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"ABSTRAKDalam era persaingan bebas ini, perusahaan harus memperhatikan kebutuhan dan harapan dari karyawannya. Apabila harapan dan kebutuhan tersebut terpenuhi maka akan memunculkan perasaan sejahtera (workplace well- being) dalam diri karyawan. Tujuan dari penelitian ini adalah untuk meningkatkan workplace well-being yang dirasakan karyawan melalui intervensi penyusunan job description dan job specification berbasis kompetensi. Penelitian ini adalah studi kasus pada Operation Budget Section Head di PT.X. Alat ukur yang digunakan merupakan modifikasi workplace well-being index yang disusun oleh Page. Dari hasil uji reliabilitas didapatkan hasil bahwa reabilitas alat ukur ini memiliki alpha cronbach sebesar 0,851. Kriteria yang digunakan adalah apabila subjek memiliki skor dibawah atau sama dengan 52 maka memiliki workplace well-being yang rendah, sedangkan apabila subjek memiliki skor diatas 52 maka memiliki workplace well-being yang tinggi. Berdasarkan data pre-test yang telah dilakukan memiliki workplace well-being yang rendah dengan skor sebesar 42. Rendahnya workplace well-being yang dirasakan oleh subjek dikarenakan faktor intrinsik seperti amount of responsibilities at work, meaningfulness of work, independence at work, dan use of abilities and knowledge at work. Sedangkan melalui intervensi penyusunan job description dan job specification berbasis kompetensi yang diberikan kepada subjek, subjek mempersepsikan workplace well-being yang tinggi dengan skor hasil post-test sebesar 53 dan faktor intrinsik mengalami peningkatan.ABSTRACTIn this era of free competition, companies must consider the needs and expectations of theirs employees. If the expectations and needs are met, they will bring up the feelings of workplace well-being to the employees. The purpose of this research is to improve employee workplace well-being through the preparation job description and competency-based job specification intervention. This research is case study on Budget Operations Section Head at PT.X. The measurement tools used is a modification of workplace well-being index by Page. The reliability test results showed that this measurement tools' reliability has an alpha cronbach 0.851. Subject will has low workplace well-being if the subject has a score below or equal to 52, whereas if subject has score over 52 will has high workplace well-being. Based on pre-test data that have been done, the score of workplace well-being is 42. The meaning of this result is the subject has a low workplace well-being. The low of workplace well-being felt by the subject due to Intrinsic factors such as the amount of responsibilities at work, meaningfulness of work, independence at work, and use of abilities and knowledge at work. Meanwhile, after given an intervention of preparation of job description and competency based job specification, the result obtained is post-test score of 53 which means that the subject perceives the workplace well-being higher with the existence of of such intervention and intrinsic factor increased."

"Penelitian ini berupa business coaching yang dilaksanakan di UMKM JEE Ballroom Group & Exhibitor yang berlokasi di Grand Galaxy Park, Bekasi. Tujuan dari pelaksanaan business coaching ini adalah untuk mengembangkan proses sumber daya manusia dengan merumuskan format selection, penyusunan uraian pekerjaan dan penyusunan sistem penilaian kinerja. Hasil dari wawancara terstruktur dianalisis menggunakan analisis SWOT, STP, Business Model Canvas, PESTEL, Marketing Mix, Porters 5 Forces, Gap Analysis, dan Pareto Analysis. Temuan menunjukkan bahwa terdapat tiga masalah utama yang dihadapi UMKM, yaitu:  1) Belum memiliki format selection untuk calon karyawan, 2) Belum memiliki uraian pekerjaan yang baku, 3) Belum memiliki sistem penilaian kinerja karyawan (Performance Appraisal). Proses business coaching ini diharapkan dapat membantu JEE Ballroom Group & Exhibitor dalam meningkatkan kinerjanya.

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This thesis research is in form of business coaching conducted at SME JEE Ballroom Group & Exhibitor, located in Grand Galaxy Park, Bekasi. The purposes of this study is to develop the human resource management process with the formulation of employees selection, forming of job description and forming of performance appraisal systems. The results of structured interviews were analyzed using SWOT, STP, Business Model Canvas, PESTEL, Marketing Mix, Porters 5 Forces, Gap analysis, and Pareto Analysis. The finding shows that there were three main problems faced by the SME, which were: 1) Not having prospective employee selection format, 2) Not having a standard job description, 3) Not having performance appraisal system. This business coaching process is expected to help JEE Ballroom Group & Exhibitor to improve their performance."

"Pemegang jabatan seringkali mendapati jobdecs yang ada tidak sesuai dengan pekerjaan yang dilakukannya. Selain membingungkan, informasi yang tidak relevan lagi pada jobdesc menyebabkan pemegang jabatan mengalami kesulitan dalam melakukan penyesuaian terhadap pekerjaan. Belum adanya alat bantu yang memadai dalam melakukan desain ulang pekerjaan membuat proses evaluasi jobdesc dilakukan secara sepihak oleh pemegang jabatan. Penelitian ini menghasilkan alat bantu yang disebut Job Mapping, bekerja dengan memetakan seluruh pekerjaan dalam matriks yang dibentuk oleh pemegang jabatan pada sisi baris dan fungsi pengelolaan pada sisi kolom. Dari penelitian yang dilakukan di PT. SM, telah dilakukan pemetaan terhadap 261 tugas (pekerjaan) dalam matriks JM berukuran 18 x 26 dengan hasil penurunan kondisi kerja yang overload dari 9 menjadi 1, dan penurunan total waktu kerja semua fungsi pengelolaan dari 800,51 jam per-minggu menjadi 627,49 jam per-minggu.

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Employes often found their job descriptions is not relevant with many activities that they have to do. Besides confused, an unrelevant information in this job description caused employees can?t make adaptation with their work. There is no appropriated tools for job redesign so they make job description evaluation doing by them self. This research produced a tool that call Job Mapping, it work by mapping all of the jobs or tasks on a matriks in which developing from jobs handler in the row side and organize functions in the column side. Applied at PT.SM, mapping have done for 261 tasks or jobs in JM matriks 18 x 26, and have decreased overload conditions from 9 to 1, and all organize functions total work time from 800,51 hours per week to 627,49 hours per week., job mapping."

"Penelitian ini dilakukan untuk mendapatkan gambaran mengenai hubungan antara Psychological Well-being dan kepuasan kerja pada PNS Organisasi Pemerintahan. Pendekatan yang digunakan dalam penelitian ini adalah pendekatan kuantitatif dengan pengumpulan data melalui kuesioner. Pengukuran Psychological Wellbeing menggunakan alat ukur Ryff’s Scale of Psychological Well Being dan pengukuran kepuasan kerja menggunakan Job Satisfaction Survey (Spector, 1994). Responden dalam penelitian ini berjumlah 141 PNS dari sembilan kantor pemerintahan di Yogyakarta. Hasil penelitian ini menunjukkan terdapat hubungan positif yang signifikan antara psychological well-being dan kepuasan kerja pada PNS Organisasi Pemerintahan (r = 0.283; p = 0.001, signifikan pada L.o.S 0.05). Hasil tersebut dapat diartikan, semakin tinggi tingkat psychological well-being maka semakin tinggi pula tingkat kepuasan kerja PNS Organisasi Pemerintahan.

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This research was conducted to find the correlation between psychological wellbeing and job satisfaction among civil servant. This research is using quantitative approach by collecting data through questionnaires. Psychological well-being was measured by instrument named Ryff’s Psychological Well Being Scale, which is adopted from previous research by a research team of psychological well-being in 2012. Job satisfaction was measured by instrument named Job Satisfaction Survey (Spector, 1994). The participants of this research are 141 civil servants from nine government offices in Yogyakarta.

The main result of this study show that psychological well-being positively correlated significantly with job satisfaction (r= 0.283; p = 0.001, significant at L.o.S 0.05). Intepretation from the result is, higher psychological well-being, the higher job satisfaction. "

"Penelitian ini bertujuan untuk mengetahui pengaruh dari organizational identification terhadap job satisfaction yang dimediasi oleh work engagement pada PT XYZ. Responden dari penelitian ini adalah 120 orang karyawan di kantor pusat PT XYZ. Penelitian ini merupakan penelitian kuantitatif dengan desain deskriptif serta menggunakan structural equation modeling (SEM). Hasil dari penelitian ini menunjukkan bahwa organizational identification berpengaruh secara negatif dan signifikan terhadap job satisfaction, organizational identification berpengaruh secara positif dan signifikan terhadap work engagement, work engagement berpengaruh secara positif dan signifikan terhadap job satisfaction, dan work engagement memediasi pengaruh positif antara organizational identification dan job satisfaction.

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The aim of the research is to study the effect of organizational identification on job satisfaction mediated by work engagement on PT XYZ. The respondents of this study were 120 employees in head office of PT XYZ. This research is quantitative descriptive and using structural equation modeling (SEM). The results of this research found that organizational identification have negative and significant effect to job satisfaction, organizational identification have positive and significant effect to work engagement, work engagement have positive and significant effect to job satisfaction, and work engagement have a mediating impact on positive influence between organizational identification and job satisfaction."

"Transformasi organisasi dengan mengubah proses bisnis dari portofolio based (unit kerja berdasarkan portofolio produk) menjadi value chain (unit kerja berdasarkan fungsi unit dan pelanggan) menuntut adanya keterhubungan antar unit dan direktorat sehingga mengakibatkan terjadinya perubahan struktur, unit dan jabatan, tugas dan tanggung jawab, serta proses kerja pada Direktorat OI PT X.Transformasi tersebut tidak didukung oleh kesiapan yang matang, salah satunya terkait kejelasan peran sehingga menghambat pekerjaan karyawan dan berakibat pada kurangnya komitmen karyawan terhadap perubahan sehingga transformasi tersebut tidak berjalan dengan optimal. Penelitian ini dilakukan untuk mengetahui lebih lanjut hubungan antara ketidakjelasan peran dan komitmen terhadap perubahan pada karyawan Direktorat OI PT X (Studi 1). Pada studi 1, sampel penelitian berjumlah 164 orang yang diambil dengan menggunakan teknik accidental sampling. Hasil penelitian studi 1 menunjukkan adanya hubungan negatif dan signifikan antara ketidakjelasan peran dan komitmen terhadap perubahan (r = -.540, p<.001). Selanjutnya, hasil tersebut menjadi acuan peneliti untuk melakukan studi 2 dengan membuat dan mengevaluasi efektivitas pemberian intervensi analisis jabatan dan sosialisasi untuk menurunkan ketidakjelasan peran dan meningkatkan komitmen terhadap perubahan. Sampel penelitian pada studi 2 berjumlah 14 orang (kelompok intervensi dan pembanding) yang dipilih menggunakan teknik purposive sampling. Hasil studi 2 menunjukkan adanya perbedaan yang signifikan skor ketidakjelasan peran (z=-2.37, p<.005, r= .018) dan komitmen karyawan terhadap perubahan (z=-2.37, p<.005, r= .018) sebelum dan setelah intervensi. Selanjutnya, peneliti juga melakukan analisis perbandingan skor kelompok intervensi dan kelompok pembanding untuk membuktikan intervensi tersebut tepat dan efektif. Hasil analisis tersebut menunjukkan bahwa terdapat perbedaan yang signifikan skor ketidakjelasan peran (z=-3.0, p<.005, r= .003) dan komitmen terhadap perubahan (z=-2.95, p<.005, r= .003) pada kelompok intervensi dan kelompok pembanding. Dengan demikian, dapat disimpulkan intervensi analisis jabatan dan sosialisasi tergolong efektif.

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Organization transformation in business processes from portfolio based (product portfolio) to value chain (unit and customer functions) requires linkages between units and directorate resulting in change structure, units and positions, responsibilities and duties, and work processes at Directorate OI PT X.

The transformation is not supported by thorough readiness, one of which is related to clarity of roles which hinders employee performance and resulted in a lack of employee commitment to change so that the transformation did not run optimally. This research was conducted to find out more about the relationship between role ambiguity and commitment to change in Directorate OI PT X (Study 1). The research sample in study 1 consisted of 164 people who were taken using accidental sampling technique. The results of study 1 showed a negative

and significant relationship between role ambiguity and commitment to change (r

= -.540, p<.001). These results become a reference for researchers to conduct study 2 by creating and evaluating job analysis and socialization intervention to reduce role ambiguity and are expected to increase commitment to change. The research

sample in study 2 consisted of 14 people (intervention and comparison group)

who were selected using purposive sampling technique. The results of study 2 showed a significant difference in the role ambiguity (z = -2.37, p<.005, r=

.018) and employee commitment to change scores (z = -2.37, p<.005, r= .018)

before and after the intervention. Furthermore, the researcher also conducted a comparative analysis of the scores of the intervention group and the comparison group to prove the intervention was appropriate and effective. The results of the analysis indicated that there were significant differences in the role ambiguity (z = -3.0, p<.005, r= .003) and commitment to change scores (z = -2.95, p<.005, r= .003) between intervention group and comparison group. Thus, it can

be concluded that job analysis and socialization interventions are classified as effective interventions."

"Perasaan aman atas kepastian kerja merupakan hal yang diinginkan oleh banyak orang, terutama para pekerja. Tetapi bagaimana jika pekerja tidak memiliki keberdayaan atas kepastian kerja yang diinginkannya sedangkan mereka memiliki ketergantungan atas pekerjaan tersebut, tentu hal ini akan dapat menggangu keberlangsungan kehidupan pribadi dan pekerjaan tentu hal ini akan menyebabkan berbagai macam hal seperti kelelahan emosional yang berujung pada ketidakpuasan pekerjaan. Penelitian ini bertujuan untuk mengetahui pengaruh dari job insecurity terhadap job satisfaction, psychological well-being dan organizational commitment yang dimana hubungannya akan dimoderasi oleh job dependence. Data penelitian diperoleh dari 302 karyawan perusahaan yang berdomisili di Jabodetabek melalui kuesioner yang disebar secara online. Hasil penelitian menunjukkan bahwa job insecurity memiliki pengaruh negatif terhadap job satisfaction, psychological well being, dan organizational commitment. Ditemukan pula bahwa job dependence tidak berpengaruh signifikan terhadap job satisfaction, psychological well being, dan organizational commitment.

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Feeling secure about work certainty is what many people want, especially workers. But what if workers do not have the empowerment of the certainty of work they want while they have dependency on the work, of course this will be able to interfere with the continuity of personal and work life, of course this will cause various things such as emotional exhaustion that results in job dissatisfaction. This study aims to determine the effect of job insecurity on job satisfaction, psychological well-being and organizational commitment in which the relationship will be moderated by job dependence. The research data was obtained from 302 company employees who live in Greater Jakarta through questionnaires distributed online. The results showed that job insecurity had a negative influence on job satisfaction, psychological well-being, and organizational commitment. It was also found that job dependence did not significantly influence job satisfaction, psychological well-being, and organizational commitment."

"ABSTRAK

Tingkat pergantian pegawai yang tinggi pada sebuah perusahaan bisa menyebabkan dampak negatif pada perusahaan tersebut seperti menurunnya tingkat produktivitas. Perusahaan akan mencoba untuk meminimalisir tingkat pergantian pegawai sebaik mungkin. Penelitian ini bertujuan untuk menyelediki dampak dari Psychological Capital terhadap turnover intention pegawai. Melalui metode kuantitatif, penelitian ini menggunakan sampel dari Badan Usaha Milik Negara (BUMN) yang bergerak di bidang telekomunikasi. Untuk memberikan hasil yang representatif, pengambilan sampel menggunakan stratified sampling dan pengolahan data menggunakan SPSS dengan tambahan makro Process V 3.3 oleh Hayes. Hasil dari 257 sampel penelitian ini adalah PsyCap berpengaruh positif dan signifikan terhadap ketiga variabel mediasi yaitu Job satisfaction, Work engagementdan psychological well-being. Selain itu, Terdapat efek mediasi dari PsyCap terhadap turnover intention melalui Job satisfaction, Work engagementdan psychological well-being.

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ABSTRACT

A high level of employee turnover in the company might cause negativity in this company such as decreasing productivity and might take a toll on financial budget. Companies will strive to minimize the level of voluntary employee turnover where possible. PsyCap was explored in many researches related to turnover intention and was positively proven. This study aims to investigate the effects of Psychological Capital (PsyCap on employee turnover intention through three mediating variables. Quantitative methods were used, and this study extracted 257 samples from State-Owned Enterprises (BUMN) engaged in telecommunications in Indonesia. In order to better represent the company as a whole, stratified sampling was used. SPSS software was used to process the data with Process V 3.0 macro as an addition. The results of this study revealed positive & significant relationship of PsyCap towards mediating variables and significant & negative relationship between mediating variables and turnover intention. In addition, there is evidence of mediating effects of PsyCap towards turnover intention through Job satisfaction, Work engagementand psychological well-being."