ch2 Nilai, Sikap, dan Kepuasan Kerja.ppt

OB

1. ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S
© 2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation
by Charlie Cook
Chapter 3
Nilai, Sikap, dan
Kepuasan Kerja
TWELFTH EDITION

2. NILAI
Nilai
nilai adalah suatu keyakinan
mengenai cara bertingkah laku
yang diinginkan individu dan
digunakan sebagai prinsip atau
standar dalam hidupnya.
Sistem Nilai
Suatu tingkatan berdasarkan
peringkat nilai seorang individu
dalam hal intensitasnya.

3. Pentingnya Nilai
Memahami sikap, motivasi dan perilaku dari
seorang individu dan budaya.
Mempengaruhi persepsi tentang segala
sesuatu yang ada di sekitar kita.
Gambaran mengenai yang “benar” dan
“salah”.
Menyiratkan bahwa beberapa perilaku atau
keluaran tertentu lebih disukai daripada
yang lain.

4. Tipe Nilai (Survei Nilai Rokeach)
Nilai Terminal; Keadaan akhir eksistensi yang diinginkan;
tujuan yang ingin dicapai seseorang selama hidupnya.
Nilai Instrumental; Cara berperilaku yang lebih disukai dalam
mencapai satu nilai terminal.
Mean Value Rankings of
Executives, Union Members,
and Activists

5. Dominant Work Values in Today’s
Workforce

6. Nilai, Kesetiaan, dan Perilaku Etis
Nilai dan Perilaku EtisNilai dan Perilaku Etis
PemimpinPemimpin
Perilaku Etis Perilaku Etis
dalam Organisasidalam Organisasi

7. Sikap
Sikap
Pernyataan
evaluatif
mengenai
suatu objek,
orang atau
peristiwa.
Komponen Afektif
Segmen emosional atau
perasaan dari suatu sikap
Komponen Kognitif
Segmen pendapat atau
kepercayaan dari suatu sikap
Komponen Perilaku
Suatu maksud untuk berperilaku
dengan cara tertentu terhadap
seseorang atau sesuatu.

8. Tipe-Tipe Sikap
Keterlibatan Kerja
Sampai tingkat mana seseorang memihak kepada
pekerjaannya, aktif berpartisipasi di dalamnya,
dan menganggap kinerjanya penting bagi harga
diri.
Komitmen terhadap Organisasi
Sampai tingkat mana seorang karyawan
memihak kepada organisasi tertentu dan
tujuannya, dan berniat memelihara
keanggotaannya dalam organisasi tersebut.
Kepuasan Kerja
Suatu sikap positif yang ditunjukkan oleh
seseorang mengenai pekerjaannya.

9. © 2005 Prentice Hall Inc. All rights reserved. 3–9
Teori Disonans Kognitif
Desire to reduce dissonance
•Elemen yang penting menciptakan disonans
•Pangkat individual, mempengaruhi elemen lain
•Penghargaan mempengaruhi dalam disonans
Disonans Kognitif
Setiap ketidaksesuaian antara dua sikap atau
lebih, atau antara perilaku dan sikap

10. © 2005 Prentice Hall Inc. All rights reserved. 3–10
Mengukur Hubungan A-B
Recent research indicates that attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.
Moderating Variables
•Arti penting sikap
•Spesifisitas sikap
•Aksesibilitas sikap
•Tekanan sosial
•Pengalaman langsung ttg sikap

11. © 2005 Prentice Hall Inc. All rights reserved. 3–11
Teori Persepsi Diri
Sikap-sikap digunakan setelah fakta untuk
mencari makna dari suatu tindakan yang telah
terjadi

12. © 2005 Prentice Hall Inc. All rights reserved. 3–12
Types of Attitudes
Job Involvement
Tingkat di mana seseorang mengaitkan dirinya ke
pekerjaannya, scr aktif berpartisipasi di dlmnya &
menganggap kinerjanya penting bagi nilai dirinya
.
Organizational Commitment
Tingkat dimana karyawan mengkaitkan dirinya ke
organisasi ttt dan sasaran2 & berharap
mempertahankan keanggotaan dlm organisasi
tsb.
Job Satisfaction
Suatu sikap umum yang timbul dari seorang
individu terhadap pekerjaannya, baik itu berupa
positif, maupun negatif.

13. © 2005 Prentice Hall Inc. All rights reserved. 3–13
Types of Attitudes
Employee Engagement
An individual’s involvement with, satisfaction with, and
enthusiasm for the organization.
Perceived Organizational Support (POS)
Degree to which employees feel the organization cares
about their well-being.

14. © 2005 Prentice Hall Inc. All rights reserved. 3–14
An Application: Attitude Surveys
Attitude Surveys
Eliciting responses from employees through
questionnaires about how they feel about their
jobs, work groups, supervisors, and the
organization.

15. © 2005 Prentice Hall Inc. All rights reserved. 3–15
Sample Attitude Survey

16. © 2005 Prentice Hall Inc. All rights reserved. 3–16
Attitudes and Workforce Diversity
Training activities that can reshape employee
attitudes concerning diversity:
–Participating in diversity training that provides for
self-evaluation and group discussions.
–Volunteer work in community and social serve
centers with individuals of diverse backgrounds.
–Exploring print and visual media that recount and
portray diversity issues.

17. © 2005 Prentice Hall Inc. All rights reserved. 3–17
Job Satisfaction
Measuring Job Satisfaction
–Single global rating
–Summation score
How Satisfied Are People in Their Jobs?
–Job satisfaction declined to 50.4% in 2002
–Decline attributed to:
•Pressures to increase productivity and meet tighter
deadlines
•Less control over work

18. © 2005 Prentice Hall Inc. All rights reserved. 3–18
Bagaimana Pekerja dapat Mengekspresikan
Ketidakpuasannya
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.

19. © 2005 Prentice Hall Inc. All rights reserved. 3–19
Responses to Job Dissatisfaction
E X H I B I T 3–5
Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal
of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.

20. © 2005 Prentice Hall Inc. All rights reserved. 3–20
The Effect of Job Satisfaction on Employee
Performance
Satisfaction and Productivity
–Satisfied workers aren’t necessarily more
productive.
–Worker productivity is higher in organizations with
more satisfied workers.
Satisfaction and Absenteeism
–Satisfied employees have fewer avoidable absences.
Satisfaction and Turnover
–Satisfied employees are less likely to quit.
–Organizations take actions to retain high
performers and to weed out lower performers.

21. © 2005 Prentice Hall Inc. All rights reserved. 3–21
Job Satisfaction and OCB
Satisfaction and Organizational Citizenship
Behavior (OCB)
–Satisfied employees who feel fairly treated by and
are trusting of the organization are more willing to
engage in behaviors that go beyond the normal
expectations of their job.

22. © 2005 Prentice Hall Inc. All rights reserved. 3–22
Job Satisfaction and Customer Satisfaction
Satisfied employees increase customer
satisfaction because:
–They are more friendly, upbeat, and responsive.
–They are less likely to turnover which helps build
long-term customer relationships.
–They are experienced.
Dissatisfied customers increase employee job
dissatisfaction.