No abstract

Tujuan penelitian ini adalah untuk menganalisis pengaruh budaya organisasional dan kepuasan kerja karyawan terhadap komitmen organisasional dan OCB perawat. Populasi penelitian adalah perawat rumah sakit umum swasta tipe C yang ada di Kota Denpasar dengan jumlah responden adalah 85 orang perawat. Teknik penentuan sampel dilakukan dengan teknik sampling acak proporsional. Instrumen penelitian menggunakan kuesioner dan data dianalisis dengan teknik Structural Equation Model-Partial Least Square (SEM-PLS). Hasil penelitian menunjukkan bahwa budaya organisasional berpengaruh positif dan signifikan terhadap komitmen organisasional dan OCB, kepuasan kerja karyawan berpengaruh positif dan signifikan terhadap komitmen organisasional dan OCB.

This study examined the effect of job involvement on job performance and organizational commitment as mediation. This study involved 135 respondents and using saturated sample which take all employee become a respondents. Likert Scale is used as a balanced assessment questionnaires and using validity and reliability for testing questionaires. The analysis tool in the research is Structural Equation Model (SEM) which using a variance-based approach with Partial Least Square (PLS) as well as to test the mediating variable VAF to testing. Result of study found that job involvement has a positive effect on organizational commitment and job performance at Defense of Ministry. Organizational commitment has positive influence on job performance at Pusat Keuangan and organizational commitment as Partial mediation proved directly affect the relationship between job involvement and job performance. can be given to the Defense of Ministry is increasing attention to the dimensions of salary, normative commitment, and discipline work as dimensions that have bad perception

The purpose of this study was to analyze the influence of career development, compensation, and organizational climate on employee loyalty. The study was conducted at Bellevue Heritage Villas Nusa Dua, Bali, with 40 employees as respondents. Data collection uses interview and questionnaire methods, and the data analysis technique used is multiple linear regression. The results showed that career development had a positive and significant effect on employee loyalty. These results indicate that the better the career development system of the company, the employee loyalty will also be stronger. Compensation and organizational climate also have a positive and significant effect on employee loyalty. Of the three variables analyzed, compensation turned out to have the strongest influence on employee loyalty followed by organizational climate. This gives an indication that the better the compensation system applied by the company as well as the organizational climate, the employee loyalty will also be stronger. The results of this study strengthen social exchange theory, which explains when companies provide the best for their employees, in this case a good compensation system and a conducive organizational climate, then the employees also contribute to the maximum shown by their loyalty to the company. The practical implication of the results of this study is that companies that expect loyal employees must implement a compensation system that is well supported by a conducive organizational climate. The career development system must also be clear and communicated to all employees. Keywords: career development, compensation, organizational culture, employee loyalty

The purpose of this study is to examine, test, and PENDAHULUANEkonomi global dan dunia bisnis dewasa ini sedang berubah dengan cepat dan kompleks, sehingga memicu timbulnya berbagai masalah dalam perusahaan. Dalam perubahan demikian, jaringan inovatif serta gerakan knowledge ekonomi global menambah momentum, sehingga perusahaan-perusahaan menyadari bahwa, persaingan dan metode pengelolaan perusahaan secara strategik berbasis informasi di abad sebelumnya berubah secara fundamental menuju ke knowledge-based, dalam mana kolaborasi strategik menjadi penting sebagai mindset dan praktek strategi bersaing (Leibold et al., 2005).Tekanan persaingan menuntut organisasi harus lebih proaktif dan selalu memikirkan cara-cara beradaptasi dan mengatasi lingkungan yang selalu berubah. Organisasi atau perusahaan dituntut harus memiliki kemampuan mendeteksi kencenderungan perubahan lingkungan dan mampu mengambil keputusan dengan cepat.Rumah Sakit (RS), sebagai industri jasa kesehatan tidak dapat terhindar dari perubahan tersebut. Perubahan lingkungan yang begitu kompleks, membawa perubahan pandangan stakeholder RS. dan selanjutnya berdampak pada perubahan paradigma dalam pelayanan jasa Rumah Sakit (RS) di Indonesia (Assauri, 2004). RS di Bali yang terus berkembang, baik dalam jumlah maupun kapasitas, tidak luput dari perubahan lingkungan tersebut. Intensitas persaingan semakin meningkat dengan semakin banyaknya RS baru beroperasi khususnya RS swasta. Bahkan RS yang baru dibangun belakangan ini mengklaim sebagai RS berstandar internasional. Peningkatan trend pembangunan RS kelas atas ini, dipicu oleh