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"Penelitian ini bertujuan untuk mengetahui pengaruh perceived organizational support terhadap komitmen untuk berubah pada karyawan di departemen editorial PT X. Instrumen penelitian menggunakan kuesioner komitmen untuk berubah dengan α = 0,848 dan kuesioner perceived organizational support dengan α = 0,929. Hasil uji regresi terhadap 48 responden menunjukkan komitmen untuk berubah dapat dijelaskan oleh 16,4% varians perceived organizational support (F(1, 46) = 9,020; p = 0,004; p < 0,05). Peneliti memberikan intervensi coaching kepada tujuh pasang atasan-bawahan. Berdasarkan uji beda diketahui bahwa terdapat perbedaan mean yang signifikan antara skor perceived organizational support sebelum dan sesudah intervensi (t = -5,461; p = 0,002; p < 0,05). Selain itu, juga terdapat perbedaan mean yang signifikan antara skor komitmen untuk berubah sebelum dan sesudah intervensi (t = -3,959; p = 0,007; p < 0,05). Oleh karena itu, dapat disimpulkan bahwa intervensi coaching yang diberikan efektif dalam meningkatkan perceived organizational support dan komitmen untuk berubah.

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This research aimed to investigate the effect of perceived organizational support towards commitment to change on the editorial employees in PT X. This research used commitment to change scale with α = .848 and perceived organizational support scale with α = .929. The regression analysis on 48 respondents showed that commitment to change can be explained by perceived organizational support as much as 16.4% (F(1, 46) = 9.020; p = .004; p < .05). Researcher gave coaching intervention to seven-pair of leader-subordinate.

Results showed that there was a significant mean difference between perceived organizational support score before and after intervention was given (t = -5.461; p = .002; p < .05). Also there was a significant mean difference between commitment to change score before and after intervention was given (t = -3.959; p = .007; p < .05). Therefore, it?s concluded that coaching intervention was effective in increasing perceived organizational support and commitment to change."

"ABSTRAKTesis ini terfokus pada usaha untuk meningkatkan keterikatan kerja (work engagement) pada karyawan melalui beberapa variabel prediktor. Berdasarkan penggalian data awal, masalah yang dialami oleh PT. XYZ adalah munculnya gejala-gejala disengagement pada karyawan yang disebabkan oleh proses mutasi yang dilakukan perusahaan. Work engagement karyawan dipengaruhi oleh faktor kepribadian dan pekerjaan. Dalam penelitian ini variabel yang kemudian diteliti besar pengaruhnya terhadap work engagement karyawan yaitu, ketahanan psikologis (psychological hardiness), dan efikasi kerja (occupational self-efficacy) yang termasuk dalam faktor kepribadian dan persepsi karyawan terhadap dukungan yang diberikan oleh organisasi (perceived organizational support) yang termasuk faktor pekerjaan. Penelitian dilakukan terhadap 78 karyawan PT.XYZ dengan menggunakan kuesioner UWES-9, OSE, DRS-Short Scale, dan SPOS yang masing-masing telah dialih bahasakan. Melalui hasil regresi berganda diketahui bahwa variabel psychological hardiness dan occupational self efficacy memberikan pengaruh yang signifikan terhadap work engagement dan variabel perceived organizational support tidak memiliki pengaruh yang signifikan terhadap work engagement karyawan PT.XYZ. Peneliti kemudian membuat program intervensi untuk meningkatkan salah satu variabel yang terbukti mempengaruhi work engagement yaitu occupational self efficacy. Dari hasil uji signifikansi perbedaan nilai pre test dan post test. Dapat diketahui bahwa intervensi yang diberikan berhasil meningkatkan pengetahuan peserta mengenai keterampilan yang harus dikuasai untuk meningkatkan occupational self-efficacy mereka.

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ABSTRACTThis thesis focused on efforts to improve the work engagement of employees through multiple predictor variables. Based on the initial data gathering, the problems experienced by PT. XYZ is the emergence of symptoms of disengagement on employees caused by the mutation program held by company. Work engagement is influenced by personality resources and job resources. In this study the variables are then examined which has the large contribution to work engagement are, psychological hardiness, and occupational self-efficac) were included in the personality resources and perceived organizational suppor) which include job resources. The study was conducted on 78 employees Pt XYZ, using questionnaires Uwes -9, OSE, DRS-Short Scale, and SPOS each of which has been converted translated. Through the results of multiple regression is known that variable psychological hardiness and occupational self-efficacy have a significant influence on work engagement and perceived organizational support variables did not have a significant impact on work engagement on empolyee at PT.XYZ. Researchers then create intervention programs to improve one of the variable shown to affect work engagement, namely occupational self-efficacy. From the results of tests of significance difference in the value of pre test and post test. It is known that a given intervention succeeded in increasing participants' knowledge of the skills that must be mastered to improve their occupational self-efficacy."