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Peran Personality Traits terhadap Kesiapan Kerja melalui Learning Agility sebagai Mediator Putri, Yohana Desia; Zamralita, Zamralita; Prima, Ismoro Reza
Jurnal Psikologi TALENTA Vol 10, No 2 (2025)
Publisher : Universitas Negeri Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26858/talenta.v10i2.70775

Penelitian ini bertujuan untuk menginvestigasi pengaruh personality traits terhadap kesiapan kerja dengan learning agility sebagai mediator. Personality traits merupakan dimensi psikologis yang mencerminkan pola perilaku, pikiran, dan perasaan individu yang konsisten. Dalam dunia kerja, pemahaman terhadap personality traits menjadi landasan penting dalam menilai kesiapan kerja, yaitu kemampuan individu dalam mengintegrasikan pengetahuan, keterampilan, dan sikap untuk menghadapi dinamika lingkungan profesional. Penelitian ini menguji peran learning agility—kemampuan belajar dan beradaptasi dari pengalaman—sebagai mediator yang dapat menjelaskan hubungan antara personality traits dan kesiapan kerja. Menggunakan metode non-probabilitas dengan teknik convenience sampling, penelitian ini melibatkan 215 responden yang terdiri dari mahasiswa tingkat akhir tanpa pengalaman kerja full-time maupun part-time. Instrumen penelitian meliputi Big Five Personality Inventory (BFI), Learning Agility Scale (LAS), dan Work Readiness Scale (WRS). Analisis data menunjukkan bahwa openness to experience, agreeableness, extraversion, dan conscientiousness memiliki hubungan positif signifikan dengan kesiapan kerja, dengan learning agility berperan sebagai mediator parsial. Sebaliknya, neuroticism menunjukkan hubungan negatif langsung dengan kesiapan kerja tanpa dimediasi oleh learning agility. Temuan ini menawarkan implikasi praktis bagi perusahaan dalam menyusun strategi rekrutmen serta pengembangan pelatihan berbasis adaptabilitas dan pembelajaran pengalaman untuk mempersiapkan tenaga kerja yang lebih siap dan tangguh.

The Role of Workplace Ostracism to Work Stress in Employees Generation Z Widiyawati, Valentina Tyas; Prima, Ismoro Reza; Zamralita
Psyche 165 Journal Vol. 18 (2025) No. 2
Publisher : Fakultas Psikologi, Universitas Putra Indonesia YPTK Padang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35134/jpsy165.v18i2.530

Generation Z now entering the world of work own expectation tall to environment inclusive and collaborative work. However, the reality on the ground Work No always in accordance with hope this, especially when employee experience exclusion social. Workplace ostracism is phenomena that occur when individual feel ignored or isolated by colleagues work, which can impact negative on well-being psychological and performance they. Exclusion This often marked with avoidance interaction, attitude No friendly, and lack of support social, which can hinder function social employees and reduce trust self. Condition This become challenge Serious for Generation Z, which is known more prone to to stress and issues mental health compared generation previously. Research This aim For understand connection between workplace ostracism and stress work on employees Generation Z. Study This involving 247 employees Generation Z from various selected sectors through convenience sampling method ensure data diversity. Measurement variables done with Workplace Ostracism Scale (WOS) and Job Stress Scale (JSS), provisional data analysis using Pearson correlation and linear regression for identify connection between isolation in place work and level stress work. Research results show that workplace ostracism own connection significant positive with stress work, where exclusion be one of factor main thing that improves level stress employees. Besides that, found existence difference significant in level stress based on length of service and sector business. Based on findings this research This recommend intervention strategies like training interpersonal skills, management programs stress, as well as development culture more work inclusive use increase welfare employees and productivity organization in a way overall.

An Overview of Quiet Quitting Among Millennial and Gen Z Employees Veren, Karissa; Callista, Ignacia; Aprillia, Aginta; Setradihardja, Lilenza Irawan; Prima, Ismoro Reza; -, Zamralita
Psikologi Prima Vol. 8 No. 1 (2025): Psikologi Prima
Publisher : unprimdn.ac.id

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34012/psychoprima.v8i1.7079

Labor productivity in Indonesia is facing challenges following the COVID-19 pandemic, one of which is the growing phenomenon of quiet quitting. This phenomenon is one of the phases of disengagement, where employees only complete tasks according to the job description without any extra effort. Previous studies have shown that quiet quitting is becoming increasingly common following the pandemic and is more prevalent among Gen Z than among other generations. Additionally, work disengagement among the Millennial generation is also relatively high. If quiet quitting occurs on a massive scale, it can reduce innovation, increase the workload for engaged employees, and lead to stagnation in organizational growth. Therefore, further research is needed to understand how quiet quitting develops between the two generations. This study aims to describe the level of quiet quitting among Millennials and Gen Z. The research employs a quantitative method with a descriptive design. The sample was obtained through purposive sampling, comprising participants from the Millennial generation (born 1981 - 1996) and Gen Z (born 1997 -2012) who are currently working. Data were collected through an online survey using the Quiet Quitting Scale developed by (Galanis et al., 2023). The QQS measuring instrument consists of 9 items, with a Cronbach's Alpha reliability value of 0.773, indicating good consistency. The study included 105 research participants, comprising 40 Millennials and 65 Gen Z individuals. The results showed that the level of quiet quitting of Millennials and Gen Z tended to be low. The low level of quiet quitting among Gen Z and Millennials suggests that both groups remain highly engaged in their work. This research is expected to provide valuable insights for companies in designing effective strategies to increase employee engagement and mitigate the negative consequences of employee turnover.

An Overview of Quiet Quitting Among Millennial and Gen Z Employees Veren, Karissa; Callista, Ignacia; Aprillia, Aginta; Setradihardja, Lilenza Irawan; Prima, Ismoro Reza; -, Zamralita
Psikologi Prima Vol. 8 No. 1 (2025): Psikologi Prima
Publisher : unprimdn.ac.id

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34012/psychoprima.v8i1.7079

Labor productivity in Indonesia is facing challenges following the COVID-19 pandemic, one of which is the growing phenomenon of quiet quitting. This phenomenon is one of the phases of disengagement, where employees only complete tasks according to the job description without any extra effort. Previous studies have shown that quiet quitting is becoming increasingly common following the pandemic and is more prevalent among Gen Z than among other generations. Additionally, work disengagement among the Millennial generation is also relatively high. If quiet quitting occurs on a massive scale, it can reduce innovation, increase the workload for engaged employees, and lead to stagnation in organizational growth. Therefore, further research is needed to understand how quiet quitting develops between the two generations. This study aims to describe the level of quiet quitting among Millennials and Gen Z. The research employs a quantitative method with a descriptive design. The sample was obtained through purposive sampling, comprising participants from the Millennial generation (born 1981 - 1996) and Gen Z (born 1997 -2012) who are currently working. Data were collected through an online survey using the Quiet Quitting Scale developed by (Galanis et al., 2023). The QQS measuring instrument consists of 9 items, with a Cronbach's Alpha reliability value of 0.773, indicating good consistency. The study included 105 research participants, comprising 40 Millennials and 65 Gen Z individuals. The results showed that the level of quiet quitting of Millennials and Gen Z tended to be low. The low level of quiet quitting among Gen Z and Millennials suggests that both groups remain highly engaged in their work. This research is expected to provide valuable insights for companies in designing effective strategies to increase employee engagement and mitigate the negative consequences of employee turnover.

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