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Hadiwijaya, Hendra and Hanafi, Agustina (2013): PENGARUH BUDAYA DAN KOMITMEN ORGANISASI TERHADAP MOTIVASI KERJA KARYAWAN (STUDI PADA PT. ASTRA INTERNATIONAL, Tbk – HONDA SALES OPERATION KANWIL PALEMBANG). Published in: Jurnal Ilmiah Manajemen Bisnis Dan Terapan , Vol. X, No. 2 (October 2013): pp. 66-81.
Organizational Behavior 10e - Stephen P. Robbins - WikiEducator. Download PDF. Robbins, Stephen P. 'Perilaku organisasi: konsep. - Library UM. Buku Perilaku Organisasi Stephen P Robbins Pdf Reader November 26th, 2017 - Buku baru pdf Penting Everyday Life in. This study aims to analyze and explain the influence of spiritual leadership to ethical behavior, quality of work life, job satisfaction, organizational commitment and employee performance.
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Abstract
Motivationis important because the motivation of every employeeis expected to work hard to achieve organizational goals. This study analyzes the factorst hat influence culture and organizational commitment on employee motivation at PT. Astra International, Tbk – Honda Sales Operation Kanwil Palembang. The problems ofthe researcher is to knowIs there anyinfluence oforganizational culture on employeemotivation and organizationa lcommitment influenceon employee motivationand to determine which variables most influence onemployee motivation PT. Astra International, Tbk- Honda Sales Operation Kanwil Palembang. This study develops three hypotheses inorder to answer the problems that exist.This study conducted acensus of 170 people while as many as 162 questionnaires were returned. The respondentis an employee of PT. Astra International, Tbk- Honda Sales Operation Kanwil Palembang. This study uses Structural Equation Modeling(SEM)using Lisrel programas ananalysis tool. Results of data analys is showed that the hypothesis can be accepted. The results proved that organizational culture has apositive and significant impact on employee motivation with at-value>1.96is equal to11.54 with an estimatedvalueof 0.82and acommitment tothe organization also has a positive effecton the motivation of working witht-value of 16,42 with an estimated value of 1.02. Organizational commitment is the most significant variable with a value of11.54t-value in comparison with the value of organizational cultural-value 11.54 on employee motivation PT. Astra International, Tbk- Honda Sales Operation Kanwil Palembang.Based on the results of this study provide theoretical implications of a strong influence on employee motivation such as organizational culture and organizational commitment. managerial implications of this researchis the PT. Astra International, Tbk Honda Sales Operation Kanwil Palembang. need to pay attention and make employees become part of the organization because of the presence of emotional or psychological bond that employees have the awareness and commitment to he organization is indeed to be done.
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Institutionalization: A Forerunner of Culture
© 2003 Prentice Hall Inc. All rights reserved.
18–1
What Is Organizational Culture?
Characteristics: 1. Innovation and risk taking
2. Attention to detail 3. Outcome orientation 4. People orientation 5. Team orientation 6. Aggressiveness 7. Stability
© 2003 Prentice Hall Inc. All rights reserved.
18–2
What Is Organizational Culture? (cont’d)
© 2003 Prentice Hall Inc. All rights reserved.
18–3
What Is Organizational Culture? (cont’d)
© 2003 Prentice Hall Inc. All rights reserved.
18–4
What Is Organizational Culture? (cont’d) Culture Versus Formalization – A strong culture increases behavioral consistency and can act as a substitute for formalization.
Organizational Culture Versus National Culture – National culture has a greater impact on employees than does their organization’s culture. – Nationals selected to work for foreign companies may be atypical of the local/native population.
© 2003 Prentice Hall Inc. All rights reserved.
18–5
What Do Cultures Do?
Culture’s Functions: 1. Defines the boundary between one organization and others. 2. Conveys a sense of identity for its members. 3. Facilitates the generation of commitment to something larger than self-interest. 4. Enhances the stability of the social system.
© 2003 Prentice Hall Inc. All rights reserved.
18–6
What Do Cultures Do?
Culture as a Liability: 1. Barrier to change 2. Barrier to diversity 3. Barrier to acquisitions and mergers
© 2003 Prentice Hall Inc. All rights reserved.
18–7
Keeping Culture Alive Selection – Concerned with how well the candidates will fit into the organization. – Provides information to candidates about the organization.
Top Management – Senior executives help establish behavioral norms that are adopted by the organization.
Socialization – The process that helps new employees adapt to the organization’s culture.
© 2003 Prentice Hall Inc. All rights reserved.
18–8
How Employees Learn Culture • Stories • Rituals • Material Symbols
• Language
© 2003 Prentice Hall Inc. All rights reserved.
18–9
How Organizational Cultures Have an Impact on Performance and Satisfaction
EXHIBIT © 2003 Prentice Hall Inc. All rights reserved.
18-7 18–10
© 2003 Prentice Hall Inc. All rights reserved.
18–1
What Is Organizational Culture?
Characteristics: 1. Innovation and risk taking
2. Attention to detail 3. Outcome orientation 4. People orientation 5. Team orientation 6. Aggressiveness 7. Stability
© 2003 Prentice Hall Inc. All rights reserved.
18–2
What Is Organizational Culture? (cont’d)
© 2003 Prentice Hall Inc. All rights reserved.
18–3
What Is Organizational Culture? (cont’d)
© 2003 Prentice Hall Inc. All rights reserved.
18–4
What Is Organizational Culture? (cont’d) Culture Versus Formalization – A strong culture increases behavioral consistency and can act as a substitute for formalization.
Organizational Culture Versus National Culture – National culture has a greater impact on employees than does their organization’s culture. – Nationals selected to work for foreign companies may be atypical of the local/native population.
© 2003 Prentice Hall Inc. All rights reserved.
18–5
What Do Cultures Do?
Culture’s Functions: 1. Defines the boundary between one organization and others. 2. Conveys a sense of identity for its members. 3. Facilitates the generation of commitment to something larger than self-interest. 4. Enhances the stability of the social system.
© 2003 Prentice Hall Inc. All rights reserved.
18–6
What Do Cultures Do?
Culture as a Liability: 1. Barrier to change 2. Barrier to diversity 3. Barrier to acquisitions and mergers
© 2003 Prentice Hall Inc. All rights reserved.
18–7
Keeping Culture Alive Selection – Concerned with how well the candidates will fit into the organization. – Provides information to candidates about the organization.
Top Management – Senior executives help establish behavioral norms that are adopted by the organization.
Socialization – The process that helps new employees adapt to the organization’s culture.
© 2003 Prentice Hall Inc. All rights reserved.
18–8
How Employees Learn Culture • Stories • Rituals • Material Symbols
• Language
© 2003 Prentice Hall Inc. All rights reserved.
18–9
How Organizational Cultures Have an Impact on Performance and Satisfaction
EXHIBIT © 2003 Prentice Hall Inc. All rights reserved.
18-7 18–10