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"Penelitian ini bertujuan untuk mengetahui pengaruh kepuasan kerja dan komitmen organisasi terhadap turnover intention. Berdasarkan hasil uji regresi berganda pada 32 Junior Engineer dengan menggunakan Job Satisfaction Survey (JSS), Organizational Commitment Instrument, dan Turnover Intention Questionnaire menunjukkan adanya pengaruh signifikan dari kepuasan kerja dan komitmen organisasi terhadap turnover intention (r squared = 0,651**, p<0,01). Peneliti merancang intervensi untuk meningkatkan kepuasan kerja dan komitmen organisasi pada aspek komunikasi, karakteristik pekerjaan dan komponen afektif yang memberikan sumbangan terbesar dengan tujuan untuk menurunkan turnover intention. Ketiga aspek tersebut dipersepsikan rendah karena adanya hambatan komunikasi dengan atasan. Oleh karena itu, intervensi komunikasi efektif diberikan kepada Senior Engineer untuk meningkatkan persepsi komunikasi, karakteristik pekerjaan dan komponen afektif Junior Engineer yang diharapkan akan meningkatkan perilaku kepuasan kerja dan komitmen organisasi sehingga menurunkan turnover intention Junior Engineer. Hasil uji signifikansi perbedaan pre-test dan post-test menunjukkan intervensi signifikan meningkatkan kepuasan kerja dan komitmen organisasi dan menurunkan turnover intention (t = 4,493*, p<0,05). Hasil ini menunjukkan bahwa penting untuk melakukan pelatihan komunikasi efektif pada Senior Engineer agar turnover intention Junior Engineer menurun.

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This study is aimed to determine the effect of job satisfaction and organizational commitment on turnover intention. Based on multiple regression test of the 32 Junior Engineer using Job Satisfaction Survey (JSS), Organizational Commitment Instrument, dan Turnover Intention Questionnaire showed a significant effect of job satisfaction and organizational commitment on turnover intention (r squared = 0.651 **, p <0.01). The researchers design interventions to increase job satisfaction and organizational commitment on aspects of communication, job characteristics and affective components that contributed most to the objective to reducing turnover intention. These three aspect are low perceived due to the barriers of communication with superiors. Therefore, effective communication training interventions given to the Senior Engineer to improve the perception of communication, job characteristics and affective components on Junior Engineer that is expected to improve the job satisfaction and organizational commitment then reduce their turnover intention. The result of the significance test on the difference between pre-test and post-test show that the given intervention can improve the dimension of job satisfaction, organizational commitment and reducing turnover intention (t = 4.493 *, p <0,05). This result implies that it is important to conduct effective communication training for Senior Engineer in order to reduce Junior Engineer turnover intention."

"Tujuan dari penelitian ini adalah menentukan penyebab utama masalah meningkatnya voluntary turnoverpada Talent Engineerdi PT. XXX dan merancang sebuah program intervensi untuk mengatasi permasalahan tersebut. Penelitian ini menggunakan tipe penelitian kuantitatif dan kualitatif. Tipe penelitian kuantitatif digunakan untuk pengukuran penyebab utama. Tipe penelitian kualitatif melalui metode wawancara dan analisis data sekunder digunakan untuk mengenali masalah dan mencari faktor-faktor penyebab mengapa masalah tersebut terjadi. Hasil penelitian menunjukkan bahwa kepemimpinan merupakan penyebab utama meningkatnya voluntary turnover intentionpada Talent Engineerdi PT. XXX. Berdasarkan kajian terhadap hasil pengukuran menggunakan alat ukur Withdrawal Cognition, Work Design Questionnaire, dan Leadership Behaviour Analysis, hasilnya menunjukkan bahwa penilaian Engineermengenai gaya kepemimpinan atasannya tidak sesuai dengan gaya kepemimpinan yang dimiliki oleh atasannya tersebut, baik untuk directive behaviour maupun supportive behaviour. Oleh karena itu, intervensi yang diberikan fokus untuk meningkatkan kompetensi para Engineering Managersebagai mentormelalui pelatihan agar dapat menurunkan voluntary turnover intentionpada Talent Engineerdi PT. XXX.

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The purpose of this study is to determine the cause of Talent Engineer?s voluntary turnover problem at PT. XXX and design an intervention program to overcome it. This study used quantitative and qualitative research type. Quantitative research type were used to measure major cause. Qualitative research type were used to determine the problem and the factor that cause the problem. The results show that leadership is the cause of voluntary turnover problem. Based on measurement with Withdrawal Cognition, Work Design Questionnaire, dan Leadership Behaviour Analysis tools, the results show that Engineer judgement about leadership style did not match with their superordinate?s leadership style for directive and supportive behaviour. Therefore, the intervention is focused on improving Engineering Manager competency as a mentor through training in order to reduce Talent Engineer?s voluntary turnover problem at PT. XXX."

"Skripsi ini membahas mengenai hubungan antara gaya kepemimpinan transformasional, transaksional dan laissez-faire dengan turnover intention PT.XYZ. Penelitian dilakukan kepada tenaga penjualan di empat cabang perusahaan multifinance, yaitu cabang Tangerang, Bekasi, Cempaka Mas, dan Bogor. Penelitian ini menggunakan metode analisis deskriptif dan korelasi. Hasil dari penelitian menunjukkan bahwa tingkat turnover intention di keempat cabang secara keseluruhan rendah, terdapat hubungan negatif yang signifikan antara gaya kepemimpinan transformasional dan transaksional dengan turnover intention dan hubungan positif yang signifikan antara gaya kepemimpinan laissez-faire dengan turnover intentions. Untuk menekan turnover intention, para manajer harus menunjukkan sikap lebih adil kepada bawahannya, menjadi panutan bagi bawahan, memotivasi bawahan untuk menjadi yang terbaik, mengingatkan tanggung jawab bawahan, dan mengawasi kinerja bawahan untuk meminimalisasi kesalahan.

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The purpose of this study was to examine the relationship between transformational, transactional and laissez-faire leadership styles with turnover intention of PT. XYZ. Respondents of this study were salesforce of PT. XYZ in four branches (Tangerang, Bekasi, Cempaka Mas and Bogor). Method of analysis were descriptive statistics and Pearson correlation. This study found that there were low turnover intention level in the four branches. There was negative significant relationship between transformational and transactional leadership with turnover intention and there was positive significant relationship between laissez-faire leadership style with turnover intention. To reduce turnover intention, managers should be more fair to subordinates, motivate subordinates to be the best, remind employees about their responsibilities, and monitor employees performance to reduce errors."

"PT P, merupakan perusahaan startup dalam bidang teknologi. Saat ini perusahaan tersebut sedang mengalami permasalahan yaitu tinggi nya persentase turnover setiap bulannya, terutama di divisi Teknologi dan Customer Service. Secara umum, Turnover pada karyawan dapat disebabkan oleh faktor individual dan faktor di luar karyawan. Salah satu faktor di luar karyawan yang mempengaruhi turnover adalah Kepemimpinan Hamstra et al., 2011 . Berdasarkan survei Organizational Blockage Inventory dan structured interview terhadap karyawan PT P, peneliti mengidentifikasi adanya kaitan antara gaya kepemimpinan transformasional pada supervisor dengan intensi turnover karyawan di divisi Teknologi dan Customer Service di PT P. Kepemimpinan supervisor diukur dengan menggunakan kuesioner Multifactor Leadership Questionnaire MLQ dan Turnover Intention Scale digunakan untuk mengukur intensi turnover para karyawan pada divisi tersebut.Hasil penelitian menunjukkan hubungan negatif yang signifikan antara kepemimpinan transformasional pada supervisor dengan intensi turnover bawahan yang artinya semakin supervisor menerapkan gaya kepemimpinan transformasional, maka intensi turnover pada karyawan pada divisi Teknologi dan Customer Service akan semakin rendah, dan semakin supervisor tidak menerapkan gaya kepemimpinan transformasional, maka intensi turnover pada karyawan pada divisi Teknologi dan Customer Service akan semakin tinggi. Berdasarkan hasil penelitian tersebut, peneliti kemudian merancang program intervensi berupa pelatihan kepemimpinan transformasional pada supervisor di divisi Teknologi dan Customer Service, dengan tujuan memperbaiki gaya kepemimpinan mereka yang kelak berdampak menurunkan intensi turnover karyawan di divisi tersebut.

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PT P is a startup technology company. Currently, the company has a high rate of turnover every month, especially in Technology and Customer Service division. In general, turnover can be caused by individual factor and external factor. One of the external factor is leadership Hamstra et al., 2011 . Based on Organizational Blockage Inventory survey and structured interview to PT P employees, researcher identified a correlation between transformational leadership style on supervisor with turnover intention employee in Technology and Customer Service division. Supervisor rsquo s transformational leadership style is measured by Multifactor Leadership Questionnaire MLQ , and staff rsquo s turnover intention is measured by Turnover Intention Scale.

The result of this study indicated a significant negative correlation between supervisor rsquo s transformational leadership style and staff rsquo s turnover intention, which means if the supervisor do not apply transformational leadership style staff rsquo s turnover intention will be increased, and if the supervisor apply transformational leadership style staff rsquo s turnover intention will be decreased. Based on this result, researcher create a transformational leadership training intervention program for supervisor to fix their leadership style in order to reduce staff rsquo s turnover intention in Technology and Customer Service division."

"Penelitian ini bertujuan untuk mengetahui pengaruh kepemimpinan dan iklim organisasi terhadap perilaku knowledge sharing. Berdasarkan hasil uji regresi berganda pada 92 karyawan dengan menggunakan Multifactor Leadership Questionnaire (Form 5x-Short), Organizational Climate Instrument, dan Knowledge Sharing Behavior Questionnaire menunjukkan adanya pengaruh yang signifikan dari kepemimpinan dan iklim organisasi terhadap knowledge sharing, dimana sumbangan paling signifikan berasal dari iklim organisasi (r = 0,511**, p<0,01). Kemudian peneliti merancang intervensi untuk meningkatkan iklim organisasi pada dimensi fairness yang memberikan sumbangan terbesar. Fairness yang dipersepsikan rendah karena penilaian atasan yang dianggap tidak adil. Oleh karena itu, intervensi effective performance feedback workshop diberikan kepada para atasan untuk meningkatkan persepsi fairness bawahannya yang diharapkan akan meningkatkan perilaku knowledge sharing bawahan.Hasil uji signifikansi perbedaan pre-test dan post-test menunjukkan intervensi signifikan meningkatkan dimensi iklim organisasi yaitu persepsi fairness sehingga terdapat peningkatan pula pada knowledge sharing (t = -4,733*, p<0,05). Hasil ini mengimplikasikan bahwa penting untuk memberikan feedback secara berkala agar karyawan menampilkan perilaku knowledge sharing yang diharapkan.

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This study is aimed to analyze the effect of leadership and organizational climate toward knowledge sharing behaviors. Based on multiple regression test to the 92 employees using Multifactor Leadership Questionnaire (Form 5x-Short), Organizational Climate Instrument, and Knowledge Sharing Behavior Questionnaire showed a significant effect of leadership and organizational climate toward knowledge sharing, in which the most significant contribution came from organizational climate (r = 0.511**, p <0,01). Then the researcher designed intervention to improve organizational climate dimension of fairness as biggest contribution. The low perceived fairness was considered because of unfair superior rating. Hence, the effective performance feedback workshop intervention was given to supervisors to improve the perception of fairness on their subordinates and expected to enhance knowledge sharing behaviors.

The result of the significance test on the difference between pre-test and post-test showed that the given intervention could improve the dimension of organizational climate that was the perception of fairness so that there was improvement knowledge sharing (t = -4.733 *, p <0,05). This result implies that it is important to give the employee feedback on a regular basis in order to show the expected knowledge sharing behaviors."

"Rendahnya motivasi karyawan menunjukan adanya masalah kepemimpinan dan kepuasan kerja. Tingginya turnover pegawai di RS Yadika Pondok Bambu mengindikasi permasalahan kepuasan kerja dan komitmen. Tujuan penelitian ini adalah mengetahui hubungan antara gaya kepemimpinan dengan kepuasan kerja karyawan dan hubungan kepuasan kerja dengan komitmen organisasi di RS Yadika Pondok Bambu. Besar sampel 193 orang. Penelitian dilakukan dengan menyebarkan kuesioner.Gaya kepemimpinan transformasional dialami 58% karyawan dan transaksional 42%. Karyawan yang puas 50.28%, yang tidak puas 49.7%. Komitmen afektif&normatif didapatkan pada 67% karyawan dan kontinu 33%. Terdapat hubungan antara gaya kepemimpinan dengan kepuasan kerja karyawan. Terdapat hubungan antara kepuasan kerja dengan komitmen organisasi.

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Low motivation of employees indicates the issue of leadership and job satisfaction. The high turnover of employees in RS Yadika Pondok Bambu indicates job satisfaction and commitment issues. The purpose of this study was to determine the association between leadership style and job satisfaction and association between employee job satisfaction and organizational commitment in RS Yadika Pondok Bambu. Sample size was 193 people. Research carried out by spreading questionnaire. Transformational leadership style was experienced by 58% of employees and transactional style was 42%. 50.28% of employees were satisfied, 49.7% dissatisfied. Affective and normative commitment was found in 67% of employees and 33% continuous commitment. There is an association between leadership style and job satisfaction of employees. There is an association between job satisfaction and organizational commitment."

"ABSTRAKPenelitian ini membahas tentang hubungan gaya kepemimpinan path-goal dan intensi turnover pada PT Bank BNI Syariah Pusat. Penelitian ini mengacu pada penelitian yang dilakukan oleh Hsu dkk (2003), yaitu mengungkapkan hubungan gaya kepemimpinan path-goal yang dikemukakan oleh House (1974) dan intensi turnover dalam konteks perusahaan jasa perbankan di Indonesia.Penelitian ini berdasarkan dari 50 responden yang berhasil dikumpulkan dengan metode survai yang disebarkan kepada pegawai PT Bank BNI Syariah Pusat, dengan tingkat kepercayaan 95%.Data perolehan dalam skala Likert dan dianalisis menggunakan teknik analisis data korelasi Pearson untuk mengetahui hubungan antara gaya kepemimpinan path-goal (kepemimpinan suportif, kepemimpinan instrumental, dan kepemim-pinan partisipatif) dan intensi turnover.Hasil penelitian menunjukkan kembali adanya hubungan signifikan negatif antara setiap gaya kepemimpinan path-goal (kepemimpinan instrumental, supportif, dan partisipatif) dan intensi turnover. Hasil tersebut sejalan dengan penelitian yang dilakukan oleh Dixon dan Hart (2010) dan menegaskan kembali Hsu, dkk (2003).

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ABSTRACTThis research investigates the relationship between path-goal leadership style and turnover intention at PT Bank BNI Syariah Headquarter. This study is based on previous research by Hsu, et.al (2003), which revealed the path-goal leadership theory by House (1974) and turnover intention in context of banking service at Indonesia.

This research based on 50 respondents collected with survey method were distributed to employee of PT Bank BNI Headquarter with 95% significant level.

Collected data were on Likert scale dan analysed by Pearson correlation analysis technique to identify the relationship between path-goal leadership style (sup-portive leadership, instrumental leadership, participative leadership) and turnover intention.

Result of this study refigure there is significant negative relationship between each path-goal leadership style (instrumental leadership, supportive leadership, participative leadership) and turnover intention. This result is in line with study by Dixon and Hart (2010) and reaffirm Hsu, et.al (2003)."

"Penelitian ini bertujuan untuk menguji pengaruh authentic leadership terhadap turnover intention dengan organizational commitment sebagai variabel mediasi. Variabel authentic leadership diukur dengan menggunakan indikator dari Authentic Leadership Inventory (ALI) oleh Neider dan Schriesheim, untuk variabel turnover intention menggunakan beberapa indikator dari Mobley et al. dan yang terakhir untuk variabel organizational commitment diukur menggunakan beberapa indikator dari Mowday et al. Penelitian ini menggunakan pendekatan kuantitatif, pengumpulan data yang dilakukan melalui penyebaran kuesioner online dan offline dengan jumlah responden terkumpul sebanyak 105. Analisis data pada penelitian ini dilakukan dengan analisis deskriptif, analisis regresi, analisis mediasi (causal step) dan analisis sobel test. Hasil penelitian menunjukan bahwa authentic leadership secara signifikan memengaruhi turnover intention. Authentic leadership secara signifikan memengaruhi organizational commitment. Berdasarkan hasil uji mediasi yang telah dilakukan, terdapat pengaruh mediasi signifikan Organizational Commitment pada pengaruh Authentic Leadership terhadap Turnover Intention.

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This study aims to examine the effect of authentic leadership on turnover intention with organizational commitment as a mediating variable. The authentic leadership variable was measured by several indicators from Authentic Leadership Inventory (ALI) by Neider and Schriesheim, for the variable turnover intention by several indicators from Mobley et al. and the last for organizational commitment variable was measured by several indicators from Mowday et al. This research used a quantitative approach, collecting data by distributing online and offline questionnaires with 105 respondents collected. Data analysis in this study was conducted by descriptive analysis, regression analysis, mediation analysis (causal step) and sobel test analysis. The results show that authentic leadership significantly affected turnover intention. Authentic leadership significantly influences organizational commitment. Based on the results of mediation tests, there is a significant mediation effect of Organizational Commitment on the influence of Authentic Leadership on Turnover Intention."

"Penelitan ini bertujuan untuk mengetahui hubungan antara variabel gaya kepemimpinan transformasional dan variabel perilaku kewargaan organisasi (PKO) pada PT. X dalam rangka menyusun intervensi yang tepat untuk meningkatkan gaya kepemimpinan transformasional yang nantinya diharapkan dapat meningkatkan PKO. Gaya kepemimpinan transformasional diukur menggunakan 20 item yang diadaptasi dari item yang mengukur dimensi kepemimpinan transformasional dalam Multifactor Leadership Questionnaire (Bass & Avolio, 2004; dalam Ho et al., 2009) dengan reliabilitas Alpha Cronbach 0.92, sedangkan perilaku kewargaan organisasi diukur dengan menggunakan alat ukur yang diadaptasi dari alat ukur yang dikembangkan oleh Podsakoff et al. (1990) dengan reliabilitas Alpha Cronbach 0.81. Sejumlah 33 responden pada level jabatan non-staf hingga manajer terlibat dalam penelitian ini. Berdasarkan hasil analisa regresi berganda didapatkan R= 0.611, F = 4.17, dfregresi = 4, dfresidual = 28, p = 0.009, dengan signifikansi pada los 0.01. Gaya kepemimpinan transformasional mampu menjelaskan 37.4 % varians dalam PKO. Adapun dimensi yang memiliki hubungan paling kuat ialah Idealized Influence, dengan nilai korelasi 0.58, p = 0.003, signifikan pada los 0.01. Berdasarkan hasil ini, maka intervensi pelatihan gaya kepemimpinan transformasional dengan menitikberatkan kepada dimensi Idealized Influenced dirancang dan diimplementasikan kepada level manajer dan penyelia. Berdasarkan hasil olah data didapatkan adanya kenaikan skor jumlah jawaban benar secara signifikan pada kelompok peserta manajer (pre-test (M = 3.20, SD = 1.09), post-test (M = 5.20, SD = 2.16), t = -2.82, df = 4, p = 0.04, signifikan pada los 0.05) dan kelompok peserta penyelia (pre-test (M = 2.00, SD = 1.19), post-test (M = 4.88, SD = 3.18), t = -3.45, df = 7, p = 0.01, pada los 0.05). Hasil ini menunjukkan adanya peningkatan pengetahuan mengenai gaya kepemimpinan transformasional. Hal ini diharapkan dapat meningkatkan implementasi gaya kepemimpinan transformasional pada atasan sehingga mampu meningkatkan PKO pada bawahannya.

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This study aimed to determine the relationship between transformational leadership style and organizational citizenship behaviour (OCB) in PT. X in order to design the right intervention to improve transformational leadership style in which it was expected to improve OCB. Transformational leadership style was measured using a 20-item scale adopted from Multifactor Leadership Questionnaire (Bass & Avolio, 2004; dalam Ho et al., 2009) that measures the transformational leadership style with the reliability Alpha Cronbach 0.92, whereas OCB was measured using the scale adopted from OCB scale developed by Podsakoff et al. (1990) with the reliability Alpha Cronbach 0.81. Thirty-three respondents within the level of position ranging from non-staff to managers were involved. The results from multiple regression analysis showed the value of R= 0.611, F = 4.17, dfregressin = 4, dfresidual = 28, p = 0.009, was significant within the level of significance 0.01. Furthermore, transformational leadership style can explain 37.4 % variance of OCB. The dimension of transformational leadership style that has the strongest relationship with OCB is Idealized Influence, with the correlation value of 0.58, p = 0.003, significance level of 0.01. Based on this results, transformational leadership training in which Idealized Influence were emphasized can be considered as the right intervention for managers and supervisors. Based on statistical analysis, it was found that there was a significant increase in the total score of right answers about transformational leadership style on the group of managers and (pre-test (M = 3.20, SD = 1.09), post-test (M = 5.20, SD = 2.16), t = -2.82, df = 4, p = 0.04, significant at los 0.05) and supervisors (pre-test (M = 2.00, SD = 1.19), post-test (M = 4.88, SD = 3.18), t = -3.45, df = 7, p = 0.01, significant at los 0.05). This result showed that there is an improvement in the participants’ knowledge of transformational leadership style. It is expected that this could improve the implementation of transformational leadership style in which it could also improve the occurance of employees organizational citizenship behaviour."

"Penelitian ini berfokus pada usaha untuk meningkatkan affective commitment to change pada karyawan Teknisi melalui transformational leadership atasan di perusahaan yang bergerak dalam bidang solusi ketenagalistrikan. Berdasarkan penggalian data awal, masalah yang muncul adalah adanya kecenderungan normative commitment to change karyawan Teknisi dalam mematuhi peraturan kedisiplinan akibat gaya kepemimpinan yang cenderung transactional, sehingga mereka patuh hanya jika merasa diawasi dan akan menerima punishment untuk pelanggaran yang dilakukan. Peneliti mengukur korelasi antara transformational leadership dan affective commitment to change dengan 18 orang partisipan Teknisi. Alat ukur transformational leadership yang digunakan pada penelitian ini (α = 0,980) diadaptasi oleh Rubin et al. (2005) yang berdasar pada alat ukur yang dikembangkan oleh Podsakoff et al. (1996). Sementara, alat ukur affective commitment to change yang digunakan (α = 0.809) merupakan versi adaptasi dari alat ukur commitment to change yang digunakan dalam penelitian Herscovitch dan Meyer (2002). Berdasarkan uji korelasi Kendall?s Tau (τ), diperoleh koefisien korelasi sebesar 0,606 (LOS 0,01), yang menunjukkan bahwa transformational leadership atasan berhubungan secara signifikan dengan affective commitment to change karyawan. Untuk itu dilakukan sebuah intervensi berupa workshop transformational leadership untuk meningkatkan perilaku transformational atasan dengan tujuan untuk meningkatkan affective commitment to change pada bawahan. Peneliti melakukan evaluasi workshop level dua dengan uji Wilcoxon Signed-Rank Test, diperoleh hasil bahwa terdapat peningkatan skor perilaku transformational atasan, meskipun tidak signifikan (Z = -1,826, p > 0,05).

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This study is focused on the effort to improve affective commitment to change among Technicians through Coordinator?s transformational leadership in a company of power solution business. Based on initial diagnosis, the existing problem can be attributed to the tendency of normative commitment to change among Technicians in complying to discipline regulation as a result of superiors? transactional leadership style, which causes Technicians comply only when they perceive as being monitored and will receive punishment for violating the regulation. The correlation between transformational leadership and affective commitment to change was measured with 18 Technicians as participants. The transformational leadership instruments used in this study (α = 0,980) was adapted by Rubin et al. (2005) based on the one developed by Podsakoff et al. (1996), while the instrument used to measure employee affective commitment to change (α = 0.809) was an adapted version from the one used in Herscovitch and Meyer?s (2002) research. Based on Kendall?s Tau (τ) correlation test, correlation coefficient of 0,606 (LOS 0,01) was found, showing that superiors? transformational leadership is significantly and positively correlated to employees? affective commitment to change. Based on this result, an intervention program was conducted in the form of transformational leadership workshop to improve superiors? transformational leadership behavior, aimed at the improvement of employee affective commitment to change. The researcher conducted a second level workshop evaluation using the Wilcoxon?s Signed-Rank Test, showing that there was an increase in superiors? transformational behavior score, but not significant (Z = -1,826, p > 0,05)."