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"Penelitian ini terdiri dari dua studi, yaitu studi pertama yang merupakan studi korelasional dan studi kedua yang merupakan program intervensi. Studi korelasional yang bertujuan untuk melihat hubungan antara leader-member exchange dan kepuasan terhadap atasan, dilakukan kepada 71 karyawan Divisi Rooms (Front Office, Health Club & Spa) pada Hotel XYZ. Pengukuran variabel menggunakan dua alat ukur yaitu alat ukur leader-member exchange dari Liden dan Maslyn (1998) dan alat ukur supervisi dari kepuasan kerja yang dikembangkan oleh Luthans (2002). Hasil studi pertama menunjukkan bahwa terdapat hubungan yang signifikan antara leader-member exchange dan kepuasan terhadap atasan (r=.79, p<.01). Selanjutnya, studi kedua bertujuan untuk mengetahui peningkatan leader-member exchange dan kepuasan terhadap atasan setelah diberikan intervensi. Intervensi merupakan program pelatihan coaching for coach yang dilakukan kepada 10 karyawan Divisi Rooms (Front Office, Health Club & Spa) pada Hotel XYZ. Karyawan tersebut merupakan atasan yang memiliki bawahan dengan skor kepuasan terhadap atasan rendah. Hasil evaluasi level 1 (reaksi) dari studi kedua menunjukkan bahwa peserta merasa pelatihan secara keseluruhan sudah baik. Hasil evaluasi level 2 (pembelajaran) menunjukkan bahwa pelatihan yang diberikan sudah mampu meningkatkan pengetahuan peserta secara signifikan (z=-2.40, p<.05). Hasil evaluasi level 3 (perilaku) menunjukkan bahwa tidak terdapat peningkatan skor leader-member exchange (z=-1.34, p>.05) dan kepuasan terhadap atasan (z=-1.342, p>.05) secara signifikan setelah diberikan intervensi. Program intervensi belum efektif meningkatkan leader-member exchange dan kepuasan terhadap atasan dibahas lebih lanjut dalam diskusi penelitian ini.

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This research consisted of two studies, namely the first study which is a correlational study and the second study which is an intervention program. A correlational study aimed at looking at the relationship between leader-member exchange and supervision satisfaction was conducted on 71 employees of the Rooms Division (Front Office, Health Club & Spa) at XYZ Hotel. The measurement of variables used two measuring instruments namely leader-member exchange measuring instrument from Liden and Maslyn (1998) and supervisory measure of job satisfaction developed by Luthans (2002). The result of the first study showed that there was a significant relationship between leader-member exchange and supervisor satisfaction (r=.79, p<.01). Furthermore, the second study aimed to determine the increase in leader-member exchange and supervision satisfaction after being given an intervention. Intervention is coaching for coach training program conducted for 10 employees of the Rooms Division (Front Office, Health Club & Spa) at XYZ Hotel. The employees were the leaders who have subordinates with a low supervision satisfaction score. Level 1 (reaction) evaluation result from the second study showed that the participants felt that the overall training was good. The result of level 2 evaluation (learning) showed that the training given has been able to significantly increase participants' knowledge (z = -2.40, p<.05). Level 3 (behavior) evaluation result showed that there were no significantly increase in leader-member exchange (z = -1.34, p>.05) and supervision satisfaction (z = -1.342, p>.05) after the intervention was given. The intervention program which has not effectively increased leader-member exchange and supervision satisfaction will be discussed further in this research."

"Do employees hate their managers? Many do, says this research-based book, which describes 30 reasons for employee attitudes ranging from indifference to outright hatred of management. Among the reasons, these employees say: they are not treated like adults, with respect for their contributions; managers don't listen to them; senior managers are incompetent and run the company poorly; their pay isn't linked to their job performance and often it's unfair; they lack sufficient resources and training to do their jobs well; they don't trust information they receive from management; they get insufficient feedback on their work performance; they have such heavy workloads and inflexible schedules that they can't find a good balance of work and personal life.The author offers solutions, not just a litany of problems. He also describes some of the underlying psychological reasons for employee discontent (for example, equity theory, which explains why people react as they do to perceived unfairness). The material is based on Katcher's proprietary research in 65 organizations and surveys of more than 50,000 employees. It also includes many stories/examples."