Organization Culture as an Explanation for Employee Discipline Practices

Franklin, Aimee L.; Pagan, Javier F.

doi:10.1177/0734371x05277335

Cited by 35 publications

(33 citation statements)

References 44 publications

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“…Robbins menjelaskan disiplin kerja adalah suatu kepatuhan dalam menjalankan pekerjaan sesuai dengan aturan dan standar perusahaan (Franklin & Pagan, 2006). Selanjutnya, disiplin kerja merupakan sikap dan perilaku seseorang untuk mematuhi peraturan organisasi yang didasarkan atas kesadaran diri untuk menyesuaikan dengan aturan dan standar organisasi (Helmi, 1996).…”

Section: Disiplin Kerjaunclassified

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Peran Budaya Organisasi terhadap Disiplin Kerja Karyawan Direktorat Produksi PT Krakatau Steel (Persero) Tbk Cilegon

Pribadi

Herlena

2016

psy

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PENDAHULUANDunia industri dan organisasi saat ini bergerak dinamis, berbagai peristiwa dan fenomena terkait industri dan organisasi dapat dijumpai di berbagai perusahaan dan institusi. Perusahaan dengan berbagai produk dan layanannya berusaha untuk bergerak menuju iklim persaingan yang makin kompetitif. Saat ini dunia industri dan organisasi di Indonesia telah memasuki babak baru dalam pasar industri dan ekonomi global yang ditandai dengan disepakatinya AFTA (ASEAN Free Trade Area) dan MEA (Masyarakat Ekonomi ASEAN) oleh pemerintah di akhir tahun 2014 lalu. Kesepakatan pasar ekonomi ASEAN tersebut menjadikan Indonesia harus siap menghadapi pasar industri dan ekonomi global dan kompetitif yang melibatkan negara-negara anggota ASEAN (Kompas, 2015).Berbicara mengenai persaingan yang kompetitif dalam dunia industri dan organisasi, sumber daya manusia merupakan suatu unsur yang sangat penting dalam menentukan maju atau tidaknya suatu perusahaan. Keywords : organizational culture, work discipline, employee AbstrakPenelitian ini bertujuan untuk melihat pengaruh budaya organisasi pada disiplin kerja para karyawan PT Krakatau Steel (Persero) Tbk Cilegon. Subjek penelitian adalah 115 karyawan dari berbagai divisi pada direktorat produksi. Pengumpulan data dilakukan dengan teknik cluster sampling. Subjek penelitian mengisi skala budaya organisasi dan skala kedisiplinan kerja. Selanjutnya data dianalisa menggunakan uji regresi. Hasil penelitian menunjukkan adanya hubungan yang signifikan antara budaya organisasi dengan kedisiplinan kerja pada karyawan di direktorat produksi PT Krakatau Steel (Persero) Tbk Cilegon. Koefisien korelasi yang didapatkan dari analisis regresi yang dilakukan adalah R=0,534, dngan nilai R square (R 2 )= 0,285 or 28,5%, dengan taraf signifikansi p = 0,000. Dengan kata lain, hipotesis penelitian ini diterima. Kata kunci : budaya organisasi, kedisiplinan kerja, karyawan

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Section: Disiplin Kerjaunclassified

“…Robbins menjelaskan disiplin kerja adalah suatu kepatuhan dalam menjalankan pekerjaan sesuai dengan aturan dan standar perusahaan (Franklin & Pagan, 2006). Sikap dan perilaku tersebut merupakan kebiasaan yang terbentuk dari nilai-nilai yang dihayati seseorang dari nilai-nilai organisasinya, maupun lingkungannya.…”

Section: Hasil Penelitian Dan Pem-bahasanunclassified

Peran Budaya Organisasi terhadap Disiplin Kerja Karyawan Direktorat Produksi PT Krakatau Steel (Persero) Tbk Cilegon

Pribadi

Herlena

2016

psy

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“…The design and implementation of disciplinary policies in public organizations are believed to increase the commitment and performance of the employees (Beyer & Trice, 1984;Leavitt & Johnson, 1998;Franklin & Pagan, 2006). Various efforts are performed by policy makers to formulate the systems and rules improving the discipline of the employee.…”

Section: Introductionmentioning

confidence: 99%

Fingerprint, Monitoring and Work Discipline of Indonesian Public Servants: Evidence from Kepulauan Riau

Yudiatmaja¹,

Samnuzulsari²,

Alfiandri³

et al. 2018

PAR

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Recently, there are many public organizations in Indonesia use fingerprint to controll the attendance of the employee. However, the effectiveness of the implementation of this system has never been evaluated. This research aims at examining the influence of the using fingerprint and monitoring on work discipline of the employees in vertical organizations below the Ministry of Education and Culture of Republic of Indonesia in Kepulauan Riau. 44 public employees from the Board of Cultural Preservation and Language Office have been participated in this study. Using multiple linear regression, this study reveals that the using of fingerprint and monitoring have significant influence on work discipline simultanoeusly. Monitoring has positive influence on work discipline. Meanwhile, implementation of fingerprint has not influence on work discipline. Through this study, authors deny the perception of many policy makers in Indonesia and prior scholars that fingerprint can increase the discipline of public servants.

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“…Organization norms and rules, production and management control methods Fiske, 1993;Johnson, Korsgaard and Sapienza, 2002;Schein, 2004;Townsend, 2004;Franklin and Pagan, 2006;Naor et al, 2008;Cooke, 2008;Grote, 2012;Dahlgaard et al, 2013;Johnson, Schnatterly and Hill, 2013;Lee and Widener, 2013;Robinson, O'Reilly and Wang, 2013;etc. Incentive System of awarding and incentive Waterman, Peters and Phillips, 1980;Schein, 2004;Cooke, 2008;Bushardt, Glascoff and Doty, 2011;etc. Source: prepared by the authors.…”

Section: Controlmentioning

confidence: 99%

“…Townsend (2004) researched the problems of control resistance, employee work satisfaction and brought up a presumption that a different employee behaviour dominates in organizations with distinctive culture, distinctive according to management style and size of the organization, but active opposition to the employers' control is characteristic to employees of all levels. Franklin and Pagan (2006) researched the causal links between formal, informal cultural factors and choice of employee discipline strategies, pointing out that the actions of the manager when choosing a formal disciplinary nature are conditioned by written organization's documents, timely and detailed references, organizational structure, which provides hierarchical nature, organization of labour discipline training and employees' socialization experience in the organization, and implementing labour discipline control, the consistency of all managers is desirable. Lee and Widener (2013) researched the opportunities for application of culture and management control systems in order to determine the type of culture and the proper development of business processes and create process improvement action programmes on the basis.…”

Section: Literature Reviewmentioning

confidence: 99%

Management Culture as Part of Organizational Culture in the Context of Corporate Social Responsibility Implementation

Vveinhardt¹,

Andriukaitienė²

2017

Economics &Amp; Sociology

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ABSTRACT. The article is theoretically based on management culture as part of the formal organizational culture, separately reviewing some of its elements. Expert evaluation organization, process and results of the instrument shaped by the authors and meant for qualitative research are briefly presented. The structure of the instrument is detailed by presenting its component parts and explanations. The research was carried out by interviewing the top managers of two big manufacturing company groups consisting of six enterprises. The article presents passages of an interview with the top managers of the six companies, revealing management culture as part of the formal organizational culture expression aiming to implement corporate social responsibility. It should be emphasized that the companies of both groups are preparing to become socially responsible and this results in the timeliness and importance of the research. Structured interviewing method was applied for the research, and the substantive content of the interview included strategy, organizational structure, rules and regulations, technologies, processes, information systems, control and incentive issues. The results of the research show that in both groups of the manufacturing companies management culture and corporate social responsibility, analysing them in terms of formal organizational culture, are perceived in very narrow aspects and their development is not part of the organizations' strategic goals. The results of the study suggest that the ideas of corporate social responsibility cannot be implemented in a consistent way unless they are integrated into the formal part of organisational culture which plays an instrumental role.JEL Classification: M12, M14, M19

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Organization Culture as an Explanation for Employee Discipline Practices

Abstract: Most supervisors dread employee discipline and often employ strategies not offi-

Cited by 35 publications

References 44 publications

Peran Budaya Organisasi terhadap Disiplin Kerja Karyawan Direktorat Produksi PT Krakatau Steel (Persero) Tbk Cilegon

Peran Budaya Organisasi terhadap Disiplin Kerja Karyawan Direktorat Produksi PT Krakatau Steel (Persero) Tbk Cilegon

Fingerprint, Monitoring and Work Discipline of Indonesian Public Servants: Evidence from Kepulauan Riau

Management Culture as Part of Organizational Culture in the Context of Corporate Social Responsibility Implementation

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