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Abstrak :
Penelitian ini bertujuan untuk meneliti pengaruh perceived organizational support dan self-efficacy terhadap training transfer yang dimediasi oleh job satisfaction di BUMN di bidang transportasi gas bumi. Penelitian ini dilakukan terhadap 337 pekerja di perusahaan tersebut. Data yang didapatkan dari responden kemudian diolah dan dianalisis menggunakan metode structural equation modelling. Hasil penelitian ini menunjukkan bahwa job satisfaction tidak signifikan memediasi perceived organizational support dan self-efficacy terhadap training transfer. Namun ditemukan perceived organizational support maupun self-efficacy memiliki pengaruh signifikan terhadap training transfer, yang sesuai penelitian sebelumnya, bahwa baik work environment maupun trainee characteristics mempengaruhi implementasi hasil training di lingkungan kerja. ......This research has an objective to investigate the factors of perceived organizational support and self efficacy on training transfer that mediating by job satisfaction. This study was conducted in a state owned company in the gas natural transportation. To test the hypothesis, 337 employees completed the online questionnaire. Data analysis was conducted using structural equation modelling. The result did not support the assumption, which job satisfaction was not mediating perceived organizational support and self efficacy on training transfer. Meanwhile, both perceived organizational support and self efficacy have a significant impact on training transfer, whereas the result is the same with the previous studies.

Abstrak :
ABSTRAK
Perubahan di PT PLN (Persero) Pusdiklat membuat karyawan dituntut untuk siap menghadapi perubahan yang terjadi. Dalam penelitian ini membahas tentang pengaruh antara self efficacy dan transformational leadership terhadap kesiapan individu dalam menghadapi perubahan. Subyek pada penelitian ini adalah karyawan PT PLN (Persero) Pusdiklat Kantor Induk, Unit Assessment Centre dan Unit Sertifikasi sejumlah 51 orang. Alat ukur yang digunakan dalam penelitian ini adalah Skala Self Efficacy dari Chen, et al., 2001; Skala Transformational Leadership dari Rafferty dan Griffin, 2004; serta Skala Kesiapan Menghadapi Perubahan dari Hanpachern, 1997. Hasil perhitungan dengan menggunakan uji regresi ganda menunjukkan bahwa self efficacy dan transformational leadership secara bersama ? sama memberikan pengaruh sebesar 66,9% terhadap kesiapan menghadapi perubahan dengan taraf signifikasi 0,000. Self efficacy memberikan sumbangan sebesar 43,6% dan transformational leadership sebesar 23,3%. Berdasar hasil tersebut, subyek diintervensi melalui pelatihan self efficacy untuk meningkatkan kesiapan menghadapi perubahan. Hasil intervensi menunjukkan T = 1,727; p = 0,108 (tidak signifikan). Implikasinya, perlu dilakukan follow up terhadap hasil penelitian ini untuk perbaikan di masa yang akan datang.

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Abstract
The research discussed the changes in PT PLN (Persero) Pusdiklat. The subject were 51 staff of PT PLN (Persero) Pusdiklat, Assessment Centre and Sertification Unit . The changes that happen in the institution makes the staff should ready for the process of chane. In this research, we discussed about the influence of self efficacy and transformational leadership toward readiness for change. The research using three scale to measure the variable. First, self efficacy scale used by Chen, et al. (2001), transformational leadership scale by Rafferty and Griffin (2001), and readiness for change by Hanpachern, 1997. The analysis shows there is influences of self efficacy and transformational leadership toward readiness for change. The influence provides significant value (R²=0,669, p=0,000). Based on these results, we give the subject intervention through self efficacy training. Results show from intervention (t = 1,727; 0,108= insignificant ). For the next, the organization should create a program to follow up this result.

Abstrak :
Kuantitas dan kualitas perilaku inovatif engineer dan analyst dalam kompetisi inovasi di PT ABC belum optimal. Oleh karena itu, penelitian ini dilakukan untuk melihat pengaruh self efficacy terhadap perilaku inovatif pada engineer dan analyst PT ABC, dengan menggunakan alat ukur New General Self Efficacy (Chen, Gully, & Eden, 2001) dan Innovative Work Behavior Scale (Janssen, 2000). Responden penelitian ini berjumlah 70 engineer dan analyst dari empat direktorat core business. Hasil uji regresi menunjukkan self efficacy terbukti signifikan mempengaruhi perilaku inovatif (R2= 0.45*, p<0.05). Artinya, peningkatan self efficacy dapat mendorong peningkatan perilaku inovatif. Intervensi dilakukan melalui pelatihan self-efficacy. Uji perbedaan sebelum dan sesudah pelatihan menunjukkan peningkatan yang signifikan pada self-efficacy dan perilaku inovatif pada engineer dan analyst. Dengan demikian, disarankan pelatihan self-efficacy diberikan kepada engineer dan analyst yang memiliki selfefficacy yang rendah dan belum mengikuti pelatihan. ...... Quantity and quality aspects of the innovative behavior in engineer and analyst during the innovation competition which was held by the PT ABC, was not optimal. Therefore, this study aims to determine the effect of self-efficacy on the innovative behavior in engineer and analyst of PT ABC, which used the instrument tools are New General Self-Efficacy (Chen, Gully, & Eden, 2001) and Innovative Work Behavior Scale (Janssen, 2000). The participants of this study are 70 engineers and analysts at the four of main directorates PT ABC. Result of regression analysis indicated that there is a significant effect of self-efficacy on innovative behavior of engineer and analyst at PT ABC (R2 = 0,45, p <0.05). Those results showed that the enhancement of self efficacy will increase employee’s innovative behavior. Then, researcher conducted the intervention by self-efficacy training. Result of the comparison test before and after intervention indicated that there are significant enhancement of self-efficacy and innovative behavior in engineer and analyst after the intervention. Therefore, implication of this study is self efficacy training can be conducted by the company for others engineer and analyst which low self-efficacy and haven’t yet get the training.

Abstrak :
Meskipun pentingnya pelatihan diakui, organisasi terkadang kesulitan memahami bagaimana efektivitasnya dihasilkan. Studi ini menyelidiki apakah faktor-faktor pra-pelatihan seperti dukungan organisasi, lingkungan pelatihan, kualitas pelatih, dan analisis kebutuhan pelatihan memengaruhi efektivitas pelatihan baik secara langsung atau dimediasi oleh motivasi belajar, motivasi transfer, dan efikasi diri di lembaga pemerintah non-kementerian di Indonesia. Data dari 202 responden dari 19 lembaga diperoleh dengan menggunakan kuesioner daring yang didistribusikan ke sampel melalui teknik purposive sampling. Analisis data kuantitatif dilakukan dengan menghitung hasil statistik menggunakan Covariance Based-Square-Structural Equation Modeling (CB-SEM) dengan Lisrel 8.80. Teknik ini bertujuan untuk menguji hipotesis penelitian yang telah diajukan sebelumnya, dan hasilnya akan digunakan sebagai dasar untuk mendiskusikan temuan penelitian. Hanya kualitas pelatih yang memiliki pengaruh signifikan terhadap motivasi belajar (t-value 5,60), motivasi transfer (7,21), dan efikasi diri (8,64). Namun, pengaruhnya tidak langsung terhadap efektivitas pelatihan karena harus dimediasi oleh motivasi transfer (z-score 4,294) dan efikasi diri (2,513). Penelitian ini menekankan peran penting pelatih dalam efektivitas pelatihan, di mana perannya lebih sebagai fasilitator. Hal ini menekankan pentingnya pelatih yang mampu memotivasi dan meyakinkan peserta. Dengan berinvestasi pada pelatih berkualitas melalui pengembangan berkelanjutan, sistem evaluasi, dan insentif, organisasi dapat meningkatkan efektivitas pelatihan dan mencapai tujuan organisasi lebih efisien. ......While the importance of training is recognized, organizations sometimes struggle to comprehend how its effectiveness is generated. This study investigates whether pre-training factors such as organizational support, training environment, trainer quality, and training need analysis influence training effectiveness directly or mediated by self-efficacy, motivation to learn, and motivation to transfer in non-ministerial government institutions in Indonesia. Data from 202 respondents of 19 institutions are collected using online questionnaires distributed to samples through purposive sampling techniques. Quantitative data analysis was carried out by calculating statistical results using Covariance Based-Square-Structural Equation Modeling (CB-SEM) with Lisrel 8.80. This technique aims to test previously proposed research hypotheses, and the results will be used as a basis for discussing research findings. Only trainer quality has significant influence on motivation to learn (t-value 5,60), motivation to transfer (7,21), and self-efficacy (8,64). However, it does not have direct influence on training effectiveness as it should be mediated by motivation to transfer (z-score 4,294) and self-efficacy (2,513). This research emphasizes the vital role of trainers in training effectiveness, highlighting them as facilitators in the process. It stresses the importance of motivating and convincing trainers to enhance participants' motivation and self-efficacy. By investing in quality trainers through ongoing development, evaluation systems, and incentives, organizations can boost training effectiveness and achieve their goals more efficiently.