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Showing posts with label Human Resource Management. Show all posts

Feasibility of compensation and justice as well as factors affecting compensation system

Here's an explanation Feasibility of compensation and justice as well as Factors Affecting Compensation System. Please read below....


Definition of Compensation Eligibility
Compensation system is created and organized to achieve certain goals (Milkovich & Newman, 2004: 7). These objectives include efficiency (efficiency), justice (equity) and feasibility (compliance) in accordance with the laws and regulations in force. Specific efficiency goals include increasing productivity and controlling labor costs. Feasibility, as an objective, related to the implementation of all laws and regulations on compensation. If then the laws and regulations are changed, then the compensation system itself needs to be adjusted as well, so the purpose of eligibility can continue to run.

Understanding Equity Compensation
Justice is a fundamental system of compensation (Milkovich & Newman, 2004: 8). Statements such as "fair treatment for all employees" reflects a concern for justice. The purpose of justice seeks to ensure the fairness of compensation for all individuals in the employment relationship. Objectives focused on making equity compensation systems that recognize the contribution of workers (the higher the performance or experience or training, the higher the compensation provided) and the needs of workers (providing minimum wages, or health insurance).
According Simamora (2004: 449), equity compensation is divided into three, namely:
1. External justice
Appropriate wage rates prevailing wages for similar jobs in the external labor market. Justice of externally assessed by comparing similar jobs between the organizations incomparable. Two conditions must be met:
(1). work is being compared must be equal or nearly equal, and (2). organizations surveyed have similar size, mission, and the sector.

2. Internal Justice
Appropriate level of salary / worth the value of internal work for the company. Internal justice is a function of the relative status of a job in the organization, the economic value of the work, or social status of a job, such as power, influence, and status in the organizational hierarchy. Associated with a plurality of internal justice in wages between different jobs within an organization.

3. Individual justice
Individual worker feels that he is treated fairly in comparison with his colleagues. When a worker receiving compensation from the company, perceptions of fairness are influenced by two factors: (1) the ratio of compensation to the input of effort, education,

training, resistance would harm the working conditions of a person, (2) comparison of this ratio with the ratio of other workers with direct contact occurs.

Factors Affecting Compensation System
According Simamora (2003: 438), the system of compensation by the organization to the workers affected by various factors. These factors are a challenge every organization to determine the compensation policy for employees. Factors these factors include the following:
1. Productivity
Any organization willing to make a profit. This advantage can be either material or non material benefits. For those reasons, the organization should consider the productivity of his work in his contribution to profits organization. Of that organization will not pay or give compensation exceed contributions to the organization through their productivity.

2. Ability to pay
Compensation will depend on the organization's ability to pay. Any organization will not pay workers compensation, beyond his ability. Otherwise, the organization would go out of business.

3. Willingness to pay
Willingness to pay will affect the policy of granting compensation to the workers. Many organizations are capable of providing high compensation, but they are not necessarily willing or unwilling to provide adequate compensation.

4. Supply and labor demand
The extent of labor in the labor market will affect the compensation system. For workers whose abilities are very numerous in the labor market, they will be compensated lower than the rare ability to workers in the labor market.

5. Trade Unions
With the workers' organizations will affect the compensation policy. Workers' organizations usually fight for its members to obtain compensation commensurate. If there are organizations that provide compensation that is not commensurate, then the organization will demand workers.

6. Various regulations and legislation
With a better system of government, then the better the system of legislation, including in the areas of labor (workers). Various rules and regulations will clearly affect the workers' compensation system by any organization, whether public or private.

Hopefully you can find what you are looking at the "feasibility of compensation and justice as well as Factors Affecting Compensation System"

Theory of Work Adjustment to Employee Satisfaction Measure.

Please read the Theory of Work Adjustment to Employee Satisfaction Measure carefully. A group of University of Minnesota psychologist in the late 1950's, made a research program related to the general problem of adjustment inengenai work. This program develops a conceptual framework called the Theory of Work Adjustment (Wayne & Cascio, 1990, 277). Theory of Work Adjustment is based on the relationship between the individual and the work environment. The relationship began when people pay attention to the ability or expertise that allows it to respond to the needs of the work of a working environment. From the other side, providing a work environment such as driving or award salary, status, personal relationships, and others in relation to individual needs. If an individual meets the job requirements, the employee will be considered as satisfactory workers and allowed to continue working in a business entity. 

On the other hand, if the work needs to meet the individual needs or are considered as workers are satisfied. Needs work, workers lndividu expect to be evaluated by the supervisor as satisfactory when the ability of workers and individual skills to meet employment needs of individuals, they are expected to be satisfied workers. An employee who is satisfied and expected to perform their jobs satisfactorily. If ability and job requirements are not balanced then the resignation, the rate of turnover, dismissal and demotion can occur. Model Theory of Work Adjustment to measure 20 dimensions which describes 20 elements needs / condition specific boosters that are important in creating job satisfaction. Dimensions are described as follows:
  1. Ability Utilization is the utilization of skills possessed by employees.
  2. Achievement is achievement reached during the work.
  3. Activity is all kinds of activities undertaken in the works.
  4. Advancement is the advancement or progress achieved during the work.
  5. Authority is the authority that belongs in doing the work.
  6. Company Policies and Practices are conducted just for the employees.
  7. Compensation is any form of compensation given to employees.
  8. Co-workers are co-workers who were directly involved in the work.
  9. Creativity is creativity that can be done in performing the work.
  10. Independence is the independence of the employee in the work.
  11. Moral values ​​are moral values ​​that employees have in their jobs such as guilt or forced.
  12. Recognition is an acknowledgment of the work performed.
  13. Responsibility, carried the responsibility of and owned.
  14. Security, a sense of security felt by employees to the work environment.
  15. Social Service employees are the social feeling of the work environment.
  16. Social status is the degree of social and self-perceived effect of the work.
  17. Supervision-Human Relations is the support provided by the enterprise to its workers.
  18. Technical supervision, guidance and technical assistance is given to the employees supervisor.
  19. Variety is the variation of the employee to do his job.
  20. Working Conditions, the state of the workplace where employees do their jobs.

Basic hypothesis dart Theory of Work Adjustment is that job satisfaction is a function of the relationship between the driving system of the working environment to individual needs.

Definition, Indication, Impact of Turnover for the Company and the Calculation of Turnover

You read about Definition, Indication, Impact of Turnover for the Company and the Calculation of Turnover.

Definition of Turnover Intentions
According Harninda (1999:27): "Turnover intentions is essentially the same as the desire to move employees from one workplace to another workplace." The opinion shows that the turnover intentions is the desire to move, not yet reached the stage of realization is to make the transition from one workplace to other workplaces. Harnoto (2002:2) states: "turnover intentions is the degree or intensity of the desire to get out of the company, many of the reasons that led to turnover intentions, and among these is the desire to get a better job." Opinion was also relatively similar to that opinion has been previously disclosed, that turnover intentions is essentially a desire to leave (exit) of the company.

TOLY (2001), states: "The high desire to move the staff accountant has given rise to the potential cost to the Public Accounting Firm (KAP)." This argument suggests that the turnover intensions is a form of employee willingness to move to another company. Handoko (2000:322) states: "The cycle (turnover) is a particular challenge for human resource development. Because these events can not be predicted, development activities should be prepared at any time substitute an outgoing employee. "On the other hand, in many real cases, the company's development program is very good actually increase turnover intentions.

Employee turnover or employee of the organization's turnover is an important phenomenon in organizational life. There are times when the employee turnover has a positive impact. But most of the turnover unfavorable influence on the organization, both in terms of cost and in terms of loss of time and opportunity to take advantage of opportunities in a broad sense, "turnover is defined as the flow of workers entering and leaving the company" (Ronodipuro and Husnan, 1995 : 34). While Mobley (1999: 13), megemukakan that general limitations on employee turnover are: "the cessation of the individual as a member of an organization with accompanying financial rewards by the organization concerned".
The occurrence indication Turnover IntentionsAccording Harnoto (2002:2): "Turnover intentions are characterized by a variety of matters relating to employee behavior, such as: increased attendance, getting lazy work, increasing the courage to violate labor discipline, the courage to oppose or protest to superiors, as well as seriousness to completing all the responsibilities of employees who are very different from the usual. "indications can be used as a reference for predicting turnover intentions of employees within a company.1. Increased absenteeismBerkinginan employees to change job, usually marked by the increasing attendance. The level of the employee's responsibility in this phase is less than before.2. Getting lazy to workBerkinginan employees to change job, it would be lazy to work because of the orientation of these employees are working in other places that are seen as more capable of fulfilling all the wishes of the employee concerned.3. Rather, they increase in labor violationsViolations of discipline in the work environment often do employees who will do the turnover. Employees are more likely to leave the workplace when the hours of work in progress, as well as various other forms of infringement.4. An increase in protest against the bossBerkinginan employees to change job, more often protested against the policies of the company to the boss. Protests that emphasized material usually associated with fringe benefits or other rules that do not agree with the wishes of employees.5. Positive behavior is very different from the usualUsually this applies to employees who are positive characteristics. These employees have a high responsibility for the tasks assigned, and if the positive behavior of employees is increasing much different than usual and it shows it will do the turnover of employees.
The impact of turnover for the organizationTurnover is an indication of the stability of the employee. The higher turnover means more frequent turnover. Of course this will hurt the company. Therefore, if an employee leaves the company will bring a variety of costs such as:a. The cost of employee withdrawal. Regarding the time and facilities to interview the employee selection process, the withdrawal and replacement study.b. Training costs. Regarding the superintendent, the personnel department and trained employees.c. What is spent for employees is smaller than that produced the new employee.d. The accident rate of new employees, usually tends to be high.e. The existence of the lost production during turnover.f. Production equipment that can not be used fully.g. A lot of waste because of the new employees.h. Need to work overtime, if not experience delivery delays.High turnover in an area within an organization, showed that the area in question needs to be improved working conditions or how to built it.
Calculation of TurnoverLevels of turnover intentions can be expressed by a variety of formulas.Generally, the rate of turnover intentions expressed in percentages covering a specified period. If a company has an average 800 workers per month, during which it occurs 16 times the employee exit (accession) and 24 times the removal (separation). Then the accession rate was 16/800 x 100% = 2%, while the separation rate is 24/800 x 100% = 3%. Thus the level of replacement (replacement) or the replacement rate is the same as the accession rate which is 2%. Because replacement (penggatian) or the replacement rate should always be balanced by the accession rate. This means that the discharge of an employee / employees for example, must be replaced with an employee / new hire as a replacement (replacement).Replacement rate is often called the net labor turnover, an emphasis on labor turnover costs to attract and train replacement employees.

Definition, Aspects, Decreased Symptoms and How to Increase Morale Morale and Work Passion

According Nitisemito spirit and morale is: "The spirit and excitement of working in essence is the embodiment of high morale, and some have identified as free, high morale is the enthusiasm and the excitement of working."
In general, there is a tendency of high-productivity relationship with morale and enthusiasm high. Under the condition of the spirit and excitement
bad work will lead to lower overall labor productivity.
Decline in productivity will affect the profits earned by the company in the future. This would burden the company's prospects in the future, when the spirit and excitement of the job seriously burdened by the company. The spirit and excitement of high work should not lead to high productivity, it is simply an effect of overall productivity, for example: a group of workers who have the passion and excitement of high employment, but they only just bersendau joked at the time regardless of the job left by supervisor.

Aspects of Morale
Morale aspects need to be studied because in these aspects can measure the high and low morale. According to (Maier, 1998:119), a person who has high morale has its own reasons for work that is really wanted. This causes the person has a passion, qualities to survive in the face of adversity to fight frustration, and
have a partisan attitude. There are four aspects that indicate a person has high morale, namely:
a. Enthusiasm
Someone who has a passion in the work means also have the motivation and drive to work. Motivation will be formed when a person has a desire or interest in doing his job. According to (Jucius, 1959) which further necessitated by the employee is supposed to work for the organization
not more concerned on what they can.
b. Strength to fight the frustration
This aspect shows the strength of a person to always be constructive even when a failure is encountered in the work. Someone who has high morale certainly will not have a pessimistic nature when having difficulties in his work.
c. Quality to survive
This aspect implies a person who has high morale is not easily discouraged in the face of the difficulties in his work. This means there is perseverance and confidence in him. This belief, by (Maier, 1998:120) indicates that a person who has the energy and confidence for the future looked good. This is to improve the quality to survive. Reflect persistence in the sincerity of someone having to work. So do not assume that work is not only a result of time, malainkan something important.
d. Team spirit
The spirit of the group described the relationship between employees. With the morale of the employees will work with each other, mutual help, and not each other down. So the morale here indicate a willingness to cooperate with others for others to achieve common goals.

The decrease symptoms of passion and Passion Works.
By knowing the symptoms and fall of the spirit and excitement of the work it can take preventive measures as early as possible problems include:
High levels of attendance. To see whether the increased level of absenteeism was a decline in morale and enthusiasm for the job then we should not see this increased level of absenteeism on an individual basis but must be viewed in the average.
Anxiety is everywhere. Kegelisahaan in the workplace will happen when the passion and excitement of the work down, as a leader, we must be aware of the anxieties that arise in the corporate work environment. This anxiety can manifest in the form of labor unrest, complaints and others.
High labor turnover. Increased employee turnover, particularly the unrest caused by their work at the company, so they try to find another job that is considered more appropriate. Labor turnover rate is high but may decrease the productivity of labor, can also disrupt the continuity of the company.
Demands that often occur. The demand is actually a manifestation of dissatisfaction, which at some stage will cause the nerve to make demands.
Strike. The most powerful indication of the level of enthusiasm and excitement of falling employment is in case of strikes. This is due to the strike is a manifestation of discontent and kegelisahaan employees.

For cause-and-drop in enthusiasm and excitement of Work
According to the passion and excitement Nitisemito employment decline was due to many reasons, for example: wages are too low, inconsistence with the style of leadership, poor working environment and so on. To solve the problem then
companies must be able to find the cause of the decline in the working spirit and excitement. In principle, the decline in morale and enthusiasm of work due to dissatisfaction of the employees. Source of dissatisfaction may be material and non material. Which is material such as low wages, lack of facilities and others. While the non material such as: respect for human beings, the need for participation and others.

How to Boost Morale and Work Passion.
Each company is always trying to improve morale and enthusiasm of its employees work as closely as possible, and limits the ability of the company. How to improve morale and enthusiasm to work as closely as possible. Because it is here attempted to provide some of the ways how to improve morale and enthusiasm to work, both material and non material. Where the most appropriate way of course depend on the company's circumstances and objectives. To raise the spirits and morale can be reached by Nitisemito by:

Enough salary. Each company should provide adequate salaries to its employees. Significant amount of money that can pay the company without incurring losses for the company.
Giving a nice facility. Any company where possible should provide an enjoyable facility for its employees. The facility can be a place of worship, canteen, and so forth.
Place the employee in the right position. The exact position of the point is in accordance with their respective skills, inaccuracies position will lead the way employees work less well and the results are not satisfactory.
Provide opportunities for employees to advance. Denganadanya opportunity to advance the spirit and passion will drive employees to achieve corporate objectives.
Ensuring employees have loyalty. Faithfulness or loyalty to the company's employees can cause a sense of responsibility. Responsibility can create excitement and passion. As for how to provide opportunities for employees to participate in the purchase of shares of the company concerned, and so forth.
Self-esteem needs to get attention. Corporate leaders must be able to appreciate the employees themselves if they want to be appreciated. People will be more than happy to work with low wages, but rewarded with a salary higher than but the company is lowering them.
Inviting employees to negotiate and resolve the implementation of the company. If the lead in carrying out his job had a personal problem to be solved then the employees have been consulted.
Noting a sense of security for the future. To create a sense of security for the future, the company in implementing retirement plans for employees. Variations in this way is that in addition to setting aside in part from corporate profits, wages paid to employees to cut pension.
Occasionally need to create a relaxing atmosphere. Provide a relaxed atmosphere for the employees is so that employees do not experience boredom of doing the job every day.

Definitions, approaches, Dimensions and Factors Affecting Organizational Climate

Understanding Organizational Climate, Climate organization has many definitions. The first definition put forward by Forehand and Gilmers in 1964, which states that organizational climate is a series of descriptions of the characteristics of the organization to survive in the long term (Toulson & Smith, 1994:455). Litwin and Stringer on paper, as quoted by Toulson and Smith (1994:457) define organizational climate as one that can be measured in the work environment either directly or indirectly affect the employees and work where they work with the assumption will affect the motivation and behavior employee.
Davis and Newstrom (2001:25) viewed organizational climate as an organizational personality that differentiates it from other organizations that lead to the perception of each member in view of the organization.
So it can be concluded that organizational climate is a series of descriptions of the organizational characteristics that distinguish one organization to another that leads to the perception of each member in view of the organization.

Organizational Climate Approach
James and Jones in Toulson and Smith (1994:455) divides organizational climate in the three approaches, namely:
a. Multiple measurement - organizational approach
This approach considers that organizational climate is a set of descriptive characteristics of the organization that has three properties, namely: relatively fixed over a certain period, different from one organization to another organization, and to influence the behavior of individuals within its organization. The main factors affecting the size, structure, systems complexity, leadership style, and direction of organizational goals.
b. Perceptual measurement - organizational attribute approach
This approach is also viewed as an organizational climate of organizational attributes, but this approach emphasizes the use of the measurement of perception rather than objective measurements such as size and organizational structure.
c. Perceptual measurement - individual approach
This approach views climate as a series of summary or global perceptions that reflect an interaction between the real events in the organization and perceptions of the incident. This approach emphasizes the attributes of a real organization to a summary of the individual perception. With this approach, the intervention variable caused by the events experienced by both individuals and organizations can influence the behavior of those individuals. Therefore, the climate of the organization can act as free and bound variables.

Organizational Climate Dimensions
Toulson and Smith (1994:457) described in his journal that the concept of organizational climate was first suggested by Litwin and Stringer in 1968. Organizational climate by Litwin and Stringer, described or measured by five dimensions, namely:
a. Responsibility (liability)
b. Identity (ID)
c. Warmth (warmth)
d. Support (support)
e. Conflict (conflict)
Understanding of each dimension are as follows:

A. Responsibility
Responsibility (responsibility) is the feeling of being a leader to yourself, do not always have to double check all of the decisions taken, when the employee gets a job, the employee knows that it is his job (Toulson & Smith, 1994:457).
Responsibility is the obligation of a person to carry out the functions assigned to the best possible fit with the direction received (Flippo, 1996:103) or the level of the extent to which members of the organization responsible for the assigned job (Cherrington, 1996:560).
Responsibilities associated with the delegation, Handoko (2000:224) states that the delegation can be defined as the delegation of formal authority and responsibility to others to carry out certain activities. Delegation of authority is the process by which managers allocate authority down to the people who report to him. Four events occurred when the delegation carried out:
a. Set goals and delegating tasks to subordinates.
b. Delegation of the delegation of authority necessary to achieve the goal or task
c. Acceptance of the delegation, either implicitly or explicitly, give rise to liability.
d. Assignments must accept responsibility subordinate to the results achieved.
In order to be effective delegates needed guidance to subordinates,
Handoko (2000:225), menggutip Stoner on guidelines for effective delegation:
a. Scalar principle
In the process of delegation of authority must be clear. Clear line of authority which will make it easier for every member of the organization to know: to whom he may delegate, from whom he would accept the delegation, and to whom he must give an account.
b. The principle of unity of command
This principle states that every subordinate in the organization should report to a boss. Reporting to more than one employer makes it difficult to know the individual to whom responsibility is given and where the instructions are followed. In addition, subordinates can avoid the bad performance of duties by reason of the many duties of the employer to another.
c. Responsibility, authority, and accountability
This principle states that the responsibility for specific tasks given to the lowest level of organization where there is sufficient capability and information to complete and is authorized to taste. An important part of the delegation of responsibility and authority is accountability. Acceptance of responsibility and authority means that the individual also agrees to accept the accountability demands of the task.
With the above explanation the employee will feel happy to accept the responsibilities given to his superiors, because in addition to get clarity about the limits of the role to be and to whom he should take responsibility for their work, employees are motivated to accept other responsibilities and complete tasks received by fine.

2. Identity
Identity (identity) is to have a feeling (sense of belonging) to the company and accepted in the group (Toulson & Smith, 1994:457).

3. Warmth
Warmth (warmth) is the feeling of a friendly working atmosphere and more emphasis on the conditions of hospitality or friendship in informal groups, as well as good relationships between colleagues, an emphasis on the influence of friendship and informal social groups (Toulson & Smith, 1994:457) .

4. Support
Support (support) are matters relating to the support and relationships among co-workers that is the feeling mutual help between managers and employees, with more emphasis on mutual support between superiors and subordinates (Toulson & Smith, 1994:457).

5. Conflict
Conflict (conflict) is a situation of disagreement or difference of opinion between leaders and subordinates with subordinates with subordinates. Emphasis on the conditions in which managers and workers are willing to listen to different opinions. Both sides are willing to place the issue openly and find solutions rather than avoid it (Toulson & Smith, 1994:457).

Factors Affecting Organizational Climate
According to Higgins (1994:477-478) there are four principal factors that affect climate, namely:
a. Manager / leader
Basically every action taken by the leader or manager affects climate in several ways, such as rules, policies, and procedures of the organization, especially the issues related to personnel issues, the distribution of rewards, communication styles, ways of used to motivate, techniques and disciplinary action, the interaction between management and groups, interaction between groups, attention to the problems that employees have from time to time, as well as the need for satisfaction and employee benefits.
b. Employees' behavior
Climate affect employees' behavior through their personalities, especially their needs and the actions they take to satisfy those needs. Employee communication plays an important part in shaping the climate. The way a person communicates to determine the success or failure of human relationships.
Based on a person's normal life style or set something up, can add to a climate of positive or negative can also cut it down.
c. Behavior of the working group
There is a particular need in most people in terms of relations of friendship, a need which is often satisfied by a group within the organization. Growing groups in the organization in two ways, namely the formal, especially in the working groups, and informal, as the friendship or common interests.
d. Factors external to the organization
Number of external factors affecting the organizational climate in the organization. State of the economy are the main factors that influence climate. For example in the economy with high inflation, the organization is under pressure to provide increased benefits at least equal to the rate of inflation. If the Government has set rules on wages and prices that could limit the increase in profits, employees may be unhappy and make it out to get a job at another company. On the other hand, the economic boom can drive sales and enable everyone to get a job and a big increase in profits, so the climate becomes more positive results.

Loyalty and Employee Attitudes: Definition and Indications of decline in employee loyalty

In the Indonesian dictionary describes the actions and attitudes so that by the establishment (Wjs. Poerwadarminta, 2002:944).
While the work is to do something (Wjs. Poerwadarminta, 2002:492). Within the meaning of Agus Maulana, employee attitude is communicated to employees in the atmosphere to the leadership of the employee or the company. Employees feel a deep pleasure to work performed.
Loyal is obedient, loyal (Wjs. Poerwadarminta, 2002:609). From the above understanding, the conclusion is a tendency of employees to move to another company. If the employee works at a company, and the company has provided facilities - Adequate facilities and accepted by employees, the loyalty of employees towards the company will be even greater, then the impulse arises which causes the employee to do the job becomes even harder.
Facilities - facilities that received by employees so that employees want to work as possible and remain loyal to the company, the company should provide an appropriate reward to its employees. It all depends on the company's circumstances and objectives.
For the company suggested several ways:
a. Enough salary
b. Provide spiritual needs.
c. Occasionally need to create a relaxing atmosphere.
d. Place the employee in the right position.
e. Provide opportunities for employees to advance.
f. Noting a sense of security for the future.
g. Seek to have the loyalty of employees.
h. Occasionally invites employees to negotiate.
i. Provide a nice facility. (Nitisemito, 1991:167

Because - because the decline in loyalty and work attitude is due to many reasons, for example, the wages they receive are not in accordance with the job, not fitting with the style of leader behavior, poor working environment and so on. To solve these problems, then the company should be able to find the cause of the decline in employee loyalty and attitude was caused, in principle, decrease employee loyalty and attitude was caused by dissatisfaction of the employees. The source of discontent could be material and non material that is material include: low wages, minimum facilities. While the non-material
include: respect for human needs - the need to participate and so on (Alex S. Nitisemito, 1991:167).

Indication - an indication of the decline of employee loyalty and attitude among others
A. Down / low labor productivity.
The fall in labor productivity can be measured or compared with the previous time. This lowered labor productivity can occur due to laziness or delay of work
2. Rising levels of absenteeism.
In general, if the employees' loyalty and attitude down, then the employees will be reluctant to come to work every day. When there are symptoms - symptoms of increased absenteeism research is urgently needed.
3. High labor turnover.
Increased employee turnover is primarily due to displeasure with the company employees. For that they are trying to find another job that is considered appropriate. High levels of labor migration in addition to lower labor productivity, may also affect the viability of the company.
4. Anxiety where - where.
Loyalty and employee attitudes that can lead to decreased anxiety as a leader must know that the anxiety that can manifest in the form of non publicly in the works, as well as the complaints - other things.

5. Demands that often occur.
Demands and in fact is a manifestation of dissatisfaction, which at some stage will cause the nerve to make demands.
6. Strike.
The most powerful indication of the level of decline in employee loyalty and attitude is a strike. Usually, a company that employees were not feeling it anymore until peaking, then it will lead to a claim, and if the claim is not successful, then in general the employees to strike work. (S. Alex Nitisemito, 1991:163 - 166).

In the category of employees of different ages show different accentuation loyalty of money outlined as follows:
a. Workforce over the age of fifty years show high loyalty to the organization. Perhaps the reason - the reason that stands out is that they are already well established in kekaryaannya, adequate income, allowing them to enjoy living standards that it considers appropriate. Many friends in the organization, career pattern is clear, do not want to move, was "too late" to start a second career, and in the not too old to enter retirement age. As contained in the company UD. AMBASSADOR
SENSE, in this company there are few full-time employees are employees with a lifespan of about 50s and had worked long enough in the company while the employees are contract employees who are still young.
b. Labor in the category forties show loyalty to the careers and professions that had been practiced. For example, someone who pursue careers in the financial sector will tend to "hold" on the field though by no means intense person by his only within the same organization. Because it is moved to another profession, but engaged in the same field, not a strange thing. Perhaps the principal reason lies in the desire to be true - it is steeped in a particular area because the educational background and training had taken, talents, interests, and experiences that enable it displays a satisfactory performance which in turn opens up opportunities for promotion, increase income, and career steady.
c. Labor in the category of 30-40 years showed that his loyalty focused on yourself. This is understandable because of the labor in the category was strongly encouraged to establish its existence, if you need to move from one organization to another and perhaps even from one profession to another profession. In addition, it is also supported by the needs of an increasingly offset by increased but not enough income so that many workers who find another job that can meet the needs of daily life - today.
d. For those who are younger than that, the meaning of loyalty and a tendency diserapi yet they still lead to a more relaxed lifestyle, if possible accompanied by the opportunity "berhura - rah" In fact a day - the day a lot of fraud - fraud committed by employees who generally have a relatively young age it was also fueled by the dreams - dreams that high, but not accompanied by a high level of craft in itself, therefore the longer the jobless rate is increasing (S. Alex Nitisemito, 1991:170-171 ).

Relations of Moral Work and Employee Productivity

Definition of Moral Work

Moral term used to describe the behavior of the organization. In the organization of business, of course, the moral sense is associated with work activities and termed employee morale.
Some of the moral sense of work we can see from some of the theoretical descriptions below:
Drafke & Kossen (1998: 295) defines:
Morale is the employee's attitudes toward employing either Their Organizations in general or towards specific job factors, Such as supervision, fellow employees, and financial incentive. It can be ascribed to either the individual or to the group of the which he or she is apart.
In this case Drafke & Kossen said that morale refers to both employee attitudes toward the organizations that employ them, as well as to factors specific job, such as supervision, fellow employees, and financial stimuli. This can be ascribed to both individuals and groups who are part of where the employee resides.

Keith Davis (1989:76) argues that:
When They refer to morale, They usually mean the attitude of individuals and groups toward Their work environment and toward voluntary cooperation to the full extent of Their abilities in the best interest of organization. Emphasis is upon the drive to do good work rather than Contentment.
According to Keith Davis, spoke about the moral work, we always mean moral as individual and group attitudes toward the work environment and attitude to work as well as possible by deploying capabilities voluntarily. In this case the urge to put more emphasis on working with sebaikbaiknya rather than just pleasure.
Furthermore, William B. & Keith Davis (1993:541-549) join the new moral quality of work with work-life effort. According to him, moral and useful work can be used for various purposes are closely related to the business of building relationships among employees, informal and formal communication, the establishment of discipline and counseling.

Judith R.Gordon (1991:754) stated:
... A predisposition in organization members to put forth extra effort in Achieving organizational goals and objectives. Included feeling of commitment. Morale is a group phenomenon involving extra effort, goals communality, and feelings of belonging.
He said morale is a predisposition of members of the organization to strive to achieve organizational goals and objectives. Includes a commitment to moral purpose. Moral is a phenomenon that involves a group effort, a common purpose and a sense of belonging.
Harris (1984:238) states:
Morale is to view it as workers 'Perceptions of the existing state of Their well being-in order words, the workers' degree of satisfaction with organizational conditions and circumtances. Morale is said to be "high" when conditions and circumtances Appear to be favorable and "low" when conditions are unfavorable.
According to Harris, the work is intended as a moral perception of the status of existing employees in other words, welfare, the level of employee satisfaction with organizational conditions and circumstances. Moral said to be high if the conditions and circumstances seemed nice and said to be low if the conditions are not pleasant.
Of a number of terms set forth above, it appears that morale is a predisposition that affects the will, feelings and mind to work and work towards achieving the goals set with the best.
Morale can be seen in relation to the moral individual and group morale. Individual moral means an individual spirit to donate labor and mind in an effort to achieve organizational goals. While morale morale of the group means a group together to donate
power and mind in order to achieve common goals.

Moral Employment Relations and Employee Productivity

Harris (1984:239) explains that since morals are involved into the attitudes of employees, it is important to review the effect of high moral (perceived by the high satisfaction) and low morale (perception of low satisfaction).

One of the effects or influences that can not be predicted from the moral is the impact on employee productivity. Various studies conducted by Vroom Kazt and showed no consistent relationship between specific levels of worker morale with employees productive performance. Sometimes the high productivity and morale is high, but at other times of low productivity and high morale despite the contrary.
On the other hand, Drafke & Kossen (1998: 296) says that a direct relationship between morale and productivity is high morale will result in high productivity. Similarly, if low morale will decrease
productivity. While Herzberg (in Gellerman, 1984:321) summarizes the various
published studies on the effect of morale on productivity as follows:
Of all the reported survey, 54% indicated that a high moral associated with high productivity, while the other 35% shows that the moral is not related to productivity, and 11% were associated with high moral mention lower productivity. The relationship is not absolute, but there are enough data to support that gives attention to the employees affecting an increasing output of employees. Low correlation means that in addition to the work attitude of many other factors that also affect productivity.
Harris further said that the possible symptoms of the relationship between productivity with moral level should be considered from three perceptions that affect the moral level as mentioned above, namely (1) employee perceptions of the status of an organization that can not be controlled, such as supervision, cooperation with co-workers , and the organization's policies toward workers.
When the factors are considered good for employees, morale will be high (2) the employee's perception of the level of satisfaction derived from the consideration received (3) the employee's perception of the possibility to earn rewards and future as well as opportunities for advancement.

Maintaining high employee morale should be considered as a permanent responsibility of management, because once the morale decreases, it takes a long time to fix it again. According to Gellerman (1984:322), poor morale can lead to a strike, employees pemerkerjaan excessive, kepurapuraan, and various other reactions. Subsequent low morale can have long term consequences and far more damaging than the loss of productivity of temporal organization. Managerial and professional talent it would be much more developed when morale is maintained at a high level, and description provided by the company to prospective new employees can be very supportive of the moral condition of the internal work widely. Therefore it is necessary to continuously analyze the forces that affect morale and take appropriate measures to maintain it rather than reacting after the serious circumstances arise.

Work conflict - Definition, Types and Handling

Definition of Working Conflict
Conflicts usually arise within the organization as a result of problems - problems of communication, personal relationships, or organizational structure.
Conflict is all kinds of opposition or antagonistic interactions between two or more parties.Organizational conflict (organizational conflict) is the discrepancy between two or more members - or members of the group - a group of organizations that arise due to the fact that they have to share resources - resources are limited or activities - activities and work or due to the fact that they have different status, goals, values ​​or perceptions.Conflict is a disagreement between what is expected of a person against self, others, the organization with the reality of what he expected.
Causes - causes of conflict include:
A. Communications: misunderstandings with regard to the sentence, the language difficult to understand, or information that is ambiguous and incomplete, manager and individual style that is not consistent.2. Structure: the battle of power between departments with interests or scoring system to the contrary, competition for resources-limited resources, or two or more interdependent groups work activities to achieve their goals.3. Personal: discrepancy purpose or social value to the behavior of individual employees who played at their posts, and the difference in value - the value perception.

In organizational life, opinions about the conflict can be viewed from three perspectives, namely:
A. The traditional view, arguing that the conflict is something that is in want and danger for the life of the organization.2. View of behavior, thought the conflict was an event or events that are common in organizational life, which is useful (functional conflict) and can also be detrimental to the organization (dysfunctional conflict).3. The interaction view, argues that the conflict is an event that can not be avoided and is necessary for organizational leaders.

Based on the three views on the conflict, the leaders of organizations need to analyze the real conflict in the organization, whether it is functional or dysfunctional conflict and how conflict management in order to have a positive influence for the advancement of the organization.According to Stephen P. Robbins about the differences in the traditional and new views (interactionist view) about the conflict seen in table 2.1 below:Different views about the conflict of old and new
Old view:
A. Conflicts can be avoided2. Conflicts are caused by errors - errors in the design and management of organizational management or by vandals.3. Conflicts disturb and hinder the implementation of the optimal organization.4. Management task is to eliminate konfllik.5. Optimal implementation of the activities of organizations that require the elimination of conflict.
New view:
A. Conflict is inevitable2. Conflicts arise for many reasons, including organizational structure, different goals that can not be avoided, the differences in perceptions and values ​​- personal values ​​and so on.3. Conflict can help or hinder the implementation of the organization's activities in varying degrees.4. Management task is to manage the conflict and its resolution.5. Optimal implementation of the activities of organizations that require a moderate level of conflict.
From the above table it can be concluded that the conflict can difungsionalkan or play one (dysfunctional). In simple terms this means that the conflict has the potential for the development or implementation of a bully organization depends on how conflicts are managed.
Functional aspects of conflict include:
A. Managers found a way better use of funds.2. It unites the members of the organization.3. Managers may find performance improvement organization.4. Bring new life in terms of organizational goals and values.5. Replacement of the manager is more capable, vibrant and new bergagasan.

Forms Structural Conflict:
In the classical organization there are four structural areas where conflicts often arise:
A. Hierarchy of conflict, namely conflict amtara various levels of the organization. For example, the conflict between the chief commissioner, leader of the employee, the board of the cooperative members, board and management, and management with employees.2. Functional conflict, the conflict between the various functional departments of the organization. For example, the conflict between the production with marketing, public administration personnel.3. Line Staff conflict is the conflict between the leadership of the unit with his staff, especially staff related to the authority / authorities work. Example: staff employees are not fornal take excessive authority.4. Formal Informal conflict is a conflict between formal and informal organizations. Example: The leader of the wrong place at the organization's norms.

Kind - Type of Conflict:
There are five types of conflict in organizational life:
A. Conflict within the individual, which occurs when an individual faces uncertainty about the work he hoped to carry it out. When the various conflicting job demands, or when individuals are expected to do more than his ability.2. Conflicts between individuals within the same organization, where it is often caused by differences kepribadian.Konflik comes from a conflict between the roles (such as between managers and subordinates)3. Conflicts between individuals and groups, which relate to the way individuals respond to pressures for uniformity imposed by their working groups. For example, an individual may be punished or ostracized by his group for violating the norm - the norm group.4. Conflict between groups within the same organization, because of conflicts of interest between groups.5. Inter-organizational conflicts, which arise as a result of economic competition in the form of a country's economic system. This conflict has led to the emergence of new product development, technology, and services, lower prices and more efficient use of resources.

Causes of Conflict Occurrence of Work:
The causes of conflict in organizations, among others:
A. Coordination of work not done.2. Dependence in the performance of duties.3. Tasks that are not clear (no position description)4. Differences in employment authorization.5. Differences in the understanding of organizational goals.6. Differences in perception.7. Competence system incentives (reward)8. Motivational strategy is not appropriate.

Line and Staff Conflicts
Common forms of organizational conflict that often occurs is a conflict between members of the - line and staff members. Differences in the views of line and staff members that could lead to conflict between them, although the differences tersebuta can also increase the effectiveness of their duties:
A. Line view
The member lines of the staff members are often viewed in terms of:
A. Staff overstep its authority, because the line manager is the ultimate responsibility for the final result, they tend to reject rorongan staff and authorities.2. Staff did not give useful advice, the staff members are not involved in daily operations in the face by members of the line, so that his advice is often not applicable.3. Ride the success of line staff, the staff members are often closer to the top managers than those lines, so as to take advantage of their position.4. Staff have a narrow view, so as to have a limited view and are less able to formulate his advice on the need and overall organizational goals.

2. Staff views
The staff members have complaints about the members of the opposite line:
A. Less use of line staff. Line managers refused to help skilled staff, because they want to maintain their authority over subordinates or because they did not dare to openly admit that they need help. As a result of staff assistance was sought only when the situation really was critical.2. Rejected the idea of ​​lines - new ideas, usually the first staff member with an interest in using the innovation in their field of expertise. Line managers may resist such changes.3. Lines are too small to give authority to the staff. Staff members often feel that they have to resolve these problems the best in his specialty. Therefore, they were disappointed when the advice - his advice is not supported and implemented by line managers.

Several factors can lead to conflicts between the department and the people - the line and staff. Those factors include:
A. Differences in age and education, people - the staff are usually younger and more educated than those causing staff "generation gap".2. Differences in tasks, where people are more technical and generalist, specialist staff are. This can cause the following events: (1). Because the highly specialized staff, may use terms and language that does not understand the line. (2). People may feel that the line of specialist staff do not fully understand the issues lines and assume they can not or do diteraplan.3. Differences in attitudes, reflected in: (1). Staff tend to extend its authority and tend to give commands to the line to prove its existence. (2). Staff tend to be the most meritorious for the ideas implemented by the line, otherwise the line may not appreciate the role of staff in helping solving the problem - the problem is. (3). The staff always feel under any of the lines, on the other side of the line was always suspicious that the staff wanted to expand his power.4. Different positions. Top management may not clearly communicate the breadth of authority in relation to the line staff. Though the organization department of the staff in place relative to the high position near the top management. Department line with lower levels tend to not like it.
To eliminate these conflicts, management should clearly convey punsak delegation staff departments. More than that, to be effective, staff departments must realize that their job is "to sell, not to tell" means to "sell" to the line ministries of their ideas, not "tell" them how to perform the function.
After all specialist staff within the organization need to be added to help the working line to make it more effective. Besides the modern business world growing increasingly complex, and all managers will not master all the skills, knowledge and skills. Certain activities may not be efficient if done by the line, and so forth.
Conflict Management and Line Staff
Management writers have suggested various ways in which aspects of the role-one line and staff conflict can be reduced:
A. Line and staff responsibilities should be stated.In general, members of the line of responsibility for operational decisions of the organization, or in other words, they should be able to accept, modify, or reject the advice of experts. On the other hand, staff members should be free to give advice if they feel it is necessary not only when a member of the line asked.
2. Integrate the activities of line and staff.Staff suggestions would be more realistic when consulting with members of the line in the process of advice - their advice. Consulting staff - this line will also make the line members to implement the ideas of staff.
3. Teach line to use the staffLine managers will more effectively utilize the expertise of the staff if they know the specialist staff for their usefulness in the company.
4. Getting the staff accountable for resultsThe members of the line will be more willing to implement the suggestions of staff when the staff members responsible for the failures that occurred. This accountability will also make staff members more cautious in formulating their suggestions.
How to Cope with Job Conflict
Conflict management can be done by, among others:
A. Solving the problem (Problem Solving)2. High-level goal (Goal Lipsordinate)3. Expansion of the source (Ekspansion of Resources)4. Avoid conflict (avoidance)5. Smooth out conflicts (Smoothing)6. Orders of the authority (Authoritative Commands)7. The human variables change (altering the Human Variable)8. Change the structural variables (altering the Structural Variables)9. Identify a common enemy (Identifying a Common Enemy)

Job characteristics models

In Simamora, (2004:129) model of job characteristics (Job characteristics models) is an approach to the enrichment, job retention (job enrichment). Enrichment program of work (job enrichment) attempted to design a job by helping the office holders to satisfy their needs for growth, recognition, and responsibility. Job enrichment, job satisfaction to the source added. This method of increasing responsibility, autonomy, and control. The addition of these elements to work is sometimes called vertical job loading (vertical job loading). Enrichment work (job enrichment) itself is one of the engineering design work, in Samuel, (2003:75) argued that the classical approach of the design work of Hackman and Oldham proposed (1980) known as the theory of job characteristics (job characteristics theory).

Sources: Jojo (2001: 359)According to the theory of characteristics of this work, a job can give birth three psychological states of an employee within the meaning of work experience, will assume responsibility for the work, and knowledge of the work. Finally, the three psychological conditions will affect the internal work motivation, quality performance, job satisfaction, absenteeism and employee turnover. Critical psychological states are influenced by the core dimensions of a work that consists of a diversity of skills, task identity, task significance, autonomy and task feedback.According to Jojo (2001:357) there are five traits that show intrinsic job satisfaction related to work for a variety of jobs. The fifth intrinsic characteristics are as follows.A. The diversity of skills (skill variety)The many skills necessary to do the job. More and more kinds of skills used, the less tedious work.2. The reality of the task (task identity)The degree to which the overall completion of the work can be seen the results and can be recognized as a result of one's performance. Task is perceived as part of a larger work and the perceived completeness does not constitute a separate cause of discontentment.3. An important task (task significance)The degree to which the work has a significant impact to the lives of others, whether the person is a co-worker in the same company or others in the neighborhood. If it is felt important and meaningful tasks by labor, then he is likely to have job satisfaction.4. AutonomyDegree holders the freedom of labor, which has a sense of independence and flexibility necessary to schedule the work and decide what procedures will be used to solve them. Work that gives freedom, independence and opportunity to take decisions more quickly will lead to job satisfaction.5. FeedbackThe performance level of work activity in obtaining information about the effectiveness of its activities. Giving feedback to help improve the level of job satisfaction.

Characteristics of Successful Top Management

According to Bennis and Nanus (1985) at least one successful manager should have 4 (four) kinds of skills (research carried out on 90 leaders who were all top managers / chief officer executife:A. Attention through vision.Leaders must have a vision or a shadow of their business in the future. Through these shadows are urged to get results.
Bennis and Nanus said: "The VISIONS conveyed the Various leaders seemed to bring about a confidence on the part of the employees, a confidence That instilled in them a belief That They were capable of performing the acts necessasy"2. Meaning throught communication.Shadow of the future of business leaders must be communicated by the leader to his subordinates. Communication is very clear and detailed3. Trust throught positioningIf the vision has been communicated, the vision needs to be implemented. possotioning is the necessary action to implement the vision of the leader. Through the determination of position, leadership memntapkan confidence. to gain the trust of their followers and leaders must behave consistently stay on the path that has been agreed.4. The Deployment of self throught positive self-regard and through the Wallenda factor.The main factors of a successful leader is a creative extension of themselves, which can be done with a positive self-esteem. According to Bennis and Nanus positive self-esteem is not a self-centering on the self-interested, but rather consists of three main components: knowledge of its strengths: the ability to maintain and develop those strengths; keen ability to see differences in the forces and weaknesses with organizational needs.Expansion of self memalui walenda factor is essentially meant that in doing all sorts of things we should focus on what to do and not think about the possibility of failure. Karl Walenda was an acrobat who walked on a rope that could have died at any time when he was walking on the rope at a certain height. he never thought of failure. In 1978 he fell and died. she remembered that on that day for the first time Wallenda think about failure. Apparently, he devoted all his energies on trying to not fall off and not to walk on the rope.
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