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Abstrak :
Budaya perusahaan ak.'sa.ra yang dilandasi pemikiran kreatif membuat perusahaan tersebut memberikan kebebasan berpikir kepada seluruh pegawainya. Setiap pegawai ak.'sa.ra dianggap sebagai "Orang Kreatif" yang diharapkan mampu menyampaikan pesan dan esensi dari setiap karya literatur dan produk yang dijual oleh ak.'sa.ra kepada seluruh pelanggannya. Pegawai toko ak.'sa.ra atau yang disebut sebagai pelayanan pelanggan ak.'sa.ra merupakan ujung tombak perusahaan yang akan berhadapan langsung dengan setiap pelanggan ak.'sa.ra yang pada akhirnya akan menentukan kualitas pelayanan perusahaan tersebut. Metode penelitian yang digunakan di dalam penelitian ini adalah pendekatan kualitatif yang dilakukan dengan pengamatan terlibat dan wawancara mendalam. Penelitian ini fokus kepada proses pembentukan dan penerapan budaya perusahaan "Orang Kreatif" yang ditujukan untuk seluruh pegawai ak.'sa.ra khususnya pelayanan pelanggan ak.'sa.ra serta untuk mengetahui kualitas pelayanan pelayanan pelanggan ak.'sa.ra terhadap pelanggan ak.'sa.ra ......ak.sa.ra's corporate culture that based on creative ideas had made the company give freedom of thought to all employees. Every employee in ak.sa.ra's is considered as "Creative People" who are expected to deliver the message and essence of every piece of literature and products that sold by ak.sa.ra's to all its customers ak.sa.ra's store clerk or the so called ak.sa.ra's customer service is the company spearheading that will be dealing directly with each customer which will ultimately determine the quality of ak.sa.ra's customer service Research methods used in this study is a qualitative approach with participant observation and in depth interview This research focuses on the formation and implementation of "Creative People" corporate culture devoted to all ak.sa.ra's employees especially ak.sa.ra's customer service as well as to determine the quality of services to ak.sa.ra's customers

Abstrak :
Penelitian ini bertujuan untuk mengetahui bagaimana pengaruh Job Characteristics terhadap Employee Engagement. Employee engagement atau keterikatan karyawan merupakan evolusi baru dari penelitian-penelitian terdahulu terkait kepuasan dan komitmen karyawan. Melalui engaging employee maka tingkat kekuatan perusahaan dan keunggulan bersaing dalam pasar dapat dicapai. Penelitian ini dilakukan pada PT. Wijaya Karya Beton Head Office. Pendekatan penelitian ini adalah pendekatan kuantitatif dengan teknik pengumpulan data melalui penyebaran kuesioner. Teknik analisis data yang digunakan dalam penelitian ini adalah regresi linier sederhana. Hasil pengujian hipotesis menunjukkan adanya pengaruh secara positif dan signifikan dari Job Characteristics terhadap Employee Engagement. Artinya, H0 ditolak dan H1 diterima. ...... This study aims to determine the influence of Job Characteristics on Employee Engagement. Employee engagement is a new evolution of the previous studies related to employee satisfaction and commitment. through engaging employees the company's level of strength and competitive advantage in the marketplace can be achieved. The research was conducted at PT. Wijaya Karya Beton Head Office. The approach of this study is a quantitative approach, data collection techniques is through questionnaires. Data analysis techniques used in this study is a simple linear regression. The results of hypothesis testing indicate a positive and significant influence of Job Characteristics to Employee Engagement. That is mean, H0 rejected and H1 accepted.

Abstrak :
Penelitian ini bertujuan untuk mengetahui apakah ada hubungan yang signifikan antara Work Values dan Followership pada Pegawai Negeri Sipil. Pengukuran followership menggunakan alat ukur Kelley's Followership Questionnaire (Kelley, 1992) dan pengukuran work values menggunakan alat ukur Work Values Inventory (Wu, 1996). Penelitian melibatkan 300 PNS pada tiga instansi pemerintah di Jakarta. Dengan tehnik korelasi Pearson disimpulkan bahwa terdapat hubungan yang signifikan antara work values dan followership (r = .613, n = 300, p<.01, two-tails). Dengan demikian berarti 37,5% variasi skor yang terjadi pada followership dapat dijelaskan oleh work values, khususnya melalui sub variabel, self growth, self realization, self esteem, social interaction consideration dan security and economic consideration. ...... This study aims to determine whether there is a significant relationship between Work Values ​​and Followership in the Civil Service. Followership measurement using Kelley's Followership Questionnaire (Kelley, 1992) and measurement of work values ​​using Work Values ​​Inventory (Wu, 1996). The study involved 300 civil service in three ministries in Jakarta. With the Pearson correlation technique concluded that there was a significant relationship between work values ​​and followership (r = .613, n = 300, p <.01, two-tails). Thus implies a 37.5% variation in scores that occurred on followership can be explained by the work values​​, particularly through the sub-variables, self growth, self realization, self esteem, social interaction and economic security consideration and consideration.

Abstrak :
Penelitian ini mengkaji tentang niat untuk berhenti karyawan PT XYZ, perusahaan yang bergerak di bidang jasa industri minyak dan gas. Untuk mengkaji niat karyawan PT XYZ untuk berhenti bekerja, peneliti menguji persepsi terhadap sistem kompensasi dan komitmen organisasi sebagai variabel bebas penelitian. Penelitian ini menggunakan analisis kuantitatif, analisis regresi untuk melihat pengaruh persepsi sistem kompensasi dan komponen komitmen organisasi terhadap niat untuk berhenti dari perusahaan. Hasil analisis regresi komitmen dan persepsi kompensasi terhadap niat untuk berhenti diperoleh R² = 0.549 dengan p = 0.000. Hasil tersebut menunjukkan bahwa kedua variabel secara bersama-sama mempengaruhi niat untuk berhenti sebesar 54.9% dan 45.1% dipengaruhi oleh faktor lain. Lebih lanjut ditemukan bahwa dimensi afektif dan kontinuans memiliki pengaruh yang signifikan terhadap niat untuk berhenti. Komitmen afektif memiliki nilai B = -2.925 pada p = 0.001 dan komitmen kontinuans memiliki nilai B = -1.701 pada p = 0.050. Hal ini menunjukkan bahwa peningkatan dari komitmen afektif dan komitmen kontinuans dapat menurunkan niat untuk berhenti pada karyawan PT XYZ. Berdasarkan temuan tersebut peneliti merancang intervensi pengembangan organisasi yang berfokus pada metode human process dan human resource management ......This research aims to study the intention to leave of PT XYZ’s employees, a company which is engaged in oil and gas services. This research focuses on finding out the influence of the perception of the employees on compensation system and organization commitment toward the intention to leave of the employees of PT XYZ. This research uses quantitative analysis; regression analysis is used to find out the influence of perception of compensation system and component of organization commitment on employees’ intention to leave. The result of commitment regression analysis and perception of the employees on compensation system toward the intention to leave is R² = 0.549 with p = 0.000. It shows that both variables simultaneously influence the intention to leave 54.9% and the rest (45.1%) is influenced by other factors. In addition, it is found that affective and continuance dimensions have a significant influence on the intention to leave. The affective commitment has B = -2.925 on p = 0.001 and continuance commitment are able to decrease the intention to leave of the employees of PT XYZ.. Based on those results, it is suggested that an intervention of organizational development focusing on human process orientation and human resource management be applied.

Abstrak :
Penelitian ini bertujuan untuk melihat hubungan self-directed dan value-driven yang dimoderasi oleh person-organization fit terhadap komitmen afektif karyawan. Penelitian ini merupakan penelitian kuantitatif yang menggunakan Protean Career Attitude Scale untuk mengukur self-directed dan value-driven, Affective Commitment Scale untuk mengukur komitmen afektif, dan Person-Organization Scale untuk mengukur person-organization fit. Penelitian ini dilakukan pada 158 karyawan Generasi Y di berbagai sektor pekerjaan. Hasil penelitian ini menunjukkan bahwa self-directed B = .08, SE B = .06, 95 BCa CI [-.04, .20], p > .05 tidak memiliki hubungan pada komitmen afektif. Ditemukan juga bahwa person-organization fit memoderasi hubungan value-driven pada komitmen afektif B = -.08, SE B = .04, 95 BCa CI [-.15, .00], p < .05 . Hasil penelitian ini dapat berkontribusi dalam membantu organisasi dalam merangkul karyawan Generasi Y untuk lebih berkomitmen dengan tempat bekerjanya. Sikap karier protean, komitmen afektif, person-organization fit. ...... This research aimed to examine the effects of self directed and value driven which moderated by person organization fit towards employees rsquo affective commitement. Additionally, this was a quantitave research that used Protean Career Attitude Scale to measure self directed and value driven, Affective Commitemnt Scale to measure affective commitement, and Person Organization Fit Scale to measure person organization fit. Participants of this research were 158 Generation Y employees in various work sectors. The results of this research showed that self directed B .08, SE B .06, 95 BCa CI .04, .20 , p .05 had no significant effect to affective commitment. Whilst this research also showed that person organization moderated the effect of value driven to affective commitment B .08, SE B .04, 95 BCa CI .15, .00 , p .05 . The results of this research can give some understanding to companies on how to make Generation Y employees more affectively commited with the place they work for.

Abstrak :
Tujuan dari penelitian ini adalah untuk melihat peran komitmen organisasi afektif sebagai mediator tentang hubungan antara ketidakamanan kerja dan kinerja. Peserta Penelitian ini dilakukan pada karyawan pada perusahaan start up yang berjumlah 124 orang. Penelitian ini merupakan penelitian kuantitatif dengan desain korelasional. Data dikumpulkan menggunakan Skala Kerawanan Pekerjaan Kuesioner dan Skala Kinerja Tugas diadaptasi oleh Piccoli et al., (2017), serta Organizational Commitment Questionnaire yang diadaptasi oleh Bohle et al., (2018). Metode pengolahan data penelitian menggunakan SPSS versi 23.0. Hasil dari Penelitian menunjukkan bahwa komitmen organisasi afektif dapat menjadi perantara hubungan parsial antara ketidakamanan kerja dan kinerja. ...... The purpose of this study was to examine the role of affective organizational commitment as a mediator on the relationship between job insecurity and performance. Participants This research was conducted on employees at start-up companies, amounting to 124 people. This research is a quantitative study with a correlational design. Data were collected using the Job Insecurity Questionnaire Scale and the Task Performance Scale adapted by Piccoli et al., (2017), and the Organizational Commitment Questionnaire adapted by Bohle et al., (2018). The research data processing method uses SPSS version 23.0. The results of the study indicate that affective organizational commitment can mediate a partial relationship between job insecurity and performance.

Abstrak :
"The business leader’s guide to creating a great workplace from the Great Place to Work(r) Institute. In this follow-up guide to The Great Workplace, experts from Great Place to Work(r) Institute, Inc. reveal the most common excuses managers use for why they can’t create a great workplace. Authors Jennifer Robin and Michael Burchell poke holes in every single excuse. Whether the reasons involve the organization’s leadership, employees, environment, or any other factor, the authors explain that if managers lead people properly, they can create a great workplace. The authors explore how managers can interrupt their own negative thought patterns and instead create lasting change, and they describe how great workplaces have surmounted very real difficulties with aplomb. Includes case studies, stories, tips, and tools for managers who want to transform their organizations From the experts at the Great Place to Work(r), a global research, consulting, and training firm that operates in nearly 50 countries Proves that any and every organization can change for the better when managers have the right tools and mindset Creating a place where people want to work and want to succeed is the primary key to success for every manager. No Excuses shows that managers in any organization can transform their workplace--if they’ll only get out of their own way first"-- Provided by publisher.