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Abstrak :
Contents : - Just-in-time coaching - Establish coaching relationships - Recognize coaching opportunities - Assess interest and coachability - Create a coaching dialogue - References & resources - Job aid: coaching questions

Abstrak :
Penelitian ini terdiri dari dua studi, yaitu studi pertama yang merupakan studi korelasional dan studi kedua yang merupakan program intervensi. Studi korelasional yang bertujuan untuk melihat hubungan antara leader-member exchange dan kepuasan terhadap atasan, dilakukan kepada 71 karyawan Divisi Rooms (Front Office, Health Club & Spa) pada Hotel XYZ. Pengukuran variabel menggunakan dua alat ukur yaitu alat ukur leader-member exchange dari Liden dan Maslyn (1998) dan alat ukur supervisi dari kepuasan kerja yang dikembangkan oleh Luthans (2002). Hasil studi pertama menunjukkan bahwa terdapat hubungan yang signifikan antara leader-member exchange dan kepuasan terhadap atasan (r=.79, p<.01). Selanjutnya, studi kedua bertujuan untuk mengetahui peningkatan leader-member exchange dan kepuasan terhadap atasan setelah diberikan intervensi. Intervensi merupakan program pelatihan coaching for coach yang dilakukan kepada 10 karyawan Divisi Rooms (Front Office, Health Club & Spa) pada Hotel XYZ. Karyawan tersebut merupakan atasan yang memiliki bawahan dengan skor kepuasan terhadap atasan rendah. Hasil evaluasi level 1 (reaksi) dari studi kedua menunjukkan bahwa peserta merasa pelatihan secara keseluruhan sudah baik. Hasil evaluasi level 2 (pembelajaran) menunjukkan bahwa pelatihan yang diberikan sudah mampu meningkatkan pengetahuan peserta secara signifikan (z=-2.40, p<.05). Hasil evaluasi level 3 (perilaku) menunjukkan bahwa tidak terdapat peningkatan skor leader-member exchange (z=-1.34, p>.05) dan kepuasan terhadap atasan (z=-1.342, p>.05) secara signifikan setelah diberikan intervensi. Program intervensi belum efektif meningkatkan leader-member exchange dan kepuasan terhadap atasan dibahas lebih lanjut dalam diskusi penelitian ini. ......This research consisted of two studies, namely the first study which is a correlational study and the second study which is an intervention program. A correlational study aimed at looking at the relationship between leader-member exchange and supervision satisfaction was conducted on 71 employees of the Rooms Division (Front Office, Health Club & Spa) at XYZ Hotel. The measurement of variables used two measuring instruments namely leader-member exchange measuring instrument from Liden and Maslyn (1998) and supervisory measure of job satisfaction developed by Luthans (2002). The result of the first study showed that there was a significant relationship between leader-member exchange and supervisor satisfaction (r=.79, p<.01). Furthermore, the second study aimed to determine the increase in leader-member exchange and supervision satisfaction after being given an intervention. Intervention is coaching for coach training program conducted for 10 employees of the Rooms Division (Front Office, Health Club & Spa) at XYZ Hotel. The employees were the leaders who have subordinates with a low supervision satisfaction score. Level 1 (reaction) evaluation result from the second study showed that the participants felt that the overall training was good. The result of level 2 evaluation (learning) showed that the training given has been able to significantly increase participants' knowledge (z = -2.40, p<.05). Level 3 (behavior) evaluation result showed that there were no significantly increase in leader-member exchange (z = -1.34, p>.05) and supervision satisfaction (z = -1.342, p>.05) after the intervention was given. The intervention program which has not effectively increased leader-member exchange and supervision satisfaction will be discussed further in this research.

Abstrak :
Penelitian ini bertujuan untuk mengetahui pengaruh variabel persepsi dukungan organisasi terhadap komitmen afektif untuk berubah di Kementerian X. Hipotesis pada penelitian ini adalah terdapat pengaruh positif antara persepsi dukungan organisasi dengan komitmen afektif untuk berubah. Responden dalam penelitian ini berjumlah 152 orang pegawai Kementerian X. Hasil penelitian menunjukkan terdapat pengaruh positif yang signifikan antara persepsi dukungan organisasi dengan komitmen afektif untuk berubah. Besaran pengaruh persepsi dukungan organisasi terhadap komitmen afektif untuk berubah memberikan sumbangsih sebesar 15,2 . Hasil pengujian regresi berganda menunjukkan hanya persepsi dukungan atasan yang paling berpengaruh positif dan signifikan terhadap komitmen afektif untuk berubah. Oleh karena itu, intervensi yang dilakukan pada penelitian ini dirancang untuk meningkatkan persepsi pegawai terhadap dukungan atasan dengan memberikan workshop coaching untuk para atasan untuk kemudian atasan dapat memberikan coaching kepada bawahan. Hasil perhitungan uji signifikansi perbedaan pretest dan posttest menunjukkan terdapat peningkatan pengetahuan pada atasan mengenai coaching. ......This study was conducted to find out the effect of perceived organizational support to affective commitment to change among employees in Ministry X. The hypothesis in this study was that there is a positive effect between the perceived organizational support with affective commitment to change. Respondents in this study amounted to 152 employees of Ministry X. This study used convenience sampling where employees who become respondents is available in the organization and felt the change. The results showed that there was a significant positive effect between the perceived organizational support and affective commitment to change. The effect of perceived of organizational support for affective commitment to change contributed 15.2. The results of multiple regression testing show only the perceived superiors support that have the most positive and significant impact on affective commitment to change. Therefore, the intervention conducted in this study is designed to improve employee perceptions of the support of superiors by providing coaching workshops for the supervisor, so they could give coaching to their subordinates. The result of pre test and post test significance difference test indicated that the intervention given had been able to increase supervisor rsquo s knowledge about coaching.

Abstrak :
Penelitian ini dilakukan untuk melihat efektivitas program coaching effective communication untuk meningkatkan job satisfaction dan menurunkan intensi turnover pada engineer di PT. AI. Penelitian ini menggunakan tipe penelitian action research dengan jumlah partisipan penelitian sebanyak 30 engineer di site Asam-asam dan Satui. Alat ukur yang digunakan dalam penelitian ini adalah adaptasi alat ukur job satisfaction (Spector, 1997) dengan nilai koefisien alpha (α) sebesar 0.938 dan alat ukur intensi turnover (Mobley, Horner, & Hollingsworth, 1978) dengan nilai koefisien alpha (α) sebesar 0.952. Peneliti menggunakan uji korelasi Pearson untuk mengetahui hubungan antara kedua variabel tersebut dan uji Wilcoxon Signed-Rank Test untuk melihat perbedaan signifikansi dari skor pre test dan post test materi intervensi yang diberikan. Hasil menunjukkan bahwa terdapat hubungan negatif yang signifikan antara job satisfaction dengan intensi turnover dengan nilai korelasi sebesar -0,730 dan signifikansi 0,000 (p<0,01). Hal tersebut menunjukkan bahwa dengan semakin meningkatnya kepuasan kerja para engineer maka intensi turnover mereka akan semakin rendah. Selain itu juga terdapat perbedaan skor pre test dan post test materi intervensi yang signifikan (p=0.012<0.05) sebelum dan sesudah intervensi coaching effective communication. Hasil analisa tersebut menunjukkan bahwa coaching effective communication dapat meningkatkan pemahaman para engineer terhadap materi intervensi effective communication. ......The study was conducted to see the effectiveness of coaching effective communication programs to enhance job satisfaction and reduce turnover intentions of engineer employee at PT. AI. This study used action research studies with 30 engineers on Asam-asam and Satui site as the participants. The research that was used job satisfaction survey (Spector, 1997) with coefficient alpha score (α) 0.938 and turnover intentions survey (Mobley, Horner, and Hollingsworth, 1978) with coefficient alpha score (α) 0.952. The Pearson correlation technique was used to determine the relationship between two variables and the Wilcoxon Signed-Rank Test was used to see the significance differences from pre and post test scores of the given intervention materials. The results showed a significant and negative relationship between job satisfaction and turnover intentions with a correlation value of -0.730 and significance of 0.000 (p <0.01). It showed that with increasing job satisfaction so engineer?s intention turnover will be decrease. In addition, there were significant differences from pre and post test scores (p=0.012<0.05) of interventions material before and after the intervention of coaching effective communication. The analysis results showed that effective communication coaching can enhance the understanding of the engineer of the intervention effective communication materials.

Abstrak :
pt. 1 Effective coaching and mentoring. What is effective coaching and mentoring at work? -- How can I be an effective coach or mentor? -- How can I be an effective client? -- pt. 2 Coach and mentor development. What is reflective practice and supervision? -- How can I be reflective in practice? -- What about training and accreditation? -- pt. 3 Model, tools, and techniques. What Is The Skilled Helper model? -- How Is The Skilled Helper used in practice? -- What are some useful tools and techniques? -- pt. 4 Coaching and mentoring practice. What are some ethical issues? -- What are frequently asked questions? -- How is a coaching and mentoring culture developed?

Abstrak :
Peer coaching is a powerful process for enabling two or more people, who share common interests or goals, to collaborate in helping one another become more successful in their work or personal lives. This Infoline focuses on the many benefits the process of peer coaching can have on the corporate world.

Abstrak :
Performance management relies on good coaching and feedback. This issue covers both the coaching process and how to provide feedback that encourages the learning process. You will find clear definitions of what constitutes coaching and detailed explanation of the skills and behaviors needed for successful coaching. In addition, the various roles of a coach are discussed as well as how to deliver both positive and negative feedback.