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Abstrak :
Untuk mampu bersaing dengan para kompetitor, perusahaan membutuhkan karyawan dengan work engagement yang tinggi. Penelitian ini dilakukan dalam dua studi. Pada studi satu, peneliti menyebar kuesioner kepada 22 orang karyawan Departemen QO PT X untuk mengetahui korelasi antar variabel yang diteliti. Internal supervisor communication diukur dengan alat ukur dari Karanges dkk (2014) (α = 0.93), perceived supervisor support diukur dengan alat ukur dari Eisenberger dkk (2001) (α = 0.85), serta work engagement diukur dengan alat ukur dari Schaufelli dkk (2006) (I± = 0.88). Hasil pengolahan data membuktikan bahwa koefisien korelasi internal supervisor communication dengan work engagement (I± = 0.87, p < 0.01) lebih besar daripada koefisien korelasi perceived supervisor support dan work engagement (I± = 0.69, p < 0.01). Pada studi 2, peneliti merancang program intervensi variabel internal supervisor comunication untuk karyawan Departemen QO PT X dalam rangka peningkatan work engagement. Program intervensi tersebut dinamakan Communicative Leaders, yang terdiri dari dua bagian, yaitu pelatihan dan monitoring. Dalam penerapannya, peserta intervensi adalah atasan yang dinilai bawahannya memiliki skor internal supervisor communication yang rendah. Selanjutnya, peneliti melihat hasil evaluasi intervensi yang dilakukan. Hasil tersebut menunjukan bahwa (1) terjadi peningkatan yang signifikan pada persepsi bawahan terhadap internal supervisor communication atasan langsungnya (Z = -0.2041, p < 0.05), dan; (2) terjadi perningkatan keterikatan work engagement (Z = -2.445, p < 0.05). ......To be able competing with competitors, companies need employees with high work engagement. In study one, researchers managed to collect 22 responsesfrom the X company employee in QO Department to examine the relationship between variables. Internal supervisor communication was measured by using Karanges dkk (2014) (I± = 0.93), perceived supervisor support was measured by sing Eisenberger dkk (2001) (I± = 0.85), and work engagement was measured by using Schaufelli dkk (2006) (I± = 0.88). The result showed that the relationship coeficient betweeen supervisor internal communication and work engagement is bigger than the relationship coeficient between perceied supervisor support and work engagement. In study 2, researcher designed internal supervisor communication intervention program to increase work engagement for employees of the PT X QO Department. The intervention program was called Communicative Leaders, which consists of two parts: training and monitoring sessions. In its implementation, intervention participants were supervisors that have low internal supervisor communication score based on the perception of their subordinate from study 1. After that, researcher evaluated the intervention result. The results are: (1) there was a significant increase in subordinates perceptions of their supervsors internal supervisor communication (Z = -0.2041, p <0.05), and; (2) there was a significant increase in work engagement (Z = -2,445, p <0.05).

Abstrak :
ABSTRAK
Penelitian ini bertujuan untuk mengetahui perbedaan organizational citizenship behavior antara Generasi X dan Y sebagai generasi yang paling banyak ditemui di dunia kerja saat ini. Menurut Organ (dalam Podsakoff, MacKenzie, Moorman, & Fetter, 1990) organizational citizenship behavior adalah tingkah laku sukarela individu yang mendukung efektivitas perusahaan namun tidak diakui secara eskplisit dalam sistem pemberian reward yang formal. Konstruk ini memiliki lima dimensi, yaitu: altruism, civic virtue, conscientiousness, courtesy dan sportmanship. Data diperoleh dari 212 responden (127 orang Generasi X dan 85 orang Generasi Y) yang mengisi Organizational Citizenship Behavior Scale. Hasil perhitungan statistik dengan teknik independent sample t-test menunjukan bahwa skor dimensi consciencetiousness lebih tinggi secara signifikan pada Generasi X (M = 5,70, SD = 0,87) dibandingkan dengan Generasi Y (M = 3,55, SD = 0,89), t(210) = 17,339, p < 0,05, d = 1,10. Penelitian selanjutnya harus menelaah kembali dimensi organizational citizenship behavior yang sesuai dengan budaya Indonesia.

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ABSTRACT
This study aims to determine the differencess on organizational citizenship behavior between Generation X and Generation Y, as the biggest generation in workplace now. Theorically, Organ (in Podsakoff, MacKenzie, Moorman, & Fetter, 1990) defines organizational citizenship behavior as individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization. This construct has five dimensions: altruism, civic virtue, conscientiousness, courtesy and sportmanship. There are 212 respondens (85 of Generation X and 127 of Generation Y) that filled out Organizational Citizenship Behavior Scale. Independent sample t-test result indicated that Generation X employees had significantly higher score (M = 5,70, SD = 0,87) than Generation Y employees (M = 3,55, SD = 0,89) in conscientiousness, t(210) = 17,339, p < 0,05, d = 1,10. Future study should examine culturaly suitable dimensions of organizational citizenship behavior in Indonesia.