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All Journal Humanitas: Indonesian Psychological Journal PSYMPATHIC Jurnal Komunikasi Ikatan Sarjana Komunikasi Indonesia International Research Journal of Business Studies (E-Journal) GUIDENA: Jurnal Ilmu Pendidikan, Psikologi, Bimbingan dan Konseling ANIMA Indonesian Psychological Journal Jurnal Bakti Masyarakat Indonesia International Journal of Business, Economics, and Social Development MANASA, Jurnal Ilmiah Psikologi ASEAN Marketing Journal Buletin Psikologi Jurnal InterAct International Research Journal of Business Studies Humanitas Intuisi: Jurnal Ilmiah Psikologi
Rayini Dahesihsari
Fakultas Psikologi, Unika Atma Jaya
Religion Agriculture, Biological Sciences & Forestry Arts Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Neuroscience Public Health Social Sciences Other

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GAMBARAN KOMUNIKASI PEMIMPIN SEBAGAI BAGIAN DARI KOMUNIKASI ORGANISASI Natalia, Christine; Dahesihsari, Rayini
MANASA Vol. 8 No. 2 (2019): Desember, 2019
Publisher : Atma Jaya Catholic University of Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25170/manasa.v8i2.1955

Abstract

Organizational communication has a substantial function to ensure good coordination forachieving organizational effectiveness. Leaders’ communication is an important aspect oforganizational communication, since the way leaders convey their messages would createframing and meaning for their employees about their jobs, their relations with other parts of theorganization, and the working climate. The meaning that employees perceive would have impacton their motivation and involvement to the job and the organization. When the formal system oforganizational communication has not been established yet, employees tend to rely oninformation from their direct leaders. This study aims to explore the description of leaders’communication as a part of organizational communication on PT AV, which has just developedthe formal working system with the limited number of employees. Six leaders from differentmanagerial levels participated to be interviewed in this study which is using a qualitativeapproach. Data was analyzed using theoretical framework of leaders’ communication fromJohansson, Miller and Hamrin (2014), includes initiating structure, facilitating work, relationaldynamic, and representing unit. The results showed that participants did not intensivelycommunicate with their staff regarding the structure of the staff tasks. Participants more relied onSOP and annual meeting. While SOP and job description was not well established yet, theparticipants’ lack of communication on structuring the staff tasks would potentially create lack ofroles and job clarity for staff. Other interesting result was that participants developed their staffsby giving challenging tasks. However, they did not explicitly say to their staff about the intendedmeaning and impacts of giving the tasks. Participants also did not know how their staffsperceived about the tasks. Because there was no open communication on the reason of givingchallenging tasks, it was potentially perceived by staff as additional burden for them. The findingsindicated leaders’ communication was not supported the formal organizational communicationsystem which was not optimally established yet in the organization. This would potentially createunclear and ambigu information received by staff.
Penyusunan Panduan Mandiri Pengembangan Kompetensi Agen Perubahan Internal: Strategi Meretas Batasan dan Mengelola Perubahan Secara Efektif Hardana, Leonardus Dewa; Dahesihsari, Rayini
MANASA Vol. 10 No. 2 (2021): Desember, 2021
Publisher : Atma Jaya Catholic University of Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25170/manasa.v10i2.2674

Abstract

Abstract The main challenge for internal change agents is to overcome the ambiguity of their role as members of the organization who at the same time have to manage change in the organization. These challenges lead to the emergence of various boundaries encountered in organizations, which need to be spanned with the right strategy for change to be managed effectively. Unfortunately, there have not been many guidelines and training specifically provided to internal change agents, particularly regarding the constraints encountered and strategies for overcoming those boundaries. Generally, available training programs and guidance provided develop the ability to manage change in general. This self-guided manual for internal change agents aims to develop the ability of internal change agents, especially in overcoming the ambiguity of their role in the organization, by recognizing the boundaries they face and strategies for breaking those boundaries. This guide was developed based on the results of previous research that qualitatively explored the role of internal change agents in managing change in organizations, particularly in recognizing the boundaries encountered and their strategies for breaking boundaries so that organizational change can take place effectively. There are 3 stages carried out, namely 1) preparation, 2) guide development, and 3) evaluation and dissemination. This guidebook with the title “Spanning Boundaries, Becoming a Reliable Internal Change Agent” is organized into 4 parts, namely: Section (1) Organizational Change and the Role of Change Agents, (2) Boundaries Found in Implementing Change, (3) Strategies to Overcome Boundaries, (4) Personal Characters Needed to Overcome Boundaries and How to Develop It. It is hoped that because it is based on empirical data, the guidelines that have been compiled can develop the insight of internal change agents to be able to answer the concrete challenges faced to be able to manage change effectively. Keywords: Self-Guided Manual, Internal Change Agent, Boundary Spanning, Change Management Abstrak Tantangan utama agen perubahan internal adalah mengatasi ambiguitas perannya sebagai anggota organisasi yang pada saat yang bersamaan harus mengelola perubahan di organisasi. Tantangan ini menyebabkan munculnya berbagai batasan yang ditemui dalam organisasi, yang perlu dapat diretas dengan strategi yang tepat agar perubahan dapat dikelola secara efektif. Sayangnya belum banyak ditemukan panduan dan pelatihan yang khusus diberikan kepada agen perubahan internal, khususnya terkait dengan batasan yang ditemui dan strategi untuk meretas batasan tersebut. Umumnya program pelatihan dan panduan yang diberikan mengembangkan kemampuan mengelola perubahan secara umum. Panduan mandiri (self guided manual) untuk agen perubahan internal ini bertujuan untuk mengembangkan kemampuan agen perubahan internal, khususnya dalam mengatasi ambiguitas perannya dalam organisasi, dengan mengenali batasan yang dihadapi serta strategi meretas batasan tersebut. Panduan ini dikembangkan berdasar hasil penelitian yang dilakukan sebelumnya yang mengeksplorasi secara kualitatif peran agen perubahan internal dalam mengelola perubahan dalam organisasi, khususnya dalam mengenali batasan yang ditemui serta strategi mereka dalam meretas batasan agar perubahan organisasi dapat berlangsung secara efektif. Terdapat 3 tahapan yang dijalankan, yakni tahapan 1) persiapan, 2) pengembangan panduan, dan 3) evaluasi dan diseminasi. Panduan dengan judul “Meretas Batasan, Menjadi Agen Perubahan Internal yang Handal” disusun menjadi 4 bagian, yakni: Bagian (1) Perubahan Organisasi dan Peran Agen Perubahan, (2) Boundary yang Ditemui dalam Mengimplementasi Perubahan, (3) Strategi Mengatasi Boundary, (4) Karakter Personal yang Dibutuhkan untuk Mengatasi Boundary dan Cara Mengembangkannya. Diharapkan karena didasarkan pada data empiris, maka panduan yang disusun dapat mengembangkan wawasan agen perubahan internal untuk dapat menjawab tantangan konkrit yang dihadapi agar mampu mengelola perubahan secara efektif. Kata kunci: Panduan Mandiri, Agen Perubahan Internal, Boundary Spanning, Change Management
Hubungan Conscientiousness dengan Pertimbangan Protokol Kesehatan dalam Perilaku Konsumsi selama Pandemi Covid-19 Rubianto, Liroy; Nathania, Alexandrina J.; Prawesthy, Gisela A.; -, Jessica; Mutalim, Hanarolisa; Yosua, Immanuel; Dahesihsari, Rayini
MANASA Vol. 10 No. 2 (2021): Desember, 2021
Publisher : Atma Jaya Catholic University of Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25170/manasa.v10i2.2920

Abstract

The Covid-19 pandemic is a major problem that is currently faced worldwide. As an effort to minimize this problem, the government enforces a health protocol appeal for the Indonesian citizens. The change in the situation affects people’s lives, especially in the economic and trade sector in Indonesia. One of the impacts is a change in people’s assumptions in assessing a product. Currently, health protocols are one of the considerations in consuming products during the pandemic, so that people move to products that can protect themselves from the transmission of Covid-19. The changes in consumer behavior can be explained through one of the dimensions of the Big Five Personality, namely conscientiousness. Conscientiousness can describe individual behavior in maintaining their own health. Therefore, this study wants to see whether there is a relationship between the conscientiousness and the consideration of health protocols in product consumption during the Covid-19 pandemic. This study uses a quantitative approach, with correlational research design. Based on the results of data analysis using Spearman’s Rank Order Correlation, the value obtained was ???????? (1056) = 0.256, p < 0.001. Therefore, it can be concluded that there is a significant relationship between conscientiousness and the consideration of health protocols in product consumption during pandemic.
Gambaran Workplace Well-Being Karyawan yang Bekerja Secara Work From Home Pada Masa Pandemi Covid-19 di Jakarta Liantama, Ledwin; Dahesihsari, Rayini
MANASA Vol. 11 No. 1 (2022): Juni, 2022
Publisher : Atma Jaya Catholic University of Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25170/manasa.v11i1.3210

Abstract

Abstract COVID-19 Pandemic that has occurred throughout the world has had a significant impact on the working place while the government-imposed employees to work from home. This study aimed to describe employees' workplace well-being while working from home during the Pandemic. Data was collected from 200 participants working from home during the Pandemic, using 38 items of workplace well-being (WWB) questionnaire, consisting of extrinsic and intrinsic dimensions. Descriptive statistics were applied for data analyses. The findings showed that most of the participants had a WWB in the above-average category for both intrinsic and extrinsic dimensions of WWB. The findings indicated that even though working from home, participants still maintained their well-being at work, potentially leading to productivity. However, on the intrinsic dimension, independence in work was still considered low compared to other aspects of WWB. While working from home, there was a high demand for working independently, which might cause pressure for the participants. The ability to work independently needs to improve to meet the demand. In addition, there was a significant difference in the level of WWB on the different age groups, tenure, and job levels. The older the participants with more extended working experience and a higher level of job tend to reach a higher level of WWB. Keywords: Workplace Well-Being, Work From Home, Pandemic Covid-19 Abstrak Pangemi covid-19 yang terjadi di dunia memberikan dampak yang signifikan di tempat kerja ketika pemerintah mengharuskan karyawan untuk bekerja dari rumah. Penelitian ini bertujuan untuk menggambarkan workplace well-being karyawan ketika bekerja dari rumah selama masa pandemi. Data penelitian dikumpulkan dari 200 partisipan yang bekerja dari rumah selama pandemi, menggunakan kuesioner workplace well-being (WWB) yang terdiri dari 38 butir, yang mencakup dimensi ekstrinsik dan intrinsik. Analisis data dilakukan dengan teknik statistik deskriptif. Temuan dari penelitian ini menunjukan sebagian besar partisipan memiliki WWB dengan kategori di atas rata-rata untuk dimensi intrinsik dan ekstrinsik. Temuan dari penelitian ini juga mengindikasikan walaupun dengan bekerja dari rumah, partisipan tetap menjaga well-being dalam bekerja, yang mana hal ini berpotensi untuk lebih produktif dalam bekerja. Namun, pada dimensi intrinsik, kemandirian dalam bekerja cenderung rendah jika dibandingkan dengan aspek lain pada WWB. Ketika bekerja dari rumah, tentunya mengharuskan karyawan untuk lebih mandiri dalam bekerja, yang mungkin hal ini dapat memberikan tekanan kepada partisipan. Kemampuan untuk mandiri dalam bekerja perlu dikembangkan untuk bisa sesuai dengan tuntutan. Sebagai tambahan, terdapat perbedaan yang signifikan pada tingkat WWB pada kelompok usia, masa kerja, dan tingkat jabatan. Partisipan yang usianya lebih tua, memiliki pengalaman kerja yang lebih banyak, dan memiliki jabatan yang tinggi cenderung memiliki WWB yang lebih tinggi. Kata Kunci: Workplace Well-Being, Work From Home, Pandemic Covid-19
Co-Authors -, Jessica Adjisukmo, Clara Adjisukmo, Clara Alfo Yanuar Amadea, Christa Talitha Amadea, Christa Talitha Andriani, Hervina Andriani, Hervina Andy Susilo Lukito Budi Antonia Gita Amanta Ayuningtyas, Indira Miranti Ayuningtyas, Indira Miranti Benecdita Prihatin Dwi Riyanti Benedicta P. Dwi Riyanti Chandra, Marcella Chandra, Marcella Christa Talitha Amadea Christine Natalia Christine Siahaja Clara Adjisukmo Clara R.P. Ajisuksmo Cynthia Eveline Sinulingga Dea Franceline Dea Franceline, Dea Dewanto, Priscilla Dhiozandi, Hadyan Dhiozandi, Hadyan Diona, Mariska Diona, Mariska Efendi Efendi Felita, Pamela Franceline, Dea Gianina Untariady Gracia Melisa Gracia Tobing Gracia Tobing, Gracia Hadyan Dhiozandi Hardana, Leonardus Dewa Hervina Andriani Hoshael Waluyo Erlan Ike Meriska Indira Miranti Ayuningtyas Juliana Murniati Kartikawangi, Dorien Liantama, Ledwin Lupita Novisari Marcella Chandra Mariska Diona Melisa, Gracia Melisa, Gracia Mentari Puteri Meriska, Ike Meriska, Ike Mutalim, Hanarolisa Mutia, Rininda Mutia, Rininda Nani Indra Ratnawati Nurrachman Nathania, Alexandrina J. Novisari, Lupita Novita Novita Nurrachman, Nani Indra Ratnawati Nurrachman, Nani Indra Ratnawati Oktaviani, Mimy Pamela Felita Pamela Felita, Pamela Prawesthy, Gisela A. Puji Tania Reininda Anugrah Hayati Rininda Mutia Riyanti, Benedicta P. Dwi Riyanti, Benedicta P. Dwi Rocky, Rocky Rocky, Rocky Rubianto, Liroy Rury Siti Ruhaniah Shanty Sudarji Shanty Sudarji, Shanty Siahaja, Christine Siahaja, Christine Sinulingga, Cynthia Eveline Sinulingga, Cynthia Eveline Tania, Puji Tania, Puji Tarmudji, Vincent Tarmudji, Vincent Tobing, Gracia Untariady, Gianina Untariady, Gianina Vania Wijaya Vera Elisabeth Wijaya, Vania Wijaya, Vania Yosua, Immanuel