DAFTAR PUSTAKA Arikunto, Suharsimi Prof.Dr, 2002. Prosedur Penelitian, Suatu Pendekatan Praktek, PT.Rineka Cipta, Jakarta. Flippo, Edwin B, 1995. Manajemen Personalia. Mengapa komunikasi penting dalam suatu organisasi? Pertanyaan ini kerap dilontarkan oleh mereka yang perhatian terhadap kajian fenomena komunikasi maupun mereka yang tertarik pada gejala-gejala keorganisasian.
Institutionalization: A Forerunner of Culture
© 2003 Prentice Hall Inc. All rights reserved.
18–1
What Is Organizational Culture?
Characteristics: 1. Innovation and risk taking
2. Attention to detail 3. Outcome orientation 4. People orientation 5. Team orientation 6. Aggressiveness 7. Stability
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18–2
What Is Organizational Culture? (cont’d)
© 2003 Prentice Hall Inc. All rights reserved.
18–3
What Is Organizational Culture? (cont’d)
© 2003 Prentice Hall Inc. All rights reserved.
18–4
What Is Organizational Culture? (cont’d) Culture Versus Formalization – A strong culture increases behavioral consistency and can act as a substitute for formalization.
Organizational Culture Versus National Culture – National culture has a greater impact on employees than does their organization’s culture. – Nationals selected to work for foreign companies may be atypical of the local/native population.
© 2003 Prentice Hall Inc. All rights reserved.
18–5
What Do Cultures Do?
Culture’s Functions: 1. Defines the boundary between one organization and others. 2. Conveys a sense of identity for its members. 3. Facilitates the generation of commitment to something larger than self-interest. 4. Enhances the stability of the social system.
© 2003 Prentice Hall Inc. All rights reserved.
18–6
What Do Cultures Do?
Culture as a Liability: 1. Barrier to change 2. Barrier to diversity 3. Barrier to acquisitions and mergers
© 2003 Prentice Hall Inc. All rights reserved.
18–7
Keeping Culture Alive Selection – Concerned with how well the candidates will fit into the organization. – Provides information to candidates about the organization.
Top Management – Senior executives help establish behavioral norms that are adopted by the organization.
Socialization – The process that helps new employees adapt to the organization’s culture.
© 2003 Prentice Hall Inc. All rights reserved.
18–8
How Employees Learn Culture • Stories • Rituals • Material Symbols
• Language
© 2003 Prentice Hall Inc. All rights reserved.
18–9
How Organizational Cultures Have an Impact on Performance and Satisfaction
EXHIBIT © 2003 Prentice Hall Inc. All rights reserved.
18-7 18–10
© 2003 Prentice Hall Inc. All rights reserved.
18–1
What Is Organizational Culture?
Characteristics: 1. Innovation and risk taking
2. Attention to detail 3. Outcome orientation 4. People orientation 5. Team orientation 6. Aggressiveness 7. Stability
© 2003 Prentice Hall Inc. All rights reserved.
18–2
What Is Organizational Culture? (cont’d)
© 2003 Prentice Hall Inc. All rights reserved.
18–3
What Is Organizational Culture? (cont’d)
© 2003 Prentice Hall Inc. All rights reserved.
18–4
What Is Organizational Culture? (cont’d) Culture Versus Formalization – A strong culture increases behavioral consistency and can act as a substitute for formalization.
Organizational Culture Versus National Culture – National culture has a greater impact on employees than does their organization’s culture. – Nationals selected to work for foreign companies may be atypical of the local/native population.
© 2003 Prentice Hall Inc. All rights reserved.
18–5
What Do Cultures Do?
Culture’s Functions: 1. Defines the boundary between one organization and others. 2. Conveys a sense of identity for its members. 3. Facilitates the generation of commitment to something larger than self-interest. 4. Enhances the stability of the social system.
© 2003 Prentice Hall Inc. All rights reserved.
18–6
What Do Cultures Do?
Culture as a Liability: 1. Barrier to change 2. Barrier to diversity 3. Barrier to acquisitions and mergers
© 2003 Prentice Hall Inc. All rights reserved.
18–7
Keeping Culture Alive Selection – Concerned with how well the candidates will fit into the organization. – Provides information to candidates about the organization.
Top Management – Senior executives help establish behavioral norms that are adopted by the organization.
Socialization – The process that helps new employees adapt to the organization’s culture.
© 2003 Prentice Hall Inc. All rights reserved.
18–8
How Employees Learn Culture • Stories • Rituals • Material Symbols
• Language
© 2003 Prentice Hall Inc. All rights reserved.
18–9
How Organizational Cultures Have an Impact on Performance and Satisfaction
EXHIBIT © 2003 Prentice Hall Inc. All rights reserved.
18-7 18–10
The Effect of Quality of Work Life and Interpersonal Communication on Employee Work Performance with Transformational Leadership as Intervening Variables (A Study at Sriwijaya State Polytechnic)
Abstract
Quality of Work Life (QWL) can be interpreted into two approaches; the first states that Quality of Work Life is a set of circumstances and practices of organizational goals. According to Devito (2011: 4) expresses Interpersonal Communication (IC) is: 'The process of sending and receiving messages between two people or among a small group of people, with some effects and some direct feedback'.According to DuBrin (2005: 3) states that leadership is an effort to influence people through communication to achieve a goal. According to (Dessler, 2002) work performance (EP) is information used as a basis for making decisions related to promotions and salaries. Assessment of work performance is a systematic assessment of employees by their superiors or some other experts who understand the implementation of work by the employee or job position. The purpose of this research was conducted to find out and analyze: The influence of QWL, IC directly on IC and the influence of QWL, IC on work performance through Transformational Leadership (TL).
Keywords
Quality of Work Life, Interpersonal Communication, Transformational Leadership, Work Performance.
References
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![Stephen P. Robbins 2003 Perilaku Indeks Stephen P. Robbins 2003 Perilaku Indeks](http://openlibrary.telkomuniversity.ac.id/uploads/book/cover/8.515.jpg)
Dessler, Garry, 2000. Human Resources Management, New Jersey, Prentice-Hall. Inc.
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Author Details
Agustina Hanafi
- Management, Economic Faculty, Sriwijaya University
Zunaidah .
- Management, Economic Faculty, Sriwijaya University
Nani Wahyu Ningsih
- Management, Economic Faculty, Sriwijaya University