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"ABSTRAKDampak negatif yang ditimbulkan employee silence dapat mengancam eksistensi dan efektivitas setiap organisasi. Terbatasnya literatur ilmiah yang menjelaskan anteseden-anteseden employee silence menjadikan topik ini sangat perlu diteliti. Penelitian ini bertujuan untuk menguji hubungan antara job based dan organizational based psychological ownership dengan acquiescent silence dan defensive silence. Data diperoleh dengan metode survei dari 276 karyawan di salah satu institusi pemerintahan Indonesia. Hasil pengujian hipotesis menunjukkan bahwa job based psychological ownership memiliki hubungan negatif dengan acquiescent silence (B=-0,284; p<0.001) dan defensive silence (B=-0,300; p<0.001). Sedangkan pada organizational based psychological ownership hanya ditemukan hubungan negatif dengan acquiescent silence (B=-0,222; p<0.01).

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ABSTRACT

Negative effects of employee silence have always been threatening both existences and effetiveness organization. Literature that explained the antecedents of employee silence is still limited. The objective of this study is to examine the unique relationship between both job based and organizational based psychological ownership with employee silence. Data collected from 276 employees from Indonesian government institution showed different relationship from both psychological ownership. Hypotheses testing showed that job based psychological ownership correlated negatively with acquiescent silence (B=-0,284; p<0.001) and defensive silence (B=-0,300; p<0.001). In addition to that, organizational based psychological ownership correlated negatively only with acquiescent silence (B=-0,222; p<0.01)."

"[ABSTRAKEmployee silence banyak terjadi di Indonesia dan menyebabkan banyak kerugian pada karyawan dan organisasi. Sayangnya, hingga saat ini masih terdapat gap pengetahuan tentang apa saja yang memengaruhi employee silence. Penelitian ini bertujuan untuk menguji apakah traditionality dan psychological safety memiliki hubungan dengan acquiescent silence dan defensive silence. Penelitian dilakukan terhadap 276 karyawan di sebuah institusi pemerintahan Indonesia dengan metode survei menggunakan kuesioner. Hasil analisis multiple-regression menunjukkan bahwa psychological safety memiliki hubungan negatif dengan acquiescent silence (β = -,88; p<0,1) dan defensive silence (β = -,88; p<0,1). Selain itu, traditionality tidak memiliki hubungan dengan acquiescent silence dan defensive silence. Implikasi terhadap penelitian mengenai employee silence dan cara meminimalisasi employee silence pada organisasi didiskusikan lebih lanjut.

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ABSTRACTEmployee silence causes harms to both employees and organization. This harmful phenomenon happens a lot in Indonesia. Unfortunately, there is still a gap about what factors that can influence this behavior. This study reveals the relationships among acquiescent silence, defensive silence, traditionality, and psychological safety. The data was gathered from 276 public employees of Indonesia’s government institution by survey method. Multiple-regression analysis shows that psychological safety has negative relationships with both acquiescent silence (β = -,88; p<0,1) and defensive silence (β = -,88; p<0,1). There is no relationship between traditionality and acquiescent silence and also between traditionality and defensive silence. Implications for research on employee silence and means to reduce employee silence in organizations are discussed., ABSTRAKEmployee silence banyak terjadi di Indonesia dan menyebabkan banyak kerugian pada karyawan dan organisasi. Sayangnya, hingga saat ini masih terdapat gap pengetahuan tentang apa saja yang memengaruhi employee silence. Penelitian ini bertujuan untuk menguji apakah traditionality dan psychological safety memiliki hubungan dengan acquiescent silence dan defensive silence. Penelitian dilakukan terhadap 276 karyawan di sebuah institusi pemerintahan Indonesia dengan metode survei menggunakan kuesioner. Hasil analisis multiple-regression menunjukkan bahwa psychological safety memiliki hubungan negatif dengan acquiescent silence (β = -,88; p<0,1) dan defensive silence (β = -,88; p<0,1). Selain itu, traditionality tidak memiliki hubungan dengan acquiescent silence dan defensive silence. Implikasi terhadap penelitian mengenai employee silence dan cara meminimalisasi employee silence pada organisasi didiskusikan lebih lanjut.

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ABSTRACTEmployee silence causes harms to both employees and organization. This harmful phenomenon happens a lot in Indonesia. Unfortunately, there is still a gap about what factors that can influence this behavior. This study reveals the relationships among acquiescent silence, defensive silence, traditionality, and psychological safety. The data was gathered from 276 public employees of Indonesia’s government institution by survey method. Multiple-regression analysis shows that psychological safety has negative relationships with both acquiescent silence (β = -,88; p<0,1) and defensive silence (β = -,88; p<0,1). There is no relationship between traditionality and acquiescent silence and also between traditionality and defensive silence. Implications for research on employee silence and means to reduce employee silence in organizations are discussed.]"

"ABSTRAKEmployee voice sebagai perilaku yang terikat dengan konteks dibutuhkan untuk pengembangan organisasi. Sayangnya, employee voice masih jarang diteliti di Indonesia. Penelitian ini berusaha mengetahui hubungan antara kepemilikan psikologis (berbasis pekerjaan dan berbasis organisasi) dan budaya traditionality dengan employee voice. Responden penelitian adalah pegawai di sebuah institusi pemerintahan dengan jumlah responden sebanyak 244 orang. Data employee voice diperoleh melalui metode peer-rating. Hasil penelitian menunjukkan bahwa kepemilikan psikologis berbasis pekerjaan mampu memprediksi munculnya employee voice. Keterbatasan serta saran untuk penelitian selanjutnya didiskusikan lebih lanjut.

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ABSTRACTEmployee voice as a context-spesific behavior is needed for organization improvements. Unfortunately, employee voice is barely studied in Indonesia context. The purpose of this study is to find the relationship between psychological ownership (job-based and organization-based) and traditionality culture with employee voice. Respondents are employees in a public institution with total 244 respondents. The data of employee voice is collected using peer-rating method. Result had shown that job-based psychological ownership able to predict the presence of employee voice. Limitations and suggestions for future research are discussed. "

"[Penelitian ini dilakukan untuk mengetahui hubungan antara iklim psikologis dengan kesiapan karyawan untuk berubah di dalam organisasi perbankan yang sedang mengalami perubahan. Dalam penelitian ini kesiapan karyawan untuk berubah diukur menggunakan alat ukur readiness for change scale (Hanpachern, 1997), dengan cronbach’s alpha: .715. Sedangkan iklim psikologis diukur menggunakan alat ukur psychological climate scale (Brown & Leigh, 1996), dengan cronbach’s alpha: .885. Subjek penelitian berjumlah 139 karyawan dari organisasi perbankan nasional. Hasil penelitian menunjukan iklim psikologis berhubungan secara positif dan signifikan dengan kesiapan karyawan untuk berubah (r = .451; p = .000, signifikan pada L.o.S .01). Dengan demikian, semakin tinggi iklim psikologis, maka semakin tinggi kesiapan karyawan untuk berubah. Hasil penelitian juga menunjukan kejelasan peran (role clarity) dankontribusi yang berarti (perceived meaningfulness of contribution) merupakan dimensi dari iklim psikologis yang paling berkontribusi secara signifikan bagi kesiapan karyawan untuk berubah., This research was conducted to find the relationship between psychological climate with employee readiness for change. Employee readiness for change was measured using Readiness for Change Scale (Hanpachern, 1997), with cronbach’s alpha: .715 and psychological climate was measured using Pychological Climate Scale (Brown & Leigh, 1996), with cronbach’s alpha: .885. The respondents of this research are 139 employee from Company X who are facing changes. Themain results of this research showed that there are positively and significantly correlation between psychological climate and employee readiness for change (r = .451; p = .000, significant at L.o.S .01). The implication of this study is, the higher psychological climate leads to the higher employee readiness for change.The results of this study also showed that role clarity and perceivedmeaningfulness of contribution are dimension of psychological climate that contribute the most for employee readiness for change.]"

"ABSTRAKTujuan penelitian ini adalah untuk mengetahui peran modal psikologis sebagai moderator hubungan antara perilaku bullying di tempat kerja dan kepuasan hidup. Penelitian ini merupakan penelitian kuantitatif dengan metode korelasional dengan menggunakan sampel individu pekerja berusia 19-64 tahun dan memiliki masa kerja minimal enam bulan. Variabel dalam penelitian ini diukur dengan menggunakan Negative Act Questionnaire-Revised (NAQ-R), Satisfaction with Life Scale (SWLS), dan Psychological Capital Questionnaire-12 (PCQ-12). Hasil penelitian menunjukkan bahwa modal psikologis tidak berperan sebagai moderator dalam hubungan intimidasi dan kepuasan hidup di tempat kerja. Selain itu, hasil penelitian ini menemukan bahwa perilaku bullying di tempat kerja tidak memiliki hubungan yang signifikan dengan kepuasan hidup. Namun, terdapat hubungan yang signifikan antara modal psikologis dengan kepuasan hidup.ABSTRACTThe purpose of this study was to determine the role of psychological capital as a moderator in the relationship between bullying at work and life satisfaction. This research is a quantitative study with a correlational method using a sample of individual workers aged 19-64 years and has a minimum work period of six months. The variables in this study were measured using the Negative Act Questionnaire-Revised (NAQ-R), Satisfaction with Life Scale (SWLS), and Psychological Capital Questionnaire-12 (PCQ-12). The results showed that psychological capital did not act as a moderator in intimidation and life satisfaction at work. In addition, the results of this study found that bullying at work did not have a significant relationship with life satisfaction. However, there is a significant relationship between psychological capital and life satisfaction."

"[ABSTRAKPenelitian ini bertujuan melihat hubungan antara voice efficacy dan psychological safety dengan employee voice behavior dengan persepsi bawahan terhadap perilaku etis atasan sebagai moderator. Employee voice behavior diukur dengan menggunakan alat ukur dari Van Dyne dan LePine (1998), psychological safety diukur dengan alat ukur yang dikembangkan oleh Edmondson (1999), dan persepsi bawahan terhadap perilaku etis atasan diukur melalui Ethical Leadership Scale (Brown, Treviño, & Harrison, 2005). Hasil analisis menggunakan 244 data peer-report employee voice behavior dari sampel penelitian yaitu karyawan level pelaksana di Direktorat Jenderal Y menunjukkan bahwa voice efficacy berhubungan dengan employee voice behavior (𝛽=0,139;𝑝<0,05). Akan tetapi penelitian ini tidak menemukan dukungan bahwa psychological safety berhubungan dengan employee voice behavior (𝛽=0,006;𝑝>0,05) maupun efek moderasi persepsi bawahan terhadap perilaku etis atasan pada hubungan antara voice efficacy dan employee voice behavior (𝛽=−0,108;𝑝>0,05) . Sebanyak 7,3% varians dari employee voice behavior dapat dijelaskan oleh model penelitian ini. Dari segi teoretis, penelitian ini menyarankan untuk mengadakan penelitian longitudinal dan mengontrol variabel lain yang berhubungan dengan employee voice behavior. Dari segi manajerial, penelitian ini memberikan saran kepada manajemen Sumber Daya Manusia dengan membuat desain organisasi maupun coaching yang dapat meningkatkan employee voice behavior karyawan di dalam organisasi.

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ABSTRACTThis study investigates the relationship between voice efficacy and psychological safety with employee voice behavior and the role of subordinate perceptions of supervisor’s ethical behavior as a moderator to voice efficacy- employee voice behavior relationship. Employee voice behavior was measured using the scale developed by Van Dyne and LePine (1998), psychological safety was measured by scale developed by Edmondson’s (1999), and subordinate perceptions of supervisor’s ethical leadership was measured using Ethical Leadership Scale (Brown, Treviño, & Harrison, 2005). The analysis using 244 peer-reported employee voice behavior data from Direktorat Jenderal Y shows that voice efficacy is related to employee voice behavior (𝛽=0,139;𝑝<0,05). The results also show that there is no relationship between psychological safety and employee voice behavior(𝛽=0,006;𝑝>0,05), neither the subordinate perceptions of supervisor’s ethical behavior moderates relationship between voice efficacy and employee voice behavior (𝛽=−0,108;𝑝>0,05). Moreover, 7,3% variance of employee voice behavior can be explained by the research model. From the theoretical side, this research suggests future research to consider longitudinal design and controlling for more employee voice behavior related factors. From the managerial side, this research suggests the Human Resource Management to establish the organization design and coaching that enables employee voice behavior., This study investigates the relationship between voice efficacy and psychological safety with employee voice behavior and the role of subordinate perceptions of supervisor’s ethical behavior as a moderator to voice efficacy- employee voice behavior relationship. Employee voice behavior was measured using the scale developed by Van Dyne and LePine (1998), psychological safety was measured by scale developed by Edmondson’s (1999), and subordinate perceptions of supervisor’s ethical leadership was measured using Ethical Leadership Scale (Brown, Treviño, & Harrison, 2005). The analysis using 244 peer-reported employee voice behavior data from Direktorat Jenderal Y shows that voice efficacy is related to employee voice behavior (𝛽=0,139;𝑝<0,05). The results also show that there is no relationship between psychological safety and employee voice behavior(𝛽=0,006;𝑝>0,05), neither the subordinate perceptions of supervisor’s ethical behavior moderates relationship between voice efficacy and employee voice behavior (𝛽=−0,108;𝑝>0,05). Moreover, 7,3% variance of employee voice behavior can be explained by the research model. From the theoretical side, this research suggests future research to consider longitudinal design and controlling for more employee voice behavior related factors. From the managerial side, this research suggests the Human Resource Management to establish the organization design and coaching that enables employee voice behavior.]"

"Penelitian ini bertujuan untuk mengetahui hubungan antara modal psikologis dengan keterikatan karyawan di PT X. Alat ukur yang digunakan dalam penelitian ini adalah Psychological Capital Questionnaire (PCQ) yang terdiri dari 12 item (I± = 0,84)  dan Employee Engagement yang terdiri dari 15 item (I± = 0,91). Alat ukur Psychological Capital Questionnaire (PCQ) dikembangkan oleh Luthans (2008) yang diadaptasi Mangundjaya (2015), sedangkan alat ukur Employee Engagement dikembangkan oleh Hewitt (2010) dan diadaptasi Mangundjaya (2013). Pengukuran dilakukan pada 107 responden yang ditunjuk sebagai sampel penelitian dengan karakteristik merupakan karyawan tetap, telah bekerja minimal 1 tahun, memiliki latar belakang pendidikan minimal D3 dan memiliki hasil penilaian kinerja minimal cukup baik. Peneliti menggunakan Pearson Correlation untuk menguji hubungan antara modal psikologis dengan keterikatan karyawan.Hasil uji korelasi menunjukkan bahwa terdapat hubungan yang positif dan signifikan antara modal psikologis dengan keterikatan karyawan (r=0,54, p<0,01). Peneliti selanjutnya merancang program intervensi berupa pelatihan "Be A HERO in The Workplace" yang diharapkan dapat meningkatkan keterikatan karyawan pada pekerjaannya. Kegiatan intervensi diikuti 15 orang partisipan yang merupakan perwakilan dari responden pada pengambilan data awal penelitian. Evaluasi yang dilakukan pada intervensi pelatihan ini adalah evaluasi reaksi (level 1) dan evaluasi pembelajaran (level 2). Hasil evaluasi reaksi menunjukkan partisipan secara umum merasa puas dengan materi, fasilitas dan fasilitator pelatihan. Selanjutnya peneliti menggunakan uji perbedaan Wilcoxon Signed Ranks Test untuk mengukur apakah ada perbedaan pengetahuan mengenai modal psikologis pada saat sebelum dan sesudah diberikan pelatihan. Hasil dari evaluasi pembelajaran yaitu terdapat peningkatan pengetahuan tentang modal psikologis yang signifikan setelah partisipan mengikuti kegiatan pelatihan (Z=-3,09, p<0,01).

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This study aims to determine the relationship between psychological capital and employee engagement at PT X. Instrument used are Psychological Capital Questionnaire (I± = 0.84) and Employee Engagement (I± = 0.91). Psychological Capital Questionnaire (PCQ) was developed by Luthans (2008) and adapted by Mangundjaya (2015), while the Employee Engagement measure was developed by Hewitt (2010) and adapted by Mangundjaya (2013). The questionnaire was given to 107 respondents with characteristics: permanent employees, have worked at least 1 year with minimum education background of diploma (D3), and also had performance appraisal result. The relationship between psychological capital and employee engagement was measured using Pearson Correlation.Results showed that psychological capital has a positive and significant relationship with employee engagement (r = 0.54, p <0.01). Furthermore, Intervention program, named Be A HERO in The Workplace, was designed to increase employee engagement. The intervention was followed by 15 participants, who were representatives of respondents during initial data collection. Evaluations carried out on this training intervention are reaction evaluation (level 1) and learning evaluation (level 2. The results of the reaction evaluation showed that participants were generally satisfied with the training materials, facilities and facilitators. The Wilcoxon Signed Ranks Test result showed that there's significant differences knowledges in psychological capital at the time before and after training (Z=-3,09, p<0.01). To conclude, the psychological capital training can be considered as an effective program intervention to improve employee's knowledge of psychological capital, which has an impact on employee engagement."

"Penelitian ini bertujuan untuk menguji hubungan antara kualitas hidup dan psychological ownership pengemudi mobil pribadi yang melakukan komuter ke Jakarta. Penelitian ini adalah penelitian kuantitatif dengan menggunakan alat ukur WHOQOL-BREF dari WHO dan alat ukur psychological ownership. Dalam penelitian ini, peneliti meneliti 60 partisipan yang mengemudi mobil pribadi usia dewasa muda yang melewati jalan tol Karang Tengah ke arah Jakarta setiap hari kerja. Hasil penelitian menunjukkan adanya hubungan secara signifikan antara tiga domain kualitas hidup, yaitu domain physical, social relations, dan environment dan psychological ownership, namun tidak terdapat korelasi secara signifikan antara domain psychological dan psychological ownership pada pengemudi mobil pribadi yang melakukan komuter ke Jakarta.

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The aim of this study was to examine the relationship between quality of life and psychological ownership on young adult drivers who commute to Jakarta. 60 participants who drove their own car, and traveled to Jakarta through Karang Tengah toll way on work days were asked to complete the Quality of Life instruments (WHOQOL-BREF) developed by WHO and Psychological Ownership Scale. The study found significant positive relationships between three domains of quality of life, namely physical, social relations, and environment and psychological ownership. There was no significant relationship between psychological domain and psychological ownership on young adult car driver who commute to Jakarta."

"Proses outsourcing di Indonesia telah berkembang pesat. Dalam implementasinya, penerapan outsourcing mengalami berbagai permasalahan, mulai dari masalah perjanjian, perekrutan, sampai dengan pelaksanaan. Karyawan outsourcing di tempat kerja sering menemui perlakuan workplace ostracism atau pengucilan di tempat kerja. Karyawan yang mendapatkan pengalaman ostracized mengalami gangguan kesejahteraan psikologis dan memiliki kecenderungan tidak puas terhadap pekerjaannya, mengalami masalah kesehatan, hingga berhenti dari pekerjaannya. Selain itu, pekerja outsourcing pada umumnya cenderung untuk memilih diam meskipun didorong untuk menyampaikan saran dan ide mereka. Kedua hal tersebut dapat mempengaruhi kinerja outsourced workers, apalagi jika pegawai juga mengalami stres ketika individu merasa adanya tuntutan lingkungan melebihi dari kemampuan adaptasi yang dimiliki. Berdasarkan latar belakang tersebut, penelitian ini berfokus untuk mengetahui bagaimana pengaruh pengucilan di tempat kerja dan employee silence terhadap kinerja pekerja outsourcing dengan stress sebagai variable mediasi. Metode penelitian yang digunakan adalah metode kuantitatif dengan pengumpulan data melalui kuesioner online terhadap responden dengan kriteria utama berprofesi sebagai pekerja alih daya. Sebanyak 195 respon yang diperoleh kemudian diolah menggunakan Teknik PLS-SEM. Dari data diketahui bahwa sebagian besar pekerja yang berstatus outsourcing berusia 21-30 tahun dengan masa kerja sekitar 1-2 tahun. Penelitian menemukan bahwa perceived stress yang dirasakan oleh individu memediasi pengaruh workplace ostracism dan employee silence terhadap task performance. Dapat disimpulkan bahwa silence yang timbul ditengah-tengah individu disebabkan oleh berbagai motif yang melandasi alasan karyawan tersebut memilih untuk diam. Sedangkan ostracism yang dirasakan adalah akibat kurangnya aktualisasi dari lingkungan sekitar kerja.

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The outsourcing process in Indonesia has grown rapidly. In its implementation, the outsourcing workers experienced various problems, ranging from problems of agreement, recruitment, to implementation. Outsourced workers at the workplace often encounter ostracism or exclusion. Employees who experience being ostracized suffer from psychological well-being, tendency to be dissatisfied with their work, experience health problems, and even quit their jobs. In addition, outsourcing workers generally tend to remain silent even though they are encouraged to share their suggestions and ideas. Both of these things can affect the performance of outsourced workers, especially if employees also experience stress when individuals feel that environmental demands exceed their adaptability. Based on this background, this study focuses on knowing how the effect of workplace ostracism and employee silence on task performance of outsourcing workers with perceived stress as a mediating variable. The research method used is a quantitative method with data collection through online questionnaires to respondents with the main criteria being outsourced workers. A total of 195 responses obtained were then processed using the PLS-SEM technique. The study found that perceived stress by individuals mediates the relationship between workplace ostracism and employee silence on task performance. "