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"Tesis ini terfokus pada usaha untuk meningkatkan pemberdayaan psikologis terhadap kesiapan individu untuk perubahan organisasi. Pemberdayaan psikologis terkait dengan faktor individual dalam menghadapi perubahan organisasi, yaitu penggunaan sistem digitalisasi pada proses kerja sumber daya manusia. Karyawan pada level manajerial mempunyai tanggung jawab dalam implementasi perubahan terkait dengan implementasi dari sistem digitalisasi yang akan digunakan. Berdasarkan penggalian awal, masalah yang muncul merupakan kurangnya motivasi dalam diri karyawan pada level manajerial karena perubahan dianggap sebagai penambahan pekerjaan. Peneliti mengukur korelasi konstruk motivasional pemberdayaan psikologis dan kesiapan untuk berubah. Alat ukur pemberdayaan psikologis yang digunakan mengacu pada Spreitzer (2008) dan alat ukur kesiapan untuk berubah mengacu pada Holt, dkk (2007).Hasil perhitungan menggunakan Pearson Correlation dari 36 responden menunjukkan bahwa pemberdayaan psikologis berkorelasi positif secara signifikan dengan dimensi change-self efficacy pada kesiapan untuk berubah. Berdasarkan hasil tersebut, peneliti menetapkan program intervensi berupa workshop "Appreciative Inquiry" kepada karyawan di level manajerial. Selanjutnya, peneliti melakukan evaluasi level kedua program workshop dan hasilnya yaitu terdapat peningkatan skor pengetahuan setelah diberikan workshop "Appreciative Inquiry" pada karyawan level manajerial.

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This thesis was focused on the efforts to improve psychological empowerment on readiness to change. Psychoogical empowerment is related to individual factor in facing organizational change, which is digitalization system used for human resources" process of work. Manajerial level has responsible as organizational change implementation in which digitalization will use. Based on the initial diagnosis, existing problems can be attributed to low motivation of managerial level, in which organizational change as considered to extra work. Researcher measured the correlation between psychological empowerment as motivational contruct and readiness to change. Psychological empowerment scale for this research was developed by Spreitzer (1995) and readiness to change scale was developed by Holt et. al (2007).

Result calculated using Pearson Correlation of 36 respondents showed that psychological empowerment, significantly positively correlated change self-efficacy dimension of readiness to change. Based on this result, researcher determined that intervention program was to provide an "appreciative inquiry" workshop to managerial level employees. Furthermore, researchers conducted a second level evaluation workshop program and the result that there was an increase in knowledge after the "appreciative inquiry" workshop was given to managerial level employees."

"Penelitian ini bertujuan untuk mengetahui hubungan antara kesiapan untuk berubah dan motivasi kerja pada karyawan level manajerial di PT X. PT X akan melaksanakan perubahan sistem HR yang memiliki dampak besar pada seluruh karyawan khususnya pada level manajer. Proses identifikasi dilakukan untuk melihat apakah perubahan sistem HR ini akan berdampak kepada karyawan terutama di sisi manejerial. Berdasarkan hasil identifikasi ditemukan bahwa salah satu kendala yang dapat berimbas pada perubahan sistem di PT X adalah rendahnya motivasi kerja. Hal ini menjadi acuan dalam penelitian untuk melihat hubungan antara kesiapan karyawan untuk berubah dan motivasi kerja. Penelitian dilakukan kepada 36 orang karyawan level manajerial di PT X dengan melihat tingkat motivasi intrinsik dan motivasi ekstrinsik dari masing-masing responden. Hasil penelitian menunjukkan jenis motivasi yang memiliki hubungan positif terhadap kesiapan untuk berubah adalah motivasi intrinsik (α= 0.251*, p < 0.05). Selanjutnya, peneliti menetapkan intervensi yang tepat untuk menangani masalah organisasi dengan memberikan workshop motivasi intrinsik pada karyawan level manajer yang memiliki motivasi intrinsik yang rendah sejumlah 9 orang. Berdasarkan hasil uji perbedaan pada skor kesiapan untuk berubah dan skor motivasi kerja sebelum dan setelah dilakukan intervensi terdapat peningkatan pada kesiapan untuk berubah (Z= -1.342, p > 0.05) dan motivasi intrinsik (Z= - 1.000, p > 0.05) namun tidak signifikan.

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Aim of the study is to evaluate the correlation between readiness for change and work motivations for managerial level at PT X. PT X planned to make improvement in term of HR system thus will have big impact for all employees from top to bottom levels. Identification process is being performed to assess the impact. Results shows, lack of motivation will be one of the bottlenecking issues to encounter prior to change of systems. That is why correlation between readiness for change and work motivation being chose as parameter of study. Assessment performed at 36 employees (managerial level) by evaluated each personnel intrinsic and extrinsic motivation levels. Result shows that readiness for change have positive correlation with intrinsic motivation (α= 0.251*, p < 0.05). To encounter the issue, intervention action is been taken by empowering intrinsic motivation through workshop, these action performed specific for 9 (nine) employees which show lack of intrinsic motivation level. Effectiveness evaluation is being perform by comparing before intervention score versus after intervention scores, and it shows that readiness for change could be improved to proper workshop/training (Z= -1.342, p > 0.05) so did for intrinsic motivation (Z= - 1.000, p > 0.05) but not significant."

"Penelitian ini bertujuan untuk bertujuan untuk melihat peran-peran kader dalam melaksanakan Program Klaster Berdaya dan hambatan-hambatan yang ada dalam melaksanakan program tersebut. Penelitian ini menggunakan pendekatan kualitatif yang bersifat deskriptif yakni dengan memaparkan hasil temuan lapangan terkait peran-peran kader dan hambatan yang ada dalam pelaksanaan Program Klaster Berdaya. Di dalam penelitian ini, teknik pemilihan informan akan menggunakan teknik purposive sampling dengan kriteria pemilihan informan dilakukan terhadap kader dan fasilitator berdasarkan keterlibatan aktif dalam program. Pengumpulan data dilakukan melalui wawancara dengan kader dan fasilitator yang sekaligus merupakan upaya triangulasi untuk meningkatkan kualitas peneltian. Hasil penelitian menunjukkan kader menjalankan peran dan keterampilan yakni fasilitatif, edukatif, perwakilan dan teknis yang membantu berjalannya program dalam upaya melakukan proses perubahan sosial untuk mendorong kemandirian dalam masyarakat. Di dalam pelaksanaannya, terdapat hambatan yang ditemui baik yang berasal dari internal maupun eksternal.

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This study aims to describe roles of cadre in the implementation of Program Klaster Berdaya and the obstacles occurred during the program implementation. This research adapted qualitative method with descriptive approach by describing the findings related to roles of cadres and obstacles during the implementation of Program Klaster Berdaya. In this research, purposive sampling is used to select the informants of cadres and facilitator based on their active involvement on the program. Data collection was carried out through interviews with cadres and facilitators which also aims to conduct triangulation to improve research quality. The result of the research shows that cadres conducted roles of facilitative, educational, representative and technical to run program implementation to carry out social change in order to encourage self-reliance in society. During the implementation also found obstacles both from internal and external of the community.

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"YOGYA Department Store as a company in retail business lndustry is operating in a very high competition business. With that kind of competition level the company was enforced to maximized its competitive advantage. Human Resource Management in today economic condition has avery strategic function within a company as one of a scarce competitive advantage that not easy to be copied by the competitor (Pfeffer, 1998).Human resource as a core of the competitive advantage, should have a related job competencies and also commitments that will guarantee the performance outputs. Meyer & Herscovitch, 2001, describes that commitment to the workplace can take various forms, and, arguably have the potential to influence organizational effectiveness and also employee well-being.Pfeffer 81 Veiga, 1999, describes 7 (seven) Human Resource Management Practices that always became focus of management attention and as characters of the organization that place its human resource as its competitive advantage. McElroy, 2001, explained the relationship between the 7 (seven) Human Resources Management Practices and the employee commitment.The objective of this research is to explore the impact of one of the seven Human Resource Management Practices, that is self-managed team decentralization or empowered team, on employee commitment. The object of the research are sales teams at YOGYA Kepatihan Department Store.Kirkman & Rosen, 1999, explained that the empowered team will be more productive and more proactive comparing to the traditional team that less empowered. The empowered team also has higher level of customer service, job satisfaction, and commitments to the team and the organization.Marks, Mathieu 81 Zacoaro, 2001, explained that team processes are the means by which members work interdependently to utilize various resources, such as expertise, equipment, and money, to field meaningful outcomes (e.g., product development, rate of work, team commitment, employee satisfaction).Mathieu, Gilson, and Ruddy, 2006, through their research proved that team processes as the variables that fully mediated the influence of empowerment on outcomes, which one of the outcomes is employee commitment to the organization.Using 162 sales force as sales team at YOGYA Kepatihan Department Store, the authors tested the model that proposed by Mathieu, Gllson and Ruddy. The result was that some of the dimensions of team empowerment has impact on some of the dimensions of team processes which than has impact on some of the dimensions of the employee commitment."

"ABSTRAKPentingnya isu komitmen karyawan terhadap organisasi mendorong perlunya dilakukan identifikasi terhadap beberapa factor yang dapat menciptakan kepuasan kerja karyawan. Dalam penelitian ini factor yang perlu dikasi adalah gaji, supervise, kondisi kerja, dan rekan sekerja. Dari hasil penganalisan diperoleh kesimpulan bahwa secara simultan kepuasan kerja berpengaruh sebesar 0,015 terhadap komitmen karyawan sedangkan secara parsial lebih dominan berpengaruh unsur kondisi kerja."

"PT. ABC adalah sebuah perusahaan yang berdiri sejak tahun 2016 dan masih tergolong ke dalam perusahaan start-up. Sebagai perusahaan start-up masalah yang paling menonjol di PT. ABC adalah permasalahan sumberdaya manusia. Dari hasil wawancara dan FGD yang dilakukan oleh peneliti kepada beberapa orang karyawan, permasalahan yang muncul adalah rendahnya komitmen afektif pada organisasi yang dimiliki oleh karyawan. Disamping itu juga terlihat rendahnya tingkat pemberdayaan psikologis karyawan dan tingginya tingkat job insecurity. Pengambilan data penelitian ini dilakukan dengan cara penyebaran kuesioner kepada para karyawan toko/outlet. Sebanyak 25 orang responden mengisi kuesioner yang disebarkan.  Teknik analisis yang digunakan adalah teknik korelasi menggunakan Pearson Product Moment. Alat ukur yang digunakan untuk variabel pemberdayaan psikologis adalah Psychological Empowerment Questionnaire (PEQ), Job Insecurity Questionnaire (JIQ) untuk variabel job insecurity, dan Affective Commitment Scale (ACS) untuk variabel komitmen afektif pada organisasi. Intervensi yang akan dilakukan adalah coaching. Responden intervensi coaching sebanyak 1 orang yakni kepala toko/outlet yang akan dilanjutkan dengan sosialisasi kepada 25 orang yakni seluruh karyawan toko/outlet. Hasil penelitian menunjukkan bahwa adanya korelasi negatif namun tidak signifikan antara variabel pemberdayaan psikologis dan komitmen afektif pada organisasi, serta adanya korelasi negatif namun tidak signifikan antara variabel job insecurity dan komitmen afektif pada organisasi. Hasil dari pemberian kedua intervensi terbukti memberikan pengaruh yang signifikan terhadap peningkatan komitmen afektif pada organisasi, serta penurunan job insecurity pada karyawan.

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PT. ABC was founded in 2016 and is still classified as a start-up company. As a start-up company the most prominent problem at PT. ABC is a problem of human resources. From the results of interviews and FGD conducted by researchers to several employees, the problem that arises is the low affective commitment to the organization. Besides that, it also shows the low level of psychological empowerment of employees and the high level of job security. Data retrieval of this research is done by distributing questionnaires to the store / outlet employees. A total of 25 respondents filled in the questionnaire distributed. The analysis technique used is the correlation technique using Pearson Product Moment. The measuring instrument used for psychological empowerment variables is Psychological Empowerment Questionnaire (PEQ), Job Insecurity Questionnaire (JIQ) for job insecurity variables, and Affective Commitment Scale (ACS) for affective commitment variables in organizations. The intervention that will be carried out is coaching. Respondents for coaching interventions were 1 person, namely the store/outlet head, which would be continued with socialization to 25 people, namely all store/outlet employees. The results showed that there was a negative but not significant correlation between psychological empowerment variables and affective commitment to the organization, as well as a negative but not significant correlation between job insecurity variables and affective commitment to the organization. The results of giving both interventions proved to have a significant influence on increasing affective commitment to the organization, as well as decreasing employee job insecurity."

"The existence of human resources in management is very strategic; even it becomes a crucial factor to success in implementing any activities and achieving its goals. It can be comprehended because even other resources are available; they are beneficial if other resources are empowered by good quality human resources. It means that human who has ability and willingness, and meets the need of organizational activities will accomplish expected productivity of work.This research aims to analyze the main problem in this thesis which is, is there any relation between human resource empowemlent with employee's productivity of work in that institution and what are the factors which relate to human resource empowerment" The aim of the research is to analyze, the relation between human resource empowerment and employee's productivity of work and factors which are significant in the human resource empowerment process.The method of survey is used in this research which is carried out in the National Law Education Institution. It is applied to analyze the population (universe), big and small population, then select and analyze the sample which is chosen from the population, to find incident, distribution, and relative inter-relation of the sociology and psychology variables.The result of the analysis show that respondents characteristics influence the productivity except age of respondent. Meanwhile, correlation between empowerment of human resource and empIoyee's productivity of work is significantly strong, The factors which intiuence the empowerment of human resource are ability, employee?s work placement, obvious authority, responsibility, trust, support, leadership and motivation."

"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."