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"Kualitas perilaku inovatif karyawan pada kompetisi inovasi di PT ABC belum optimal. Penelitian ini bertujuan untuk mengetahui pengaruh pemberdayaan psikologis (psychological empowerment) terhadap perilaku inovatif (innovative work behavior) pada engineer dan analyst PT ABC. Penelitian dilakukan untuk mengukur pengaruh pemberdayaan psikologis terhadap perilaku inovatif dengan menggunakan kuesioner Psychological Empowerment (Spreitzer,1995) dan kuesioner Innovative Work Behavior Scale (Janssen, 2000). Responden penelitian ini berjumlah 61 orang pada level engineer dan analyst di empat direktorat PT ABC. Hasil uji regresi menunjukkan bahwa pemberdayaan psikologis terbukti secara signifikan mempengaruhi perilaku inovatif (R2 = 0.287, p<0.01). Artinya, peningkatan pada pemberdayaan psikologis dapat memunculkan terjadinya peningkatan perilaku inovatif. Intervensi untuk meningkatkan pemberdayaan psikologis dilakukan melalui pelatihan Self Empowerment. Uji perbedaan sebelum dan sesudah pelatihan menunjukkan peningkatan yang signifikan pada pemberdayaan psikologis dan perilaku inovatif pada engineer dan analyst di PT ABC. Dengan demikian, maka pelatihan pemberdayaan psikologis disarankan untuk dijadikan kegiatan rutin setiap tahunnya untuk meningkatkan perilaku inovatif karyawan. ......The quality of employee's innovative work behavior in the innovation competition held by PT ABC was not optimal. This study aims to determine the effect of psychological empowerment on innovative work behavior in engineers and analyst of PT ABC. Effect of psychological empowerment on innovative behavior was measured with Psychological Empowerment questionnaire (Spreitzer, 1995) and Innovative Work Behavior Scale (Janssen, 2000). A total of 61 engineers and analysts in four directorates PT ABC participated in this study. Regression analysis results indicated that psychological empowerment proven to significantly affect innovative work behavior (R2 = 0287, p <0:01). This signifies, an increase in psychological empowerment causes an increase in innovative work behavior. Thus, the researcher concluded that the appropriate intervention to improve the psychological empowerment was through self empowerment training. The difference between pre-test and post-test results demonstrated a significant increase in psychological empowerment and innovative work behavior in the engineers and analyst of PT ABC. Hence, the psychological empowerment training should take place annually as a way to improve the innovative work behavior of employees."

"Penelitian ini terfokus pada usaha untuk menurunkan intensi turnover executive trainee di PT TRI. Turnover sebesar 61.9% diidentifikasi karena ketidakpuasan terhadap gaji, kondisi operasional, dan sifat pekerjaan. Penelitian dilakukan untuk melihat pengaruh kepuasan kerja terhadap intensi turnover menggunakan Job Satisfaction Survey (Spector, 1997) dan Withdrawal Cognition (Tang, Kim & Tang, 2000). Hasil dari 60 executive trainee menunjukkan pengaruh signifikan kepuasan kerja sebesar 53.9% terhadap intensi turnover. Hasil lanjutan menunjukkan sifat pekerjaan paling berkontribusi dan signifikan terhadap intensi turnover. Oleh karenanya, diberikan intervensi pelatihan mentoring pada atasan dari executive trainee dengan kepuasan pada sifat pekerjaan rendah dan sedang. Hasil uji perbedaan skor kepuasan kerja dan intensi turnover saat sebelum dan setelah intervensi menunjukkan terdapat peningkatan kepuasan kerja terutama pada faset sifat pekerjaan, serta penurunan intensi turnover secara signifikan. Dengan demikian, perusahaan perlu membekali atasan dengan pengetahuan dan keterampilan mentoring sebelum membimbing para executive trainee.

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This study focused on the efforts to reduce turnover intention of executive trainee at PT TRI. Turnover amounted to 61.9% was identified as dissatisfaction with salaries, operating conditions, and the nature of work. The study was conducted to see the effect of job satisfaction on turnover intention using Job Satisfaction Survey (Spector, 1997) and Withdrawal Cognition (Tang, Kim & Tang, 2000). The results of the 60 executive trainees showed that 53.9% of turnover intention was influenced by job satisfaction. Further result showed that the nature of work is the most contributing facet and has significant effect to turnover intention. Therefore, the researcher conducted an intervention in the form of mentoring training for superiors of executive trainee with low and medium satisfaction on nature of work. Result of a mean differences test on turnover intention and job satisfaction scores before and after the intervention showed that there was an increase of job satisfaction, especially on the nature of work, as well as reduce turnover intention significantly. Thus, company needs to equip superiors with the knowledge and skills of mentoring before guiding the executive trainee."