Hasil Pencarian  ::  Simpan CSV :: Kembali

"[ABSTRAKbrPerilaku voice pegawai, yang didefinisikan sebagai tingkah laku pemberian saran inovatif dan konstruktif, dapat mendatangkan banyak dampak positif bagi organisasi. Di sisi lain, voice dapat mengancam bagi hubungan interpersonal pegawai yang melakukannya. Penelitian ini menginvestigasi karakteristik unik tersebut dengan menyoroti interaksi faktor situasional berupa kohesivitas kelompok dengan faktor individu berupa kepemilikan ide dan voice efficacy. Sampel penelitian ini adalah 244 pegawai di salah satu institusi pemerntahan. Hasil analisis statistik menunjukan kepemilikan ide dan voice efficacy berhubungan, masing-masing, negatif dan positif dengan voice. Selain itu, kohesivitas sosial kelompok berperan sebagai moderator yang memberikan efek penyangga (buffer) pada hubungan positif antara voice efficacy dengan voice. Implikasi dari hasil penelitian ini didiskusikan lebih lanjut.;Voice Behavior, as employee’s expression of innovative suggestion for organization, has many positive impacts for organizations. On the other hand, voice contains interpersonal risks for the actor. This study investigates this predicament of voice through highlighting the interaction between personal and situational factor, namely social cohesion, having ideas, voice efficacy, and voice per se. Data was collected from 244 civil servants. Statistical analysis showed that having ideas and voice efficacy were associated, respectively, negatively and positively with voice. Moreover, social cohesion has moderating (buffering) effect on the relationship between voice efficacy and voice. The implication of this study is discussed below. ;Voice Behavior, as employee’s expression of innovative suggestion for organization, has many positive impacts for organizations. On the other hand, voice contains interpersonal risks for the actor. This study investigates this predicament of voice through highlighting the interaction between personal and situational factor, namely social cohesion, having ideas, voice efficacy, and voice per se. Data was collected from 244 civil servants. Statistical analysis showed that having ideas and voice efficacy were associated, respectively, negatively and positively with voice. Moreover, social cohesion has moderating (buffering) effect on the relationship between voice efficacy and voice. The implication of this study is discussed below. , Voice Behavior, as employee’s expression of innovative suggestion for organization, has many positive impacts for organizations. On the other hand, voice contains interpersonal risks for the actor. This study investigates this predicament of voice through highlighting the interaction between personal and situational factor, namely social cohesion, having ideas, voice efficacy, and voice per se. Data was collected from 244 civil servants. Statistical analysis showed that having ideas and voice efficacy were associated, respectively, negatively and positively with voice. Moreover, social cohesion has moderating (buffering) effect on the relationship between voice efficacy and voice. The implication of this study is discussed below. ]"

"[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.

---

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 menginvestigasi peran moderasi managerial openness (keterbukaan atasan) terhadap hubungan power distance orientation (orientasi individu terhadap jarak kekuasaan atasan terhadap bawahan) dengan voice behavior (perilaku bersuara). Penelitian dilakukan dengan metode survei kepada 102 orang bawahan di Bank XYZ Jakarta.Hasil moderated multiple regression menunjukkan bahwa power distance orientation berhubungan negatif dengan voice behavior (β = -0,16, p < 0,05), tetapi managerial openness memperlemah hubungan negatif tersebut. Artinya, managerial openness berperan sebagai moderator antara power distance orientation dengan voice behavior (β = 0,14, p < 0,05). Efek negatif power distance orientation terhadap voice behavior adalah sebesar 0,3 pada responden dengan managerial openness rendah, dan dapat berkurang menjadi 0 pada responden dengan managerial openness tinggi. Model yang dibangun menjelaskan 54% terjadinya voice behavior.

Hasil ini sejalan dengan social exchange theory yang menjelaskan bahwa individu mengembangkan dan mengevaluasi hubungan dengan individu lain mempertimbangkan konsekuensi dan upaya yang telah dilakukannya dan yang didapat dari organisasinya. Riset ini berkontribusi dalam menjelaskan interaksi managerial openness dan power distance orientation terhadap voice behavior.

---

This study aims to investigate the moderating role of managerial openness in the relation between power distance orientation (individual orientation towards superior power distance from subordinate) and voice behavior. The participants are 102 employees in the XYZ Bank Jakarta. Data is collected through online survey with scales reliability ranging from 0,72-0,87.

Moderated multiple regression analysis shows that power distance orientation is negatively related to voice behavior (β=-0,16, p<0,05), however managerial openness dampens the negative relation between power distance orientation and voice behavior. Thus, managerial openness is a significant moderator of the relationship between power distance orientation and voice behavior (β=0,14, p<0,05). The negative power orientation effect of distance to voice behavior is 0,3 in respondents with low managerial openness, and can be reduced to 0 in respondents with high managerial openness. This model explains 54% of the construction of voice behavior.

This result supports the social exchange theory which explains the tendency of individuals to respond or behave in accordance to their relationship with other people and to their evaluation of the consequences of their behaviors. This study contributes to the understanding of the relationship between power distance orientation and managerial openness in constructing voice behavior."