Keadilan Organisasional Dan Konsekuensinya Terhadap Organizational Citizenship Behavior Guru Sma Dan SMK Kota Madiun*)

Abstract

AbstrakKeadilan organisasional memiliki potensi untuk menciptakan manfaat besar bagi organisasi dan karyawan, dan salah satu manfaatnya adalah menumbuhkan extra-role behavior (ERB) atau organizational citizenship behavior (OCB). Tujuan dari penelitian ini untuk menganalisis konsekuensi keadilan organisasional (keadilan distributif, keadilan prosedural, dan keadilan interaksional) pada organizational citizenship behavior guru SMA dan guru SMK di Kota Madiun. OCB dibagi menjadi dua jenis yaitu citizenship behaviors directed toward individuals (OCB-I) dan citizenship behaviors directed towards the organisation (OCB-O). Penelitian ini menggunakan pendekatan kuantitatif dengan metode survei. Sampel penelitian ini adalah 409 guru, yang dipilih secara non-acak. Data diperoleh dengan menyebarkan kuesioner. Analisis data menggunakan analisis regresi. Hasil penelitian disimpulkan: keadilan distributif dan keadilan interaksional berpengaruh positif signifikan terhadap OCB-I dan OCB-O; keadilan prosedural tidak berpengaruh signifikan terhadap OCB-I tetapi keadilan prosedural berpengaruh positif signifikan terhadap OCB-O.Kata kunci: keadilan distributif, keadilan prosedural, keadilan interaksional, organizational citizenship behavior. AbstractOrganizational justice has the potential to create substantial benefits for organizations and employees, and one of the benefits is to foster extra-role behavior (ERB) or organizational citizenship behavior (OCB). The purpose of this study was to analyze the consequences in organizational justice be dimensionally (distributive justice, procedural justice, interactional justice) on organizational citizenship behavior high school teachers and vocational teachers in Madiun city. OCB is divided into two types of citizenship behaviors directed toward individuals (OCB-I) and citizenship behaviors directed towards the organization (OCB-O). This study uses a quantitative approach with survey method. The sample was 409 teachers, selected non-random. Data obtained by distributing questionnaires. Analysis of data using regression analysis. The results of this study concluded: distributive justice and interactional justice had significant positive effect on OCB-I and OCB-O; procedural justice does not significantly influence OCB-I but procedural justice had significant positive effect on OCB-O.

Peran Kepuasan Kerja Memediasi Pengaruh Organizational Justice Terhadap Organizational Citizenship Behavior Karyawan Green Kubu Café

“…H1 : Nurwadi & Ardana (2019), Harumi & Riana (2019), Praditya & Putra (2016), Indrayani & Suwandana (2016), Afridi & Baloch (2018, Akram et al (2015). H2 : Nurwadi & Ardana (2019), Harumi & Riana (2019), Prameswari & Suwandana (2017), Srimulyani et al (2017), Zadeh et al (2015. H3 : Nurwadi & Ardana (2019), Harumi & Riana (2019), Prameswari & Suwandana (2017), Sengkey et al (2018), H4 : Harumi & Riana (2019), Saifi & Shahzad (2017), Zadeh et al (2015), Rauf (2015.…”

“…Semakin tinggi organizational justice yang dirasakan karyawan maka perilaku OCB karyawan akan semakin meningkat. Hasil penelitian Srimulyani et al (2017) juga menunjukan bahwa organizational justice berpengaruh positif signifikan terhadap OCB. Penelitian Auwdinata (2018) menyatakan bahwa organizational justice berpengaruh positif terhadap OCB.…”

Teacher Behavior Profile in Organization Citizenship Behavior

“…Hal ini dibuktikan dengan sejumlah penelitian yang berkaitan dengan OCB. Penelitian Srimulyani et al (2017) menyimpulkan keadaan organisasional secara overall berdampak postif dan signifikan terhadap tingkat organizational citizenship behavior anggota organisasi. Hasil penelitian Permana and Sriathi (2017) menunjukkan ada pengaruh kepemimpinan transformasional dan kepuasan kerja terhadap organizational citizenship behavior.…”

Effect of Employee Job Satisfaction on Organizational Citizenship Behavior at Assessment Center Indonesia

“…Therefore, the company not only requires employees to have in-role behavior but also requires employees to have extrarole behavior which is the contribution of workers "above and more than" formal job descriptions. According to [1], extra role behavior is an individual's behavior that exceeds the job description in his duties, doing work outside the role of the task which is his responsibility that is beneficial to the interests of the organization and has a positive impact on organizational effectiveness and organizational survival. According to [2], when employees work in an environment that provides satisfaction, they "often feel bound by reciprocal norms" and then produce behaviors that help and support organizational performance.…”

“…This shows that the level of job satisfaction of ACI employees is high compared to other divisions in Telkom. Organizational citizenship behavior (hereinafter abbreviated as OCB) is an individual's behavior that exceeds his job description, performs work outside the role of the task which is his responsibility which is beneficial to the interests of the organization and has a positive impact on organizational effectiveness and organizational survival [1]. This behavior tends to see someone (an employee) as a social being (a member of an organization), compared to a selfish individual.…”