PERILAKU ORGANISASI

RINA ANINDITA

SESI 3

SIKAP KERJA

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 Attitudes
Evaluative statements or judgments concerning
objects, people, or events.
Three components of an attitude:
– Affective – The emotional or feeling segment of an
attitude
– Cognitive – The opinion or belief segment of an
attitude
– Behavioral – An intention to behave in a certain way
toward someone or something
(See Exhibit 3.1)

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Does Behavior Always Follow from Attitudes?

Leon Festinger – No, the reverse is sometimes true!

Cognitive Dissonance: Any incompatibility between two or more attitudes or between
behavior and attitudes

– Individuals seek to reduce this uncomfortable gap, or

dissonance, to reach stability and consistency
– Consistency is achieved by changing the attitudes, modifying
the behaviors, or through rationalization
– Desire to reduce dissonance depends on:
• Importance of elements
• Degree of individual influence
• Rewards involved in dissonance

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 Moderating Variables
The most powerful moderators of the attitude-behavior relationship are:
– Importance of the attitude
– Correspondence to behavior
– Accessibility
– Existence of social pressures
– Personal and direct experience of the attitude
Attitudes predict behavior, as influenced by moderating variables.

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 Predicting Behavior from Attitudes
– Important attitudes have a strong relationship to
behavior.
– The closer the match between attitude and behavior, the
stronger the relationship:
• Specific attitudes predict specific behavior
• General attitudes predict general behavior
– The more frequently expressed an attitude, the better
predictor it is.
– High social pressures reduce the relationship and may
cause dissonance.
– Attitudes based on personal experience are stronger
predictors.

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What Are the Major Job Attitudes?
Job Satisfaction
– A positive feeling about the job resulting from an
evaluation of its characteristics.
Job Involvement
– Degree of psychological identification with the job
where perceived performance is important to self-
worth.
Psychological Empowerment
– Belief in the degree of influence over the job,
competence, job meaningfulness, and autonomy.

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KEPUASAN KERJA

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 DEFINISI
Kinicki dan kreitner (2006)
suatu respon terhadap keseluruhan bagian dari pekerjaan seseorang
Robbins & Coulter (2014)
sikap umum seseorang terhadap pekerjaannya
Gibson et al. (2012) mendefinisikan kepuasan kerja sebagai sikap individu
terhadap berbagai pekerjaan yang dilakukan

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 DEFINISI (2)
Locke (2009) dalam Nadeak (2016) mendefinisikan kepuasan kerja sebagai
keadaan emosi menyenangkan atau positif yang dihasilkan dosen dari
penilaian pekerjaan atau pengalaman kerja.
Kepuasan kerja juga diartikan sebagai perasaan (keadaan emosional) yang
menyenangkan atau tidak, yang dirasakan pegawai terhadap pekerjaannya
(Davis & Newton, 2002).

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FAKTOR PENENTU KEPUASAN KERJA
PEKERJAAN ITU SENDIRI
GAJI
PROMOSI
SUPERVISI
KELOMPOK KERJA
KONDISI KERJA

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 Kategori Nilai Spesifik

1. Pay a. Gaji Tinggi

a. Seringnya diadakan promosi
1. Promotions b. Promosi berdasarkan pada kemampuan

1. Supervision a. Hubungan baik dengan atasan

a. Rekan kerja yang menyenangkan
1. Co-workers b. Rekan kerja yang bertanggungjawab

a. Pemanfaatan kemampuan
b. Stimulasi Intelektual
c. Ekspresi kreatif
1. Work itself d. Keinginan berprestasi

a. Membantu orang lain

1. Altruism b. Penyebab moral

a. Kekuasaan atas orang lain

1. Status b. Ketenaran

a. Kenyamanan
1. Environtment b. Keamanan

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 Pandangan Tentang Makna Kepuasan

Kepuasan terkadang menjadi satu hal yang sulit untuk diukur. Kepuasan
sering dikaitkan dengan hal yang bersifat subjektif, jadi terkadang antara
seseorang dengan orang lain mengalami perbedaan tentang makna kepuasan
itu sendiri.

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 Karakteristik Seseorang

Karakteristik seseorang dikaitkan dengan umur, jenis kelamin, pendidikan,

pengalaman kerja, ada tidaknya penyakit, jarak tempuh dan tanggungan kerja
dan juga berkaitan dengan pendapatan kerja yang didapatnya.

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 Lingkungan Kerja

Lingkungan kerja seperti harmonisme antara sejawat dengan atasan dan

berbagai lingkungan kerja fisik memengaruhi kepuasan kerja seseorang.
Lingkungan kerja ini beretindak sebagai agen yang dapat memudahkan beban
pekerjaan atau malah dapat memersulit beban pekerjaan seseorang.

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 Mengukur Kepuasan Kerja
Rating Scales dan questionnaires (skala pengukuran dan kuesioner) :
Job Descriptive Index (JDI), merupakan kuesioner spesifik yang digunakan
untuk mengukur tingkat kepuasan kerja.

Pengukuran yang ada terbagi dalam 5 aspek, yaitu: kompensasi, promosi dan
peluang promosi, rekan kerja, pengawasan, dan pekerjaan itu sendiri. Skala
yang digunakan dalam kuesioner ini cukup sederhana, yaitu ya, tidak, dan
tidak bisa memutuskan (ditandai dengan tanda “?”)

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Minnesota Satisfaction Questionnaire (MSQ) dan Job Satisfaction Survey (JSS).

MSQ mengukur tingkat kepuasan kerja dengan kuesioner panjang dengan 20

aspek pekerjaan yang terdiri atas 100 pertanyaan

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Respon terhadap ketidakpuasan kerja

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TURNOVER INTENTION

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 Definisi turnover
turnover dapat berupa pengunduran diri, perpindahan keluar unit organisasi,
pemberhentian, atau kematian anggota organisasi

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 Definisi Turnover Intentions
Harninda (1999) turnover intentions pada dasarnya adalah sama dengan
keinginan berpindah karyawan dari satu tempat kerja ke tempat kerja lainnya
Pendapat tersebut menunjukkan bahwa turnover intentions adalah keinginan
untuk berpindah, belum sampai pada tahap realisasi yaitu melakukan
perpindahan dari satu tempat kerja ke tempat kerja lainnya.

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Zeffane (1994). Turnover menurut Cotton dan Tuttle (1986) diartikan sebagai
suatu perkiraan kemungkinan seorang individu akan tetap berada dalam
suatu organisasi

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 Faktor yang mendorong
Turnover Intention
Pertama adalah dimensi ekonomi, yang meliputi Gaji, upah, dan bonus.
Kedua adalah dimensi psikologis, yang meliputi hubungan dengan teman
sejawat, hubungan dengan rekan kerja atau atasan, lingkungan kerja,
kesesuaian pekerjaan dengan kemampuan dan minat.
Ketiga adalah dimensi sosiologis, yang meliputi keadaan masyarakat dan
rubrik lowongan pekerjaan
dan yang keempat adalah dimensi yuridis, yang meliputi peraturan ketenaga
kerjaan yang berlaku

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 Another Major Job Attitude
Organizational Commitment
– Identifying with a particular organization and its goals,
while wishing to maintain membership in the organization.
– Three dimensions:
• Affective – emotional attachment to organization
• Continuance Commitment – economic value of staying
• Normative – moral or ethical obligations
– Has some relation to performance, especially for new
employees.
– Less important now than in past – now perhaps more of
occupational commitment, loyalty to profession rather
than to a given employer.

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 And Yet More Major Job Attitudes…

Perceived Organizational Support (POS)

– Degree to which employees believe the organization
values their contribution and cares about their well-being.
– Higher when rewards are fair, employees are involved in
decision-making, and supervisors are seen as supportive.
– High POS is related to higher OCBs and performance.
Employee Engagement
– The degree of involvement, satisfaction with, and
enthusiasm for the job.
– Engaged employees are passionate about their work and
company.

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 Are These Job Attitudes Really Distinct?

No: these attitudes are highly related.

Variables may be redundant (measuring the same
thing under a different name).
While there is some distinction, there is also a lot of
overlap.

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 Job Satisfaction
One of the primary job attitudes measured.
– Broad term involving a complex individual summation of
a number of discrete job elements.
How to measure?
– Single global rating (one question/one answer) - Best
– Summation score (many questions/one average) - OK
Are people satisfied in their jobs?
– In the U. S., yes, but the level appears to be dropping.
– Results depend on how job satisfaction is measured.
– Pay and promotion are the most problematic elements.
(See Exhibit 3-2)

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 Causes of Job Satisfaction
Pay influences job satisfaction only to a point.
– After about $40,000 a year (in the U. S.), there is no
relationship between amount of pay and job satisfaction.
– Money may bring happiness, but not necessarily job
satisfaction.
Personality can influence job satisfaction.
– Negative people are usually not satisfied with their jobs.
– Those with positive core self-evaluation are more
satisfied with their jobs.
(Exhibit 3-3)

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 Employee Responses to Dissatisfaction

Exit
– Behavior directed toward leaving the organization
Voice
– Active and constructive attempts to improve
conditions
Neglect
– Allowing conditions to worsen
Loyalty
– Passively waiting for conditions to improve
(Exhibit 3-4)

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 Outcomes of Job Satisfaction
Job Performance
– Satisfied workers are more productive AND more
productive workers are more satisfied!
– The causality may run both ways.
Organizational Citizenship Behaviors
– Satisfaction influences OCB through perceptions of fairness.
Customer Satisfaction
– Satisfied frontline employees increase customer satisfaction
and loyalty.
Absenteeism
– Satisfied employees are moderately less likely to miss work.

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More Outcomes of Job Satisfaction
Turnover
– Satisfied employees are less likely to quit.
– Many moderating variables in this relationship.
• Economic environment and tenure.
• Organizational actions taken to retain high performers and to
weed out lower performers.
Workplace Deviance
– Dissatisfied workers are more likely to unionize, abuse
substances, steal, be tardy, and withdraw.

Despite the overwhelming evidence of the impact of job

satisfaction on the bottom line, most managers are either
unconcerned about or overestimate worker satisfaction.

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 Global Implications
Is Job Satisfaction a U. S. Concept?
– No, but most of the research so far has been in
the U.S.
Are Employees in Western Cultures More Satisfied With Their Jobs?
– Western workers appear to be more satisfied than
those in Eastern cultures.
– Perhaps because Westerners emphasize positive
emotions and individual happiness more than do
those in Eastern cultures.
(Exhibit 3-5)

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 Summary and Managerial Implications

Managers should watch employee attitudes

– They give warnings of potential problems
– They influence behavior
Managers should try to increase job satisfaction and
generate positive job attitudes
– Reduces costs by lowering turnover, absenteeism,
tardiness, and theft, and increasing OCB
Focus on the intrinsic parts of the job: make work
challenging and interesting
– Pay is not enough

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