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"Penelitian ini dilakukan untuk melihat hubungan kepribadian ekstrovert dengan boundaryless mindset dan organizational mobility preferences pada karyawan Generasi Milenial. Penelitian ini merupakan penelitian korelasional, dengan pengambilan data menggunakan survei. Pengukuran kepribadian ekstrovert menggunakan alat ukur versi singkat dari IPIP, sedangkan pengukuran boundaryless career mindset dan organizational mobility preferences menggunakan alat ukur BCAS. Partisipan penelitian ini berjumlah 196 karyawan yang termasuk Generasi Milenial. Penelitian ini menunjukkan hasil bahwa kepribadian ekstrovert memiliki hubungan positif dengan boundaryless mindset r = 0,41, p

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This study was conducted to examine the relationship between extrovert personality with boundaryless mindset and organizational mobility preferences on millennial rsquo s generation employees. This is a correlational study, that used survey as the data gathering method. Extrovert personality was measured using the short version of IPIP, while boundaryless mindset and organizational mobility preferences was measured using BCAS. Total participant of this study was 196 millennial rsquo s generation employees. Results indicated that extrovert personality was positively related to boundaryless mindset r 0,41, p "

"ABSTRACTTujuan penelitian ini adalah untuk melihat peran sikap karier boundaryless dan organization-based self-esteem pada komitmen afektif. Partisipan penelitian adalah 290 karyawan di Indonesia. Komitmen afektif diukur menggunakan Affective Commitment Scale, kedua dimensi sikap karier boundaryless, yaitu boundaryless mindset dan organizational mobility preference, diukur dengan Boundaryless Career Attitude Scale, serta organization-based self-esteem diukur menggunakan The Organization-Based Self-Esteem Scale. Hasil penelitian menunjukkan bahwa boundaryless mindset, organizational mobility preference, dan organization-based self-esteem secara gabungan memiliki peran pada komitmen afektif sebesar 27,4. Hasil juga mengindikasikan bahwa boundaryless mindset tidak memiliki peran pada komitmen afektif ? = -0,09, p > 0,05, organizational mobility preference memiliki peran yang negatif pada komitmen afektif ? = -0,34, p < 0,01, serta organization-based self-esteem memiliki peran yang positif pada komitmen afektif ? = 0,36, p < 0,01. Pembahasan dan saran untuk penelitian selanjutnya didiskusikan.

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ABSTRACTThe aim of this study was to examine the role of boundaryless career attitude and organization based self esteem towards affective commitment. Participants of this research were 290 employees in Indonesia. Affective commitment was measured using Affective Commitment Scale, both dimensions of boundaryless career attitude, which are boundaryless mindset and organizational mobility preference, were measured by Boundaryless Career Attitude Scale, and organization based self esteem was measured using The Organization Based Self Esteem Scale. The result of this study showed that boundaryless mindset, organizational mobility preference, and organization based self esteem combined had a role towards affective commitment of 27.4 . The results also indicated that boundaryless mindset did not have a role towards affective commitment .09, p .05, organizational mobility preference had a negative role towards affective commitment .34, p .01, and organization based self esteem had a positive role towards affective commitment .36, p .01. Discussion and suggestion for further research are discussed."

"Penelitian ini bertujuan melihat gambaran orientasi karir dan hubungannya dengan komitmen organisasi, kepuasan kerja, dan intensi untuk keluar. Pendekatan yang digunakan adalah pendekatan kuantitatif cross-sectional study dengan structural equation modelling (SEM), melibatkan 273 pegawai generasi Milenial (Y), dibagi berdasarkan kategori jalur pengangkatan pegawai HCMS dan non HCMS.Teknik penelitian yang digunakan adalah kuesioner dengan 5 variabel, yaitu Orientasi Karir Protean, Orientasi Karir Boundaryless, Komitmen Organisasi, Kepuasan Kerja, dan Intensi untuk Keluar. Wawancara juga dilakukan pada 2 pegawai untuk memperkuat hasil kuesioner.Hasil penelitian menunjukkan bahwa tidak ada perbedaan Orientasi Protean, Orientasi Karir Boundaryless, Komitmen Organisasi, Kepuasan Kerja, dan Intensi untuk Keluar pada kedua kategori pegawai. Namun, variabel pengaruh berbeda antara pegawai HCMS, non-HCMS, dan total pegawai milenial tersebut. Pada pegawai HCMS, orientasi karir protean hanya mempengaruhi komitmen organisasi dan kepuasan kerja, dan orientasi boudaryless hanya mempengaruhi intensi untuk keluar, sedangkan pada pegawai non-HCMS, baik orientasi karir protean dan boundaryless sama-sama mempengaruhi komitmen organisasi dan kepuasan kerja. Berbeda dengan pegawai HCMS, pada pegawai non-HCMS intensi untuk keluar dipengaruhi oleh komitmen organisasi.Secara total pegawai millenial, orientasi karir protean juga sama mempengaruhi kepuasan kerja dan komitmen organisasi, sedangkan orientasi karir boundaryless hanya mempengaruhi komitmen organisasi, dan komitmen organisasi menjadi pengaruh terhadap intensi untuk keluar. Untuk itu, dalam melakukan evaluasi terhadap sistem manajemen karir, PT XYZ (Persero) harus mempertimbangkan konsep protean dan boundaryless agar pegawai terutama milenial dapat berkembang secara optimal dan dapat meningkatkan value added untuk sustainability perusahaan.

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This research was conducted to portray the relationship of protean and boundaryless career orientation and its correlation with organizational commitment, job satisfaction, and intention to quit from the job. The approach was done with quantitative approach with structural equation modelling (SEM), involved 273 millennial employees or Y generation that were divided based on the category of employment’s tracks which were HCMS and non HCMS).

The research technique used was questioner with 5 variables, which were protean career orientation, boundaryless career orientation, organizational commitment, job satisfaction, and intention to quit the job. Interview was also performed to two employees to confirm the questioner’s result.

The result of this study showed that there was no difference between protean career orientation, boundaryless career orientation, organizational commitment, job satisfaction and intention to quit the job in the two categories (HCMS and non HCMS). However, influence factor was found to be different between HCMS employee, non-HCMS employee, and total millennial employees. For HCMS employees, protean career orientation only influenced organizational commitment and job satisfaction, and boundaryless career orientation only influenced intention to quit the job, meanwhile for non-HCMS employees, both protean and boundaryless career orientation influenced organizational commitment and job satisfaction. Different from HCMS employees, for non-HCMS employees, intention to quit the job was influenced by organizational commitment.

In the general aspect of total millennial employees, protean career orientation contributed influence toward job satisfaction and organizational commitment, while boundaryless career orientation only influenced organizational commitment, and organizational commitment became an influence for intention to quit the job. For that result, in order to evaluate career management system, PT XYZ (Persero) has to consider the concept of Protean and Boundaryless so that the employees especially millennial could develop optimally and increase the added value for corporate sustainability."

"ABSTRAKPenelitian ini bertujuan untuk melihat peran efikasi diri okupasional, boundaryless mindset, dan organizational mobility preference pada kepuasan karier sebagai indikator kesuksesan karier subjektif. Penelitian ini merupakan penelitian kuantitatif yang menggunakan alat ukur skala kepuasan karier untuk mengukur kepuasan karier, alat ukur Occupational Self-Efficacy Scale untuk mengukur efikasi diri okupasional, serta alat ukur Boundaryless Career Attitude Scale untuk mengukur boundaryless mindset dan organizational mobility preference yang merupakan dua aspek orientasi karier tanpa batas. Penelitian ini dilakukan pada 229 karyawan yang bekerja dalam konteks organisasi. Hasil penelitian menunjukkan adanya peran signifikan dari efikasi diri okupasional = 0,182, p < 0,01 dan organizational mobility preference = -0,514, p < 0,01 pada kepuasan karier, namun boundaryless mindset tidak memiliki peran yang signifikan = 0,053, p > 0,05. Artinya, efikasi diri okupasional dapat menjelaskan skor tinggi pada kepuasan karier, sementara organizational mobility preference dapat menjelaskan skor rendah pada kepuasan karier. Pembahasan serta saran untuk penelitian selanjutnya didiskusikan.

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ABSTRACTThe present research aims to examine the role of occupational self efficacy, boundaryless mindset, and organizational mobility preference towards career satisfaction. This is a quantitative study using Career Satisfaction Scale to measure career satisfaction, Occupational Self Efficacy Scale to measure occupational self efficacy, and Boundaryless Career Attitude Scale to measure boundaryless mindset and organizational mobility preference, the two aspects of boundaryless career orientation. This research was conducted on 229 working employees in the organizational context. Results indicated that occupational self efficacy 0,182, p 0,01 and organizational mobility preference 0,514, p 0,01 had significant roles on career satisfaction, while the role of boundaryless mindset was not significant 0,053, p 0,05. In other words, occupational self efficacy may have explained the high score obtained in career satisfaction, while organizational mobility preference may have explained the low score obtained in career satisfaction. Discussion and suggestion for further research are discussed."

"Penelitian ini bertujuan untuk melihat pengaruh organizational mobility preferences dan perceived organizational support terhadap affective commitment karyawan. Penelitian ini merupakan penelitian kuantitatif dengan menggunakan alat ukur Affective Commitment Scale yang telah direvisi dan dikembangkan oleh Meyer, Allen, dan Smith (dalam Meyer & Allen, 2004) untuk mengukur komitmen afektif karyawan sebagai variabel terikat, Boundaryless Career Attitudes Scale (Briscoe, Hall, & DeMuth, 2006) untuk mengukur organizational mobility preferences dan Survey of Perceived Organizational Support (Eisenberger et al., 1997). Penelitian ini dilakukan pada 143 responden yang pernah bekerja selama minimal satu tahun. Penelitian ini menunjukkan hasil bahwa organizational mobility preferences (β = -0,30, p = 0,000) memiliki pengaruh negatif terhadap komitmen afektif dan perceived organizational support (β = 0,51, p = 0,000) memiliki pengaruh positif terhadap komitmen afektif karyawan, Lebih lanjut lagi diketahui bahwa variabel organizational mobility preferences dan perceived organizational support memiliki kontribusi varian yang unik pada komitmen afektif karyawan setelah mengontrol usia, tahun lulus pendidikan terakhir, tahun mulai kerja, lama kerja saat ini, dan waktu paling lama kerja karyawan.

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The aim of this research is to examine the influence of organizational mobility preferences and perceived organizational support on affective commitment. This study is a quantitative study using Affective Commitment Scale developed by Meyer, Allen, dan Smith (in Meyer & Allen, 2004) to measure employee's affective commitment towards organization as the dependent variable (DV), Boundaryless Career Attitudes Scale developed by Briscoe, Hall, and DeMuth (2006) to measure the dimension of organizational mobility preferences and Survey of Perceived Organizational Support developed by Eisenberger et al. (1997) to measure employee?s perceived organizational support. The sample of this study is a total of 143 respondents who have worked in a company for at least a year.

Results indicated that organizational mobility preferences (β = -0,30, p = 0,000) negatively influenced employee?s affective commitment while perceived organizational support (β = 0,51, p = 0,000) positively influenced employee?s affective commitment. Furthermore, organizational mobility preferences and perceived organizational support explained a unique variance in affective commitment above age, year graduated from latest education, year first started a job, employee's tenure (current tenure and longest tenure)."

"Pergeseran hubungan ketenagakerjaan yang bersifat boundaryless antara pekerja dan pemberi kerja menciptakan tren stabilitas pekerjaan yang menurun dengan ditandai oleh berkembangnya pekerjaan dengan durasi lama kerja jangka pendek (<1 tahun). Berdasarkan data SAKERNAS 2008-2022, studi ini berupaya menganalisis apakah perubahan tren stabilitas pekerjaan yang menurun tersebut terjadi pada pekerja upah di Indonesia dengan perbedaannya antar jenis kelamin, serta melihat peran dari transformasi struktural terhadap tren stabilitas pekerjaan yang menurun tersebut. Lebih lanjut, metode multinomial logit yang digunakan dalam studi ini memudahkan dalam melihat efek periode terhadap probabilitas pekerja untuk berada dalam durasi lama kerja jangka pendek (<1 tahun) maupun jangka panjang (>20 tahun) melalui average marginal period effect. Hasil penelitian menunjukkan kecenderungan stabilitas kerja yang menurun dari peningkatan probabilitas pekerja untuk berada pada pekerjaan dengan durasi lama kerja jangka pendek (<1 tahun) dibandingkan jangka panjang (>20 tahun) seiring dengan meningkatnya periode. Meskipun begitu, peningkatan probabilitas pekerja untuk berada pada durasi lama kerja 11-20 tahun pada periode 2020-2022 terhadap periode dasar 2008-2011 memungkinkan terjadinya pengecualian pada periode terkait. Melalui efek dekomposisi KHB, sektor pekerjaan dinilai berpengaruh signifikan terhadap destabilisasi pekerjaan dengan kemungkinan sektor pekerjaan untuk menguatkan efek periode terhadap probabilitas lama kerja jangka pendek, serta melemahkan efek periode terhadap probabilitas lama kerja jangka panjang (>20 tahun). Studi lebih lanjut diperlukan dalam melihat motif serta tren pekerja sementara yang menguatkan argumen terkait penurunan tren stabilitas pekerjaan di Indonesia tersebut.

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The shift towards boundaryless employment relationships between employee and employers has led to a trend of declining job stability, marked by the rise of short-term job tenure (<1 year). Based on SAKERNAS data from 2008-2022, this study aims to analyze whether the declining trend in job stability has occurred among wage workers in Indonesia, with distinctions by gender, and further examine the role of structural transformation in this trend. Furthermore, the multinomial logit method used in this study facilitates the examination of period effects on the probability of workers being in short-term (<1 year) compared to long-term job tenure (>20 year) through the average marginal period effect. The findings indicate a tendency for declining job stability, as evidenced by an increased probability of workers being in short-term job tenure (<1 year) compared to long-term job tenure (>20 year) over time. However, an increased probability of workers being in employment with a duration of 11-20 years during the 2020-2022 period compared to the base period of 2008-2011 suggests exceptions in the relevant period. The KHB decomposition effect shows that the employment sector significantly influences job instability, with the potential effect of the employment sector to strengthen the period effect on the probability of short-term job tenure and weaken the period effect on the probability of long-term job tenure (>20 year). Further studies are needed to examine the motives and trends of temporary workers, which support arguments related to the declining trend of job stability in Indonesia."