Determinan Perilaku Proaktif Pegawai Ditinjau Dari Persepsi Dukungan Organisasi, Keadilan Distributif Serta Keadilan Prosedural

Abstract

Pegawai negeri sipil dihadapkan pada bentuk evaluasi berkala yang menuntut akuntabilitas dalam pekerjaan. Studi ini bertujuan untuk menjelaskan bagaimana perilaku proaktif dari pegawai yang bekerja di organisasi pemerintahan dapat dijelaskan dengan perspektif teori pertukaran sosial dan keadilan dalam organisasi. Baik persepsi dukungan organisasi maupun keadilan organisasi (dalam bentuk keadilan distributif dan prosedural) diyakini dapat mempengaruhi kinerja proaktif yang dihasilkan oleh pegawai. Model konseptual yang dikembangkan pada penelitian ini kemudian diujikan dengan menggunakan metode penelitian kuantitatif dengan melibatkan sebanyak 72 pegawai negeri sipil yang bekerja di Badan Kepegawaian dan Pengembangan Sumber Daya Manusia di Kota dan Kabupaten Malang yang menjadi sampel dan berkenan menjadi responden dalam penelitian. Instrumen penelitian kuesioner yang disebarkan secara online, dan peneliti telah melakukan screening data untuk seluruh responden yang telah mengisi lengkapi seluruh pernyataan dalam kuesioner penelitian tersebut. Analisis regresi berganda digunakan dalam penelitian ini, dengan hasil temuan penelitian yang menunjukkan bahwa dari ketiga hubungan pengaruh dalam model penelitian, persepsi dukungan organisasi ditemukan tidak mempunyai pengaruh bermakna penting pada perilaku proaktif pegawai. Sementara keadilan distributif ditemukan mempunyai pengaruh yang paling dominan dalam perilaku proaktif pegawai jika dibandingkan dengan keadilan prosedural.

The effect of Distributive Justice, Procedural Justice, and Interactional Justice on Job Satisfaction of Employees of The Tax Service Office (KPP) Pratama Sidoarjo Utara

“…But having highly qualified employees cannot guarantee that an organization will succeed, because the main key to success is an action, that is, the output of these employees (Siboro, Siahaan, Muda, & Ginting, 2018). In public organizations, the management of Human Resources (HR) is a special challenge, so organizational leaders need to ensure that Human Resources (HR) within their organizations have been managed effectively and efficiently to achieve the goals of the organization (Agustina & Harijanto, 2022).…”

Mediating Role of Public Service Motivation in Enhancing the Effect of Spiritual Leadership on Felt Obligation and Affective Commitment

“…This shows the importance of studying felt obligation as the main outcome in behavioral research on public organizations. As previously stated, managing employees in public organizations are often oriented toward proactive behavior in the job as well as strong felt obligation to support their work when providing services to the public (Agustina & Harijanto, 2022;Caesens et al, 2016;Strauss et al, 2015;Zagenczyk et al, 2021). In addition to the individual outcomes, it is argued that the leadership characteristics could support the creation of a positive work climate and encouragement for individuals who work in organizations, especially public organizations (Bellé & Cantarelli, 2018;Gupta et al, 2017).…”

Strengthening Public Service Motivation with Spiritual Leadership: An empirical Study of Public Organizations in East Java

“…As important aspect of managing public organizations, managing human resources of the organization is more strategic than before which it can foster value added and benefits for the organization (Thunnissen & Buttiens, 2017). In some previous literature show that individuals in public organization also are becoming more essential as part of delivering public services, especially those that exploring or examining individual's attitude (Dawud et al, 2018;Putranto et al, 2022;Tanjung et al, 2022) and behavior (Agustina & Harijanto, 2022;Crant, 2000) in the public organization while others also pointed out about how well public officers feel more obligated in their job (Harijanto et al, 2022;Pradesa et al, 2018Pradesa et al, , 2019 in fostering public value and benefit for society.…”