Hasil Pencarian  ::  Simpan CSV :: Kembali

"Efektivitas perubahan organisasi salah satunya dipengaruhi oleh komitmen perubahan. Penelitian ini bertujuan untuk melihat pengaruh yang diberikan oleh kepercayaan organisasi dan gaya kepemimpinan change leadership terhadap komitmen perubahan. Penelitian lanjutan dilakukan untuk melihat pengaruh kepercayaan organisasi dan gaya kepemimpinan change leadership terhadap masing-masing dimensi komitmen perubahan, yaitu komitmen afektif, kontinuans, dan normatif perubahan. Pengukuran kepercayaan organisasi menggunakan Organizational Trust Inventory, change leadership diukur dengan Change Leadership Inventory, dan pengukuran komitmen perubahan menggunakan Commitment to Change Inventory. Berdasarkan data yang diperoleh dari 276 responden didapatkan hasil bahwa terdapat pengaruh yang signifikan antara kepercayaan organisasi dan change leadership terhadap komitmen perubahan (R2=0,252, p<0.05), namun pengaruh yang diberikan oleh kepercayaan organisasi (R2=0,096, p<0.05) lebih besar dibandingkan change leadership (R2=0,044, p>0.05).

---

Effectiveness of organizational change is influenced by commitment to change. This research was conducted to identify the impact of organizational trust and change leadership to commitment to change. Further research is also conducted to see the identify the impact of organizational trust and change leadership to each dimensions of commitment to change, namely affective, continuans, and normative commitment to change. Organizational trust measured by Organizational Trust Inventory, change leadership measured by Change Leadership Inventory, and commitment to change measured by Commitment to Change Inventory. Based on data from 276 respondents, the result of this research revealed that there is an impact of organizational trust and change leadership to commitment to change (R2= 0,252, p<0.05), which organizational trust is higher than change leadership (R2=0,096, p=<0.005)."

"Proses perubahan tidak terlepas dari peran komitmen karyawan. Conner (1992) dalam Kling (2004) menyebutkan bahwa komitmen merupakan pengikut vital antara orang dan tujuan perubahan. Penelitian bertujuan untuk menguji ada tidaknya pengaruh dimensi Authentic Leadershipyaitu Leader Self Awareness, Balanced Processing, Internalized Moral Perspectives, Balance Processing, kemudian dimensi Organization Task Environment yaitu Munificence, Dynamism, dan Complexity serta Organization Trust terhadap dimensi Commitment to Change yaitu Affective, Normative, dan Continuance Commitment to Change. Penelitian dilakukan di PT Nindya Karya (Persero) sebuah perusahaan BUMN bergerak di bidang konstruksi.Hasil penelitian menunjukkan bahwa secara umum Authentic Leadership, Organization Trust dan Organization Task Environment memiliki pengaruh terhadap Commitment to Change. Secara khusus, dimensi Leader Self Awareness dari Authentic Leadership berpengaruh signifikan negatif terhadap Affective dan Normative Commitment to Change. Sedangkan dimensi Internalized Moral Perspective berpegaruh positif terhadap Affective dan Normative Commitment to Change. Selain itu Organization trustdan dimensi Dynamism dari Organization Task Environmentmemiliki pengaruh positif terhadap Affective dan Normative Commitment to Changesedangkan Continuance Commitment to Change lebih dipengaruhi oleh Complexity lingkungan tugas perusahaan.

---

The process of change can not be separated from the role of employee commitment. Conner (1992) in Kling (2004) mentions that the commitment is vital glue between people and change goal. The study aimed to test the impact of Authentic Leadership dimensions which are Leader Self Awareness, Balanced Processing, Internalized Moral Perspectives, Relational Transparency, then the dimensions of the Organization Task Environment which are Munificence, Dynamism, and Complexity also Organization Trust towards dimensions of Commitment to Change which are Affective Commitment to Change, Normative, Commitment to Change and Continuance Commitment to Change. The study was conducted in Nindya PT Karya (Persero), a state-owned company engaged in the field of construction.The results showed that in general Authentic Leadership, Organization Trust and Organization Task Environment have an influence on the Commitment to Change. In particular, Leader Self Awareness of Authentic Leadership has significant negative effect on Affective and Normative Commitment to Change. While Internalized Moral Perspective has significant positive effect on Affective and Normative Commitment to Change. Additionally Organization Trust and Dynamism from Organization Task Environment have positive influence on Affective and Normative Commitment to Change. While Continuance Commitment to Change more influenced by environmental Complexity."

"Komitmen perubahan diperlukan untuk mencapai efektivitas organisasi. Penelitian ini dilakukan untuk melihat pengaruh kepemimpinan transformasional dan keadilan organisasi terhadap komitmen perubahan. Selain itu, penelitian ini juga melihat pengaruh kepemimpinan transformasional dan keadilan organisasi terhadap ketiga dimensi komitmen perubahan, yaitu komitmen afektif, komitmen kontinuan, dan komitmen normatif. Pengukuran kepemimpinan transformasional menggunakan Multifactor Leadership Questionnaire, keadilan organisasi menggunakan Organizational Justice Scale, dan komitmen perubahan menggunakan Commitment to Change Inventory. Hasil perhitungan dari 275 responden, menunjukkan bahwa kepemimpinan transformasional dan keadilan organisasi memberikan pengaruh signifikan terhadap komitmen perubahan (R2=0,175, p<0,005) dan pada masing-masing dimensi komitmen perubahan (afektif, kontinuan, dan normatif). Meskipun demikian, berdasarkan analisis setiap variabel, ternyata hanya keadilan organisasi yang memberikan pengaruh signifikan terhadap komitmen perubahan (R2=0,0412, p<0,005).

---

Commitment to change is required to achieve organizational effectiveness. This study was conducted to see the effect of transformational leadership and organizational justice on commitment to change. In addition, this study also tries to identify the effects of transformational leadership and organizational justice to the three dimensions of commitment to organizational change. This research used Multifactor Leadership Questionnaire for transformational leadership, Organizational Justice Scale for organizational justice, and Commitment to Change Inventory for Commitment to change.

The results from 275 respondent showed that transformational leadership and organizational justice have a significant influence on commitment to change (R2=0,175, p<0,005) and each dimension of commitment to change (affective, continuants, and normative). Furthermore, this study also shows that only organizational justice that has significant impact on commitment to change (R2=0,0412, p<0,005)."

"Perkembangan bisnis atau industri telekomunikasi yang pesat dipicu karena ada perkembangan teknologi yang cepat menuntut organisasi/ perusahaan melakukan perubahan dalam dirinya guna beradaptasi dengan lingkungan bisnis yang baru. Salah satu faktor yang berperan penting dalam mendukung suksesnya perubahan dalam organisasi adalah komitmen afektif untuk perubahan pada diri individu. Komitmen afektif untuk perubahan ini dipengaruhi oleh kepercayaan pada organisasi. Kepercayaan pada organisasi dapat dipengaruhi oleh kepemimpinan transformasional yang ada di dalam organisasi.Penelitian ini bertujuan untuk mengetahui peran mediasi kepercayaan pada organisasi terhadap pengaruh kepemimpinan transformasional dan komitmen afekti untuk perubahan pada karyawan PT TELCO-XYZ.Berdasarkan hasil penelitian diketahui bahwa kepemimpinan transformasional memiliki pengaruh/efek terhadap komitmen afektif untuk perubahan melalui variabel kepercayaan pada organisasi dan dimensi dalam kepercayaan pada organisasi yang memiliki pengaruh pada komitmen afektif untuk perubahan adalah dimensi kemampuan/kompetensi (ability). Rancangan program intervensi yang disusun adalah mencoba meningkatkan kepercayaan karyawan pada organisasi dengan mengoptimalkan peran pemimpin. Program intervensi dilakukan secara berjenjang, untuk level sampai dengan middle management melalui sosialisasi (workshop) dan untuk senior management menggunakan metode coaching.

---

Growth in telecommunication industry now is becoming faster triggered by growing in telecommunication technology. This condition forced organization must change to adapt a new business environment. One of important factor for succeeding the change management program in organization is affective commitment to change in every member of the organization. This affective commitment to change influenced by organizational trust and on the other hand organizational trust is determine by transformational leadership.

This study aims to determine the effect of transformational leadership to affective commitment to change through organizational trust as a mediator.

The result of this study revealed that there's effect of transformational leadership to affective commitment to change through organizational trust and the strongest variable in organizational trust which has significant impact to affective commitment to change is ability.

This finding becomes the basic principle to design the intervention program and the program focus on optimizing leader as a transformational leadership. The intervention program will be held through coaching and workshop to staff level to Vice President level."

"Penelitian ini dilakukan untuk melihat pengaruh positif dari desentralisasi, koordinasi, adaptability culture, knowledge exchange dan member perceived LMX terhadap 3 dimensi commitment to change. Dalam penelitian ini, proses pengumpulan data menggunakan survey/kuisioner. Objek penelitian kali ini adalah 119 orang asisten manajer/junior manajer dan supervisor di salah satu BUMN bidang transportasi yang sedang mengalami perubahan organisasi. Dengan menggunakan metode general linear model (GLM) pada SPSS versi 22, penelitian ini mendapatkan hasil bahwa koordinasi berpengaruh positif terhadap 3 affective, continuance dan normative commitment to change. Selain itu, pada penelitian ini juga menunjukkan hasil bahwa adaptability culture dan adaptability culture memiliki pengaruh positif terhadap affective dan normative commitment to change. Dengan demikian, penelitian ini menemukan bahwa pola interaksional dibutuhkan oleh perusahaan dalam proses perubahan organisasi untuk meningkatkan komitmen karyawan pada perubahan organisasi tersebut.

---

This study contains the impact of decentralization, coordination, adaptability culture, knowledge exchange and member perceived LMX to employee commitment to change. The process of collecting data in this research with survey questionaire. Object of this study is 119 assistant manager/junior managers and supervisors at one of the state-owned company in transporttasi field that is undergoing organizational change. By using the general linear models (GLM) in SPSS version 22, this research showed that coordination has positive influence on affective, continuance and normative commitment to change. In addition, this study also showed that adaptability culture and member percived LMX has a positive influence on affective and normative commitment to change. Thus, this study found that interactional patterns required by the company in the process of organizational changes to improve employee commitment."

"Setiap organisasi perlu melakukan berubahan agar dapat bertahan hidup, eksis dan berkembang. Akan tetapi, perubahan organisasi seringkali mengalami kegagalan, salah satu penyebabnya adalah kurangnya komitmen karyawan untuk berubah. Penelitian ini bertujuan untuk mengetahui pengaruh dari kesiapan individu untuk berubah dan kepercayaan organisasi terhadap komitmen afektif untuk berubah. Partisipan dari penelitian ini terdiri dari 328 karyawan yang bekerja diberbagai perusahaan perbankan di wilayah JABODETABEK. Komitmen afektif untuk berubah diukur menggunakan Commitment to Change Inventory, kepercayaan organisasi diukur menggunakan Organizational Trust Inventory dan kesiapan individu untuk berubah diukur menggunakan Readiness for Change Scale.Hasil penelitian membuktikan bahwa terdapat hubungan positif yang signifikan antara kesiapan individu untuk berubah r = 0,64, p < 0,01 dan komitmen afektif untuk berubah serta hubungan positif dan signifikan antara kepercayaan organisasi r = 0,30, p < 0,01 dan komitmen afektif untuk berubah. Hal tersebut menunjukkan bahwa individu dengan kesiapan untuk berubah dan kepercayaan organisasi yang tinggi memiliki komitmen afektif untuk berubah yang juga tinggi. Penelitian juga menunjukkan bahwa kesiapan individu untuk berubah ? = 0,63, p < 0,01 memiliki pengaruh yang lebih kuat terhadap komitmen afektif untuk berubah dibandingkan dengan kepercaayaan organisasi ? = 0,09, p < 0,05.

---

Every organizations need to change in order to survive, exist and develop. However, not every organizational change program was successful. This research aimed to examine the impact between individual readiness for change and organizational trust toward affective commitment to change. Participants of this research are 328 employees who work in various organization in the JABODETABEK area who facing changes. Affective commitment to change was measured using Commitment to Change Inventory, organizational trust was measured by Organizational Trust Inventory, and individual readiness for change measured using Readiness for Change Scale.

The result of this study proves that there is a significant positive correlation between individual readiness for change r 0,64, p 0,01 and affective commitment to change, and also a significant positive correlation between organizational trust r 0,30, p 0,01 and affective commitment to change. It implies that people with high individual readiness for change and organizational trust also have high affective commitment to change. This research also found that individual readiness for change 0,63, p 0,01 had stronger impact to affective commitment to change than organizational trust 0,09, p 0,05."

"Tesis ini bertujuan untuk mengetahui apakah terdapat hubungan antara keadilan organisasidan persepsi dukungan organisasi terhadap komitmen afektif karyawan di PT A. Tipe penelitian yang digunakan adalah penelitian korelasional dengan responden penelitian sebanyak 52 karyawan. Keadilan organisasidiukur dengan menggunakan alat ukur yang diadaptasi dari alat ukur organizational justice dari Neihoof Moorman 1993 yang terdiri dari 20 item a= 0,911. Alat ukur persepsi dukungan organisasi diukur menggunakan alat ukur yang diadaptasi dari alat ukur perceived organizational supportdari Eisenberger 2002 yang terdiri dari 8 item a=0,892. Sementara alat ukur komitmen afektif diukur menggunakan alat ukur yang diadaptasi dari alat ukur affective commitmentdari Meyer Allen 1991 yang terdiri dari 8 item a=714.Hasil penelitian menunjukkan hubungan yang positif dan signifikan antara keadilan organisasimaupun persepsi dukungan organisasi terhadap komitmen afektif R = 0,410, p < 0,001. Hasil penelitian juga menunjukkan bahwa persepsi dukungan organisasi lebih memengaruhi komitmen afektif jikadibandingkan dengankeadilan organisasi b= 0,418, p < 0,05. Hal ini dapat diartikan semakin tinggi persepsi dukungan organisasi maka akan tinggi pula komitmen afektif. Peneliti selanjutnya merancang intervensi yang dapat meningkatkan persepsi dukungan organisasi melalui pelatihan coaching for performanceuntuk karyawan PT A yang memiliki bawahan. Tujuannya dengan dilakukannya coachingadalah untuk meningkatkan persepsi dukungan organisasi yang selanjutnya dapat meningkatnya komitmen afektif.Hasil evaluasi pemahaman peserta menunjukkan perbedaan signifikan antara skor pre-testdan post-test t = -5,745, p < 0,001. Hal ini dapat diartikan terjadi peningkatan pemahaman mengenai coaching pada peserta pelatihan setelah pelaksanaan intervensi.

---

The purpose of this research is to determine the effect of organizational justice and perceived organizational support to affective commitment of the employee at A Company. The type of this study is correlational study and the number of participants are 52 employees. Organizational justice is measured by using measurement instrument adapted from organizational justice questionnaire developed by Neihoof Moorman 1993, consist of 20 item a 0,911. Perceived organizational support is measured by using measurement instrument adapted from Perceived organizational support questionnaire developed by Eisenberger 2002, consist of 8 item a 0,892. Whereas affective commitment is measured by using measurement instrument adapted questionnaire affective commitment developed by Meyer Allen 1991, consist of 8 item a 714.The result a positive and significant relationship among organizational justice and perceived organizational support with affective commitment R 0,410 , p 0,001. The result also showed that only perceived organizational support indicating a positive and significant relationship on affective commitment than organizational justice b 0,418, p 0,05. It can be conclude that the higher perceived organizational support then the higher of affective commitment level. Researcher then designing intreventions that can improve perceived organizational support through coaching for performance training for employee of A company who has the subordinates. The purpose of the intervention is to improve perceived organizational support which can impact on improve affective commitment level. Evaluation at learning criteria show significant differences between pre test dan post test t 5,745, p 0,001. It can be concluded that there has been an increase in knowledge about coaching on the trainee after the intervention session."

"Dalam menghadapi perkembangan dan perubahan yang cepat, organisasi perlu beradaptasi dengan melakukan perubahan, yang dapat berhasil jika karyawan memiliki komitmen afektif terhadap perubahan. Tujuan utama penelitian ini adalah untuk menguji hubungan antara kepemimpinan perubahan dan komitmen afektif terhadap perubahan, melalui peran kesiapan individu untuk berubah sebagai mediator. Penelitian ini dilakukan pada 117 karyawan berusia 25-40 tahun yang bekerja di perusahaan BUMN. Variabel dalam penelitian ini diukur menggunakan Commitment to Change Scales, Skala Kepemimpinan Perubahan, dan Scale for Individual Readiness to Organizational Change. Hasil penelitian menunjukkan bahwa kesiapan individu untuk berubah memediasi secara penuh hubungan antara kepemimpinan perubahan dan komitmen afektif terhadap perubahan (indirect effect = .068, p<.01). Berdasarkan hasil tersebut, organisasi dapat membentuk komitmen afektif karyawan terhadap perubahan dengan kepemimpinan perubahan yang efektif dan menciptakan kesiapan karyawan untuk berubah.

---

In onder to face rapid development and change, organizations have to adapt to changes, which can be successfully implemented if employees have an affective commitment to change. The main objective of this study is to examine the relationship between change leadership and affective commitment to change, through the role of individual readiness for change as a mediator. This research was conducted on 117 employees aged 25-40 years who work in state-owned companies. The variables in this study were measured using the Commitment to Change Scales, the Change Leadership Scale, and the Scale for Individual Readiness to Organizational Change. The result showed that individual readiness for change fully mediated the relationship between change leadership and affective commitment to change (indirect effect = .068, p<.01). Based on the result, organizations can form employees' affective commitment to change with effective change leadership and create employees’ readiness for change."

"

Seiring dengan proses pembangunan ibu kota baru di Ibu Kota Nusantara di Kalimantan Timur, Pemerintah Indonesia juga berencana memindahkan para Pegawai Negeri Sipil pada Kementerian/Lembaga ke Ibu Kota Nusantara. Studi ini menyoroti tingkat kesiapan individu dalam menghadapi perubahan terkait pemindahan ke Ibu Kota Nusantara dengan mengevaluasi pengaruh perceived organizational support, transformational leadership, dan organizational trust terhadap readiness for change. Metode penelitian kuantitatif melalui self-administered questionaire dilakukan kepada 311 responden pegawai di Unit Administrasi Keuangan. Pengujian Hipotesis menggunakan Structural Equation Model dengan Lisrel 8.8. Hasil penelitian menunjukkan bahwa perceived organizational support dan transformational leadership berpengaruh positif signifikan terhadap readiness for change. Selanjutnya organizational trust memediasi secara parsial hubungan antara perceived organizational support dan transformational leadership dengan readiness for change. Penelitian ini memberikan kontribusi di bidang manajemen sumber daya manusia untuk meningkatkan readiness for change dalam konteks perubahan organisasi pada organisasi publik, khususnya pemindahan pegawai ke Ibu Kota Nusantara.

---

Along with the process of building a new capital city in the Nusantara Capital City in East Kalimantan, the Government of Indonesia also plans to move civil servants in ministries/agencies to the Nusantara Capital City. This study highlights the level of individual readiness in facing changes related to the move to the Nusantara Capital City by evaluating the effect of perceived organizational support, transformational leadership, and organizational trust on readiness for change. Quantitative research methods through self-administered questionnaires were conducted to 311 employee respondents in the Financial Administration Unit. Hypothesis testing using Structural Equation Model with Lisrel 8.8. The results showed that perceived organizational support and transformational leadership have a significant positive effect on readiness for change. Furthermore, organizational trust partially mediates the relationship between perceived organizational support and transformational leadership with readiness for change. This research contributes to the field of human resource management to increase readiness for change in the context of organizational change in public organizations, especially the relocation of employees to the Nusantara Capital City.

 

"

"ABSTRAKPenelitian ini bertujuan untuk mengetahui pengaruh external pressure danorganizational justice terhadap resistance to change di PT. X. PT. X adalahperusahaan badan usaha milik negara yang bergerak di bidang jasa konsultasi,survei, inspeksi dan verifikasi. Metode analisis data yang digunakan adalah analisisstatistik deskriptif dan regresi. Resistance to change adalah faktor yangmenghambat proses perubahan. External pressure memiliki dimensi coercive,mimetic dan normative pressure. Organizational justice memiliki dimensidistributive justice, procedural justice, interpersonal justice dan informationaljustice. Hasil penelitian terhadap 262 responden menunjukkan tingkat resistance tochange di PT. X dikategorikan sedang. Dimensi mimetic pressure berpengaruhsecara signifikan terhadap resistance to change, dimensi informational justiceberpengaruh negatif secara signifikan terhadap resistance to change. Sedangkancoercive, normative, distributive justice, procedural justice dan interpersonaljustice tidak terbukti berpengaruh secara signifikan terhadap resistance to change

---

ABSTRACTThis research aims to determine the effect of external pressure and organizationaljustice to resistance to change at PT. X. PT. X is a state-owned enterprise with fieldof work as consultant for survey, inspection, and verification. Data analysis methodused are statistic descriptive analysis and regression. Resistance to change is afactor that prevent change prosess. External pressure has dimensions of coercive,mimetic and normative pressure. Organizational justice has dimensions ofdistributive justice, procedural justice, interpersonal justice and informationaljustice. Researh findings on 262 respondents indicated the level of resistance tochange at PT. X categorized as moderate. Dimension of mimetic pressuresignificantly impact to resistance to change, dimension informational justicesignificantly influence and negatif impact to resistance to change. Whereascoercive, normative, distributive justice, procedural justice and interpersonaljustice not proven significantly influence resistance to change"