Job satisfaction is considered as the reason for the organization's commitment (Lincoln &Kalleberg, 1990 in Muhammed, 2013). To be willing to do a good job, not only needed the ability to do the job, but also takes satisfaction and commitment to the organization. This is because employees are satisfied and committed, they would be willing to do what is expected of the organization. As found in numerous studies that job satisfaction as a significant determinant of organizational commitment (Porter et al, 1974; Mottaz, 1987 in Mohammed et al, 2013). Thus MeskipubKelleberg and Mastekaasa's (2001) in the Suma et al (2013) has yet to show the relationship of job satisfaction and organizational commitment.
In terms of linking theory to practice the example set by a firm such as BHBP in the mining industry provides some evidence of each of these five points. BHPB’s recent history indicates BHP Limited maintained competitive advantage and strong organizationperformance in its time as “The Big Australian” with its evolution in the 20th century into a corporation with a rich and robust mix of mineral, steel, oil and gas, and transport resources. Then BHP had its competitive advantage andorganizationperformance edge eroded in the mid to late 1990s due to some challenges which arose in understanding of the business environment (i.e. supply of equity finance andperformance pressure from share market analysts, commodity prices, technology applications), strategy execution and simply bad luck (Spencer, 1998). The Magma Copper acquisition, Harley Platinum Mine Project, OK Tedi copper mine environmental damage litigation and delays with the construction and commissioning of a hot briquetted iron plant at Port Hedland in Western Australia all presented significant strategic and operational challenges to BHP at this time. The BHP BOD and management acknowledged this and made a series of accounting provisions and write offs in relation to these matters. There was change of personnel both at BOD and executive level, including the new appointment of Mr Paul Andersen as CEO. The BHP BOD and management team then worked assiduously to regain its competitive advantage and strong organizationperformance in the later portion of 1998, 1999 and then into the 2000s with sustained strong strategy-making including a robust review of its people, the business portfolio, and business process capabilities. This process ultimately led to the successful merger with Billiton plc and a further rationalization and then integration of the asset portfolio (BHPB, 2007). This brief BHPB illustration evidences much of what has been discussed in relation to the interaction of the business environment, resource value, resource rareness, competitive advantage andorganizationperformance.
Pada saat ini, banyak organisasi mulai memperhatikan bagaimana cara untuk semakin meningkatkan kinerja organisasinya agar dapat bertahan dalam persaingan. Untuk itu, organisasi harus mulai memikirkan faktor-faktor yang mempengaruhi kinerja organisasi, seperti tipe kepemimpinan yang digunakan, organizational culture, dan learning organization. Choudhary, et al (2013), yang melakukan penelitian mengenai pengaruh tipe kepemimpinan dengan organizationperformance juga mengatakan berdasarkan hasil penelitiannya bahwa transformational leadership memiliki pengaruh terhadap organizationperformance. Jika dikaitkan dalam dunia pendidikan, penelitian yang dilakukan oleh Kurland, et al, (2010) menjelaskan bahwa transformational leadership, visi dan proses learning organization adalah kunci untuk kemajuan sekolah. Selain kompetisi, baik inovasi dan budaya menentukan organizationperformance. Penelitian yang dilakukan oleh Xenikou dan Simosi (2006), ditemukan bahwa transformational leadership berpengaruh terhadap organizational culture, yang pada akhinya ditemukannya organizational culture sebagai mediasi untuk menyaring tipe kepemimpinan yang dapat mempengaruhi organizationperformance.
FATHUROHIM, C44080032. Relationship Pattern Between Organizationand Social Performance with Fishing Port Performance, Case Study in PPP Dadap Indramayu District. Superviced by THOMAS NUGROHO dan IIN SOLIHIN. Fish Landing Base (PPI) Dadap is one of productive fishing port in Indramayu district until 2007, it caused the status raise into Fishery Harbour Beach (PPP). However, after the status raised, performance of PPP Dadap started to decline. Research conducted to determine operational activity in PPP Dadap, influence factors decline operational activity in PPP Dadap, and relationship pattern between the organizationperformanceand social performance in PPP Dadap. The descriptive analysis is used to knows operational activity and influence factors decline operational activity in PPP Dadap and statistical parametrik analyses to know relationship pattern between social and the organizationperformance with PPP Dadap performance. The result of analysis obtained that fish landing activity in PPP Dadap from 2001 to 2011 tended to decline have range growth -89,98 % to 254,64 % and service fishing activity needs from 2003 - 2011 tending to rise and have range growth -18,38 % to 90,86 %. Fish Auction Place (TPI) in PPP Dadap started in 2008 did not occur activity auction but the catch has had a survey in PPP Dadap by TPI officers. Factors influential to decrease operational activity in PPP Dadap form of factor internal and external factors. The internal factors: port facilities, middleman, the fleet catching, and sedimentation. The external factors: apparatus village support, fish resources (SDI) and the region of catching fish (DPI). Relationship pattern performance in PPP Dadap for the ship owner obtained an equation Y = 11,0 + 0,048 X 1 + 0,263 X 2 , while the crew members
Thus, the organization culture that supports organization strategy will be able to overcome environmental challenges quickly so that it is easier to achieve the expected organizationperformance. The performance of a traditional organization is only seen from the financial perspective. Next, Kaplan and Norton (1996) propose a system of performance assessor by adding performance from non-financial perspective which is later known as balanced scorecard. Therefore, balanced scorecard emerged as a reconstruction of traditional performance assessment that only focused on financial performance. The performance with balance scorecard is more comprehensive, covering financial and non-financial measurements by directing personal focus and effort towards non-financial targets, such as: learning and growth, customer, and the process of internal business.
On the other hand, Dessler suggests the keys, which are the best practices to creating employee commitment, called “commitment wheel” as seen in figure 1. He says creating commitment requires a comprehensive program. First of all, it is called people-first values; it’s futile to try to create commitment unless people-first values-top management trust and respect for people-exists. The second is double-talk , that is, express a willingness to hear and be heard or use open and candid two-way communication. It could help build trust. The third is communion, that is, foster a sense of connectedness, belonging, and participation among employees in a whole. It will make employees see that they are part of a cohesive, satisfying community, one that has a shared fate. The fourth is transcendental mediation, that is, formulate shared transcendental ideologies, missions, and values, and mechanisms for communicating these values to employees. It makes employees to be crusaders. The fifth is value-based hiring, that is, use it to select employees whose values are compatible with those of the firms. Start by clarifying firm’s own ideology so that its elements can be translated into concrete questions, tests, and exercises and thus be made part of firm’s screening process. The sixth is securitizing, that is, make it clear that you are committed to doing your best to provide employees with job security. The seventh is hard-side rewards, that is, offer packages of above-average pay combined with incentives and extensive benefits. The eighth is actualizing, that is, engage. It aims to ensure that all employees have an opportunity to use all their skills and gifts at work, to become all they can be (Dessler, 1993). Summary of the best practices in creating employee commitment can be seen in appendix A.
Meyer, J.P., Allen, N.J., and Smith, C.A. 1993. Commitment to Organizations and Occupations : Extention and Test of a Three-Component Conceptualization. Journal of Applied Psychology. Vol. 78 : 538 - 551. Moeljono, D. 2001. Pengaruh Budaya Korporat Terhadap Produktivitas
This study measured the research model from 65 companies, which consist of 32 manufacturing companies and 33 non-manufacturing companies. Table 2 shows the result of convergent validation. The reflected indicator meets the convergent validation if it has outer loading value that is higher than 0.05, and it has formative value if its t-statistic higher than 1.96. From Table 2, this study has proved that all indicators used were valid. The highest outer loading value indicates that it is the best indicator that can describe the variable. In variable LO, the best indicator in this study is LO6, connecting the organization to its environment. It means that learning organization in manufacturing and non- manufacturing companies in Surabaya, as the sample in this study, focused more on developing the connecting system to the business environment, which are the stakeholders. The companies maintain a good connecting system that enable the management to always learn and get knowledge about the need of stakeholders. The organization will always get the updated information about the stakeholders. The stakeholders are internal stakeholders (employees and owners), and external stakeholders (customers, debtors, competitors, government, and all parties that related to organization).
This means that if the organization can master internal and external resources to solve problems so that not only are they solved for the time being, but also so that they do not deepen or recur, we consider the organization healthy. In a healthy organization, problem-solving mechanisms work automatically, similarly to the immune system in physiology. When the problem-solving mechanisms are absent, weakened, or slow in response, problems occur, persist, or recur, wasting energy and resources in a preoccupation with short-term and partial remedies, not main purposes. We call this phenomenon organizational disease. We define organizational diseases as situations in which :
There are two instrument used in bound- ary system to establish the limit in order avoid the risks: business conduct and strategic boundaries (Simons, 1995; Simons, 2000). The business conduct boundaries are focused on behavior of all employees in an organization. The source of the boundaries is of three folds: society’s law, the organization’s belief system, and codes of behavior promulgated by industry and profes- sional association (Gatewood and Car- roll, 1991; Simons, 1994). When uncer- tainty resulting from new opportunities is highly or internal trust is low, the business conduct boundary is highly needed (Kanter in Simons, 1994). In the environment of high uncertainty, Merchant (1981) found that chances to manipulate the profit figures by manag- ers is high. The manipulation is one of risks that can endanger the managers’ company. Therefore, the business con- duct boundary will be imposed in that situation to avoid the risk and, in turn, improve the corporate performance. The low in internal trust can result in the ab- sence of shared commitment to the or- ganization goal. No commitment to goal can affect the corporate performance. The objective of applying the business conduct boundary is to maintain the em- ployee’s commitment to organization goal and, in turn, can improve the per- formance.
APP is committed to compliance with all laws and regulations in Indonesia on ethical labor practices. APP does not condone any form of forced labor in its employment practices and actively strives to protect its employees’ health and safety, in line with existing laws and regulations. Indonesia is a member of the International Labor Organization (ILO) and has ratified eight of the organization’s fundamental conventions.
Based on the above formulation of research questions, researcher conducted article search strategy in Several electronic data bases that are Science Direct, Google Scholar, Springer Link, Pro Quest, and Ebsco Host by writing the keywords mental health, illness, recovery, models, nursing intervention, developing countries. Also Researcher keywords combined using Boolean logic is: and or and phrase searching. In addition, restricted Also researcher Articles based on year 2009-2013, and English. Using keywords developing countries, the results Obtained are very limited. Due to the limitation researcher expanded the keyword with the developed countries and high income countries then retrieved 326 articles. The Articles then included into 17 Articles based on inclusion criteria (Denise F Polit and Sally Northam, 2011). To gain an understanding of the recovery models in the recovery model, the researcher Provided the summary of the article.
ABSTRACT: Curriculum is a set of lesson plan for achieving a learning outcome, instructional materials, process, process, and evaluation that serve as a guideline for study program. Higher education curriculum is a set of lesson plan and rules of objective, content, and instructional materials which serve as a guideline for learning process to achieve the objective of Higher Education. It is developed by each study program based on Indonesian National Qualification Design (KKNI) and Higher Education National Standard (SNP), consisting of attitudes and values, knowledge, general skills, and specific skills. Referring to the Presidential degrees and Culture and Education Ministerial degrees, therefore, each study program in graduate program of Education Staff and Educator Association (LPTK) is necessary to organize a curriculum based on KKNI and SNPT. It is intended to actualize an accountable curriculum, produce alumni with KKNI and Teacher Competency Standard, and give a wide insight to the alumni with knowledge of study field, fundamental educating science, and strategy of its professional implementation. The stages of curriculum organization include: 1) determining graduation profile and learning outcome, 2) making a decision in instructional materials, 3) and determining courses, curriculum structure, and semester credit, and 4) developing semester and weekly learning plans.
The results of the research were: (1) soft quality management aspects had a positive effect on organizational performance at the Vocational High Schools, and (2) hard quality management aspects had a positive effect on organizational performance at the Vocational High Schools.
This study aimed to examine the direct and significant affect of leadership style to learning organization, leadership style to employee ’s satisfaction, learning organization to firm’s performance, employee ’s satisfaction to firm’s performance, leadership style to firm’s performance, and learning organization to employee’s satisfaction on manufacturing companies in Surabaya. This study used quantitative approach and the data were obtained through the distribution of questionnaire to manufacturing firm in Surabaya and processed by using PLS software. This study showed that there was a positive and significant relationship of leadership style to learning organization, leadership style to employee’s satisfaction, learning organization to firm’s performance, employee’s satisfaction to firm’s performance, leadership style to firm’s performance, and learning organization to employee’s satisfaction on manufacturing companies in Surabaya.
This study aimed to analyze the effect quality of information system and quality of information on user satisfaction of e-filing system. The object of the research is conducted at the Tax Services Office (KPP) Pratama Karanganyar, using sample of 100 respondent with purposive sampling technique. Collecting data using questionnaire techniques, data analysis techniques using multiple linear regression analysis. The conclusion of each hypothesis test results show that (1) quality of information system have significant effect on user satisfaction of e-filing system. (2) quality of information have significant effect on user satisfaction of e-filing system. Implication of this study, increased the quality of information system and quality of information can influencing increased on user satisfaction of e-filing system .
Since culture has a greater influence on the behavior andperformance, every organization through the managers must therefore have a numerous channels of transmitting their cultural values to the employees. Brown D. R. and Harvey (2006) highlighted some of the several ways of learning the culture of the organization. This includes; stories, rituals, material symbols and languages. The story, according to Buchanan and Huczynski (2004) provides descriptive explanation about the past, give insight into the present and anticipate for future occurencies. This enlightenment focuses on the rationale behind the establishment of the organization, the core values, actions and reactions to past mistakes, and organizational coping strategies (Frambach & Schiilewaert, 2002). The rituals are the actions that articulates and strengthens the key values of the organization, management style, the strategic intent and objectives as well as the resourcing strategies of the organization. The material symbols serve as a means to spread messages like values of sincerity, risk taking, honesty, equality, resourcefulness, inventiveness, and discipline to the employees. Ogbonna & Harris (2000) also identified other examples of material symbols which include the structures, composition of employees, size of offices, trademarks, logo, and so on. Finally, the banking industry adopts and uses different languages as a way to identify members who shared common values and with relatively stable characteristics. To the new employees, they are frequently overwhelmed with acronyms and jargon that, after six months on the job, have become fully part of their language. Organizational members are able to understand how their communicative actions and interactions contribute to the increased performanceand organization’s mission and philosophy. Kandula (2006) adduced that effective performance cannot be attained without a formidable cultural values. Magee (2002) contends that the relationship between organizational culture and employees’ performance cannot be quantified since both variables depend on each other for success. Since culture is what distinguishes an organization from another, therefore the strategies and practices put in place will be quite different as well. It is believed that formidable cultural values and diversity have a significant influence on the performance, commitment, morale and motivations of an employee in the banking sectors.
The outcomes of this study are relevant for management education, adding extra flavors to the adagio: think globally, act locally. Thinking globally implies understanding cultural differences, as well as seeing commonalities. And these commonalities are indeed substantial. Particularly, the stereotypical image that helping behaviors in teams are more prevalent in collectivistic societies, needs to be reconsidered. Moreover, managers can strongly contribute to GOCB through supportive behavior, and this holds true globally. The moderating effects of culture are limited indeed. Managers should not forget that consideration is indeed the key element in their work. Particularly in individualistic societies this element might be under pressure, due to rapid career moves, constantly changing organizational environments, and working teams. Consideration was addressed as a ‘ forgotten’ style in a recent publication by Judge et al. (2004). We agree with these authors that supportive leadership should have a central place in management training. We might add that also in selection of management trainees, personality and competencies for expressing consideration deserve more attention.