Articles
<![CDATA[Intensi Perilaku Kerja Inovatif pada Teleworker: Pengaruh Knowledge Sharing dan Psychological Safety ]]>
<![CDATA[Hafizhah, Rana]]>;
<![CDATA[Etikariena, Arum]]>
<![CDATA[ Psyche 165 Journal Vol. 17 (2024) No. 3 ]]>
Publisher : <![CDATA[Fakultas Psikologi, Universitas Putra Indonesia YPTK Padang ]]>
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DOI: 10.35134/jpsy165.v17i3.399
<![CDATA[Dunia pasca-pandemi telah mendorong peralihan ke penetapan sistem kerja jarak jauh atau teleworking sebagai pengaturan kerja permanen bagi sebagian besar perusahaan dan organisasi. Namun, persebaran fisik dari rekan kerja dan adanya ketergantungan pada teknologi pada sistem teleworking menimbulkan penurunan perilaku kerja inovatif karyawan. Penelitian ini bertujuan untuk mengetahui pengaruh bentuk knowledge sharing, yaitu tacit dan explicit, dan tingkat psychological safety, terhadap intensi perilaku kerja inovatif pada teleworker atau pekerja jarak jauh. Penelitian ini menggunakan experimental vignette method dengan desain penelitian 2x2 between-subject dan hasil diuji menggunakan analisis two-way ANOVA. 248 partisipan penelitian didapatkan melalui teknik convenience sampling dengan kriteria pekerja jarak jauh atau teleworker di perusahaan marketplace/e-commerce di Indonesia dengan masa kerja minimal 1 tahun. Setiap partisipan menerima secara acak satu vignette dalam bentuk narasi skenario yang merupakan kombinasi variasi kedua variabel bebas sebagai stimulus manipulasi, sehingga partisipan terbagi menjadi 4 kelompok berdasarkan vignette yang diterima. Partisipan kemudian mengisi kuesioner Skala Perilaku Kerja Inovatif yang telah dimodifikasi menjadi skala intensi. Hasil penelitian menunjukkan bahwa bentuk knowledge sharing (F (1, 244) = 349.14, p = < .001) dan tingkat psychological safety (F (1, 244) = 512.4, p = < .001) memiliki pengaruh yang signifikan terhadap intensi perilaku kerja inovatif dan terdapat efek interaksi yang signifikan antara keduanya (F (1, 244) = 149.05, p = < .001). Teleworker yang melakukan tacit knowledge sharing di lingkungan kerja dengan psychological safety tinggi memiliki intensi perilaku kerja inovatif yang lebih besar.]]>
<![CDATA[The Effect of Human Resource Management Practices on Turnover Intention of Manufacturing Employees in Indonesia; the Mediation Role of Career Satisfaction ]]>
<![CDATA[Armina, Sesaria Nur]]>;
<![CDATA[Etikariena, Arum]]>
<![CDATA[ Budapest International Research and Critics Institute-Journal (BIRCI-Journal) Vol 5, No 4 (2022): Budapest International Research and Critics Institute November ]]>
Publisher : <![CDATA[Budapest International Research and Critics University ]]>
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DOI: 10.33258/birci.v5i4.7124
<![CDATA[This study aims to ensure that human resource management practices are believed to be one of the solutions to reduce employee turnover intentions. However, not all studies show that human resource management practices can provide significant results in reducing exit intentions. This research is research with a quantitative approach and is research with correlation analysis test using SPSS version 26.0 and a mediation analysis test using PROCESS MACRO version 4.0 which was developed by Andrew Hayes. Sampling in this study used non-probability sampling with the type of convenience sampling. The characteristics in this study are employees who work in the manufacturing industry with a minimum position of staff, and a minimum service period of one year. Based on the results of the hypothesis analysis test, it is known that before the mediator variable was added to the relationship between HRMP and intention to leave, it was found that the practice of human resource management (HRMP) had a negative relationship with the intention to leave in manufacturing employees in Indonesia with the result (b = -0.23 t = - - 7.41; p = 0.00). In addition, the practice of human resource management (HRMP) was also found to have a positive relationship with employee career satisfaction. Then, career satisfaction was found to have a negative relationship with employees' leaving intentions, but this study also found that career satisfaction did not mediate the relationship between human resource management practices (HRMP) and exit intentions among manufacturing employees in Indonesia.]]>
<![CDATA[Perilaku Kerja Inovatif Karyawan Gen Z: Perbandingan pada Perusahaan yang menerapkan Pengaturan Kerja Fleksibel dengan yang menerapkan WFO ]]>
<![CDATA[Widiaristi, Monica Sekar]]>;
<![CDATA[Arum Etikariena]]>
<![CDATA[ Jurnal Online Psikogenesis Vol 12 No 1 (2024): June ]]>
Publisher : <![CDATA[Fakultas Psikologi Universitas YARSI ]]>
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DOI: 10.24854/jps.v12i1.4064
<![CDATA[Gen Z employees are required to have innovative work behavior in order to increase the company's competitiveness. An organizational policies that plays a role in increasing innovative work behavior and is in accordance with the characteristics of Gen Z is flexible work arrangements. In this study, researchers want to see the relationship between flexible work arrangements and innovative work behavior in Gen Z employees who worked flexibly (WFA and hybrid). Researchers also wanted to see differences in innovative work behavior between Gen Z employees who worked flexibly and those who worked from office. Participants are 217 people aged 18-28 years old, currently working on a WFO/WFA/hybrid basis, and domiciled in Indonesia. Innovative work behavior variables are measured using the Innovative Behavior Scale and flexible work setting variables are measured using the Flexible Work Options Questionnaire (FWOQ). The results of the bootstrap analysis (N = 1000) show that flexible work arrangements can positively and significantly predict innovative work behavior (???? = 0.23, p = 0.02). Flexible work arrangements can explain 5.7% of the variance in innovative work behavior. The results of the analysis also show differences in innovative work behavior between Gen Z employees who work flexibly (M = 38.58, SD = 7.84) and Gen Z employees who work from offices (M = 33.85, SD = 9.60), statistically significant, t(215) = 3.88, p = 0.00. This research suggests companies to start implementing more flexible working arrangements so that employees feel comfortable and motivated to come up with innovative ideas.]]>
<![CDATA[Leading innovation in the public sector: Exploring the mediating role of motivation to learn and the moderating role of power distance ]]>
<![CDATA[Sugandi, Ramdan Fatra]]>;
<![CDATA[Etikariena, Arum]]>
<![CDATA[ JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen Vol. 21 No. 1 (2024): JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen ]]>
Publisher : <![CDATA[University of Islam Malang ]]>
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DOI: 10.31106/jema.v21i1.21791
<![CDATA[Innovation is crucial for organizations' performance, success, and long-term survival. Despite its importance, studies on factors influencing the emergence of innovative work behavior remain inconsistent. This study, grounded in the Interactionist Perspective of Creativity theory, explores the role of motivation to learn as a mediator and Hofstede's national culture dimension of power distance as a moderator in the relationship between transformational leadership and innovative work behavior. The study sampled 210 public sector employees in Indonesia using convenience sampling. Data were collected through an online self-report survey employing the multifactor leadership questionnaire, the innovative work behavior scale, the motivation to learn scale, and the power distance scale. Analysis of the PROCESS macro for SPSS version 26 revealed that motivation to learn fully mediates the relationship between transformational leadership and innovative work behavior. However, power distance does not moderate this relationship directly or through the motivation to learn. This implies that the desire to learn and innovate remains effective for public sector employees regardless of hierarchical differences. Thus, no matter how authority is structured within the organization, the motivation to learn is crucial for fostering innovation.]]>
<![CDATA[The role of transformational leadership on innovative work behavior: A moderated-mediation study ]]>
<![CDATA[Az Zahra, Afifah Chusna]]>;
<![CDATA[Etikariena, Arum]]>
<![CDATA[ Jurnal Psikologi Vol 23, No 1 (2024): April 2024 ]]>
Publisher : <![CDATA[Faculty of Psychology, Universitas Diponegoro ]]>
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DOI: 10.14710/jp.23.1.81-96
<![CDATA[Background: Innovative work behavior is crucial in enhancing governmental organizations' efforts to community services. Innovation among employees could be enhanced by transformational leadership that fosters a sense of meaningful work. However, the effectiveness may be moderated by the power distance culture within the organization.Purpose: This study explores the relationship of transformational leadership and innovative work behavior through mediator and moderator mechanisms.Method: 125 civil servants at government organizations X and Y in Indonesia participated by completing Innovative Work Behavior Scale (α = .96), Multifactor Leadership Questionnaire (α = .96), The Work and Meaning Inventory (α = .86), and the Power Distance Scale (α = .84) distributed online. Moderated mediation effects were analyzed using PROCESS.Findings: Analysis showed that transformational leadership was not related to innovative work behavior, but meaningful work was found to mediate the influence of transformational leadership on innovative work behavior (β = 0.217, SE = 0.079, 95% CI [0.069, 0.382]). However, power distance culture did not moderate these relationships directly or indirectly.Implication: This study provides empirical evidence regarding the role of transformational leadership on employee innovative work behavior and the role of individual and group-level variables. The findings also underscore the importance of meaningful work design to improve employee innovative work behavior.]]>
<![CDATA[Relationship between learning agility and innovative work behavior among undergraduate student of University of Indonesia ]]>
<![CDATA[Pitaloka, Yolla Chintya]]>;
<![CDATA[Etikariena, Arum]]>
<![CDATA[ EcoProfit: Sustainable and Environment Business Vol. 2 No. 1: (July) 2024 ]]>
Publisher : <![CDATA[Institute for Advanced Science Social, and Sustainable Future ]]>
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DOI: 10.61511/ecoprofit.v2i1.2024.839
<![CDATA[Background: Previous research has shown that university graduates in Indonesia face significant skill gap and behind from any country, spesifically among ASEAN countries, in term of innovation ability. Innovative ability can be developed for university students with the right variables. Thus, it might help student to focus on their self-development. Method: Quantitative and correlational research conducted to know how learning agility might related to innovative work behavior. Innovative Work Behavioral Scale developed by Janssen (2000) and Learning Agility Assessment Scale, developed and published by Gravett and Caldwell (2016), were used in study. Both scales were adapted and translated so they would fit with the undergraduates’ context. Result: In result, 539 of minimum Second year/3rd semester University Indonesia students were chosen. The statistics analysis technique used for hypothesis testing was Pearson’s Correlation. The result showed that learning agility is positively correlated with the innovative work behavior, r(537) = 0,61, p < 0,001. Conclusion: After this study, the result might be used as one of the references for university to develop program where student could develop their learning agility and become more innovative. Novelty/Originality of this study: This study reveals a significant relationship between learning agility and innovative work behaviour among Indonesian students, providing new insights into developing innovation capabilities at the higher education level. The findings offer an empirical basis for universities to design programs that enhance graduate competitiveness in the ASEAN context.]]>
<![CDATA[Dukungan Budaya Organisasi Ambidextrous dan Persahabatan di Tempat Kerja terhadap Perilaku Kerja Inovatif PNS ]]>
<![CDATA[Khaerunnisa, Nadia]]>;
<![CDATA[Etikariena, Arum]]>
<![CDATA[ JURNAL PENELITIAN PENDIDIKAN, PSIKOLOGI DAN KESEHATAN (J-P3K) Vol 5, No 3 (2024): J-P3K DESEMBER ]]>
Publisher : <![CDATA[Yayasan Mata Pena Madani ]]>
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DOI: 10.51849/j-p3k.v5i3.527
<![CDATA[Kualitas hubungan tidak hanya menstimulasi inovasi secara langsung, tetapi juga secara tidak langsung melalui aktivitas sosial (Morales et al., 2020; Xu Suntrayuth, 2022). Selain itu, budaya yang mampu menyeimbangkan proses eksploitasi dan eksplorasi (ambidextrous) serta perilaku inventif dinilai memengaruhi keberhasilan organisasi (Kandoth Shekhar, 2024). Hubungan persahabatan menjadi salah satu sarana sosial yang dapat merangsang perilaku inovatif, di antaranya melalui keamanan psikologis (Cao Zhang, 2020). Namun, masih ditemukan inkonsistensi dalam hubungan tersebut (Durrah, 2023). Penelitian ini memastikan mekanisme perilaku kerja inovatif dalam kerangka social identity theory pada 354 pegawai negeri sipil (PNS) di Indonesia. Data yang diperoleh secara cross-sectional dianalisis menggunakan Hayes Process Model 14 dengan bantuan software IBM SPSS Statistics 26. Hasilnya, hubungan pertemanan di tempat kerja dan perilaku kerja inovatif bersifat tidak langsung. Keamanan psikologis secara penuh memediasi hubungan keduanya. Efek mediasi ini bervariasi tergantung seberapa tinggi budaya organisasi ambidextrous dirasakan oleh para pegawai. Tidak hanya menambah kebaruan teoritis, implikasi praktis penelitian ini juga berguna bagi penyusunan strategi pemerintah untuk mewujudkan PNS Indonesia yang semakin inovatif.]]>
<![CDATA[Inovasi Pada Sektor Pemerintahan: Peran Business Acumen Dan Dukungan Organisasi Sebagai Moderator ]]>
<![CDATA[Achmad, Mulhimi]]>;
<![CDATA[Etikariena, Arum]]>
<![CDATA[ Psyche 165 Journal Vol. 17 (2024) No. 4 ]]>
Publisher : <![CDATA[Fakultas Psikologi, Universitas Putra Indonesia YPTK Padang ]]>
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DOI: 10.35134/jpsy165.v17i4.455
<![CDATA[Penerapan inovasi pada sektor publik belum sepesat jika dibandingkan dengan sektor privat sehingga perlu ditelusuri faktor-faktor yang dapat mendorong inovasi pada pegawai pemerintahan, dalam hal ini adalah PNS. Penelitian ini bertujuan untuk mengetahui faktor yang dapat memunculkan innovative work behavior, salah satunya adalah public service motivation yang ditambahkan efek moderator dari business acumen dan perceived organizational support. Sejumlah 538 PNS di Indonesia yang dipilih dengan menggunakan convenience sampling berpartisipasi dalam penelitian kuantitatif ini dengan mengisi skala Innovative Work Behavior, skala Merit System Protection Board, skala Business Acumen Instrument, dan skala The Survei of Perceived organizational Support. Hipotesis dalam penelitian ini diuji dengan menggunakan multiple hierarchical regression analysis. Hasil dari penelitian ini menunjukkan bahwa public service motivation memiliki hubungan yang signifikan dengan innovative work behavior, namun ketika berinteraksi dengan variabel lainnya dalam penelitian ini, public service motivation tidak lagi berpengaruh terhadap innovative work behavior. Penelitian ini justru menunjukkan bahwa business acumen dan perceived organizational support adalah hal yang dapat memunculkan innovative work behavior. Dalam hal ini, PNS yang memiliki business acumen yang tinggi akan dapat mendorong munculnya perilaku inovasi pegawai untuk meningkatkan pelayanan publik, sementara PNS yang merasa dukungan organisasinya begitu tinggi, PNS tidak akan terlalu berinovasi dalam pekerjaannya karena merasa kondisi organisasi telah menyediakan sistem dan peraturan yang dibutuhkan. Hasil penelitian ini dapat dijadikan sebagai pertimbangan pada pada sektor pemerintahan untuk meningkatkan pemahaman PNS terkait proses bisnis yang ada dalam pemerintahan dan mendorong PNS untuk menginternalisasikan growth mindset agar semakin terdorong untuk berinovasi dalam pekerjaannya.]]>
<![CDATA[Fenomena Job Hopping: Persepsi Dukungan Atasan, Komitmen Organisasi, dan Retensi Karyawan pada Karyawan Gen Z ]]>
<![CDATA[Claristia, Agnes]]>;
<![CDATA[Etikariena, Arum]]>
<![CDATA[ INSAN Jurnal Psikologi dan Kesehatan Mental Vol 9 No 2 (2024): INSAN Jurnal Psikologi dan Kesehatan Mental ]]>
Publisher : <![CDATA[Universitas Airlangga ]]>
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DOI: 10.20473/jpkm.v9i22024.213-229
<![CDATA[Nowadays, job hopping among Gen Z poses a challenge for companies in retaining employees. This study aims to analyze the influence of perceived supervisor support on employee retention, with organizational commitment as a moderating variable. The data obtained from 186 Gen Z participants were processed using moderation analysis using JAMOVI 2.3.28. The results showed that perceived supervisor support positively influenced employee retention. Furthermore, organizational commitment was found to strengthen the effect of perceived supervisor support on retention, especially when organizational commitment was at a low level. The role of supervisors is crucial in supporting employee development, and companies need to build strong organizational commitment to enhance employee loyalty. These findings can serve as a guide for companies in developing employee retention strategies, particularly in addressing the job hopping phenomenon among Gen Z.]]>
<![CDATA[Pengaruh Kepemimpinan Transformasional terhadap Perilaku Kerja Inovatif: Peran Motivasi untuk Belajar dan Budaya Organisasi Ambidextrous: THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON INNOVATIVE WORK BEHAVIOR: THE ROLE OF MOTIVATION TO LEARN AND AMBIDEXTROUS ORGANIZATIONAL CULTURE ]]>
<![CDATA[Hertina, Dewi Ariani]]>;
<![CDATA[Etikariena, Arum]]>
<![CDATA[ Jurnal Transformasi Administrasi Vol 14 No 02 (2024): Jurnal Transformasi Administrasi Volume 14 Nomor 02 Tahun 2024 ]]>
Publisher : <![CDATA[Puslatbang KHAN ]]>
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<![CDATA[Indonesia is ranked 61st out of 132 countries in the world based on innovation capability. This shows that Indonesia needs to strive so that can improve innovation capabilities, from the organizational level to the individual level. This research was conducted to examine the moderating role of ambidextrous organizational culture on the direct effect of transformational leadership on innovative work behavior as well as the indirect effect through motivation to learn. This research was conducted on ASN through a survey distributed online using a self-report questionnaire. Data were analyzed using Hayes’ PROCESS models 4 and 15 with SPSS version 26 software. The results show that motivation to learn fully mediates the effect of transformational leadership on innovative work behavior. In addition, ambidextrous organizational culture does not moderate either the direct or indirect effect of transformational leadership on innovative work behavior. This shows that transformational leadership requires the mediating role of motivation to learn so that innovative work behavior can occur. However, it turns out that an ambidextrous organizational culture cannot strengthen employees’ innovative work behavior. This research provides a foundation for organizations to encourage motivation to learn through the application of transformational leadership, which can then have an impact on employee innovative behavior]]>
