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Abstrak :
ABSTRAK
Penelitian ini bertujuan untuk mengetahui mengenai penyebab dari timbulnya kendala pada supervisor dalam menjalankan perannya sebagai pemimpin fungsi kerja di divisi Operation Production PT X. Selain itu penelitian juga bertujuan untuk mengetahui intervensi yang dapat diberikan untuk mengatasi kendala dan efektivitasnya dari intervensi tersebut. Penelitian ini dilakukan pada 34 (tiga puluh empat) partisipan, yang terdiri dari 4 (empat) supervisor sebagai partisipan wawancara dan 30 (tiga puluh) staf operator dan technician dengan menggunakan metode wawancara, Focus Group Discussion, dan penyebaran kuesioner alat ukur instructional supervisory role yang dikembangkan oleh Ghavifekr & Ibrahim (2014). Berdasarkan hasil analisa pengumpulan data dan current undesirable - desirable condition , dapat disimpulkan bahwa inti permasalahan (core problem) yang menyebabkan kendala pada supervisor dalam menjalankan perannya sebagai pemimpin fungsi kerja unit Operation Production adalah rendahnya kompetensi manajerial (kemampuan dan pengetahuan) supervisor dalam melakukan aktivitas manajerial dan supervisi terhadap karyawan staf yang merupakan tenaga kerja produktif (operation & technician). Kompetensi manajerial yang ditemukan rendah atau menjadi penyebab dari dari permasalahan yang dihadapi supervisor di unit operation production adalah komunikasi interpersonal, umpan balik (feedback), coaching, dan kemampuan managing people (teamwork). Bentuk Intervensi yang diberikan adalah implementasi program pelatihan kompetensi supervisor untuk meningkatkan kompetensi manajerial supervisor dalam menjalankan perannya sebagai pemimpin dalam fungsi kerja. Secara keseluruhan, pelatihan yang dilakukan dapat dikatakan efektif karena terdapat hasil yang positif pada pengukuran evaluasi pelatihan pada jenjang pertama (reaksi) dan kedua (pembelajaran) peserta.

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ABSTRACT
This study aims to determine the cause of the emergence of constraints on supervisors in their role as leaders in the work function Operation Production division PT X. In addition, the study also aims to determine interventions that can be provided to overcome the obstacles and effectiveness of these interventions. This study was conducted on 34 (thirty-four) participants, consisting of 4 (four) supervisor as a participant interviews and 30 (thirty) staff operator and technician using interviews, focus group discussions, and questionnaires measuring devices instructional supervisory role developed by Ghavifekr and Ibrahim (2014). Based on the analysis of data collection and the current undesirable - desirable condition, it can be concluded that the core problem (core problem) that cause constraints on supervisors in their role as leaders work function unit Operation Production is lower managerial competencies (skills and knowledge) supervisor in performing managerial activities and supervision of staff employees who are productive workers (operation and technician). Managerial competence were found to be low or be the cause of the problems faced by supervisors in unit production operation is interpersonal communication, feedback (feedback), coaching, and the ability of managing people (teamwork). Interventions given shape is the implementation program supervisor competency training to improve managerial competence supervisors in their role as leaders in the work function. Overall, the training is done can be said to be effective because there is a positive result on the measurement of training evaluation at the first level (reaction) and second (learning) participants.

Abstrak :
Sejak hadirnya pandemi Covid-19, terjadi berbagai perubahan yang berdampak terhadap bagaimana sebuah bisnis dijalankan. Pandemi Covid-19 menyebabkan penyusutan ekonomi global sebesar 5%. Dampaknya, 47,4% dari 1.105 perusahaan di Indonesia merugi secara ekonomi dan 52% pekerja global harus bekerjad dari rumah selama pandemi Covid-19. Bahkan, lebih dari 6,40 juta karyawan harus terdampak pemutusan hubungan kerja. Sehingga, 54,8% pekerja di Indonesia merasa khawatir terkait dengan kondisi keuangan mereka selama pandemi Covid- 19. Namun, dengan segala tekanan yang hadir selama pandemi Covid-19, para atasan atau supervisor banyak memanfaatkan Supervisor Bottom-Line Mentality guna meningkatkan keuntungan perusahaan. Bidang pemasaran kerap dijadikan ujung tombak perusahaan untuk mendatangkan keuntungan selama masa pandemi Covid-19. Akan tetapi, berfokus pada hasil akhir dapat menciptakan iklmu kompetitif dalam perusahaan yang akan meningkatkan Perceived Competitive Climate. Di tengah segala ketidakpastian kondisi, karyawan akan melakukan segala cara untuk tetap bertahan di perusahaan, bahkan dapat melakukan tindakan tidak etis, namun menguntungkan perusahaan atau dikenal dengan Unethical Pro- Organizational Behavior. Kemudian, pelepasan moral atau Moral Disengagement dianggap sebagai pemoderasi lahirnya tindakan Unethical Pro-Organizational Behavior. Penelitian ini menggunakan pendekatan kuantitatif melalui metode survei berdasarkan purposive sampling. Data dari 135 responden yang bekerja di dibidang marketing diolah menggunakan SPSS dan SmartPLS melalui analisis statistik deskriptif dan SEM. Hasil dari penelitian ini menunjukkan bahwa hubungan Supervisor Bottom-Line Mentality dan Perceived Competitive Climate terhadap Unethical Pro-Organizational Behavior dimoderasi oleh Moral Disengagement tidak berpengaruh positif secara sigifikan. ......Since the presence of the Covid-19 pandemic, there have been various changes that have an impact on how a business is run. The Covid-19 pandemic caused the global economy to shrink by 5%. As a result, 47.4% of 1,105 companies in Indonesia lost economically and 52% of global workers had to work from home during the Covid- 19 pandemic. In fact, more than 6.40 million employees have been affected by layoffs. Thus, 54.8% of workers in Indonesia are worried about their financial condition during the Covid-19 pandemic. However, with all the pressure that was present during the Covid-19 pandemic, supervisors or supervisors used the Supervisor Bottom-Line Mentality a lot to increase company profits. The marketing sector is often used as the spearhead of companies to bring in profits during the Covid-19 pandemic. However, focusing on the end result can create a competitive climate within the company that will enhance the Perceived Competitive Climate. In the midst of all uncertain conditions, employees will do everything they can to stay in the company, even taking unethical actions that benefit the company or known as Unethical Pro-Organizational Behavior. Then, moral disengagement or Moral Disengagement is considered as a moderator of the birth of Unethical Pro- Organizational Behavior. This research uses a quantitative approach through a survey method based on purposive sampling. Data from 135 respondents who work in the field of marketing were processed using SPSS and SmartPLS through descriptive statistical analysis and SEM. The results of this study indicate that the relationship between Supervisor Bottom-Line Mentality and Perceived Competitive Climate on Unethical Pro-Organizational Behavior was moderated by Moral Disengagement has no significant positive effect.

Abstrak :
High-performance organizations must have supervisors with the ability to manage resources and work effectively with others. This Infoline offers a five-step method for developing a supervisory training program. It defines what it means to be a supervisor and discusses the importance of a needs assessment when designing, developing, and evaluating a training program.

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.