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"Penelitian ini bertujuan untuk mengetahui hubungan antara memori organisasi dan perilaku inovatif di tempat kerja.Sampel diambil dari 100 karyawan dari berbagai level dan jabatan di perusahaan yang bergerak di bidang produksi danpemasaran alat-alat elektronik berbasis tenaga surya. Skala Memori Organisasi (α=0,75) digunakan untuk mengukurmemori organisasi, sedangkan Skala Perilaku Inovatif (α=0,80) digunakan untuk mengukur perilaku inovatif di tempatkerja. Analisa korelasi menunjukkan bahwa terdapat korelasi yang positif dan signifikan antara memori organisasi danperilaku inovatif di tempat kerja(r=0,35; p<0,01). Namun, dari analisis regresi tingkat berganda diketahui bahwa ketikamemori organisasi, tipe kerja, dan level pendidikan dianalisis bersama, maka hanya level pendidikan yang menjadiprediktor yang bermakna pada perilaku inovatif di tempat kerja. Ketika digabungkan, memori organisasi, tipe kerja, danlevel pendidikan dapat menjelaskan 19% dari variasi perilaku inovatif. Naskah ini mendiskusikan alasan teoritis danmetodologis yang menyebabkan hasil tersebut dan kemungkinan pengembangan riset di kemudian hari.This study aims to determine the relationship between organizational memory and innovative work behavior. The studywas conducted on 100 employees from various levels and positions in a company that produce and trade electronic solarequipment. To measure the organizational memory, we used Organizational Memory Scale developed by Dunhamm(2010) with α=0.75. Then, to measure innovative work behavior, we used Innovative Work Behavior Scale fromJanssen (2000) with α=0.80. The results show that there is positive and significant correlation between organizationalmemory and innovative workbehavior (r=0.35; p<0.01). Hierarchical-regression analysis shows that (1) altogethereducation level, job type and organizational memory influences 19% of variance in innovative behavior; (2) when thesevariables are analysed together, only education level shows significant impact on innovative behavior. We discusstheoretical and methodological reasons for these results and offer future direction for research."

"Face a change and competition between organizations force organization to handle this situation in order they will be sustain and perform optimally. Organization must cope that-with innovation, as well as, the employee in that organization. To face that challenge, there is need employee readiness to be involved. Unfortunately, there is still not much literature and study that explain about employee readiness to innovate. Several studies explain about readiness to innovation, but it focuses on organization readiness. So, we conduct a study to arrange the scale to measure employee readiness to innovate. The study was involved 216 employees from two photovoltaic companies. The reliability of scale was a = 0.846. We also found significant and positive relation between readiness to innovate and innovative behavior (r = 0.610; p < 0.01).The result showed that readiness to innovate will facilitate employee innovative behavior. The result also showed that employee readiness to illiiovate gave about 37 % contribution to innovative work behavior. So, the management can consider their employee readiness to innovate to foster innovative work behavior among their employee in the organization."

"Face a change and competition between organizations force organization to handle this situation in order they will be sustain and perform optimally. Organization must cope that-with innovation, as well as, the employee in that organization. To face that challenge, there is need employee readiness to be involved. Unfortunately, there is still not much literature and study that explain about employee readiness to innovate. Several studies explain about readiness to innovation, but it focuses on organization readiness. So, we conduct a study to arrange the scale to measure employee readiness to innovate. The study was involved 216 employees from two photovoltaic companies. The reliability of scale was a = 0.846. We also found significant and positive relation between readiness to innovate and innovative behavior (r = 0.610; p < 0.01).The result showed that readiness to innovate will facilitate employee innovative behavior. The result also showed that employee readiness to illiiovate gave about 37 % contribution to innovative work behavior. So, the management can consider their employee readiness to innovate to foster innovative work behavior among their employee in the organization."

"Penelitian ini bertujuan untuk mengetahui hubungan antara job insecurity dan CWB dengan peran moderasi psychological capital. Alat ukur yang digunakan untuk mengukur tingkat job insecurity yaitu Job Insecurity Questionnaire (De Witte, 2000). Kemudian, pengukuran CWB menggunakan alat ukur CWB dari Spector (2006) dan Psychological Capital dengan alat PCQ-24 (Luthans, 2006). Sampel penelitian merupakan 103 karyawan dari berbagai bidang pekerjaan yang didapatkan melalui metode convenience sampling, yaitu survey secara online. Hasil analisis menunjukkan bahwa tidak ditemukan peran moderasi yang signifikan oleh psychological capital pada hubungan antara job insecurity dan CWB (bint= -.02, t= -1.77, p> 0.05, CI= 0.05 0.003). Peran psychological capital yang tidak signifikan diperkirakan terjadi karena karakteristik sampel dengan tingkat job insecurity yang rendah sehingga dinamika variabel tidak tergambarkan. Penelitian selanjutnya dapat menggunakan sampel yang lebih spesifik sehingga fenomena dapat dibuktikan. Limitasi lain juga didiskusikan pada penelitian ini.

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This research aims to understand the relationship between job insecurity and CWB through the moderating role of psychological capital. Job insecurity levels were measured with Job Insecurity Questionnaire (De Witte, 2000). CWB measurement tool by Spector et al (2006) was used to measure CWB and PCQ-24, a tool to measure psychological capital by Luthans et al (2006), was also used. The sample of this study was 103 workers coming from various work industry, obtained from convenience sampling by online survey. Results show that psychological capital was not found to moderate the relationship between job insecurity and CWB significantly (bint= -.02, t= -1.77, p> 0.05, CI= -0.05 0.003). Insignificant moderator role of psychological capital might be caused by low level of job insecurity found in the sample of this study which in turn cannot predict changes in variables. Further research can use sample with specific level of job insecurity to validate different results. Other limitations are also discussed in this research."

"Counterproductive work behavior (CWB) merupakan perilaku secara sengaja untuk membahayakan organisasi dan orang lain di dalamnya yang dapat meningkatkan kerugian organisasi. Tujuan dari penelitian ini adalah untuk mengetahui apakah kecerdasan emosi memediasi hubungan antara trait mindfulness dengan CWB. Responden penelitian ini terdiri dari 134 pria dan 176 wanita (N = 310) yang bekerja penuh waktu. Instrumen yang digunakan dalam penelitian ini adalah Mindfulness Attention Awareness Scale (MAAS), Wong and Law Emotional Intelligence Scale (WLEIS), dan CWB-Checklist (CWB-C). Berdasarkan hasil analisis, terdapat indirect effect (ab = -.046, p < .01) dan direct effect (c = -.225, p < .01). Hasil tersebut menunjukkan bahwa kecerdasan emosi memediasi secara parsial hubungan antara trait mindfulness dengan CWB.

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Counterproductive work behavior (CWB) is behavior intends to harm organization and other people inside it that increased organizational loss. The purpose of this study is to find out whether emotional intelligence mediates the relationship between trait mindfulness and CWB. Respondents of this study consist of 134 men and 176 women (N = 310) who work full-time. Instruments used in this study are Mindfulness Attention Awareness Scale (MAAS), Wong and Law Emotional Intelligence Scale (WLEIS), dan CWB-Checklist (CWB-C). Based on the result of analysis, there is significant indirect effect (ab = -.046, p < .01) and direct effect (c = -.225, p < .01). It has shown that emotional intelligence partially mediates the relationship between trait mindfulness and CWB."

"ABSTRACTMindfulness telah diketahui memiliki banyak manfaat, seperti salah satunya pada hubungannya yang negatif dengan counterproductive work behavior (CWB). Kondisi perekonomian saat ini yang penuh dengan ketidakpastian membuat peneliti melihat pentingnya meneliti job insecurity, sehingga penelitian ini bertujuan melihat job insecurity sebagai mediator dalam hubungan antara mindfulness dan CWB. Penelitian ini bersifat korelasionaldengan sampel karyawan penuh waktu berusia 20 sampai 39 tahun yang bertempat tinggal di Jabodetabek (N = 323). Ditemukan hubungan yang signifikan pada mindfulness dan CWB (r = -.38, p < .01) serta pada mindfulness dan job insecurity (r = -.19, p < .01). Namun, tidak ditemukan hubungan yang signifikan antara job insecurity dan CWB (r = .08, p > .05). Dengan demikian, disimpulkan bahwa job insecurity tidak memediasi hubungan antara mindfulness dan CWB. Peneliti melihat kemungkinan hal ini disebabkan oleh pemaknaan sebagian responden bahwa job insecurity merupakan stres yang membuat karyawan menampilkan lebih sedikit perilaku CWB agar mereka dapat mempertahankan pekerjaannya.

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ABSTRACTMindfulness have been known to have many benefit; the negative relationship with counterproductive work behavior (CWB) as one of them. The uncertainty of economic condition nowadays made job insecurity important for further research, so that this researchaim to study job insecurity as a mediator in the relationship of mindfulness and CWB. This research is a correlational study with sample of full-time employee ranging from 20 to 39 yearsold living in Jabodetabek (N = 323). The study shows a significant correlation between mindfulness and CWB (r = -.38, p < .01) and between mindfulness and job insecurity (r = -.19, p < .01). Job insecurity and CWB shows no significant correlation r = .08, p > .05). Therefore, it is concluded that job insecurity does not mediate the relationship between mindfulness andCWB. There is possibility that this result happens because respondents view job insecurity as stres that force them to show little CWB in order to maintain the current job"

"ABSTRAKTujuan penelitian ini adalah untuk melihat hubungan antara sikap pengembangan diri kompetitif yang merupakan sikap kompetitif yang memandang kompetisi sebagai salah satu cara untuk meningkatkan kemampuan diri (Ryckman, 1996) dan perilaku kerja inovatif yang didefinisikan sebagai kesatuan proses inovasi kompleks yang terdiri dari berbagai tahapan (Janssen, 2000). Sampel diambil dari 75 karyawan dari berbagai unit kerja dan jabatan di perusahaan yang bergerak di bidang industri makanan dan minuman. Skala Sikap Pengembangan Diri Kompetitif ( = 0.89) yang dikembangkan oleh Ersilia (2018) digunakan untuk mengukur sikap pengembangan diri kompetitif, sedangkan Skala Perilaku Inovatif = 0.80) dari Janssen (2000) digunakan untuk mengukur perilaku kerja inovatif. Hasil analisa korelasi menunjukkan bahwa tidak terdapat hubungan yang signifikan antara sikap pengembangan diri kompetitif dan perilaku kerja inovatif (r=0,60; p>0,05). Implikasi teoritis dan praktis dari hasil studi ini akan menjadi bahan diskusi selanjutnya.

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ABSTRACTThe aims of this study is to determine the relationship between personal development competitive attitude defined as competitive attitude that views competition as a way to develop themselves (Ryckman, 1996) and innovative work behavior which defined as a complex innovation process which consists of various stages (Janssen, 2000). The study was conducted on 75 employees from various work divisions and positions in a company that produces food and beverages . To measure the personal development competitive attitude, we used Personal Development Competitive Attitude Scale developed by Ersilia (2018) with = 0.89. Then, to measure innovative work behavior, we used Innovative Work Behavior Scale from Janssen (2000) with = 0.80. Both measurement have been adapted to Bahasa Indonesia. The result shows that there is no significant correlation between personal development competitive attitude and innovative work behavior (r=0,35; p>0.05). Implications from this study will be discused further."

"Innovative work behavior penting untuk dimiliki oleh para pekerja, di mana hal ini dapat dipengaruhi oleh berbagai faktor, diantaranya melalui penerapa gaya kepemimpinan empowering leadership yang memberikan tanggung jawab kepada pekerja melalui serangkaian tindakan manajemen untuk meningkatkan hasil kerja positif, ataupun dengan employe curiosity yang dimiliki oleh pekerja untuk mencari lebih dalam informasi baru, pengalaman yang relevan dan menjelajah peluang baru untuk dirinya. Perusahaan perlu untuk memperhatikan bagaimana Innovative work behavior yang dimiliki oleh pekerja agar tujuan perusahaan ataupun individu tetap tercapai. Penelitian ini bertujuan untuk menganalisis pengaruh empowering leadership dan employe curiosity terhadap Innovative work behavior. Penelitian ini menggunakan pendekatan kuantitatif dengan menyebarkan kuesioner untuk diolah lebih lanjut. Penelitian ini menggunakan teknik purposive sampling, dimana kuesioner disebar kepada 369 pekerja industri kreatif sektor kuliner di DKI Jakarta. Analisis data pada penelitian ini menggunakan analisis regresi linier berganda dengan pengolahan data menggunakan software IBM SPSS Statistics 22. Hasil dari penelitian ini menunjukkan bahwa empowering leadership dan employe curiosity memiliki pengaruh yang positif dan signifikan terhadap Innovative work behavior.

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This research explores the pivotal role of innovative work behavior (IWB) in the realm of employee performance, emphasizing the influence of empowering leadership and employee curiosity. Empowering leadership, characterized by the delegation of responsibilities to employees through strategic management actions, and employee curiosity, driven by a proactive quest for new information and opportunities, are examined as critical determinants of IWB. Utilizing a quantitative approach, 369 employees from the creative industry, specifically the culinary sector in DKI Jakarta, participated in the study through purposive sampling. Data analysis, conducted via multiple linear regression using IBM SPSS Statistics 22, reveals compelling and statistically significant positive effects of both empowering leadership and employee curiosity on IWB. These findings underscore the importance of fostering empowering leadership styles and cultivating employee curiosity to enhance innovative work behavior, thereby contributing to organizational success and individual growth."

"Penelitian ini terbagi menjadi dua studi dengan tujuan yang berbeda. Studi awal bertujuan melihat pengaruh kepemimpinan transformasional terhadap perilaku kerja inovatif di PT XYZ, dengan jumlah sampel sebanyak 73 karyawan dari posisi staff dan supervisor. Pengukuran variabel menggunakan item kepemimpinan transformasional pada Multifactor Leadership Questionnaire (MLQ-5X) dan alat ukur perilaku kerja inovatif. Hasil penelitian menunjukkan bahwa kepemimpinan transformasional berpengaruh secara signifikan terhadap perilaku kerja inovatif (R2=.52, p<.05). Kemudian dilakukan studi lanjutan berupa pelaksanaan program intervensi berjudul Becoming an Innovative Leader kepada 16 supervisor dengan nilai kepemimpinan transformasional yang masih dipersepsikan rendah oleh bawahannya. Program terdiri dari intervensi jangka pendek (pelatihan) serta jangka panjang (coaching dan monitoring), terkait keempat dimensi kepemimpinan transformasional secara bertahap. Beberapa keterbatasan membuat hanya intervensi berupa pelatihan yang dilakukan. Pelatihan diikuti oleh 18 orang karyawan, yang termasuk di dalamnya delapan orang supervisor yang menjadi target intervensi. Hasil evaluasi level 1 (reaksi) menunjukkan bahwa peserta menilai pelatihan secara keseluruhan sudah baik. Kemudian evaluasi level 2 (pembelajaran) menunjukkan peningkatan pengetahuan terkait kepemimpinan transformasional yang signifikan. Human Resource diharapkan dapat melakukan intervensi jangka panjang sehingga supervisor yang menjadi target intervensi dapat menerapkan kepemimpinan transformasional di PT XYZ.

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This research was divided into two studies with different objectives. The initial study aims to examine the effect of transformational leadership on innovative work behavior in PT XYZ, using 73 employees from staff and supervisor as the sample. The variables are measured using transformational leadership items from Multifactor Leadership Questionnaire (MLQ-5X) and innovative work behavior measurement tools. The results show that transformational leadership significantly affects innovative work behavior (R2=.52, p<.05). Then follow-up study consists of an intervention program titled Becoming an Innovative Leader to 16 supervisors that is scored low transformational leadership by their subordinates. The program consists of short-term (training) and long-term intervention (coaching and monitoring), related to four dimensions of transformational leadership that should be given in stages. Only the training program can be implemented because of some limitations. The training is attended by 18 employees of PT XYZ, including eight supervisors who has been targeted for intervention. The result of level 1 evaluation shows that trainees give good rating to the training program. Then level 2 evaluation score shows significant increase in knowledge related to transformational leadership. Human Resource is expected to execute the long-term intervention so the targeted supervisors can apply transformational leadership in PT XYZ."

"Perilaku kerja inovatif merupakan salah satu strategi yang tepat untuk menghadapi perkembangan industri saat ini. Mahasiswa sebagai calon pekerja, perlu disiapkan terkait perilaku kerja inovatif agar lebih siap saat memulai pekerjaan. Penelitian korelasional ini bermaksud untuk melihat hubungan antara psychological capital terhadap perilaku kerja inovatif pada mahasiswa. Sebanyak 306 orang responden mahasiswa dari Universitas Indonesia yang merupakan semester dua hingga akhir yang terdiri dari tiga belas fakultas dan rentang usia 18-24 tahun mengikuti penelitian ini. Pengambilan sampel dilakukan dengan nonprobability sampling. Penelitian menggunakan alat ukur PCQ-24 dan skala IWB yang telah diadaptasi dengan kehidupan mahasiswa. Pengukuran korelasi Spearman menunjukkan keduanya berkorelasi secara positif dan signifikan. Untuk itu, dapat dilakukan intervensi untuk meningkatkan perilaku kerja inovatif pada mahasiswa melalui psychological capital.

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Innovative work behavior is one of the right strategies to deal with current industrial developments. College students, as prospective workers, need to be prepared regarding innovative work behavior to be prepared when they start to work. This correlational study aims to find a relationship between psychological capital and innovative work behavior in college students. A total of 306 students from Universitas Indonesia respondents from the second to the last semester consisting of thirteen faculties with the age range of 18-24 years, participated in this study with nonprobability sampling. This research was measured using the PCQ-24 and the IWB scale, which has been adapted for college students. Spearman's correlation measurement showed that psychological capital and innovative work behavior were positively and significantly correlated. Therefore, interventions can be carried out to improve innovative work behavior in students through psychological capital."