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"Penelitian ini bertujuan untuk mengetahui hubungan antara leader-member exchange (LMX) dengan work engagement serta melihat pengaruh masa kerja sebagai moderator terhadap hubungan kedua variabel tersebut. Selain itu, penelitian ini juga bertujuan untuk mengukur efektivitas intervensi pelatihan coaching dalam meningkatkan LMX dan work engagement. Sampel yang digunakan dalam penelitian ini yaitu Pegawai Negri Sipil (PNS) pada Dinas XYZ sebanyak 194 partisipan. Pengolahan data dilakukan dengan menggunakan teknik analisis moderasi Hayes process pada SPSS. Berdasarkan hasil analisis data, ditemukan bahwa LMX berhubungan positif serta memprediksi work engagement secara signifikan, namun peran masa kerja sebagai moderator tidak terbukti. Intervensi yang dilakukan untuk dapat meningkatkan LMX dan work engagement adalah pelatihan coaching kepada atasan. Evaluasi terhadap intervensi dilakukan dalam waktu 2 minggu dengan melihat skor pretest dan posttest menggunakan wilcoxon signed rank test. Hasil analisis menunjukkan bahwa pengetahuan dan perilaku para atasan tentang coaching terbukti mengalami peningkatan secara signifikan.

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This study aims to determine the relationship between leader-member exchange (LMX) and work engagement and measure the effect of tenure as a moderator on the relationship between the two variables. In addition, this study also focused to measure the effectiveness of coaching training in improving LMX and work engagement. The sample used in this study is Civil Servants (PNS) at Dinas XYZ. The data collected were 194 participants, which processed using the Hayes process moderation analysis technique in SPSS. Based on the results of data analysis, it was found that LMX is positively related and predicts work engagement significantly, meanwhile the role of tenure as a moderator is not proven. The intervention carried out to be able to improve LMX and work engagement is coaching training for superiors. Evaluation of the intervention was held within 2 weeks using the Wilcoxon signed rank test. The results of the analysis showed that the supervisor`s learning and behavior changing about coaching proved to be significantly improved after the intervention."

"Penelitian ini ingin melihat hubungan kepuasan kerja dan leader-member exchange (LMX) pada perawat di Rumah Sakit K. Penelitian ini menggunakan pendekatan kuantitatif dengan jumlah sampel sebanyak 47 perawat. Kepuasan kerja diukur dengan menggunakan alat Job Satisfaction Survey (JSS) (Spector, 1997) dan LMX diukur dengan menggunakan alat Leader-Member Exchange Multidimensional (LMX-MDM) (Liden & Maslyn, 1998). Pada penelitian ini tidak ditemukan hubungan antara kepuasan kerja dan LMX, namun ditemukan hubungan signifikan antara kepuasan kerja dan satu dimensi LMX yaitu professional respect (r = .35, LOS = .05). Sebanyak 53.2% dari sampel penelitian juga memiliki nilai professional respect yang tergolong di bawah rata-rata. Untuk itu, intervensi yang diusulkan adalah pelatihan mengenai coaching pada penanggung jawab shift dan kepala ruangan dengan harapan dapat meningkatkan professional respect, LMX, dan kepuasan kerja perawat. Hasil evaluasi intervensi menunjukkan peningkatan pengetahuan yang signifikan pada perawat.

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The aim of study was finding relationship between job satisfaction and leader-member exchange (LMX) of nurses at K Hospital. This study used quantitative method which has 47 samples of nurse. Job satisfaction was measured by Job Satisfaction Survey (JSS) (Spector, 1997) and LMX was measured by Leader-Member Exchange Multidimensional (LMXMDM) (Liden & Maslyn, 1998). This study found there was no relationship between job satisfaction and LMX, but there was significant relationship between job satisfaction and one of LMX dimension, professional respect (r = .35, LOS = .05). The samples who had low professional respect (below the mean) was 53.2% of samples. To improve professional respect, LMX, and job satisfaction, researcher suggested to give coaching skill training to shift and room supervisors. The training evaluation showed increased knowledge significantly of nurses."

"Era disrupsi adalah suatu fenomena dimana inovasi memiliki potensi untuk mengacaukan atau bahkan mematikan suatu bisnis. Perusahaan harus berani melakukan self-disruption yang mana memiliki potensi untuk bertahan mengahadapi kompetitor. Perusahaan kedepannya harus mempersiapkan seluruh karyawan dengan menumbuhkan perilaku kerja inovatif, untuk mengantisipasi tantangan di era disruptif dengan menghasilkan inovasi yang dapat memberikan keunggulan kompetitif bagi perusahaan. Karyawan yang inovatif merupakan sumber daya manusia yang penting dalam mempertahankan kelangsungan hidup perusahaan. Tingkat perilaku kerja inovatif yang dimiliki karyawan dapat dipengaruhi dan ditingkatkan oleh leader-member exchange LMX, pemberdayaan psikologis, dan keterikatan karyawan. Penelitian ini menggunakan metode Structural Equation Modeling SEM. Data penelitian ini diperoleh dari 226 karyawan ConsuCo yang telah bekerja minimal selama satu tahun di perusahaan secara offline. Hasil penelitian ini menunjukkan bahwa LMX memiliki pengaruh langsung yang bersifat positif terhadap perilaku kerja inovatif, sedangkan pemberdayaan psikologis ditemukan tidak memiliki pengaruh langsung terhadap perilaku kerja inovatif. Selain itu, keterikatan karyawan memiliki pengaruh positif terhadap perilaku kerja inovatif. Lebih lanjut, LMX dan pemberdayaan psikologis ditemukan memiliki pengaruh terhadap perilaku kerja inovatif melalui keterikatan karyawan. Hal tersebut menunjukkan bahwa keterikatan karyawan memiliki peran sebagai mediator antara LMX mediasi parsial dan pemberdayaan psikologis mediasi penuh terhadap perilaku kerja inovatif.

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Disruption era is a phenomenon where innovation has the potential to disrupt or even kill a business. Companies must dare to do self disruption which has the potential to survive facing competitors. In the future, companies must prepare all employees by fostering innovative work behaviors, to anticipate challenges in the disruptive era by generating innovations that can provide a competitive advantage for the company. Innovative employees are an important human resource in maintaining the viability of the company. The level of employee 39s innovative work behavior can be influenced and enhanced by leader member exchange LMX, psychological empowerment, and employee engagement.

This research used Structural Equation Modeling SEM method. This research data is obtained from 226 ConsuCo employees who have been working for at least a year in the company through offline.

The results of this study indicate that LMX has a positive direct effect on innovative work behavior, whereas psychological empowerment is found to have no direct effect on innovative work behavior. In addition, employee engagement has a positive effect on innovative work behavior. Furthermore, LMX and psychological empowerment are found to have an effect on innovative work behavior through employee engagement. It shows that employee engagement has a role as mediator between LMX partial mediation and psychological empowerment full mediation on innovative work behavior. "

"ABSTRAKPenelitian ini meneliti mengenai pengaruh Leader Member Exchange Terhadap Innovative Behavior Dengan Job Engagement dan Organization Engagement Sebagai Mediasi. Penelitian ini meneliti pada industri pertambangan menggunakan kuesioner yang didapatkan dari 290 responden yang bekerja di kantor pusat PT XYZ sebagai salah satu perusahaan pertambangan BUMN. Hipotesis penelitian dirumuskan dari penelitian sebelumnya dengan mengalami sedikit modifikasi dan diuji menggunakan structural equation model (SEM). Hasil menunjukkan bahwa Kualitas Leader Member Exchange memiliki efek positif pada Job Engagement, Kualitas Leader Member Exchange memiliki efek negatif pada Organization Engagement, Kualitas Leader Member Exchange memiliki efek positif pada Innovative Behavior, Job engagement memiliki efek positif pada Organization engagement, Job engagement memiliki efek positif pada Innovative Behavior, Organization engagement memiliki efek positif pada Innovative behavior. Job Engagement terbukti memediasi antara Leader Member Exchange dan Innovative Behavior, Organizational Engagement terbukti memediasi antara Leader Member Exchange dan Innovative Behavior di kantor pusat PT XYZ.

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ABSTRACT

This study examined the effect of Leader Member Exchange on Innovative Behavior on which is influenced by the role of Job Engagement and Organizational Engagement as a mediator. This research examined the mining industry using a questionnaire obtained from 290 respondents working at Headquarter office of PT XYZ. The research hypothesis was formulated from previous studies and added hypothesis and tested using structural equation model (SEM). The result showed that quality of Leader Member Exchange has positive effect on Job Engagement, quality of Leader Member Exchange has negative effect on Organization Engagement, quality of Leader Member Exchange has positive effect on Innovative Behavior, Job engagement has positive effect on Organization engagement, Job engagement has positive effect on Innovative Behavior, Organization engagement has positive effect on Innovative behavior. While Job Engagement directly influence Leader Member Exchange and Innovative Behavior, Organizational Engagement directly influence Leader Member Exchange and Innovative Behavior of employee at Headquarters office of PT XYZ."

"Penelitian ini bertujuan untuk melihat peningkatan leader member exchange (LMX) terhadap keterlibatan kerja melalui intervensi program kepemimpinan di plant PT X. Penelitian ini menggunakan desain before-after dan terdiri dari studi awal, intervensi, dan studi lanjutan. Partisipan dalam studi intervensi merupakan pimpinan dan dalam studi awal serta lanjutan merupakan bawahan. Peneliti menggunakan alat ukur LMX MDM untuk mengukur leader member exchange dan UWES-9 untuk mengukur keterlibatan kerja. Hasil survei awal menunjukkan terdapat pengaruh yang signifikan antara leader member exchange dan keterlibatan kerja pada karyawan di plant PT X (β = 0,40; r2 = 0,16; p = 0,02). Peneliti melakukan intervensi program kepemimpinan untuk meningkatkan skor leader member exchange yang harapannya juga dapat meningkatkan skor keterlibatan kerja.

Hasil intervensi menunjukkan, terdapat peningkatan pengetahuan setelah partisipan mengikuti pelatihan kepemimpinan. Namun, partisipan belum secara konsisten menerapkan tingkah laku yang dapat meningkatkan kualitas hubungan atasan bawahan. Hasil studi lanjut setelah intervensi, menunjukkan tidak terdapat peningkatan skor leader member exchange dan keterlibatan kerja. Dengan demikian, maka diusulkan saran untuk dapat mengoptimalkan hubungan atasan bawahan di plant PT X antara lain, menjadikan one on one conversation sebagai kegiatan rutin, pemberian umpan balik konstruktif sesuai pedoman, membangun hubungan berlandaskan rasa saling percaya, dukung, dan dapat saling mengandalkan serta apresiasi kepada tim yang konsisten menerapkan kegiatan yang dapat mengoptimalkan kualitas hubungan dalam tim.

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This study aims to investigate an increase in the relationship between LMX to work engagement through leadership intervention programs at plant PT X. This study used a before-after design and consisted of three stages, namely initial study, intervention, and further study. Participants in the intervention study were leaders and participants in the initial and follow-up studies were subordinates. Researchers used the LMX to measure the leader member exchange and UWES-9 to measure work engagement. Preliminary survei results showed that there was a significant effect between the leader member exchange and work engagement on employees at plant PT X ( β = 0,40; r2 = 0,16; p = 0,02). The researcher conducted a leadership intervention program to increase the score of leader member exchange which are expected to also increase the score of work engagement.

The results of the intervention showed that there was an increase in knowledge after participants took part in the leadership training but participants had not consistently applied behavior that could improve the quality of subordinate supervisors' relationships. The results of further studies showed that there was no increase in LMX and work engagement scores between before and after the implementation of leadership intervention. Thus, suggestions for optimizing LMX in the plant PT X include making one on one conversation a routine activity, providing constructive feedback according to guidelines, building relationships based on mutual trust, support, and mutual dependence and appreciation to teams that consistently implement activities that can optimize the quality of relationships within the team."

"Penelitian ini bertujuan untuk menguji hubungan Leader-Member Exchange (LMX) dan Locus of Control (LOC) pada job embeddedness (kelekatan pada organisasi). Landasan teori yang akan digunakan untuk menjelaskan hubungan LOC dan LMX terhadap kelekatan pada organisasi adalah teori Conservation of Resources (COR). Data telah diperoleh dari berbagai organisasi-organisasi advertising agency di Jakarta (N = 201) dan di analisis dengan menggunakan teknik analisis Pearson Product Moment (PPM) dan Hierarchical Regression melalui SPSS Statistics. Hasil menunjukan bahwa LMX memiliki hubungan yang kuat dan signifikan terhadap kelekatan pada organisasi (b=0.39, p<0.01). Sedangkan, LOC memiliki hubungan yang negatif dan tidak signifikan kepada kelekatan pada organisasi (b=-0.01, ns). Maka, dapat disimpulkan bahwa LMX mempunyai hubungan yang lebih kuat dan dapat lebih memprediksi kelekatan pada organisasi dibandingkan dengan LOC.

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The focus of this study was to test the relationship of Leader-Member Exchange (LMX) and Locus of Control (LOC) towards Job Embeddedness. The theory used to describe the effect of LOC and LMX towards Job Embeddedness is the Conservation of Resources theory (COR). The data was collected from several advertising agencies in Jakarta (N = 201) and analyzed by Pearson Product Moment (PPM) and Hierarchical Regression statistic analysis on SPSS Statistics. The results showed that LMX had a strong and significant relationship with Job Embeddedness (b=0.39, p<0.01). As for LOC, it had a negative and nonsignificant relationship with Job Embeddedness (b=-0.01, ns). Theoretical and practical implications are further discussed."

"Penelitian ini difokuskan pada usaha untuk meningkatkan leader member exchange dari bawahan dan kepuasannya terhadap atasan. Alat ukur yang digunakan dalam penelitian ini adalah alat ukur leader member exchange yang diadaptasi dari Liden dan Maslyn (1998) dan faset kepuasan terhadap atasan dari Job Satisfaction Survey (Spector, 1997). Hasil analisis korelasi Pearson terhadap 35 orang bawahan di PT. X, ditemukan bahwa terdapat hubungan yang positif dan signifikan antara leader member exchange dan kepuasan terhadap atasan (r = 0.522 dan signifikansi 0.001). Leader member exchange bawahan di PT. X tergolong rendah, oleh karena itu diusulkan intervensi coaching dari atasan kepada bawahan. Untuk itu, atasan perlu diberikan pelatihan dasar coaching dan buku panduan coaching. Walau sebatas sosialisasi kepada manajemen PT. X, tanggapan yang diberikan positif. Dengan demikian, pelatihan dan buku panduan coaching tersebut sesuai untuk diberikan kepada para atasan PT. X, sehingga diharapkan leader member exchange dan kepuasan terhadap atasan dapat meningkat.

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This research is focused on the effort to improve leader member exchange from subordinate and their supervision satisfaction at PT. X. Measurement scale that is used in this research are leader member exchange scale from Liden and Maslyn (1998) and supervisory facet from Job Satisfaction Survey (Spector, 1997). Pearson correlation analysis from 35 subordinates at PT. X shows that there?s a positive and significant correlation between leader member exchange and supervisory satisfaction (r = 0.522 and significance 0.001). Leader member exchange from subordinates at PT. X are low, therefore coaching intervention from superordinate to subordinate was proposed. To that end, superordinate need to be given basic coaching training and guidance book about coaching. Although it just socialization to the management of PT. X, the response is positive. Coaching training and guidance book of coaching are suitable to be given at PT. X, so that leader member exchange and supervisory satisfaction are expected to increase."

"ABSTRAKPenelitian ini dilakukan untuk melihat pengaruh dari peningkatan leader-memberexchange terhadap motivasi karyawan dengan pemberian pelatihankomunikasi interpersonal pada atasan dalam Divisi EM di PT. XYZ. Penelitian inimenggunakan pendekatan kuantitatif dan kualitatif dengan tipe penelitian actionresearch. Jumlah responden dalam penelitian adalah sebanyak 41 orang karyawanpada level staf dan nonstaf yang berada dalam Divisi EM di PT. XYZ. Alat ukuryang digunakan dalam penelitian ini adalah alat ukur leader-member exchangeyaitu LMX-MDM dari Liden & Maslyn (1998) dan alat ukur motivasi kerja yangtelah diadaptasi oleh Amaria (2000).Untuk menguji hipotesa penelitian, peneliti melakukan uji statistik multipleregression untuk mengetahui pengaruh LMX terhadap motivasi kerja. Hasilperhitungan menunjukkan bahwa terdapat pengaruh yang signifikan dari LMXterhadap motivasi kerja dengan dimensi kontribusi dan loyalitas sebagai pemberikontribusi terbesar. Berdasarkan hasil tersebut peneliti menetapkan intervensiyang tepat untuk mengatasi permasalahan yaitu dengan memberikan pelatihankomunikasi interpersonal pada atasan. Kemudian peneliti melakukan uji bedapada skor LMX sebelum dan sesudah diberikan intervensi juga pada skor motivasikerja, sebelum dan sesudah diberikan intervensi. Hasilnya adalah tidak adaperbedaan antara skor LMX sebelum dan sesudah diberikan intervensi dan jugatidak ada perbedaan antara skor motivasi kerja sebelum dan sesudah diberikanintervensi. Hal ini disebabkan karena jarak waktu post test yang terlalu singkatsehingga atasan belum dapat mengimplementasikan hasil dari pelatihan dalampekerjaan sehari-hari yang akan berdampak pada persepsi bawahan akan kualitashubungan timbal balik antara atasan dan bawahan.

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AbstractThe study was conducted to observe the effect of an enhancing in leader-memberexchange on employee motivation by providing interpersonalcommunications training for supervisors in the Division of EM in the PT. XYZ.This study uses quantitative and qualitative approaches to research and actionresearch type of design. Number of respondents in the study is 41 employees inEM Divisions in PT. XYZ. Measuring devices used in this study is aan attitudinalscale, leader-member exchange - LMX-MDM from Liden & Maslyn (1998) andwork motivation tool that has been adapted by Amaria (2000).To test the hypothesis of the study, researchers conducted a multipleregression statistical test to determine the effect of LMX on work motivation.Calculation results indicate that there are significant effects of LMX on workmotivation and further test show that loyalty and contribution dimension formLMX are giving the largest contribution to work motivation. Based on theseresults the researchers determine appropriate interventions to address the problemby providing interpersonal communications training for supervisors. Then theresearchers conducted a comparison test in LMX scores before and after theintervention also provided motivation to work on the score, before and after theintervention. The result is no difference between LMX scores before and afterintervention and also no difference between scores before and after workmotivation is given intervention. This is due to post-test interval is too short sothat the supervisors can not implement the results of training in the daily work thatwill impact on the subordinate's perception of the quality of mutual relationsbetween superiors and subordinates."

"Penelitan ini bertujuan untuk mengetahui adanya pengaruh peningkatan kualitas hubungan atasan - bawahan terhadap perilaku kewarganegaraan organisasi di PT LH. Berdasarkan data awal berupa Interview, FGD dan kuesioner diagnosa organisasi (ODQ), menunjukkan bahwa perilaku kewarganegaraan organisasi di PT LH masih perlu ditingkatkan. Kualitas hubungan antara atasan dan bawahan diduga berpengaruh terhadap perilaku kewarganegaraan organisasi. Hal ini dibuktikan dengan mengukur pengaruh kualitas hubungan atasan - bawahan terhadap perilaku kewarganegaraan organisasi. Kualitas hubungan atasanbawahan diukur dengan menggunakan kuesioner LMX-MDM dari Liden & Maslyn (1998) yang telah diadaptasi oleh Radikun (2010). Kuesioner kualitas hubungan atasan-bawahan ini terdiri dari 11 item (α=0,877). Sementara kuesioner perilaku kewarganegaraan organisasi menggunakan kuesioner dari Organ (1988) yang terdiri dari 18 item (α = 0,812). Hasil perhitungan uji regresi pada 40 responden memperoleh hasil R2 =0,117 (p<0,05) yang berarti kualitas hubungan atasan-bawahan mempengaruhi perilaku kewarganegaraan organisasi sebesar 11,7%. Dari keempat dimensi kualitas hubungan atasan-bawahan, dimensi kontribusi yang memiliki sumbangan paling besar terhadap perilaku kewarganegaraan organisasi. Berdasarkan hasil tersebut, maka dilakukan intervensi untuk meningkatkan kualitas hubungan ataan-bawahan, khususnya dimensi kontribusi yang diharapkan dapat meningkatkan perilaku kewarganegaraan organisasi. Intervensi yang dilakukan berupa pelatihan effective coaching kepada para manajer di PT LH.

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This study aims to investigate the effect of improving leader member exchange to organizational citizenship behavior in PT. LH. Based on initial data from Interview, focus group discussions, and organizational Diagnosis Questionnaire (ODQ), the researcher found that organizational citizenship behavior in PT.LH still need improvement. Low quality of the leader member exchange are assumed to affect organizational citizenship behavior. This is evidenced by measuring the effect of leader member exchange to organizational citizenship behavior. Leader-Member Exchange was measured using LMX-MDM from Liden & Maslyn (1998) which has been adapted by Radikun (2010). LMX-MDM is consists of 11 items (α = 0.877). While organizational citizenship behavior measured by using a questionnaire from Organ (1988) which consists of 18 items (α = 0.812). The results of calculations using simple regression from 40 respondents showed R2 = 0.117 (p <0.05), which means the quality of LMX affects organizational citizenship behavior at 11.7%. Among four dimensions of LMX, contribution has the most influence and significant impact on organizational citizenship behavior. Based on these result, the intervention in this study was designed to increase leader member exchange, particularly contribution dimension in other to increase the organizational citizenship behavior of employees. Researcher then implemented effective coaching training towards manager in PT LH."

"ABSTRAKPerilaku kerja inovatif merupakan salah satu faktor penting yang dapat memengaruhikeberlangsungan sebuah organisasi di tengah ketatnya persaingan di dunia industri.Oleh sebab itulah, untuk dapat mengoptimalkan perilaku kerja inovatif diperlukanpemahaman yang mendalam mengenai faktor-faktor yang dapat memengaruhi perilakukerja inovatif, yang salah satunya berupa pendekatan kepemimpinan Leader-MemberExchange (LMX). Tujuan dari penelitian ini adalah untuk menguji pengaruh LMXterhadap perilaku kerja inovatif serta menguji efektivitas intervensi N-Hancing LeaderMember Relationship yang diharapkan dapat mengoptimalkan LMX dan perilakukerja inovatif karyawan yang berada di PT X. Desain penelitian yang digunakan adalahbefore-after study design dengan partisipan sejumlah 35 orang karyawan PT X yangditempatkan pada Plant Z. Hasil survei dengan menggunakan kuesioner LMX-MDMserta perilaku kerja inovatif menunjukkan bahwa LMX berpengaruh secara signifikanterhadap perilaku kerja inovatif karyawan di PT X (F (1,33) = 4.56, p = .04, R2 = .12).Selanjutnya, dilakukanlah program intervensi N-Hancing Leader MemberRelationship yang terdiri dari pelatihan Lead Their Ship beserta penugasan one on oneconversation dan leader-member work activities kepada 10 pemimpin yang ada di PlantZ PT X selama empat pekan. Hasil pengukuran efektivitas intervensi yang dilakukankepada 10 bawahan yang pemimpinnya menjadi peserta intervensi menunjukkan bahwatidak terdapat perubahan yang signifikan baik untuk skor leader-member exchange(Z = -.59, p = .55) maupun skor perilaku kerja inovatif (Z = -.14, p = .89) pada karyawandi PT X dengan skor sebelumnya. Penelitian mendatang diharapkan dapatmempertimbangkan durasi waktu pemberian intervensi beserta rentang waktupemantauan sehingga intervensi yang diberikan akan lebih optimal

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ABSTRACTInnovative work behavior is one of the important factors that can influence thesustainability of an organization in the midst of competition in the industrial world.Therefore, to be able optimizing it, one thing that needs to be done is having deepunderstanding about the factors that can influence innovative work behavior, one of itsfactors is Leader-Member Exchange (LMX). The aims of this study were to examinethe influence of Leader-Member Exchange on innovative work behavior and see theeffectiveness of N-Hancing Leader Member Relationship intervention which isexpected to optimize leader-member exchange and innovative work behavior ofemployees at PT X. Before-after study design was used and the participants of thisstudy were 35 PT Xs employees who placed on Plant Z. The survey results usingLMX-MDM questionnaire and innovative work behavior scale show that leadermemberexchange significantly influenced the innovative work behavior of employeesat Plant Z, PT X (F (1,33) = 4.56, p = .04, R2 = .12). Furthermore, the interventionprogram called N-Hancing Leader Member Relationship consists of lead their shiptraining along with one on one conversation and leader-member work activitiesassignments was implemented for 10 leaders who were at Plant Z, PT X for four weeks.The results of the effectiveness of intervention measures conducted on 10 subordinateswhose leaders were participants in the intervention showed that there were nosignificant changes for leader-member exchange scores (Z = -.59, p = .55) andinnovative work behavior scores (Z = -. 14, p = .89) to employees at PT X with theprevious score. Future research is expected to be able to consider the duration of theintervention time and the monitoring time span so that the intervention provided willbe more optimal"