilaku. Variabel ini mendorong karyawan untuk bertanggung jawab atas keputusan dan tindakan yang mereka ambil. Penelitian ini bertujuan untuk mengetahui apakah managerial monitoring behavior dan perceived competence memiliki peran mediasi dalam mekanisme hubungan formalisasi dan employee accountability. Data kuantitatif dikumpulkan dari 331 pegawai instansi pemerintah di Indonesia secara daring. Data dianalisis dengan metode structural equation modelling menggunakan IBM SPSS AMOS 24. Dibangun melalui teori kognitif sosial, hasil penelitian menunjukkan adanya peran mediasi managerial monitoring behavior dan perceived competence dalam hubungan formalisasi dan employee accountability. Dalam penelitian ini, perceived competence (komponen person), formalisasi dan managerial monitoring behavior (komponen lingkungan), dan employee accountability (komponen perilaku) berperan sebagai determinan yang dapat saling mempengaruhi, meskipun tidak secara bersamaan. Berdasarkan hasil penelitian, selain memantau kinerja, organisasi dan pemimpin perlu mempromosikan pemantauan efektif mengenai fasilitasi interpersonal bawahan mereka untuk memperkuat employee accountability. Organisasi juga perlu memperhatikan perceived competence karyawannya untuk meningkatkan employee accountability. Temuan penelitian didapatkan dari organisasi pemerintahan yang memiliki formalisasi tinggi, sehingga hasil penelitian dapat berkontribusi pada organisasi yang juga memiliki formalisasi tinggi.

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Employee accountability is an imperative element that acts as a behavior guideline. It encourages employees to be responsible for the decisions and actions they took. This study aims to analyze whether managerial monitoring behavior and perceived competence mediate the relationship between formalization and employee accountability. Quantitative data was collected online from 331 employee of government agency in Indonesia. Structural equation modelling in IBM SPSS AMOS 24 was conducted to examine the relationships among the variables. Building on social cognitive theory, this study supporting the mediation role of managerial monitoring behavior and perceived competence in the relationship of formalization and employee accountability. In this study, perceived competence (person), formalization and managerial monitoring behavior (environment), and employee accountability (behavior) act as determinants that can influence each other, although not simultaneously. This study suggests to organization and leader to not only improving task monitoring, but also performing interpersonal facilitation monitoring to reinforce employee accoountability. Organization also need to pay attention to employee’s perceived competence to increase employee accountability. Research findings are obtained from government organizations that have high formalization, so that research results can contribute to organizations that also have high formalization."

"Penelitian ini bertujuan untuk mengeksplorasi faktor internal dan eksternal akuntabilitas karyawan dengan menguji efek moderasi dari psychological entitlement pada hubungan abusive supervision dengan akuntabilitas karyawan yang dimediasi oleh LMX. Penelitian ini menggunakan survei self-report online yang dibagikan kepada 287 karyawan di sebuah perusahaan yang bergerak di bidang pembangunan dan peningkatan infrastruktur jaringan di Indonesia dan menggunakan teknik analisis moderated mediation model Hayes 14. Hasil penelitian melalui perspektif conservation of resource theory (COR) menunjukkan bahwa (1) abusive supervision secara tidak langsung mempengaruhi akuntabilitas karyawan, (2) abusive supervision secara negatif mempengaruhi LMX, (3) LMX secara positif mempengaruhi akuntabilitas karyawan, (4) LMX secara signifikan memediasi hubungan antara abusive supervision dan akuntabilitas, (5) yang diperkuat oleh tingkat psychological entitlement yang tinggi. Dari pada peran pemimpin, kualitas LMX memainkan peran yang lebih penting dalam membangun akuntabilitas karyawan.

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This study aims to explore internal and external factors of employee accountability by investigating the moderating effect of psychological entitlement on the relationship of abusive supervision with employee accountability mediated by LMX. The study used an online self-report survey distributed to 287 employees in a company engaged in the construction and improvement of network infrastructure in Indonesia and analysed using moderated mediation analysis Hayes model 14. The results of the study through the perspective of conservation of resources (COR) theory shows that (1) abusive supervision indirectly affects employee accountability, (2) abusive supervision negatively affects LMX, (3) LMX positively affect employee accountability, (4) LMX significantly mediated the relationship between abusive supervision and accountability, (5) which is strengthened by a high level of psychological entitlement. Rather than the leader role, quality of LMX plays a more important role in establishing employee accountability."

"[ABSTRAKEmployee silence banyak terjadi di Indonesia dan menyebabkan banyak kerugian pada karyawan dan organisasi. Sayangnya, hingga saat ini masih terdapat gap pengetahuan tentang apa saja yang memengaruhi employee silence. Penelitian ini bertujuan untuk menguji apakah traditionality dan psychological safety memiliki hubungan dengan acquiescent silence dan defensive silence. Penelitian dilakukan terhadap 276 karyawan di sebuah institusi pemerintahan Indonesia dengan metode survei menggunakan kuesioner. Hasil analisis multiple-regression menunjukkan bahwa psychological safety memiliki hubungan negatif dengan acquiescent silence (β = -,88; p<0,1) dan defensive silence (β = -,88; p<0,1). Selain itu, traditionality tidak memiliki hubungan dengan acquiescent silence dan defensive silence. Implikasi terhadap penelitian mengenai employee silence dan cara meminimalisasi employee silence pada organisasi didiskusikan lebih lanjut.

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ABSTRACTEmployee silence causes harms to both employees and organization. This harmful phenomenon happens a lot in Indonesia. Unfortunately, there is still a gap about what factors that can influence this behavior. This study reveals the relationships among acquiescent silence, defensive silence, traditionality, and psychological safety. The data was gathered from 276 public employees of Indonesia’s government institution by survey method. Multiple-regression analysis shows that psychological safety has negative relationships with both acquiescent silence (β = -,88; p<0,1) and defensive silence (β = -,88; p<0,1). There is no relationship between traditionality and acquiescent silence and also between traditionality and defensive silence. Implications for research on employee silence and means to reduce employee silence in organizations are discussed., ABSTRAKEmployee silence banyak terjadi di Indonesia dan menyebabkan banyak kerugian pada karyawan dan organisasi. Sayangnya, hingga saat ini masih terdapat gap pengetahuan tentang apa saja yang memengaruhi employee silence. Penelitian ini bertujuan untuk menguji apakah traditionality dan psychological safety memiliki hubungan dengan acquiescent silence dan defensive silence. Penelitian dilakukan terhadap 276 karyawan di sebuah institusi pemerintahan Indonesia dengan metode survei menggunakan kuesioner. Hasil analisis multiple-regression menunjukkan bahwa psychological safety memiliki hubungan negatif dengan acquiescent silence (β = -,88; p<0,1) dan defensive silence (β = -,88; p<0,1). Selain itu, traditionality tidak memiliki hubungan dengan acquiescent silence dan defensive silence. Implikasi terhadap penelitian mengenai employee silence dan cara meminimalisasi employee silence pada organisasi didiskusikan lebih lanjut.

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ABSTRACTEmployee silence causes harms to both employees and organization. This harmful phenomenon happens a lot in Indonesia. Unfortunately, there is still a gap about what factors that can influence this behavior. This study reveals the relationships among acquiescent silence, defensive silence, traditionality, and psychological safety. The data was gathered from 276 public employees of Indonesia’s government institution by survey method. Multiple-regression analysis shows that psychological safety has negative relationships with both acquiescent silence (β = -,88; p<0,1) and defensive silence (β = -,88; p<0,1). There is no relationship between traditionality and acquiescent silence and also between traditionality and defensive silence. Implications for research on employee silence and means to reduce employee silence in organizations are discussed.]"

"Penelitian ini memiliki tujuan untuk menguji pengaruh persepsi karyawan mengenai tanggung jawab sosial terhadap employee engagement dengan dimediasi oleh psychological meaningfulness, psychological safety, psychological availability dan compassion. Pengumpulan data dilakukan dengan metode kuesioner dan dianalisis dengan Structural Equation Model (SEM). Sampel yang diperoleh sebanyak 216 karyawan Badan Usaha Milik Negara (BUMN). Penelitian ini mengungkapkan bahwa persepsi karyawan mengenai tanggung jawab sosial terhadap employee engagement tidak memiliki pengaruh secara langsung dan hanya dapat dipengaruhi jika dimediasi oleh psychological meaningfulness, psychological availability dan compassion. Psychological safety juga terbukti tidak memediasi pengaruh persepsi karyawan mengenai tanggung jawab sosial terhadap employee engagement. Keterbatasan penelitian ini adalah sampel yang diperoleh dan tingkat objetivitas hasil. Penelitian ini menunjukkan bahwa jika ingin meningkatkan employee engagement, maka perlu dibuat program tanggung jawab sosial yang memperhatikan psychological meaningfulness, psychological availability dan compassion dari karyawan.

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This study aims to examine the effect of employee perceptions of social responsibility on employee engagement mediated by psychological meaningfulness, psychological safety, psychologic availability and compassion. Data was collected using a questionnaire and analyzed by using the Structural Equation Model (SEM). The samples obtained were 216 employees of Badan Usaha Milik Negara(BUMN). This study reveals that employees' perceptions of social responsibility on employee engagement do not have a direct influence and can only be influenced if mediated by psychological meaningfulness, psychological availability and compassion. Psychological safety was also proven not to mediate the effect of employee perceptions of social responsibility on employee engagement. The limitations of this study are the sample obtained and the level of objectivity of the results. This study shows that if you want to increase employee engagement, it is necessary to create a social responsibility program that pays attention to psychological meaningfulness, psychological availability and compassion of employees."

"Dengan perkembangan tren pasar yang dapat bergitu cepat berubah, perusahaan membutuhkan karyawan yang dapat menunjukkan perilaku bersuara untuk menjaga stabilitas, menginisiasi perubahan di perusahaan serta memperbaiki kekurangan mereka untuk dapat tetap kompetitif dengan para pesaingnya. Untuk itu, studi ini mengusulkan bahwa transformational leadership sebagai faktor eksternal dan proactive personality sebagai faktor internal yang mungkin dapat mempengaruhi praktik employee voice behavior dalam perusahaan dengan dimediasi psychological safety. Data dikumpulkan dari 302 karyawan yang bekerja di perusahaan yang bergerak di bidang penyedia layanan akomodasi serta makanan dan minuman. Dampak langsung, tidak langsung, dan total pengaruh dari transformational leadership dan proactive personality yang dimediasi oleh psychological safety diuji dengan structural equation modeling. Hasil penelitian menunjukkan bahwa transformational leadership dan proactive personality memiliki dampak langsung dan tidak langsung yang signifikan melalui psychological safety terhadap employee voice behavior. Saran implikasi termasuk mengintegrasikan dimensi transformational leadership, pembentukan karakter karyawan serta menciptakan lingkungan kerja yang aman bagi psikologis karyawan.

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With the market development trends that can change so quickly, companies need employees who can demonstrate voice behavior to maintain stability, initiate changes in the company and improve their deficiencies to be able to stay competitive with their competitors. For this reason, this study proposes that transformational leadership as an external factor and proactive personality as an internal factor may influence the practice of employee voice behavior in companies mediated by psychological safety. Data was collected from 302 employees who work in companies engaged in providing accommodation and food and beverage services. The direct, indirect, and total effects of transformational leadership and proactive personality mediated by psychological safety were tested using structural equation modeling. The results of the study show that transformational leadership and proactive personality have significant direct and indirect impacts through psychological safety on employee voice behavior. The suggested implications include integrating the dimensions of transformational leadership, building employee character and creating a safe work environment for employees' psychology."

"[ABSTRAKPenelitian ini bertujuan melihat hubungan antara voice efficacy dan psychological safety dengan employee voice behavior dengan persepsi bawahan terhadap perilaku etis atasan sebagai moderator. Employee voice behavior diukur dengan menggunakan alat ukur dari Van Dyne dan LePine (1998), psychological safety diukur dengan alat ukur yang dikembangkan oleh Edmondson (1999), dan persepsi bawahan terhadap perilaku etis atasan diukur melalui Ethical Leadership Scale (Brown, Treviño, & Harrison, 2005). Hasil analisis menggunakan 244 data peer-report employee voice behavior dari sampel penelitian yaitu karyawan level pelaksana di Direktorat Jenderal Y menunjukkan bahwa voice efficacy berhubungan dengan employee voice behavior (𝛽=0,139;𝑝<0,05). Akan tetapi penelitian ini tidak menemukan dukungan bahwa psychological safety berhubungan dengan employee voice behavior (𝛽=0,006;𝑝>0,05) maupun efek moderasi persepsi bawahan terhadap perilaku etis atasan pada hubungan antara voice efficacy dan employee voice behavior (𝛽=−0,108;𝑝>0,05) . Sebanyak 7,3% varians dari employee voice behavior dapat dijelaskan oleh model penelitian ini. Dari segi teoretis, penelitian ini menyarankan untuk mengadakan penelitian longitudinal dan mengontrol variabel lain yang berhubungan dengan employee voice behavior. Dari segi manajerial, penelitian ini memberikan saran kepada manajemen Sumber Daya Manusia dengan membuat desain organisasi maupun coaching yang dapat meningkatkan employee voice behavior karyawan di dalam organisasi.

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ABSTRACTThis study investigates the relationship between voice efficacy and psychological safety with employee voice behavior and the role of subordinate perceptions of supervisor’s ethical behavior as a moderator to voice efficacy- employee voice behavior relationship. Employee voice behavior was measured using the scale developed by Van Dyne and LePine (1998), psychological safety was measured by scale developed by Edmondson’s (1999), and subordinate perceptions of supervisor’s ethical leadership was measured using Ethical Leadership Scale (Brown, Treviño, & Harrison, 2005). The analysis using 244 peer-reported employee voice behavior data from Direktorat Jenderal Y shows that voice efficacy is related to employee voice behavior (𝛽=0,139;𝑝<0,05). The results also show that there is no relationship between psychological safety and employee voice behavior(𝛽=0,006;𝑝>0,05), neither the subordinate perceptions of supervisor’s ethical behavior moderates relationship between voice efficacy and employee voice behavior (𝛽=−0,108;𝑝>0,05). Moreover, 7,3% variance of employee voice behavior can be explained by the research model. From the theoretical side, this research suggests future research to consider longitudinal design and controlling for more employee voice behavior related factors. From the managerial side, this research suggests the Human Resource Management to establish the organization design and coaching that enables employee voice behavior., This study investigates the relationship between voice efficacy and psychological safety with employee voice behavior and the role of subordinate perceptions of supervisor’s ethical behavior as a moderator to voice efficacy- employee voice behavior relationship. Employee voice behavior was measured using the scale developed by Van Dyne and LePine (1998), psychological safety was measured by scale developed by Edmondson’s (1999), and subordinate perceptions of supervisor’s ethical leadership was measured using Ethical Leadership Scale (Brown, Treviño, & Harrison, 2005). The analysis using 244 peer-reported employee voice behavior data from Direktorat Jenderal Y shows that voice efficacy is related to employee voice behavior (𝛽=0,139;𝑝<0,05). The results also show that there is no relationship between psychological safety and employee voice behavior(𝛽=0,006;𝑝>0,05), neither the subordinate perceptions of supervisor’s ethical behavior moderates relationship between voice efficacy and employee voice behavior (𝛽=−0,108;𝑝>0,05). Moreover, 7,3% variance of employee voice behavior can be explained by the research model. From the theoretical side, this research suggests future research to consider longitudinal design and controlling for more employee voice behavior related factors. From the managerial side, this research suggests the Human Resource Management to establish the organization design and coaching that enables employee voice behavior.]"

"ABSTRAKPenelitian ini bertujuan untuk mengeksplorasi dan menjembatani keberhasilan akuisisi dari sisi sumber daya manusia khususnya terkait gaya kepemimpinan dari pengakuisisi terhadap keamanan psikologis karyawan EPS target akuisisi. Penelitian ini menganalisis tentang leadership trust dan visibilitas kepemimpinan, proses integrasi, dan deal status terhadap keamanan psikologis karyawan target pasca-akuisisi sebagai variabel dependen. Deal status diketahui memiliki efek moderasi pada pengaruh dari visibilitas kepemimpinan terhadap EPS. Hasil penelitian menunjukkan bahwa visibilitas kepemimpinan tidak berpengaruh signifikan terhadap EPS sementara leadership trust memiliki pengaruh positif terhadap EPS. Penelitian juga menganalisis fase akuisisi yang diwakili oleh proses integrasi dan status kesepakatan dan hasilnya hanya proses integrasi yang berpengaruh signifikan positif terhadap EPS. Kualitas komunikasi memiliki efek positif tertinggi dalam proses integrasi pasca-akuisisi, disisi lain power differential secara statistik terbukti memiliki efek positif tertinggi pada EPS dalam deal status pasca-akuisisi. Selain itu, terdapat efek moderasi murni yang dihasilkan dari deal status pada pengaruh dari visibilitas kepemimpinan terhadap EPS. Secara keseluruhan, penelitian ini memberikan kontribusi untuk menjelaskan tentang keahlian dan perilaku yang perlu diperhatikan bagi para pimpinan pengakuisisi untuk menjamin keamanan psikologis karyawan target.

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ABSTRACTThis research aims to explore and bridge the gap of the acquisition success from human resources side particularly in acquiring rsquo s leadership style to acquired rsquo s employee psychological safety EPS . This study captures employees rsquo perceive about leadership trust and leadership visibility of acquiring leaders, integration process, and deal status toward their psychological safety post acquisition as dependent variable. Deal status was known has moderating effect on leadership visibility to EPS. The results show that leadership visibility has no significant effect on EPS while leadership trust positively affects the EPS. When we examine acquisition phase which is represented by integration process and deal status only the integration process has positively significant effect on EPS. Communication quality has the highest positive effect in post acquisition integration process, otherwise power differential statistically proved has the highest positive effect on EPS in post acquisition deal status. Furthermore, there is pure moderating effect resulting from deal status on leadership visibility. Overall, this study contributes to further explanation about what are important skill and behavior that need to be considered for leaders to gain target employees rsquo psychological safety."

"ABSTRAKPenelitian ini bertujuan untuk melihat pengaruh dari leader member exchange, human resource management practices, dan psychological empowerment terhadap extra role performance dengan mediasi organizational commitment pada karyawan Indonesia di Kedutaan X. Responden penelitian ini berjumlah 280 karyawan Indonesia di Kedutaan X. Model penelitian menggunakan 7 hipotesis yang diuji oleh Structural Equation Modeling SEM .Hasil penelitian menyatakan bahwa organizational commitment berpengaruh positif dan signifikan terhadap extra role performance. Organizational commitment memediasi hubungan antara leader member exchange, human resource management practices, dan psychological empowerment dengan extra role performance.Kata kunci: leader member exchange, human resource management practices, psychological empowerment, extra role performance, organizational commitment.

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ABSTRACTThis study aims to know the impact between leader member exchange, human resource management practices, and psychological empowerment on extra role performance mediated by organizational commitment of Indonesian employee at Embassy X. This study using 280 respondents of Indonesian employees at Embassy X and Structural Equation Model SEM method is used for analyzing data.The results declare that organizational commitment is positively related to extra role performance and acts as mediator between leader member exchange, human resource management practices, psychological empowerment and extra role performance. "