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"Latar belakang dan TujuanRumah sakit tidak bisa dipisahkan dari peran para perawatnya. Kini rumah sakit lebih rnenyarupai suatu industri kesehatan dengan segala tuntutan maupun dampaknya, antara lain stres kerja yang berinteraksi dengan faktor-faktor sosiodemografis, kardiavaskuler, dan lingkungan dapat menjadi salah sate penyebab timbulnya hipertensi. Penelitian ini bertujuan untuk mengetahui adanya hipertensi dikaitkan dengan faktor stresor kerja dan faktor lain yang berhubungan pada perawat di suatu rumah sakit di JakartaMetodePenelitian ini menggunakan disain potong lintang, dengan pendekatan analisa rev-Iasi Cox. N1mgal:km1 diagnose hiperteasi sesuai kritaria dalarn The Seventh Report of The Joint National Committee On Prevention, Detection, Evaluation, And Treatment of High Blood Pressure (JNC VII). Data yang dikumpulkan meliputi karakteristik sosiodemograli, karakteristik lingkungan kerja, pengukuran tekanan darah, pengukuran indeks masa tubuh (oleh Laboratory Unit SEAMED-TROPMED RCCN - UI), dan pengukuran sires kerja dengan menggunakan kuesioner Survai Diagaastik Sires. Penelitian dilaksanakan pada 233 perawat suatu tumah sakit di Jakarta, tahun 2006.HasilDari 233 subjek penelitian 85 orang dikeluarkan dengan kriteria prahipertensi, selanjutaya dari pengoiahan 148 subjek diperoleh 37 (15,8%) subjek dengan hipertensi stadium 1 & 2. Risiko hipertensi berkaitan dengan stresor kerja ketaksaan peran secara moderat (RR suaian=1,95; 95%CI=0,98-3,86; p=0,055). Faktor yang berpengaruh secara bermakna terhadap risiko hipertensi meliputi: jenis kelamin dimana laki-laki memiliki risiko hampir 4 kali lipat menderita hipertensi dibandingkan perempuan (RR suaian=3,85; 95%CI=1,90-7,80; p=0,000); indeks masa tubuh berlebih 1 gemuk memiliki risiko 2,25 kali lipat untuk menderita hipertensi dibandingkan normal (RR suaian=2,25; 95%CI=1,08-4,69; p=0,030); serta masa kerja lebih dari 21 tahun berisiko 2,32 kali lipat untuk menderita hipertensi dibandingkan mereka yang mesa kerjanya kurang dari 10 tabun (RR suaian2,32; 95%CI=1,03-5,17; p O,007), sedangkan mesa kerja lebih dad 10 tahun-20 tahun (RR suaian'2,22; 95%CI=0,91-5,41; p=1,101) dan adanya keluarga sedarah yang menderita hipertensi (RR suaian=1,76; 95%CI=0,88-3,51; p=0,105) berpengaruh secara moderat (p< 0,25).KesimpulanStresor kerja ketaksaan peran mempertinggi risiko hipertensi secara moderat, faktor sosiodemografis lebih berperan oleh karena itu perlu intervensi yang tepat untuk mencegahnya.

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Background

Hospital service including nursing service as one of its major role, is now changing from just health and care of patients into health industries with high demznds and responsibilities. This situation an create job stresses, which may produce hypertension when interacted with sociodemographic, genetic, cardiovascular and environmental factors. The objective of this study is to obtain the relationship between hypertension and job stress and other associated factors among nurses in X hospital.

Methods

This study used cross-sectional methods with Cox's-regression analyses, for 233 nurses in a semi military hospital in Jakarta, in 2006. Hypertension was diagnosed in accordance to The Seventh Report of The Joint National Committee On Prevention, Detection, Evaluation, And Treatment Of High Blood Pressure (INC V'1) criteria. Collected data included sociademographic-environmental characteristics, BP and BMI measurements (HMI measured by Laboratory Unit SEAMEO-TROPMED RCCN - UI), and job stressors characteristics measured with an Indonesian version of The `Survei Diagnostik stres' questionnaire. Adjustments were made far possible confounders. The analyses were repeated for stratified categories of role ambiguity, gender, BMI, and familial traits for hypertension.

Results

The study revealed that from 233 subject 37 (15,8%) was diagnosed for hypertension stage 1 & 2. The analyses was on 148 subjects as 85 were excluded due to being diagnosed for Prehypertens ion. A moderate relationship was found between the risk of hypertension and the role ambiguity as job stresor (RR adjuste&1,95; 95%CI=0,98-3,86; per,055). Other factors showed strong relationship with hypertension due to job stresses are: "gender. malt has nearly 4 times to get risk of hypertension compared to female (RRa' 3,85; 95%CI=1,90-7,80; p=0,000); 2 BMI greater than 25 kgfm2 (RRa-2,25; 95%CI=1,08-4,69; p=0,030); 33 working at the same place more than 20 years (RRa=,32; 95%CI=1,03-5,17; p-A007). On the other hand working more than 10 years (RRa 2,22; 95%CI=0,91-5,41;p=0,101) and familial trait for hypertension (R.Rt 1,76; 95%CI=0,88-3,51; p=0,105) show a moderate relationship to hypertension due to job stress.

Conclusion:

Role ambiguity as a part of job stressors moderately increases the risk of hypertension, while genetic - sociodemographicfactors play more important roles in increasing the risk. Therefore, intervention is greatly needed to manipulate genetic-sociodemogragphic factors to prevent hypertension with its side effects.

Abbreviations:

BP, blood pressure; BM1, body mass index; SEAMEO-TROPMED RCCN - UI, Southeast Asian Ministers of Education Organization -- Tropical Medicine and Public Health regional Center fo Community Nutrition - University of Indonesia; RRa, relative risk adjusted."

"Perubahan dinamika lingkungan pada suatu perusahaan baik dari sisi internal maupun eksternal membutuhkan tindakan yang mengintegrasikan manajemen stratejik dengan kepemimpinan. Sejauh mana seseorang dapat dipercaya menjadi pemimpin yang secara langsung dapat mempengaruhi lingkungan dan memiliki dampak substansial terhadap persepsi lingkungan dan rekasi terhadapnya. Peran pemimpin sebagai penghubung kedua sisi tersebut untuk mewakili kepentingan dari pandangan internal organisasi terhadap kepentingan dan pandangan kelompok luar serta mampu menyeimbangkan keduanya (boundary spanner). Pada sektor perbankan kompleksitas wewenang yang menjadi tanggungjawab pimpinan cabang dapat menimbulkan perilaku-perilaku yang tidak konsisten dan perannya semakin tidak terarah. Sebagai kepanjangan tangan dan membawa image dari perbankan, kantor cabang merupakan tempat terjadinya interaksi antara pegawai dengan nasabah. Aspek operasional dan marketing menjadi tugas pokok bagi branch manager untuk memadukan keduanya agar seimbang dan mencapai target yang telah ditetapkan oleh kantor pusat (headquarter). Menggunakan perspektif strategic leadership, melalui tipe kepemimpinan authentic leadership penelitian ini menyelidiki apakah terdapat pengaruh kepemimpinan otentik (authentic leadership) terhadap konflik peran (role conflict), ambiguitas peran (role ambiguity) dan kinerja tugas (task performance). Penelitian ini dilakukan di PT Bank Mandiri (Persero) Tbk, yang melibatkan 100 kepala cabang dari regional I hingga XII dengan model cabang yang berbeda. Penelitian ini menggunakan metode SEM, dengan tingkat respons lebih dari 66.7%. Hasil penelitian menunjukkan Authentic leadership memiliki pengaruh negatif terhadap tingkat role conflict dan role ambiguity namun dalam penelitian ini tidak berpengaruh secara signifikan. Sementara Authentic leadership memiliki terbukti memiliki pengaruh yang signifikan terhadap peningkatan task Performance. Serta role ambiguity memberikan pengaruh positif terhadap ketidakjelasan peran (role conflict). Penelitian ini memberikan keterbaruan, dimana peran kepemimpinan sebagai boundary spanner pada perusahaan perbankan yang besar memiliki tingkat konflik peran dan ambiguitas peran yang tidak begitu signifikan. Hal ini dikarenakan melalui pengembangan authentic leadership, pemimpin harus terbuka untuk beradaptasi terhadap lingkungan organisasi merupakan indikator terkuat dalam pencapaian kinerja.

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Changes in environmental dynamics in a company both internally and externally require actions that integrate strategic management with leadership. The extent to which a person can be trusted to be a leader who can directly influence the environment and have a substantial impact on environmental perceptions and reactions to them. The role of the leader as a liaison between the two sides is to represent the interests of the organization's internal views on the interests and views of the outside group and to be able to balance the two (boundary spanner).

In the banking sector, the complexity of the authority that is the responsibility of branch managers can lead to inconsistent behaviors and the role is increasingly undirected. As an arm and carry the image of the bank, the branch office is the place where interaction between employees and customers occurs. Operational and marketing aspects are the main tasks for branch managers to integrate the two to balance and achieve the targets set by the headquarter. Using the perspective of the leadership strategy, through the authentic leadership type this study investigated whether there was an influence of authentic leadership on role conflict, role ambiguity and task performance. These variables become a research material in the banking sector and have a relationship with banking performance.

This research was conducted at PT Bank Mandiri (Persero) Tbk, which involved 100 branch heads from regional I to XII with a branch model consisting of: Branch Offices (KC), Sub-Branch Offices (KCP) and Sub-Branch Offices of Business Partners (KCP MMU ). This research used the SEM method, with response rate of more than 66.7%. The results showed that authentic leadership has a negative effect on the role conflict and role ambiguity, but in this research hasn’t significant effect. While Authentic leadership has proven to have a significant effect on improving task performance and Role ambiguity has a positive influence on increasing role conflict. This study provides renewal, where the role of leadership as a boundary spanner in large banking companies has a level of role conflict and role ambiguity that is not too significant. Through the authentic leadership development with openness and willingness to adapt the organizational environment is the strongest indicator of performance achievement."

"Penelitian ini bertujuan untuk mengetahui pengaruh role ambiguity terhadap perceived organizational support pada karyawan PT ABC. Berdasarkan hasil identifikasi masalah organisasi, para karyawan menampilkan role ambiguity dan hal tersebut dianggap menjadi salah satu faktor yag menghambat munculnya perceived organizational support. Alat pengumpul data yang digunakan adalah kuisioner Role Ambiguity (Rizzo, House & Lirtzman, 1970) dan Survey of Perceived Organizational Support (Eisenberger, Huntington, Hutchison & Sowa, 1986). Partisipan penelitian berjumlah 118 orang karyawan yang dipilih secara random dari empat direktorat di PT ABC. Hasil uji regresi menunjukkan bahwa role ambiguity terbukti secara signifikan memengaruhi perceived organizational support (r = -,456, R2 = ,208, p < ,05). Artinya, penurunan role ambiguity dapat memunculkan terjadinya peningkatan pada perceived organizatinal support. Peneliti kemudian menyimpulkan intervensi yang tepat untuk menurunkan role ambiguity yaitu melalui pelatihan komunikasi efektif antara atasan dan bawahan. Uji perbedaan sebelum dan sesudah pelatihan menunjukkan penurunan yang signifikan pada role ambiguity dan peningkatan yang signifikan pada perceived organizatinal support pada karyawan PT ABC. Dengan demikian, maka pelatihan komunikasi efektif disarankan menjadi kegiatan untuk menurunkan role ambiguity pada karyawan di PT ABC.

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This study aims to determine the effect of role ambiguity on perceived organizational support in employees at PT ABC. Based on identification of organizational problems, employees indicate a role ambiguity and it is considered to be the one of factors that inhibit perceived organizational support. Role ambiguity and perceived organizational support was measured by Role Ambiguity Questionnaire (Rizzo, House & Lirtzman, 1970) and Survey of Perceived Organizational Support Questionnaire (Eisenberger, Huntington, Hutchison & Sowa, 1986). The study sample comprised of 118 employees selected randomly from four directorates at PT ABC.

Regression analysis result indicated that role ambiguity proven to significantly affect perceived organizational support (r = -,456 R2 = ,208, p < ,05). This result means that a decrease in role ambiguity causes an increase in perceived organizational support. Thus, the researcher concluded that the approriate intervention to decrease role ambiguity was through effective communication training between superior and subordinate.

The difference between pre-test and post test result demonstrated a significant decrease in role ambiguity and increase perceived organizational support in employees at PT ABC. Hence, the effective communication training should take place as a way to decrease role ambiguity of employee at PT ABC."

"Penelitian ini fokus pada usaha untuk menurunkan intensi turnover pada executive trainee di PT.EVP. Tingkat turnover 61,9% diidentifikasi karena ketidakjelasan informasi yang diperoleh executive trainee terkait pekerjaan mereka sebagai sales manager. Penelitian dilakukan untuk melihat hubungan role ambiguity dan intensi turnover, dengan menggunakan Role Ambiguity Scale (Rizzo, House dan Lirtzman, 1970) dan Withdrawal Cognition (Tang, Kim & Tang, 2000). Hasil penelitian pada 33 executive trainee menunjukkan hubungan yang positif dan signifikan antara role ambiguity dengan intensi turnover (p<0,01). Oleh karena itu, intervensi dilakukan dengan menyusun dan menyosialisasikan uraian jabatan (job description) kepada para executive trainee. Uji perbedaan dilakukan kepada kelompok executive trainee yang diberikan sosialisasi dan tidak diberikan sosialisasi, dan hasilnya menunjukkan bahwa terdapat perbedaan skor role ambiguity dan intensi turnover yang signifikan antara kedua kelompok; kelompok intervensi memiliki skor role ambiguity dan intensi turnover yang lebih rendah. Dengan demikian, perusahaan perlu melakukan sosialisasi uraian jabatan sales manager dalam program pelatihan executive trainee.

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This study focused on the efforts to reduce turnover intention among executive trainee at PT EVP. Turnover rate 61,9% was identified because of the lack of informations related to their job as sales manager. This study measured the correlation between role ambiguity and intention to turnover using Role Ambiguity Scale (Rizzo, House dan Lirtzman,1970) and Withdrawal Cognition (Tang, Kim & Tang, 2000). The results of the study on 33 executive trainees showed a positive and significant relationship between role ambiguity and turnover intention (p<0.01). Therefore, intervention was held to redesign and socialize job description to the executive trainees. Researcher conducted a mean differences test on executive trainees groups who did and didn?t receive socialization, and the result showed that there were score differences in role ambiguity and intention to turnover between the two groups; the group which received the intervention had lower score of role ambiguity and intention to turnover. Thus, company needs to do job description socialization for sales manager on executive training program."

"Penelitian ini dilakukan untuk melihat apakah terdapat pengaruh dari Leader Member Exchange (LMX) dan Role Stressor (Role Conflict, Role Ambiguity dan Role Overload) terhadap Organizational Citizenship Behavior (OCB) pegawai di lingkungan Kementerian Energi dan Sumber Daya Mineral (KESDM). Penelitian ini adalah penelitian kuantitatif dengan desain survei menggunakan instrumen kuesioner kepada seluruh pegawai (jabatan administrasi dan jabatan fungsional) di seluruh unit di lingkungan KESDM. Teknis analisis data yang digunakan adalah analisis deskriptif dan General Linear Model - Multivariate (GLM-Multivariate) terhadap 177 orang responden. Hasil penelitian menunjukkan bahwa Leader Member Exchange (LMX) berpengaruh positif dan signifikan terhadap 2 dimensi Organizational Citizenship Behavior (OCB) yaitu Organizational Citizenship Behavior - Individual (OCBI) dan Organizational Citizenship Behavior - Organizational (OCBO), sedangkan 3 dimensi dari Role Stressor (Role Conflict, Role Ambiguity, dan Role Overload) berpengaruh negatif dan signifikan terhadap OCBI dan hanya 1 dimensi dari Role Stressor (Role Ambiguity) yang berpengaruh negatif dan signifikan terhadap OCBO pegawai di lingkungan KESDM. Oleh karena itu, untuk dapat meningkatkan tingkat OCB di lingkungan KESDM harus diikuti dengan peningkatan dari tingkat LMX dan mengurangi tingkat role stressor pegawai.

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This study was conducted to analyze the effect of leader member exchange and role stressor (role conflict, role ambiguity dan role overload) on organizational citizenship behavior at Ministry of Energy and Mineral Resources (MEMR).This research is quantitative research design using questionnaire survey approach towards all employees (administration and functional official) at all units in MEMR. The technical analysis methods used in this study are descriptive analysis and General Linear Model ? Multivariate (GLM-Multivariate) towards 177 respondents.

The study found that Leader Member Exchange (LMX) may significant and positively affect 2 dimensions of Organizational Citizenship Behavior (OCB) that is Organizational Citizenship Behavior - Individual (OCBI) and Organizational Citienship Behavior - Organizational (OCBO). And 3 dimensions of Role Stressor (Role Conflict, Role Ambiguity, and Role Overload) may significant and negatively affect servant OCBI and only 1 dimension of Role Stressor (Role Ambiguity) may significant and negatively affect servant OCBO at MEMR.In consequence, to increase the level of servant OCB at MEMR must be followed by an increase of the level of LMX and reduce the level of role stressors servant."

"ABSTRAKPenelitian ini bertujuan untuk menelaah apakah persepsi karyawan terhadap roleambiguity dan organizational communication dapat memengaruhi tingkat jobinsecurity pada karyawan di PT. X. Penelitian ini merupakan penelitian noneksperimental dan menggunakan kuesioner sebagai alat pengumpul data.Penelitian menggunakan alat ukur Job Insecurity Questionnaire (JIQ) oleh DeWitte (2000), kuesioner Role Ambiguity oleh Breaugh dan Colihan (1994), danQuestionnaire on the Experience and Evaluation of Work (QEEW) oleh VanVeldhoven dan Meijman (1994). Subjek dalam penelitian ini adalah 78 karyawandi PT. X. Data yang diperoleh dianalisis dengan menggunakan teknik statistikkorelasi Pearson dan regresi berganda. Hasil penelitian ini menunjukkan tidakadanya hubungan yang signifikan antara persepsi karyawan terhadap roleambiguity pada job insecurity. Sebaliknya, organizational communicationmemiliki hubungan secara signifikan terhadap job insecurity pada karyawan diPT. X yaitu sebesar -0.774 pada LOS 0,5. Berdasarkan temuan tersebut,ditetapkan beberapa rancangan intervensi organizational communication untukdapat menurunkan job insecurity pada karyawan di PT. X.

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ABSTRACTThe purpose of this research is to analyze whether the employees? perceptionregarding role ambiguity and organizational communication can influence thelevel of job insecurity among employees at PT. X. This research is a nonexperimentalresearch and uses a questionnaire as a tool to collect data. Thisresearch has used the measuring tools of Job Insecurity Questionnaire (JIQ) byDe Witte (2000), Role Ambiguity Questionnaire by Breaugh and Colihan (1994),and Questionnaire on the Experience and Evaluation of Work (QEEW) by VanVeldhoven and Meijman (1994). Subjects in this research are 78 employees at PT.X. The data obtained were analyzed using Pearson correlation and multipleregression techniques. The results of this study showed that there is no significantcorrelation between role ambiguity on job insecurity. Otherwise, theorganizational communication has a significant correlation on the job insecurityamong employees at PT. X amounting to -0.774 at LOS 0,5. Based on the aboveresult, it was decided several organizational communication intervention designsto decrease job insecurity among employees at PT. X."

"ABSTRAKPenelitian ini bertujuan untuk melihat hubungan antara job insecurity, role ambiguity, dan role overload terhadap kepuasan hidup. Partisipan penelitian berjumlah 116 pekerja outsourcing yang bekerja di salah satu perusahaan transportasi di Jakarta dengan usia minimal 18 tahun. Hasil dari penelitian ini menunjukkan bahwa job insecurity dan role ambiguity memiliki hubungan negatif yang signifikan terhadap kepuasan hidup. Sementara, role overload tidak memiliki hubungan negatif yang signifikan dengan kepuasan hidup. Hasil dari penelitian ini memiliki arti bahwa pekerja outsourcing yang memiliki tingkatan job insecurity dan role ambiguity yang rendah maka akan memiliki kepuasan hidup yang semakin tinggi. Sementara itu, pekerja yang merasakan role overload belum tentu berdampak akan kepuasan hidupnya.

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ABSTRACTThis study aims to see the relationship between job insecurity, role ambiguity, and role overload to life satisfaction. This research participants were 116 outsourcing workers who worked in one of the transportation companies in Jakarta with a minimum age of 18 years. The results of this study indicate that job insecurity and role ambiguity have a negative and significant relationship to life satisfaction. Meanwhile, role overload did not have a negative and significant relationship with life satisfaction. The results of this study indicate that outsourcing workers who have a low level of job insecurity and role ambiguity will have higher life satisfaction. Meanwhile, workers who feel role overload do not necessarily have an impact on their life satisfaction."

"Meningkatnya tingkat partisipasi perempuan dalam dunia kerja, membuat peran yang dipegang cukup kompleks dan mendorongnya untuk berkomitmen dalam keluarga maupun pekerjaannya. Oleh karena itu, dukungan dari supervisor sebagai jembatan antara perusahaan dengan karyawan menjadi penting dalam mengarahkan serta mengontrol kinerja karyawannya agar tetap sesuai dengan tujuan perusahaan. Perusahaan lewat supervisor harus menemukan strategi untuk meningkatkan hubungan yang positif antara keluarga dengan pekerjaan dan dampaknya pada kepuasan hidup yang dirasakan. Penelitian ini bertujuan untuk mengetahui pengaruh dari supervisor support terhadap job performance dan life satisfaction dengan role conflict, role ambiguity, role overload, dan work family enrichment sebagai mediasi dengan menggunakan metode Structural Equation Modeling (SEM). Data penelitian diperoleh dari 242 karyawan perempuan yang sudah menikah dan bekerja di bank di Daerah Jabodetabek melalui kuesioner. Hasil penelitian menunjukkan bahwa supervisor support memiliki pengaruh positif terhadap job performance dan life satisfaction, dimana role ambiguity dan work family enrichment terbukti memediasi namun tidak dengan role conflict dan role overload.

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The increasing level of women's participation in the world of work makes the roles held quite complex and encourages them to be committed in their family and work. Therefore, support from supervisors as a bridge between the company and employees becomes important in directing and controlling the performance of their employees so that they remain in accordance with company goals. Companies through supervisors must find strategies to enhance positive relationships between families and work and their impact on perceived life satisfaction. This study aims to determine the effect of supervisor support on job performance and life satisfaction with role conflict, role ambiguity, role overload, and work family enrichment as mediation using the Structural Equation Modeling (SEM) method. Research data were obtained from 242 female employees who were married and worked in banks in Jabodetabek through a questionnaire. The results showed that supervisor support has a positive influence on job performance and life satisfaction, where role ambiguity and work family enrichment are proven to mediate but not with role conflict and role overload."