Chapter 3

Nilai, Sikap, dan

Kepuasan Kerja

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E VTWELFTH
E N T HEDITION
E D I T I O N
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All rights reserved. by Charlie Cook
 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.
 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.
 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
Dominant Work Values in Today’s
Workforce
Nilai, Kesetiaan, dan Perilaku Etis

Nilai dan Perilaku Etis

Pemimpin

Perilaku Etis
dalam Organisasi
 Sikap

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

Kepuasan Kerja
Suatu sikap positif yang ditunjukkan oleh seseorang
mengenai pekerjaannya.

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.
 Teori Disonans Kognitif

Disonans Kognitif
Setiap ketidaksesuaian antara dua sikap atau lebih,
atau antara perilaku dan sikap

Desire to reduce dissonance

• Elemen yang penting menciptakan disonans
• Pangkat individual, mempengaruhi elemen lain
• Penghargaan mempengaruhi dalam disonans

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 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

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 Teori Persepsi Diri

Sikap-sikap digunakan setelah fakta untuk

mencari makna dari suatu tindakan yang telah
terjadi

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 Types of Attitudes

Job Satisfaction
Suatu sikap umum yang timbul dari seorang individu
terhadap pekerjaannya, baik itu berupa positif,
maupun negatif.
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.
© 2005 Prentice Hall Inc. All rights reserved. 3–12
 Types of Attitudes
Perceived Organizational Support (POS)
Degree to which employees feel the organization cares
about their well-being.

Employee Engagement
An individual’s involvement with, satisfaction with, and
enthusiasm for the organization.

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 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.

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 Sample Attitude Survey

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 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.

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 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

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 Bagaimana Pekerja dapat Mengekspresikan
Ketidakpuasannya

Exit Voice
Behavior directed toward Active and constructive
leaving the organization. attempts to improve
conditions.

Loyalty Neglect
Passively waiting for Allowing conditions to
conditions to improve. worsen.

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 Responses to Job Dissatisfaction

Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,” Journal
E X H I B I T 3–5
of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.
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 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.

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 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.

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 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.

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