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Enregistrement W3112200059 · doi:10.26418/ejme.v8i1.35694

PERAN KOMITMEN ORGANISASIONAL DAN KOMPENSASI TERHADAP KEPUASAN KERJA DENGAN MODERASI BUDAYA ORGANISASI KARYAWAN PT.PLN (PERSERO) UNIT INDUK WILAYAH KALIMANTAN BARAT

2019· article· id· W3112200059 sur OpenAlex

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Notice bibliographique

RevueEquator Journal of Management and Entrepreneurship (EJME) · 2019
Typearticle
Langueid
DomaineSocial Sciences
ThématiqueEmployee Performance and Management
Établissements canadiensnon disponible
Organismes subventionnairesnon disponible
Mots-clésPolitical science

Résumé

récupéré en direct d'OpenAlex

Tujuan dalam penelitian ini adalah untuk mengetahui Peran Komitmen organisasional yang terdiri dari komitment afektif, normative, dan kontinuan dan Kompensasi baik itu kompensasi finansial dan non-finansial terhadap Kepuasan kerja dengan moderasi Budaya organisasi sebagai variabel penguat atau memperlemah pada karyawan PT.PLN (Persero) Unit Induk Wilayah Kalimantan Barat. Sampel dalam penelitian ini adalah 200 orang karyawan dan data yang dapat di olah sebanyak 200 sampel. PT.PLN (Persero) Unit Induk Wilayah Kalimantan Barat. Data dianalisis menggunakan WrapPls 6.0 dan SPSS 16 untuk menguji Uji asumsi Normalitas dan Linieritas.Hasil penelitian ini menyimpulkan bahwa komitmen organisasi berpengaruh positif terhadap kepuasan kerja karyawan PT.PLN (Persero) Unit Induk Wilayah Kalimantan Barat. Kompensasi juag berpengaruh positif terhadap kepuasan kerja karyawan PT.PLN (Persero) Unit Induk Wilayah Kalimantan Barat. Selain itu Budaya sebagai variabel moderasi memiliki hubungan yang signifikan sebagai moderasi antar hubungan komitmen organisasional terhadap kepuasan kerja, tetapi tidak memoderasi hubungan kompensasi terhadap kepuasan kerja. Kata Kunci : komitmen organisasional,kompensasi,kepuasan kerja dan budaya organisasiDAFTAR PUSTAKA Adeniji, A. A., & Osibanjo, A. O., (2012). Human Resource Management: Theory & Practice.Lagos, Nigeria: Pumark Nigeria Limited. Allen N J, & Meyer J P., (1990). The measurement & antecedents of affective, Continuance & normative commitment to the organization. Jurnal of Occupational Psychology (1990), 63, 1-18 Printed in great Britain 1990 the British Psychological Society.Allen N J, & Meyer J P., (1996). Affective, Continuance, & Normative Commitment to the Organization: An Examination of Construct Validity. Journal of Vocational Behavior 49, 252–276 (1996) Article no. 0043.Agustina R., (2013),” Pengaruh kepemimpinan transformasional & budaya organisasi terhadap kepuasan kerja & kinerja karyawan PT.Jamsostek (persero)”, DIE, Jurnal Ilmu Ekonomi & Manajemen Januari 2013, Vol. 9 No.1, pp. 82-93.Bangun,W.,(2012).“Manajemen Sumber Daya Manusia”.Jakarta: ErlanggaBlake, R.R. & Mouton, J.S., (1964), The Managerial Grid, Gulf, Houston, TX.Blau, P.M., (1964), Exchange & Power in Social Life, Transaction Publishers, Wiley, New York, NY.Bower, M., (1966), The Will to Manage, McGraw-Hill, New York, NY.Cameron, K.S. & Freeman, S.J., (1991), “Cultural congruence, strength, & type: relationships to effectiveness”, Research in Organizational Change & Development, Vol. 5, pp. 23-58.Curtis, S., & Dennis W., (2001), Retaining Employees - The Fast Track to Commitment, Management Research News, Volume 24Cut Zurnali, (2010), "Learning Organization, Competency, Organizational Commitment, & Customer Orientation : Knowledge Worker - Kerangka Riset Manajemen Sumberdaya Manusia pada Masa Depan", Penerbit Unpad Press, B&ungDadang, S., (2013). Optimalisasi Otonomi Daerah Kebijakan, Strategi & Upaya, Jakarta: Yayasan Empat Sembilan.Daft, R.L., (2005), The Leadership Experience, 3rd ed., Thomson-Southwestern, Vancouver.Dwi W.,Suprayitno, Sutarno,(2016). “Pengaruh Kompensasi & Disiplin kerja terhadap Kinerja karyawan homeschooling kak seto di Surakarta yang dimoderasi budaya organisasi”.Jurnal Ekonomi & Kewirausahaan Vol.16 No. 2, pp. 260 – 267.Edy Sutrisno, (2014). Manajemen Sumber Daya Manusia. Cetak Ke Enam. Pranada Media Group, Jakarta.Fischer, R. & Mansell, A., (2009), “Commitment across cultures: a meta-analytical approach”, Journal of International Business Studies, Vol. 40 No. 8, pp. 1339-1358.Fock, H., Hui, M.K., Au, K. & Bond, M.H., (2013), “Moderation effects of power distance on the relationship between types of empowerment & employee satisfaction”, Journal of Cross-Cultural Psychology, Vol. 44 No. 2, pp. 281-298.Goffee, R. & Jones, G., (1998), The Character of a Corporation: How Your Company’s Culture Can Make or Break Your Business, HarperBusiness, London.Gouldner, A.W., (1960), “The norm of reciprocity: a preliminary statement”, American Sociological Review, Vol. 25 No. 2, pp. 161-178.George, Jennifer M., Jones, Gareth M., (2007). Underst&ing & Managing Organizational Behavior. New Jersey: Pearson Prentice Hall.Gupta, S.J. & Pannu, H.K., (2013), “A comparative study of job satisfaction in public & private sector”, Indian Journal of Arts, Vol. 1 No. 1, pp. 3-6.Hasibuan, Malayu S.P., (2010) Manajemen Sumber Daya Manusia, edisi revisi, Jakarta: PT Bumi Aksara. Hasibuan, Malayu S.P., (2017) Manajemen Sumber Daya Manusia, edisi revisi, Jakarta: PT Bumi Aksara Haberberg, A. & Rieple, A., (2008), StrategicManagement: Theory & Application, Oxford University Press, Oxford. Heskett, J., (2011), The Culture Cycle: How to Shape the Unseen Force that Transforms Performance, Pearson, NJ.Ipek Kalemci Tuzun, (2009),"The impact of identification & commitment on job satisfaction", Management Research News, Vol. 32 Iss 8 pp. 728 – 738 Jack H. Syauta, Troena, Setiawan, Solimun, (2012),”The Influence of Organizational Culture, Organizational Commitment to Job Satisfaction & Employee Performance (Study at Municipal Waterworks of Jayapura, Papua Indonesia)”, International Journal of Business & Management Invention ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X www.ijbmi.org Volume 1Issue 1.December. 2012.PP.69-76 Jain, A.K., (2015), “Volunteerism & organisational culture: relationship to organizational commitment & citizenship behaviors in India”, Cross Cultural Management, Vol. 22 No. 1, pp. 116-144.Kartika, Endo W., (2011). Analisis Pengaruh Leader-member Exchange, Perceived Organizational Support, & Komitmen Organisasional ter-hadap Organizational Citizenship Behavior pada Karyawan Hotel Berbintang Lima di Surabaya. Surabaya: Universitas AirlanggaKumar, S.P. & Giri, V.N. (2012), “Impact of teachers’ commitment forms on organisational citizenship behaviour in Indian engineering institution”, Journal of IMS Group, Vol. 9 No. 4, pp. 1-7.Kuncoro, M.,(2009). Metode Riset Untuk Bisnis & Ekonomi. Penerbit Erlangga. Jakarta.Kwantes, Karam, Kuo, & Towson., (2009) Culture's influence on the perception of OCB as in-role or extra-role. Kanada. International Journal of Intercultural Relations.Lee Huey Yiing, Kamarul Zaman Bin Ahmad, (2009),"The moderating effects of organizational culture on the relationships between leadership behaviour & organizational commitment & between organizational commitment & job satisfaction & performance", Leadership & Organization Development Journal, Vol. 30 Iss: 1 pp. 53 – 86. Luthans,Fred., (2006). Perilaku organisasi. Edisi bahasa Indonesia diterbitkan &I. Yogyakarta.Maryam Al-Sada, Bader Al-Esmael, Mohd.Nishat Faisal, (2017) "Influence of organizational culture & leadership style on employee satisfaction, commitment & motivation in the educational sector in Qatar", EuroMed Journal of Business, Vol. 12 Issue: 2 Madlock, P.E., (2012), “The influence of power distance & communication on Mexican workers”, Journal of Business Communication, Vol. 49 No. 2, pp. 169-184. Muguongo, Muguna,, Muriithi., (2015),” Effects of Compensation on Job Satisfaction Among Secondary School Teachers in Maara Sub - County o Tharaka Nithi County, Kenya”, Published online October 10, 2015 ISSN: 2331-0707 (Print); ISSN: 2331-0715. Meyer, J. P., & Allen, N. J., (1991). “A Three-Component Conceptualization of Organizational Commitment”. Human Resource Management Review, 1(1), 61-89.Meyer, J. P., Allen, N. J., & Smith, C., (1993). Commitment to Organizations & Occupations: Extension & Test of a Three-Component Conceptualization. Journal of Applied Psychology, 78, 538-551.Messner, W., (2013), “Effect of organizational culture on employee commitment in the Indian IT services sourcing industry”, Journal of Indian Business Research, Vol. 5 No. 2, pp. 76-100.Morris, M.W., Williams, K.Y., Leung, K., Larrick, R., Mendoza, M.T., Bhatnagar, D., Li, J., Kondo, M., Luo, J.-L. & Hu, J.C., (1998), “Conflict management style: accounting for cross-national differences”, Journal of International Business Studies, Vol. 29 No. 4, pp. 729-747.Mowday, R.T., Porter, L.W., & Steers, R.M., (1982). Employee-organization linkages: The psychology of commitment, absenteeism, & turnover. New York: Academic Press.Pala,Fikri. & Eker, semith,(2008). the effect of demographic characteristic on organizational commitment & job satisfaction : An Empirical study on Turkish health care staff. The journal of industrial relations & human resources vol:10 No:2, April 2008, ISSN:1303-286Patricia Yin Yin Lau, Gary N. McLean, Yen-Chen Hsu & Bella Ya-Hui Lien, (2016): “Learning organization, organizational culture, & affective commitment in Malaysia: A person–organization fit theory”, Human Resource Development International. Pawirosumarto, S., Purwanto, K.S, Rachmad, G., (2017) "The effect of work environment, leadership style, & organizational culture towards job satisfaction & its implication towards employee performance in Parador Hotels & Resorts, Indonesia", International Journal of Law & Management, Vol. 59 Issue: 6, pp.1337-1358 Priyatno, Duwi., (2011). Buku Saku Analisis Statistik Data. Penerbit Media Kom. Yogyakarta. Potter, L., (2003), “The communicator as gardener”, Communication World, Vol. 20 No. 2, pp. 14-17.Quinn, R.E. & Cameron, K., (1983), “Organizational life cycles & sifting criteria of effectiveness: some preliminary evidence”, Management Science, Vol. 29, pp. 33-51.Quinn, R.E. & Rohrbaugh, J., (1983), “A spatial model of effectiveness criteria: towards acompeting values approach to organizational analysis”, Management Science, Vol. 29, pp. 363-77.Richard L. Hughes, Robert C. Ginnett, & Gordon J. Curphy., (2012). Leadership, Enhancing the Lessons of Experience,

Récupéré en direct depuis OpenAlex et désinversé. Les résumés ne sont pas conservés dans cette base de données : les index inversés représentent 8,6 Go des 9,3 Go de texte de la base, et le serveur dispose de 13 Go libres.

Prédiction distillée sur la base complète

Imitation des enseignants

Ni prévalence calibrée, ni vérité terrain. Validation humaine à venir. Apprise à partir de 10 348 étiquettes directes de Codex et de 10 348 étiquettes directes de Gemma. Le mode candidate est l'union des têtes enseignantes seuillées; le consensus est leur intersection. Ces sorties portent le statut machine_predicted_unvalidated et ne sont ni des étiquettes humaines ni des étiquettes directes de modèles de pointe.

score de la tête « metaresearch » (Codex)0,003
score de la tête « metaresearch » (Gemma)0,000
Version: codex-gemma-dda1882f352aStatut de validation: machine_predicted_unvalidated
Catégories candidatesMéta-épidémiologie (sens strict), Charge utile insuffisante (le modèle a refusé de juger)
Catégories consensuellesaucune
DomaineSignal candidat: aucune · Signal consensuel: aucune
Devis d'étudeSignal candidat: Observationnel · Signal consensuel: Observationnel
GenreSignal candidat: Empirique · Signal consensuel: Empirique
Score de désaccord entre enseignants0,457
Score d'incertitude au seuil0,999

Scores Codex et Gemma par catégorie

CatégorieCodexGemma
Métarecherche0,0030,000
Méta-épidémiologie (sens strict)0,0010,001
Méta-épidémiologie (sens large)0,0010,001
Bibliométrie0,0010,001
Études des sciences et des technologies0,0010,000
Communication savante0,0010,002
Science ouverte0,0020,001
Intégrité de la recherche0,0000,001
Charge utile insuffisante (le modèle a refusé de juger)0,0020,000

Scores machine (provisoires)

Les deux têtes enseignantes du modèle étudiant, lues sur ce travail. Un score ordonne la base pour la relecture; il n'affirme jamais une catégorie, et le statut de validation accompagne chaque rangée tel quel.

Scores de référence d'un modèle non mature (critères de maturité non atteints, 7 itérations). Un score ordonne; il n'affirme jamais une catégorie.

Tête enseignante Opus0,025
Tête enseignante GPT0,261
Écart entre enseignants0,236 · la distance entre les deux têtes enseignantes sur ce seul travail
Statut de validationscore_only:v0-immature-baseline · tel quel depuis la passe de notation : score_only signifie que le nombre peut ordonner les travaux, et qu'aucune étiquette de catégorie n'en découle