DUKUNGAN ORGANISASI YANG DIRASAKAN DAN KETERIKATAN KARYAWAN PADA KARYAWAN PT. BANK RAKYAT INDONESIA (Persero) Tbk, CABANG BANDA ACEH

Abstract

Development of globalization impact to a strict competition between the companies. This lead the Human Resources factor into a crucial role in maintaining, directing and developing the company. Therefore, every company needs employees who are bound by their job. One of the things that can encourage the formation of relationship between the employee is perceived organizational support. This study aims to determine the relationship between perceived organizational support by attachment of employees at PT. Bank Rakyat Indonesia (Persero) Tbk, Branch of Banda Aceh. The number of samples in this study were 139 permanent employees who were still working or were not taking time off from work with a minimum term of one year and the last education was diploma. The sampling technique used purposive sampling technique. Collecting the data using the scale adaptation of Survey of Perceived Organizational Support with 17-item version (α= .91) and a scale adaptation of Utrecht Work Engagement Scale (UWES) with 17-item version (α= .95). The results of data analysis using pearson product moment correlation technique that showed a positive relationship between perceived organizational support by attachment of employees at PT. Bank Rakyat Indonesia (Persero) Tbk, Branch of Banda Aceh (rxy = .30, p < .05). The higher of perceived organizational support to the employee, likewise the higher bound of employee or otherwise.

Working Period As A Moderating Variable Of Work Family Conflict, Work Stress, And Turnover Intention On Contraproductive Work Behavior (Case Study On Bca Syariah)

“…Turnover intention causes employees to relinquish their responsibilities periodically and misbehave as a reaction to the uncertainty they face (Sabila, 2019). The tendency to immediately end his role as an employee in an unpleasant situation accompanied by a high workload and emotional tension will increase boredom (Sabila, 2019) and his intention to engage in deviant behavior (Julita & Andriani, 2017).…”

Managing Organizational Behavior in Increasing Employee Engagement Based on Sacred Motivation in Pesantren

“…This is because engagement is one of the internal factors of employees that can influence productive behavior and can help employees in self-development to become better, so employee engagement is something that is considered urgent to achieve a company's success target. (Julita & Andriani, 2017) a. Personal Engagement Kahn (1990) states that engagement is about employee attention and employee absorption of their role.…”

“…In addition, disgruntled employees are more likely to have intentions to leave the company. (Julita & Andriani, 2017) b. Organizational Engagement Employee Engagement cannot be separated from Organizational Engagement which also has a major influence on the performance of an employee in a company.…”

“…(Erawati, 2019) One of the things that drives the formation of employee engagement is the perceived organizational support. (Julita & Andriani, 2017) Employees who have an attachment to the company or organization will be emotionally and intellectually committed to the company and will give their best effort beyond what is targeted in a job. (Mujiasih, 2015) c. Cultural Engagement Organizational culture is defined as values, attitudes that are believed and habits that are often carried out by members of the organization, so that these things become daily behavior in the organization's organization.…”

“…This is because engagement is one of the internal factors from within employees that can influence productive behavior and can help employees in self-development to become better so that employee engagement is very important for the success of a company. (Julita & Andriani, 2017)…”