PENGANTAR

SIKAP DAN
PERILAKU DALAM
ORGANISASI
 PENGERTIAN PIO
• Kajian ilmiah tentang manusia dan
lingkungan kerjanya, kajian tentang
adaptasi pada tempat, orang lain, dan hal-
hal lain yang ia hadapi dalam proses
menjalani hidupnya (Guion dalam
Muchinsky, 1983)
• Kajian perilaku dalam setting organisasi
dan kerja, sekaligus penerapan prinsip-
prinsip psikologi dalam memahami individu
dan kelompok dalam setting organisasi
dan kerja.
 History of Job Attitudes
• Based in history of Job Satisfaction
• Formal research began in mid-1930’s
– 1932 I/O textbooks had no mention of job
satisfaction or organizational commitment
– By 1972 over 3000 articles published
specifically exploring worker attitudes
• Why interest developed
– Methodological breakthroughs
• Survey methods
– Statistical techniques
 Attitudes Defined
• Briefly defined, an “attitude” represents a
predisposition to respond in a favorable
or unfavorable way to persons or objects
in one’s environment.

• For instance, when we say we “like”

something or “dislike” something, we are
in effect expressing an attitude toward
the person or object.
 Attitudes: Three Important
Assumptions
• Three important assumptions underlie the
concept of attitudes:

1) An attitude is a hypothetical construct

2) An attitude is a unidimensional construct

3) Attitudes are believed to be somewhat

related to subsequent behavior, although
as we’ll see, this relationship can be
unclear
 Job Attitudes: Three Related
Components
• The job attitude is the middle component in a
belief-evaluation-behavior chain:
1) Beliefs about aspects of the job.
“My work has long stretches with nothing to do.”

2) The evaluative component, i.e., the attitude itself.

“I am dissatisfied with my job.”

3) Work-related behavioral intentions that follow

from the attitude.
“I’m intending to quit my job.”
 Job Attitudes and Actual
Behavior
• The belief, attitude, intention sequence is
presumably followed by actual behavior.

• This traditional model suggests that

behaviors (including job performance) are
largely influenced by job attitudes.

• Recently, this traditional model has been

questioned as being too simple and some
more comprehensive alternatives have been
developed.
 Job Attitudes and Behavior
Overview
• Job Satisfaction
• Job Involvement
• Organizational Commitment
• Organizational Justice
• Organizational Citizenship Behaviors
• Antisocial Behavior
 What is Job Satisfaction?
Job Satisfaction: The degree of pleasure an
employee derives from his or her job.
• 2 levels of Job Satisfaction:
– Global Job Satisfaction - Overall Good
Feelings
– Job Facet Satisfaction - Selected
Dimensions
• pay
• promotions
• work tasks
• coworkers
• supervisors
 Antecedents to Job Satisfaction
• What causes satisfaction
– Environment/Job Features
• Skill variety Task identity
• Task significance Autonomy
• Feedback
– Role Variables
• Ambiguity Conflict
• Work-family conflict
– Person variables
• Negative affectivity Locus of Control
• Gender Age
• Culture Genetics
• Life satisfaction
 Job Satisfaction and
Performance
• Is a happy worker a productive
worker?
• Correlations positive and low to
moderate
– .16 with overall satisfaction in individual
studies
– .30 with overall satisfaction in meta-
analytic studies
– .10 with specific facets
• Why is the association not larger?
 Some Possible Explanations:

1) Research and Measurement Issues:

– Is “job performance” defined correctly?

– Can you predict specific behaviors
from a general attitude toward the job.
 Some Possible Explanations:
2) “Moderator” Effects:
– Sat-performance relationship is highly
complex (Katzell, Thompson & Guzzo, 1992)
– For example, the relationship may be limited
by constraints on performance (e.g., group
norms for performance, environmental
variables such as the speed of an assembly
line)
3) Dispositional Effects:
– Some research has found a substantial
amount of the variability in job satisfaction
may relate to “trait affect”
 Job Satisfaction and
Turnover
• Negative relationship
• Moderate level
= -.40
• Unlike satisfaction, turnover is well thought
out
• Why not higher
– People leave jobs for lots of reasons
• Better opportunities
• Health reasons
• More interesting work
 Job Satisfaction and
Absenteeism
• Absenteeism costs organizations in lost time and
productivity
• General satisfaction with absenteeism
– Low negative correlation
• r = -.25
• Facets of job satisfaction (e.g., Career future,
Supervision, Financial rewards) with absenteeism
– Correlate better (moderate to high)
• range - .46 to -.60
• Why so low?
– Not all absenteeism due to satisfaction
• Company policies, Personal work habits, Ability to
attend (illness, transportation, etc)
 Job Satisfaction

Positive
Affectivity

Interpretation of Job
job circumstances Satisfaction

Objective job
circumstance

Brief (1998)
 Job Satisfaction: Is It Genetic?
• People have stable traits that
predispose them to be satisfied or
dissatisfied (positive vs negative
affectivity)
– Happy people are happy workers
• Emotions
• There is evidence that as much as 30%
of the variability in job satisfaction is due
to genetics
 There’s More to it than just
General Job Satisfaction
Other commonly measured job attitudes
include:
• Attitudes toward specific job features
• Job Involvement
• Organizational Commitment
• Organizational Justice
• Organizational Citizenship Behaviors
 Job Involvement
Job Involvement: The degree to which a
person identifies psychologically with his or
her work and the importance of work to
one’s self-image

Job satisfaction .45

Performance .09
Job Involvement
Turnover -.13
Conscientiousness .53
 Organizational Commitment
Organizational Commitment: The degree to
which an employee feels a sense of allegiance
to his or her employee

3 components (Allen and Meyer, 1990):

• Affective
• Continuance
• Normative

Commitment can be to different focal points

 Organizational Commitment
Organizational Commitment has been
related to many different job outcomes

Overall job .53

satisfaction
Performance .11
Organizational Turnover -.28
Commitment
Conscientiousness .67
Job involvement .50
 Think of a time you’ve been
unfairly treated at work
• Were you ever treated rudely or
disrespectfully?
• Were you up for a promotion / raise /
job, and didn’t get it when you thought
you should have?
• Why was it unfair? How did you know?
• How did you react? Did you take
action? Why or why not?
 Organizational Justice
Organizational Justice: The overarching
theoretical concept pertaining to the fair
treatment of people in organizations.

Three types:
• Distributive (equity, equality, need)
• Procedural
• Interactional (interpersonal, informational)
 Organizational Justice:
Distributive Justice
Distributive Justice: The fairness with which
the outcomes or results are distributed among
members of an organization.

• Rules for allocating resources

– Equity – resources are distributed to employees
with respect to their abilities or contributions
– Equality – resources are distributed so each
person gets the same outcome, regardless of
their contributions
– Need – resources are distributed to the person
who needs them more
 Organizational Justice:
Procedural Justice
Procedural Justice: The fairness by which
means are used to achieve results in an
organization.
• What are some things that lead to a procedure
being seen as fair?
– ‘Voice’ – getting a say in things
– Consistency
– Bias Suppression
– Accuracy
– Correctability
– Representativeness
– Ethicality
 Organizational Justice:
Interactional Justice
Interactional Justice: The fairness with which
people are treated within an organization and the
timeliness, completeness, and accuracy of the
information received in an organization.
• Interpersonal component – treating people
with dignity and respect; refraining from
improper remarks or comments
• Informational component – providing
adequate explanations for decisions
 Organizational Justice:
Relationships
Justice Perceptions in organizations have
been found to be related to:

• Job Satisfaction
• Organizational Commitment
• Job Performance
• Withdrawal Behaviors
• Counterproductive behaviors
• Self-perceptions
 Organizational Citizenship
Behaviors
Organizational Citizenship Behaviors: The
contributions that employees make to overall
welfare of the organization that go beyond required
duties of their job.
Also referred to as “extra-role behavior,” “pro-
social behavior,” and “contextual performance.”
5 Dimensions of Citizenship Behaviors:
1. Altruism
2. Conscientiousness
3. Courtesy
4. Sportsmanship
5. Civic virtue
 Organizational Citizenship
Behaviors
Why do people perform citizenship
behaviors?
Disposition: Situations:
Agreeableness Fairness
Conscientiousness

Research (Lam, Hui & Law, 1999) found that more

employees in Hong Kong and Japan regarded some
facets of OCBs as part of their job than employees
from USA and Austria