DINAMIKA PERSEPSI KARYAWAN TERHADAP ORGANISASI DAN KINERJA DALAM SITUASI PROXIMAL WITDRAWAL STATE

Main Article Content

Rena Kristanti
Rostiana Rostiana
Rita Markus Idulfilastri

Abstract

Work performance is a major issue that is widely discussed relating to increase the productivity of a company. In this study, work performance will be reviewed in terms of Perceived Organizational Support (POS) and Perceived Organizational Competence (POC) by considering the Proximal Withdrawal State (PWS) situation felt by employees. PWS is the initial mental state or cognition experienced by a person before leaving an organization (Hom et al., 2012 in Robinson, 2014). PWS consists of two dimensions, namely desired employment status (employees’ preference to keep working or leaving) and perceived volitional control (control of decisions to work or resign). The combination of the two dimensions produces four types of employees, namely Enthusiastic Stayer, Reluctant Leaver, Enthusiastic Leaver, and Reluctant Stayer. The study was a non-experimental study and held using quantitative research method. By employing proportionate stratified random sampling, a total of 326 employees from PT. X participated in a survey. Linear regression analysis was used in data processing and results. Results show that perceived organizational support and  perceived organizational competence simultaneously affect the employee work performance in Enthusiastic Stayer and Reluctant Leaver situations. Results also show that POS and POC do not affetc work performance in Enthusiastic Leaver and Reluctant Stayer. 



Kinerja (work performance) karyawan adalah isu yang terjadi dalam perusahaan-perusahaan di dunia. Kinerja merupakan isu utama yang banyak dibahas berkaitan dengan peningkatan produktivitas suatu perusahaan. Dalam penelitian ini, kinerja ditinjau dari segi persepsi karyawan terhadap dukungan organisasi (perceived organizational support - POS) dan persepsi karyawan terhadap kemampuan organisasi (perceived organizational competence - POC). Selain itu, penelitian juga dilakukan dengan mempertimbangkan situasi proximal withdrawal state yang saat ini dialami oleh karyawan. Proximal Withdrawal States (PWS) adalah kondisi kognitif awal seseorang berkaitan dengan partisipasi dalam organisasi yang mendahului terjadinya turnover. PWS terdiri atas dua dimensi yang saling terkait yaitu desired employment status (preferensi karyawan untuk tetap bekerja pada perusahaan atau meninggalkannya) dan perceived volitional control (kendali karyawan terhadap keputusan untuk tetap bekerja atau mengundurkan diri). Kombinasi dua dimensi tersebut menghasilkan empat tipe karyawan yaitu Enthusiastic Stayers, Reluctant Leavers, Enthusiastic Leavers, dan Reluctant Stayers. Penelitian ini merupakan penelitian non eksperimental yang dilakukan secara kuantitatif. Dengan mengunakan proportionate stratified random sampling, sebanyak 326 orang karyawan dari PT. X telah mengikuti survey yang dilakukan. Penelitian ini menggunakan analisa regresi linear dan ditemukan bahwa persepsi terhadap dukungan organisasi (POC) dan kemampuan organisasi (POS) secara bersamaan mempengaruhi kinerja karyawan pada situasi Enthusiastic Stayer dan Reluctant Leaver. Ditemukan pula bahwa POS dan POC tidak memiliki pengaruh signifikan terhadap kinerja karyawan Enthuiastic Leaver dan Reluctant Stayer.

Article Details

Section
Articles

References

Aaker, J. L., Garbinsky, E. N., & Vohs, K. D. (2012). Cultivating admiration in brands: Warmth, competence, and landing in the “golden quadrant”. Journal of Consumer Psychology, 22(2), 191–194. https://doi.org/10.1016/j.jcps.2011.11.012

Aaker, J., Vohs, K. D., & Mogilner, C. (2010). Nonpro?ts are seen as warm and for-pro?ts as competent: Firm stereotypes matter. Journal of Consumer Research, 37, 224–237. Doi: 10.1086/651566

Cuddy, A. J. C., Fiske, S. T., Kwan, V. S. Y., Glick, P., Demoulin, S., Leyens, J., … Ziegler, R. (2009). Stereotype content model across cultures: Towards universal similarities and some differences. British Journal of Social Psychology, 48, 1–33. doi:10.1348/014466608X314935

Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. https://doi.org/10.1037/0021-9010.71.3.500

Hafidhah, R. N., & Martono, S. (2019). The effect of perceived organizational support, job stress, and organizational culture on job performance. Management Analysis Journal 8(2), 177-187. Doi: 10.15294/maj.v8i2.25979

Hom, P. W., Mitchell, T. R., Lee, T. W., & Griffeth, R. W. (2012). Reviewing employee turnover: Focusing on proximal withdrawal states and an expanded criterion. Psychological Bulletin, 138(5), 831–858. https://doi:10.1037/a0027983

Kervyn, N., Fiske, S. T., & Malone, C. (2012). Brands as intentional agents framework: How perceived intentions and ability can map brand perception. Journal of Consumer Psychology, 22(2), 166–176. doi: 10.1016/j.jcps.2011.09.006

Kim, K. Y., Eisenberger, R., & Baik, K. (2016). Perceived organizational support and affective organizational commitment: Moderating influence of perceived organizational competence. Journal of Organizational Behavior, 37(1), 558–583. https://doi.org/10.1002/job

Koopmans, L. (2014). Measuring Individual Work Performance. CPI Koninklijke Wöhrmann, Zutphen.https://research.vumc.nl/ws/files/457058/chapter%202%20systematic%20review.pdf

Kurtessis, J. N., Eisenberger, R., Buffardi, L. C., Stewart, K. A., Ford, M. T., & Adis, C. S. (2017). Perceived organizational support: a meta-analytic evaluation of organizational support theory. Journal of Management, 43(6), 1854–1884. https://doi.org/10.1177/0149206315575554

Lee, T., Li, J., Mitchell, T. R., Hom, P., & Griffeth, R. (2016). The effects of proximal withdrawal state on attitudes, job search, intent to quit and turnover.” Academy of Management Proceedings, 2015(1), 12265–12265. https://doi.org/10.5465/ambpp.2015.12265abstract

Olubiyi, O., Smiley, G., Luckel, H., & Melaragno, R. (2019). A qualitative case study of employee turnover in retail business. Heliyon, 5(6). Doi: 10.1016/j.heliyon.2019.e01796

Pradhan, R. K., & Jena, L. K. (2017). Employee performance at workplace: conceptual model and empirical validation. Business Perspectives and Research, 5(1), 69–85. https://doi.org/10.1177/2278533716671630

Robinson, S. D. (2014). Expanding turnover theory: Testing behavioral predictions of the proximal withdrawal states and destinations (PWSD) model (Doctoral dissertation, Ohio Institute).https://etd.ohiolink.edu/pg_10?0::NO:10:P10_ACCESSION_NUM:ohiou1416255341#abstract-files

Yongxing, G., Hongfei, D., Baoguo, X., & Lei, M. (2017). Work engagement and job performance: the moderating role of perceived organizational support. Anales de Psicología, 33(3), 708. https://doi.org/10.6018/analesps.33.3.238571

Yzerbyt, V. Y., Kervyn, N., & Judd, C. M. (2008). Compensation versus halo: The unique relations between the fundamental dimensions of social judgment. Personality and Social Psychology Bulletin, 34(8), 1110–1123.

https://doi.org/10.1177/0146167208318602