Hasil Pencarian  ::  Simpan CSV :: Kembali

Abstrak :

Tujuan dari penelitian ini adalah untuk menguji peran dari status kepegawaian dalam memoderasi hubungan antara kepemimpinan transformasional dengan komitmen terhadap perubahan dengan pelatihan kepemimpinan transformasional sebagai intervensi. Samplenya merupakan karyawan PT QRS, sebuah perusahaan minyak dan gas multi nasional (status kontrak dan status permanen). Teknik sampel yang digunakan yaitu accidental sampling. Sampel berjumlah 221 karyawan dengan pembagian 100 orang merupakan karyawan kontrak dan 121 merupakan karyawan tetap. Teknik analisis yang digunakan yaitu teknik regresi moderasi menggunakan macro process Hayes pada SPSS. pearson product moments dan process macro hayes. Hasil uji hipotesis menunjukkan bahwa status kepegawaian secara siknifikan memoderasi hubungan antara kepemimpinan transformasional dengan komitmen terhadap perubahan. Status kepegawaian tetap memberikan efek yang lebih besar dalam memoderasi hubungan antara kepemimpinan transformasional dan komitmen terhadap perubahan dibandingkan dengan status kepegawaian kontrak. Intervensi pelatihan kepemimpinan transformasional secara efektif meningkatkan pengetahuan paraa peserta terkait kepemimpinan transformasional.

 

 

 

---

The purpose of this study was to examine the effect of employment status role in moderating the relationship between transformational leadership and commitment to change with transformational leadership training as an intervention. Samples were contract and permanent employees of PT QRS, a multinational oil and gas company. This study used a accidental sampling technique to get 221 employees consisting of 100 contract employees and 121 permanent employees. The analysis technique used was moderation regression with Macro Process Hayes. Hypothesis test results showed that employment status significantly moderated the relationship between transformational leadership and commitment to change. Permanent status employment had higher effect than contract status employment. The result of transformational leadership training, as an intervention, was effectively improved the knowledges of all participants related to transformational leadership.

 

 

Abstrak :
Pada lingkungan bisnis yang dinamis, perusahaan menghadapi ketidakpastian yang semakin tinggi. Perubahan ini mengharuskan perusahaan untuk merespons secara berbeda dengan mempertimbangkan perubahan lingkungan dan kemampuan dinamis perusahaan dalam mengatasi lingkungan atau bahkan dalam membentuk lingkungan. Akibatnya, banyak perusahaan melakukan transformasi organisasi untuk memperbarui strateginya. Namun, transformasi organisasi dapat membuat identitas organisasi yang ambigu. Identitas organisasi yang ambigu dapat mengarahkan manajer ke tindakan strategis yang salah yang bertentangan dengan tujuan perusahaan. Dengan demikian, transformasi organisasi harus dikelola dengan baik melalui kepemimpinan transformasional untuk memperkuat komitmen organisasi dalam mencapai tujuan perusahaan. Penelitian ini menguji faktor-faktor yang mempengaruhi penguatan identitas organisasi pada PT Telkom Indonesia sebagai salah satu perusahaan besar di Indonesia. Penelitian ini menguji hipotesis dengan menggunakan SEM PLS. Temuan utama dari penelitian ini menunjukkan bahwa identitas organisasi sangat dipengaruhi oleh kepemimpinan transformasional dan faktor lingkungan eksternal. Hal ini berimplikasi secara teoritis dan manajerial. Secara teoritis, penelitian ini berkontribusi memperkaya konsep organisasi dan memberikan arah kepada manajer dalam memperkuat identitas organisasi. Dengan demikian, tingkat manajerial dapat menciptakan identitas organisasi yang kuat dengan menciptakan kepemimpinan transformasional. ......In a dynamic business environment, firms face increasingly high uncertainty. This change requires firms to respond differently taking into account both the environmental changes and the dynamic capabilities of the firms in coping with the environment or even in shaping the environment. Consequently, many firms do the organizational transformation to the renewal of their strategies. Even though, the organizational transformation can make the ambiguous organizational identity. Yet, the ambiguous organizational identity can direct managers to the wrong strategic actions which are contrary to company goals. Thus, the organizational transformation should be adequately managed through transformational leadership to strengthen organizational commitment in achieving company goals. This research examines the factors influencing the strengthening of organizational identity on PT Telkom Indonesia as one of large firm in Indonesia. This research examines the hypothesis by using SEM PLS. The main findings of this research indicate that organizational identity is strongly related to transformational leadership and external environmental factors. This result has theoretical and managerial implications. Theoretically, this research enriches the organizational concept and managerially gives direction to managers to strengthen organizational identity. Thus, managers can create a strong organizational identity by creating transformational leadership.

Abstrak :
ABSTRAK
Penelitian ini bertujuan untuk memperoleh bukti empiris mengenai dampak dari budaya organisasi dan kepemimpinan terhadap Enterprise Risk Management (ERM), serta contingent fit ERM terhadap kinerja perusahaan. Pada variabel kinerja perusahaan, penelitian ini menggunakan dua pengukuran yang terdiri dari kinerja akuntansi perusahaan (yang diukur dengan return on assets-ROA) dan kinerja pasar perusahaan (yang diukur dengan price to book value-PBV). Penelitian ini menggunakan model contingent fit yang digunakan oleh Gordon et al. (2009), dengan perubahan pada variabel kontinjensi yang terdiri dari efektivitas komite pemantau risiko, jenis budaya organisasi, dan kepemimpinan transformasional. Penelitian ini menggunakan bantuan software analisa Nvivo untuk analisa laporan tahunan perusahaan terkait dengan jenis budaya organisasi dan kepemimpinan transformasional. Sebanyak 223 firm-year observations yang diperoleh dari perusahaan perbankan yang terdaftar di Bursa Efek Indonesia dijadikan sampel penelitian ini, dengan rentang periode 2013-2018. Hasil penelitian menunjukkan bahwa efektivitas komite pemantau risiko berpengaruh terhadap ERM. Sementara itu budaya organisasi tipe create berpengaruh positif terhadap ERM. Penelitian ini kemudian menemukan terdapat pengaruh dari contingent fit ERM terhadap kinerja akuntansi perusahaan. Sementara itu, penelitian ini tidak menemukan pengaruh dari contingent fit ERM terhadap kinerja pasar perusahaan.

---

ABSTRACT
The objective of this study is to obtain empirical evidence regarding the effect from organizational culture and leadership towards Enterprise Risk Management (ERM), also how the contingent fit of ERM impacts firm performance. This study used return on assets (ROA) as proxy of accounting-based performance and price to book value (PBV) as proxy of market-based performance. Using contingency model proposed by Gordon et al. (2009), these contingency variables were changed with the effectivity of risk comittee, organizational culture type, and transformational leadership. This study used Nvivo analysis software in analyzing the content of annual report to obtain the information regarding organizational culture type and transformational leadership. Data used on this study based on 223 firm-year observations that listed on Indonesia Stock Exchange, with period range from 2013 until 2018. The results show that the effectivity of risk oversight committee has negative impact to the effectivity of ERM, whereas different results happened when create culture type is being adopted by the sample company. When the contingent fit is being tested with firm performance, there were different effect towards both of them. However, there are similarities in results obtained in control variables, which indicate the firms must consider broader view in implementing ERM practices.

Abstrak :
Penelitian dilakukan untuk mengetahui pengaruh gaya kepeimpinan transformasional sebagai faktor pendorong terciptanya perilaku organizational citizenship behaviors melalui mediasi keterlibatan kerja dan transfer pelatihan pada karyawan perusahaan startup di Indonesia. Responden penelitian adalah karyawan perusahaan startup di Indonesia yang telah mendapatkan pelatihan secara formal, pembelajaran informal, maupun pendidikan non-formal dalam bentuk sertifikasi selama bekerja. Total responden dalam penelitian ini berjumlah 240 orang dan structural equation modelling digunakan sebagai metode analisis data. Hasil penelitian menunjukkan bahwa kepemimpinan transformasional memberikan pengaruh signifikan terhadap terciptanya organizational citizenship behaviors, baik secara langsung, maupun tidak langsung dengan dimediasi oleh keterlibatan kerja dan transfer pelatihan. ......This study aims to determine the impact of transformational leadership style as a driving factor for employees to exhibit organizational citizenship behavior through mediation of work engagement and transfer of training on start-up companies in Indonesia. Respondents are employees of startup companies in Indonesia that have received formal training, informal learning, and non-formal education as well. Total respondents in this study were 240 employees and structural equation modeling is used as analysis method. The results showed that transformational leadership has a significant direct effect towards organizational citizenship, as well as indirectly through mediation of and training transfers.

Abstrak :
[ABSTRAK
Ebert & Griffin (2013) mengungkapkan bahwa transformasional leadership berfokus pada pentingnya memimpin perubahan. Studi Herold et al. (2008) menemukan bahwa transformasional leadership memiliki hubungan yang lebih kuat terhadap Commitment to Change karyawan ketimbang kepemimpinan perubahan (change leadership). Beugre et al. (2006) menyebutkan bahwa transformational leadership tidak sekedar karakter personal pemimpin, namun juga distimulus oleh lingkungan yang dihadapi organisasi. Sedangkan Studi Nasir et al. (2014) menyebutkan bahwa faktor eksternal mempengaruhi Commitment to Change karyawan. Terkait hal itu, penelitian ini ingin megetahui pengaruh lingkungan perusahaan (task environment) terhadap Commitment to Change karyawan dan bagaimana peran transformational leadership diantara keduanya. Penelitian ini dilakukan pada PT. KAI Commuter Jabodetabek (PT. KCJ), yaitu anak perusahaan PT. Kereta Api Indonesia yang menyelenggarakan pengusahaan pelayanan jasa angkutan kereta api commuter dengan menggunakan sarana kereta rel listrik (KRL) di wilayah Jakarta, Bogor, Depok, Tangerang (Serpong) dan Bekasi. Sebanyak 101 kuisioner dibagikan kepada seluruh karyawan tetap pada level pelaksana (staff 2 s/d senior supervisor) PT. KCJ yang berkantor di kantor pusat Stasiun Juanda, dan kuisioner yang kembali sebanyak 68. Hasil penelitian menunjukkan bahwa transformasional leadership memediasi penuh hubungan tidak langsung antara task environment dengan ketiga dimensi Commitment to Change (Affective, Continuance, dan Normative).

---

ABSTRACT
Ebert & Griffin (2013) argues that transformational leadership focuses on the importance of leading change. Study Herold et al. (2008) found that transformational leadership has a stronger relationship to the Commitment to Change of employees rather than change leadership. Beugre et al. (2006) argues that the transformational leadership is not just a personal character of a leader, but also induced by the organisation environment. While a study by Nasir et al. (2014) mentions that the external factors affecting employees Commitment to Change. Correspondingly, this study aims to examine the relationship between task environment and Commitment to Change of employees and the role of transformational leadership as a mediator. This study was conducted at PT. KAI Commuter Jabodetabek (PT. KCJ), a subsidiary of PT. Kereta Api Indonesia which organize the operation of urban railway services by electric train in Jakarta, Bogor, Depok, Tangerang (Serpong) and Bekasi. Total 101 questionnaires were distributed to all permanent employees (implementer level, staff 2 - senior supervisor) of PT. KCJ who are based at the head office in Juanda Station, and 68questionnaires were returned. Results show that transformational leadership fully mediates indirect relationship between task environment andall dimension of Commitment to Change (Affective, continuance and Normative).;Ebert & Griffin (2013) argues that transformational leadership focuses on the importance of leading change. Study Herold et al. (2008) found that transformational leadership has a stronger relationship to the Commitment to Change of employees rather than change leadership. Beugre et al. (2006) argues that the transformational leadership is not just a personal character of a leader, but also induced by the organisation environment. While a study by Nasir et al. (2014) mentions that the external factors affecting employees Commitment to Change. Correspondingly, this study aims to examine the relationship between task environment and Commitment to Change of employees and the role of transformational leadership as a mediator. This study was conducted at PT. KAI Commuter Jabodetabek (PT. KCJ), a subsidiary of PT. Kereta Api Indonesia which organize the operation of urban railway services by electric train in Jakarta, Bogor, Depok, Tangerang (Serpong) and Bekasi. Total 101 questionnaires were distributed to all permanent employees (implementer level, staff 2 - senior supervisor) of PT. KCJ who are based at the head office in Juanda Station, and 68questionnaires were returned. Results show that transformational leadership fully mediates indirect relationship between task environment andall dimension of Commitment to Change (Affective, continuance and Normative)., Ebert & Griffin (2013) argues that transformational leadership focuses on the importance of leading change. Study Herold et al. (2008) found that transformational leadership has a stronger relationship to the Commitment to Change of employees rather than change leadership. Beugre et al. (2006) argues that the transformational leadership is not just a personal character of a leader, but also induced by the organisation environment. While a study by Nasir et al. (2014) mentions that the external factors affecting employees Commitment to Change. Correspondingly, this study aims to examine the relationship between task environment and Commitment to Change of employees and the role of transformational leadership as a mediator. This study was conducted at PT. KAI Commuter Jabodetabek (PT. KCJ), a subsidiary of PT. Kereta Api Indonesia which organize the operation of urban railway services by electric train in Jakarta, Bogor, Depok, Tangerang (Serpong) and Bekasi. Total 101 questionnaires were distributed to all permanent employees (implementer level, staff 2 - senior supervisor) of PT. KCJ who are based at the head office in Juanda Station, and 68questionnaires were returned. Results show that transformational leadership fully mediates indirect relationship between task environment andall dimension of Commitment to Change (Affective, continuance and Normative).]