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"Penelitian terkait employee engagement terus berkembang dewasa ini karena diyakini bahwa tingkat engagement karyawan akan berdampak kepada performa organisasi. Namun, tingkat employee engagement pada generasi millennial sangat rendah, padahal generasi ini akan mendominasi 50% posisi kerja secara global pada tahun 2020. Penelitian ini bertujuan untuk melihat pengaruh atas faktor pekerjaan, lingkungan kerja, gaya kepemimpinan, kesempatan untuk berkembang, dan kesempatan berkontribusi, terhadap tingkat employee engagement pada generasi millennial. Penelitian ini merupakan penelitian kuantitatif yang menggunakan metorde survey terhadap objek penelitian yaitu karyawan millennial di PT Samudera Indonesia, sebanyak 400 sempel. Sebagai metode analisis penelitian ini menggunakan Partial Least Squares Structural Equation Modeling (PLS-SEM) untuk melihat model yang terbentuk atas faktor-faktor yang mempengaruhi employee engagement pada generasi millennial. Hasil penelitian ini menunjukan bahwa terdapat model dari hubungan antara faktor-faktor yang mempengaruhi dengan employee engagement. Faktor yang memiliki pengaruh langsung dalam meningkatkan employee engagement adalah lingkungan kerja, pekerjaan, dan kesempatan untuk berkembang. Sedangkan untuk faktor kepemimpinan mempengaruhi employee engagement secara tidak langsung, dan faktor kesempatan berkontribusi tidak mempengaruhi employee engagement.

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Many research show that employee engagement have positive influence on business performance. However, the employee engagement among millennials is lower than the previous generation whereas this generation will dominate 50% the world workforce in 2020. This research aims to confirm a model of factors than influencing employee engagement, that is the work itself, working environment, leadership, opportunity for personal growth, and opportunity to contribute. Using survey, the sample is 400 millennial employees of PT Samudera Indonesia. This research uses Partial Least Squares Structural Equation Modeling (PLS-SEM) as a tool to analyze the data.

As the result this research, work environment, work it-self, and opportunity for personal growth have direct impact to employee engagement. Leadership has indirect impact to employee engagement, and opportunity to contribute doesn’t have impact to employee engagement."

"Whether you call it "harvesting intangible assets" or "intellectual property management," organizations must make the most of everything they have to offer if they want to remain competitive. Yet, the majority of companies are oblivious to the wealth of revenue-producing opportunities hiding just below the strategic surface. In this thought-provoking book, author Andrew J. Sherman shares insights and expertise gleaned from his work with some of the world's leading companies who have capitalized on intellectual assets such as patents, trademarks, customer information, software codes, databases, business models, home-grown processes, and employee expertise. Featuring instructive examples from organizations including Proctor & Gamble, IBM, and Google, the book reveals how companies large or small can implement IP-driven growth and licensing strategies, foster a culture of innovation, turn R&D into revenue, and much more. Smart companies reap what they sow. This book gives readers the tools they need for a profitable harvest."

"Presents the journey of Becton, Dickinson and Company (BD), which created and deployed a leadership development program that relies on its top leaders (even the CEO) to train other leaders. This title helps your organization, too, can learn how to build and implement this vital program. "

"Buku ini mebahas topik mengenai strategi benchamarking dalam manajemen"

"Penelitian ini dilakukan untuk mengetahui lebih lanjut mengenai hubungan antara employee engagement dan kesiapan karyawan untuk berubah dan gambaran engagement serta kesiapan karyawan untuk berubah. Pengukuran employee engagement menggunakan alat ukur utrecht work engagement scale (Schaufeli, 2002) dan pengukuran kesiapan karyawan untuk berubah menggunakan alat ukur readiness for change scale (Hanpachern, 1997). Partisipan berjumlah 202 karyawan di PT.X dan memiliki karakteristik sudah bekerja di perusahaan minimal selama satu tahun. Hasil penelitian ini menunjukkan terdapat hubungan positif yang signifikan antara employee engagement dan kesiapan karyawan untuk berubah (r = 0.408; p = 0.000, signifikan pada L.o.S 0.01). Artinya, semakin tinggi employee engagement , maka semakin tinggi kesiapan karyawan tersebut untuk berubah. Selain itu, gambaran engagement karyawan rata-rata tergolong dalam kategori sedang, begitu juga dengan kesiapan karyawan untuk berubah yang tergolong sedang Berdasarkan hasil tersebut, karyawan perlu diintervensi sejak dini dalam hal engagement-nya, sebagai salah satu pendorong kesiapan karyawan untuk berubah.

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This research was conducted to find the correlation between employee engagement and employee readiness for change, and description about employee engagement and employee readiness for change in the organization. Employee engagement was measured using a modification instrument named Utrecht Work Engagement Scale (UWES) (Schaufeli, 2002) and employee readiness for change was measured using a modification readiness for change scale (Hanpachern, 1997). The participants of this research are 202 employee in PT.X and also have been work for at east oen year.

The main results of this research show that employee engagement positively correlated significantly with employee readiness for change (r = 0.408; p = 0.000, significant at L.o.S 0.01). The implication of this study is, the higher employee engagement leads to the higher his readiness for change. Furthermore, employee engagement dan employee readines for change in PT.X showing a mid result. Based on these results, employee needs to intervened early in the engagement as one of constructing the readiness for change."

"Contents :- Preface - Chapter 1 Introduction: How to Use This Book Effectively - Chapter 2 Assessing the Needs of Learners - Chapter 3 Designing and Facilitating Engagement Training - Chapter 4 Evaluating Effectiveness - Chapter 5 Short Program Training-2.5 Hours - Chapter 6 Half-Day Training - Chapter 7 1.5-Day Training - Chapter 8 2-Day Training - Chapter 9 Using the Content Modules - Chapter 10 Assessments and Training Instruments - Chapter 11 Structured Experiences - Appendix: Using the Online Materials - For Further Reading - About the Author - Index "

"Coaching Employee Engagement Training is written for managers and other leaders who, regardless of their level of experience, wish to facilitate and support the development of truly engaged employees within their organization. Utilizing clear, focused suggestions on improving employee coaching skills, Coaching Employee Engagement Training focuses on the fundamentals of successful employee coaching, and delivers powerful, pragmatic lessons within an easy-to-use, highly efficient workbook format. With its comprehensive approach to teaching employee coaching, Coaching Employee Engagement Training is a valuable resource for everyone interested in creating a more engaged workplace environment. Creating and presenting highly effective training materials and methods. Tailoring your training to your specific audience. Choosing and implementing appropriate, applicable program formats. Utilizing the detailed lesson plans and user guides included in the book. Understanding the three levels of coaching communication. Deploying specific, detailed role-playing scenarios and suggestions. Objectively assessing and evaluating your training and coaching programs. More than just a manual, Coaching Employee Engagement Training is a complete resource offering in-depth lessons, suggestions, exercises, worksheets, and evaluation forms. Coaching Employee Engagement Training offers managers and leaders at every level of experience and organizational rank the tools needed to create and maintain a high degree of meaningful, organic employee engagement."