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"Perubahan merupakan suatu kondisi yang akan selalu dihadapi oleh perusahaan di bidang industri kreatif. Industri kreatif perlu berubah menyesuaikan dengan pasar untuk dapat tetap bertahan. Kesiapan untuk berubah merupakan hal penting dalam industri kreatif untuk melakukan perubahan. Terdapat beberapa atribut individu yang dapat mendukung kesiapan karyawan untuk berubah. Penelitian ini dilakukan untuk melihat hubungan antara resiliensi dan kesiapan untuk berubah pada karyawan industri kreatif. Responden penelitian ini sebanyak 58 karyawan di industri kreatif. Resiliensi diukur menggunakan Resilience Scale (RS-14) (Wagnild & Young, 2009) dan kesiapan untuk berubah diukur menggunakan Readiness for Change Scale (Hanpachern, 1997). Hasil utama penelitian ini menunjukkan bahwa resiliensi berkorelasi secara signifikan dengan kesiapan untuk berubah (r = .514, p = .000, dan signifikan pada LOS .01). Artinya, semakin tinggi tingkat resiliensi individu, maka semakin tinggi pula kesiapan individu untuk berubah.

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Change is a condition that will always be faced by companies in creative industries. Creative industries need to change to adjust to the market in order to survive. Readiness for change is important in creative industries to make changes. There are many individual attributes that can support the readiness of employees to change. This research was conducted to examine correlation between resiliency and readiness for change. The respondents for this research are 58 employees who worked at creative industry. Resiliency was measured using Resilience Scale (RS-14) (Wagnild & Young, 2009) and readiness for change was measured using Readiness for Change Scale (Hanpachern, 1997). The main result of this research showed that resiliency correlated significantly with readiness for change (r = .514, p = .000, and significant at LOS .01). That is, the higher employee resiliency, the higher employee readiness for change."

"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."

"Persaingan bisnis mendorong perusahaan untuk bertahan dengan melakukan inovasi. Inovasi merupakan solusi terbaik bagi perusahaan untuk tidak hanya bertahan dalam persaingan, melainkan untuk meningkatkan kesuksesan. Dalam konteks bekerja, inovasi disebut sebagai perilaku kerja inovatif. Penelitian ini bertujuan untuk mengetahui hubungan antara kesiapan untuk berubah dan perilaku kerja inovatif pada karyawan pemasaran tingkat manajerial di PT XYZ. Sebagai penelitian kuantitatif, penelitian ini menggunakan kuesioner yang telah mengumpulkan data 38 responden penelitian, yaitu karyawan pemasaran tingkat manajerial dari sebuah perusahaan pada industri barang kebutuhan sehari-hari. Hasil korelasi Pearson Product Moment menunjukkan bahwa kesiapan untuk berubah berhubungan secara positif dan signifikan dengan perilaku kerja inovatif pada karyawan pemasaran tingkat manajerial di PT XYZ (r = .482, p< 0.01). Semakin siap karyawan untuk berubah, semakin sering karyawan menampilkan perilaku kerja inovatif di perusahaan tersebut. Oleh sebab itu, PT XYZ perlu memperhatikan kesiapan untuk berubah pada karyawan pemasaran tingkat manajerial agar memiliki karyawan yang menampilkan perilaku kerja inovatif.

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Business rivalry forces to the companies to survive by doing innovation. Innovation is the best solution for the companies to not only survive on that circumstance, but also improve its success. In working context, innovation is as well-known as innovative working behavior. This research aims to know the relationship between readiness for change and innovative working behavior among managerial level of marketing employees in PT XYZ. As a quantitative study, the methodology used is questionnaire which has collected 38 of managerial level of marketing employees from a consumer goods company.

The result of Pearson Product Moment shows that readiness for change has a positive and significant relationship with innovative working behavior among marketing managerial level of marketing employees in this company (r = .482, p< 0.01). The more ready employees to change, the more often employees to show innovative working behavior in this company. Thus, PT XYZ should have a concern to the readiness for change to its managerial level of marketing employees in order to have employees who show their innovative working behavior."

"Penelitian ini bertujuan untuk mengetahui hubungan antara Modal Psikologis dan Kesiapan untuk Berubah serta efektivitas Self Improvement Training (pelatihan Modal Psikologi) dalam meningkatkan Modal Psikologis. Penelitian ini menggunakan pendekatan action research dengan dua desain penelitian yaitu cross-sectional dengan 531 sampel dan before-and-after study dengan 6 sampel. Alat ukur yang digunakan adalah kuesioner Modal Psikologis (Luthans, Avey, Smith & Li, 2008) dengan α = .838 dan kuesioner Kesiapan untuk Berubah (Hanpachern, 1997) dengan α = .702.Hasil analisis regresi berganda adalah R2 = .273 (p < .05) yang berarti Modal Psikologis menjelaskan 27.3% variance yang memprediksi Kesiapan untuk Berubah. Pelatihan Modal Psikologis diberikan kepada 6 karyawan. Hasil analisis Wilcoxon Signed Ranks Test menunjukkan bahwa terdapat peningkatan skor Modal Psikologis yang signifikan antara sebelum dan sesudah dilakukan intervensi (p < .05). Hal ini berarti, pelatihan Modal Psikologis efektif untuk meningkatkan Modal Psikologis.

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This study aims to determine the relationship between Psychological Capital and Employee Readiness for Change, and effectiveness of Self Improvement Training (Psychological Capital training) to increase Psychological Capital. The study used action research approach with two research designs which are cross-sectional (531 samples) and before-and-after study (6 samples). Measuring instrument used is PCQ-12 (Luthans, Avey, Smith & Li, 2008) that has α = .838 and Readiness for Change (Hanpachern, 1997) that has α = .702.

Result of multiple regression analysis showed R2 = .273 (p < .05) which means the Psychological Capital explained 27.3% variances of Readiness for Change. Psychological Capital training was given to six employees. The paired Wilcoxon Signed Ranks Test's results showed that there was a significant difference in Psychological Capital's score between before and after intervention (p < .05). It means that Psychological Capital training is an effective intervention to increase Psychological Capital."

"Penelitian ini bertujuan untuk mengetahui hubungan antara kepercayaan karyawan pada atasan langsung dan kesiapan karyawan untuk berubah di PT X. Alat ukur organizational trust inventory (OTI) (Cummings & Bromiley, 1995) dengan α = .909 dan kesiapan karyawan untuk berubah (Hanpachern, 1997) dengan α = .702. Hasil uji korelasi Pearson dan regresi terhadap 520 karyawan PT X menunjukkan bahwa terdapat hubungan yang signifikan antara kepercayaan terhadap atasan langsung dan kesiapan karyawan untuk berubah. Berdasarkan hasil regresi linear diketahui bahwa kesiapan karyawan untuk berubah dijelaskan oleh 6% varians kepercayaan terhadap atasan langsung (r=.247, R2=.061, p<.01). Peneliti memberikan intervensi Self-Improvement Training kepada 4 pasang atasanbawahan. Berdasarkan perhitungan paired t-test diketahui bahwa tidak terdapat perbedaan mean skor OTI antara sebelum dan setelah diberikan intervensi (p>.05). Oleh karena itu dapat disimpulkan bahwa pelatihan pengembangan diri yang diberikan belum efektif dalam meningkatkan kepercayaan karyawan terhadap atasan.

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This research aims to investigate the relationship between Trust to Supervisor and Employee Readiness for Change in PT X. The reliability of Organizational Trust Inventory (Cummings & Bromiley, 1995) is .909 and the reliability of readiness for change (Hanpachern, 1997) is .702. The result of Pearson Correlation from 520 employees in PT X shows there is significant correlation between trust to supervisor and readiness for change. The result of linear regression shows there is 6% varians employee readiness for change is explained by trust to supervisor (r = .247, R2 = .061 p<.01). Researcher gives self-improvement training intervention to 4 pairs superior-subordinate. Based on paired t-test shows that there is no significant difference OTI score between before and after intervention (p>.05). So, the conclusion is self-improvement training intervention have not been effective to improve trust to superior yet."

"[Industri kreatif memiliki tingkat kompetisi yang tinggi antar perusahaan.Tingginya tingkat kompetisi ini dapat menyebabkan perubahan pada perusahaan.Adapun faktor yang dapat mensukseskan perubahan, salah satunya adalah faktor internal yang terdiri dari sikap karyawan terhadap perubahan.Sikap karyawan diidentifikasi sebagai kesiapan karyawan untuk berubah.Namun, terdapat juga atribut individu yang dapat menjadi faktor karyawan siap untuk berubah yaitu optimisme.Penelitian ini dilakukan untuk melihat gambaran hubungan antara Optimisme dan Kesiapan untuk Berubah (Readiness for Change) pada karyawan industri kreatif di Indonesia.Kesiapan untuk berubah (Readiness for Change) diukur menggunakan Readiness for ChangeScale(Hanpachern, 1997) dan optimismediukur menggunakan Life Orientation Test-Revised (Scheier, Carver & Bridges, 1994).Partisipan penelitian ini berjumlah 99 orang yang berasal dari berbagai macam perusahaan industri kreatif (kecuali stasiun televisi) di Indonesia. Hasil penelitian ini menunjukkan bahwa terdapat hubungan yang signifikan (r=.205*; p=.042 signifikan pada LoS .05) antara kesiapan untuk berubah (readiness for change) dengan optimism pada karyawan industri kreatif.;The companies in creative industry has a high level of competition. The high level of this competition can cause changes in company. The factors that could succeed changes, one of which is the internal factors which consist of employee attitudes toward change. The attitude identified as the readiness for change. However, there are also individual attributes that can be a factor of employees ready for change is optimism. This study was conducted to see the picture of the relationship between optimism and readiness for change on employee creative industry in Indonesia. Readiness for change were measured using a Readiness for ChangeScale (Hanpachern, 1997) and optimism was measured using the Life Orientation Test-Revised (Scheier, Carver and Bridges, 1994). Participants of this study are 99 people who come from a wide variety of creative industry companies (except the TV station) in Indonesia. Results of this study indicate that there is a significant correlation (r = .205 *; p = .042 significant at .05 LoS) between readiness for change with optimism on the creative industry employees.;The companies in creative industry has a high level of competition. The high level of this competition can cause changes in company. The factors that could succeed changes, one of which is the internal factors which consist of employee attitudes toward change. The attitude identified as the readiness for change. However, there are also individual attributes that can be a factor of employees ready for change is optimism. This study was conducted to see the picture of the relationship between optimism and readiness for change on employee creative industry in Indonesia. Readiness for change were measured using a Readiness for ChangeScale (Hanpachern, 1997) and optimism was measured using the Life Orientation Test-Revised (Scheier, Carver and Bridges, 1994). Participants of this study are 99 people who come from a wide variety of creative industry companies (except the TV station) in Indonesia. Results of this study indicate that there is a significant correlation (r = .205 *; p = .042 significant at .05 LoS) between readiness for change with optimism on the creative industry employees., The companies in creative industry has a high level of competition. The high level of this competition can cause changes in company. The factors that could succeed changes, one of which is the internal factors which consist of employee attitudes toward change. The attitude identified as the readiness for change. However, there are also individual attributes that can be a factor of employees ready for change is optimism. This study was conducted to see the picture of the relationship between optimism and readiness for change on employee creative industry in Indonesia. Readiness for change were measured using a Readiness for ChangeScale (Hanpachern, 1997) and optimism was measured using the Life Orientation Test-Revised (Scheier, Carver and Bridges, 1994). Participants of this study are 99 people who come from a wide variety of creative industry companies (except the TV station) in Indonesia. Results of this study indicate that there is a significant correlation (r = .205 *; p = .042 significant at .05 LoS) between readiness for change with optimism on the creative industry employees.]"

"Each company has to take the fact that its existence in the future depend on human resources. Without having competitive human resource a company will be decrease because of incapability to face competition. Company must to do career development to improve and increase employee?s job in order to be able to give the best contribution in pursue company?s business goals.

This research aimed to know perception of employee about career development at Head Office in PT XYZ. This research entangle 76 respondents of Head Office PT XYZ?s employees. This technique of data collecting used in this research is through spreading questionnaire, interviewing, and also literature related to this research theme. Assessment from result of the answer of questionnaire uses Likert scale which delivered frequency distribution. In this research, writer use quantitative approach.

Conclusion resulted from this research is overall the employee?s perception of career development at Head Office in PT XYZ is good. In assessment phase, employee?s perception of implementation of self assessment and succession planning is good. In direction phase, employee?s perception of implementation of job posting is good. In development phase, employee?s perception of implementation of career development is good. Thereby an improvement of career development implementation such as make workbooks, skills inventory, implement career planning workshops, improve communication between organization and employee about career development program in company and giving equal opportunity to every employee with good performance."

"AbstrakTo understand the current social situation in Indonesia and its changes over the decades, the population census implemented by Statistics Indonesia, Badan Pusat Statistik (BPS), provides us with important basic information. The usefulness of population census data has greatly increased since 2000 because ethnicity was added to the questionnaire, and BPS published the digitized raw data. This study analyzes the case of Riau Province mainly using raw data from the 2000 and 2010 population censuses, which show that migration from other provinces increased considerably and the employment structure changed significantly. The characteristics of migrants in Riau Province varied during different periods. Minangkabau from West Sumatra Province were dominant in the 1970s, but Javanese from Java Island with governmental support (transmigrasi) exceeded this number in the 1980s. Bataks and Javanese from North Sumatra Province have made up the largest number of migrants since the 1990s. The increase in migrants between 2000 and 2010 was driven by the rapid development of the estate crop sector in Riau Province, especially the oil palm industry, and many local ethnic groups also switched from food crops to estate crops. In 2010, more than a third of the total population in Riau Province was engaged in the estate crop sector. Nevertheless, a notable finding from our analysis is that the descendants of migrants are inclined to engage in industries other than the estate crop sector."

"Human resources are the assets of organizations that play the most important role in accomplishing company?s goals. They have the risk of getting into an accident and health problems in their working environment. The level of risk for each person varies depending on their nature of job or their working locations. Aware this condition, PT. Lestari Busana A.M., a garment industries, has implemented safety and health program in the company. One excellent way to assess the accountability of the implementation is through perception survey.

This research focused study and analyzed perception of employees to execute of health and safety work program with supported by a number of indicator that is work-accident, work-safety, work-healthy, the last safety and health work program management. Safety and health work program is constitute to prevent the occur of work accident. There are two targets of this research, that is to know how the execution of safety and health work program in the company with knowing employees perception and to know the constraints from the execution of safety and health work program in the company.

This research use quantitative approach representing selection of variation from social phenomenon studied. There are three kind of detail examination are descriptive, cross-sectional study and pure research.

The variable of this research is univariate. The measuring instrument that is used in this research are questioner, observation and also interview in order to searching answer to raised research questions. Population in this research amount to 810 peoples with amount of sample 89 peoples who is taken with non-probability of stratified random sampling for the employees who has at least one year of employment only. Measurement of mount used in this research is ordinal measurement and use likert scale. The questioner which have been gathered, then made the tabulation of percentage to know dominant value each indicator (Quantitative) and also use central tendency technique.

Pursuant to research result, all respondent express to agree with the execution of safety and health work program. The constraints from the execution of safety and health work program can be handle cause there is cooperation between employer and employee although there are a few employees have neutral responses regarding the implementation. Good execution have been proven can be minimize amount of work accident in company. The company has to involve them in identifying the hazards of their job, so they will be more aware in implementing safety in their daily task."

"Performance Appraisal Systemon PT PLN (Persero) is a step forward in appraisal system commonly used to measure the employee?s performance on public service institution. This kind of performance appraisal system has been implementing on PLN since 1998. Besides measuring the achievement of working objectives aspect, performance appraisal system on PLN also measuring the managerial and behavior aspect. The result of performance appraisal then gives reward and punishment as feedback. That phenomenon is interesting to be analyzing in seeing the implementation of performance appraisal system from employee?s perception.The research is descriptively developed to answer the research hquestion, which is: How is the employee?s perception toward the implementation of performance appraisal at PT PLN (Persero) Jakarta Raya and Tangerang Distribution Office? The approach used in this research is quantitative approach. The research used survey method and interview in collecting data. Data was analyzed by descriptive statistic analysis. Sampling technique is cluster random sampling. From six divisions in PT PLN Jakarta Raya and Tangerang Distribution Office, two divisions were choosing randomly; those are Division of Business and Division of Human Resource and Organization. There are 50 respondents used in the research."