| Summary: | Companies expect their employees to be more prepared and confident to be
proactive and innovative. Proactive and innovative are not only to anticipate a
change, but also engaged in creating positive change in the company. One of
ways to make employee to be more prepared to be proactive and innovative is
by providing knowledge sharing. Subjects in this study are eleven supervisory
level employees were divided into an experimental group of six peoples and a
control group of five peoples. This study uses the unrated quasi experimental
control group design with pretest, posttest, and follow-up. The selection of
subjects per group selected through discussions with the company. The result
of this study is analyzed using the Mann Whitney test and interview. The result
of analyze for proactive self efficacy at pretest demonstrate mean difference -
4.86 (p> 0.05). The increase of self efficacy proactive in posttest of
experimental group is with a mean difference -0.63 (p> 0.05). At the follow up,
the mean difference of two groups is 0.43 (p> 0.05). The result of analyze for
innovative self efficacy at pretest demonstrate mean difference -20.20 (p>
0.05). The increase occurred during posttest with a mean difference -8.53 (p>
0.05). At the follow up, the mean difference of two groups is 0.13 (p> 0.05). The
results of interview analysis concludes that knowledge sharing giving positive
impact on team work, openness, communication patterns across division, an
increase of self confidence in presenting ideas, innovation, also confidence of
doing innovative and proactive. From the statistical analysis concluded that the
hypotheses in this study which is knowledge sharing effective to increase self
efficacy of innovative and proactive was not accepted.
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