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Organization Culture & Job Satisfaction Organization Culture • Reward innovation • Stifle initiative
Job Satisfaction • Responses and feeling of employees about work environment, reward practices and the like
Basic Concept of Organization’s Culture An organization’s culture consists of the values, norms, and attitudes of the people and attitudes of the people who make up the organization. • Values show what is important; • Norms reveal expected behavior; • Attitudes show the mind‐set of individuals
the culture tells people what is important in the organization how to organization, how to behave, and how to perceive things.
Individuals with different backgrounds or at different levels will tend to describe the organization’s culture with
similar terms!
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Organization’s Culture as… • exchange‐regulator; functioning as a control mechanism in which g g the informal contract and the long‐term rewards are regulated, aided by a common value and reference system and a corporate memory • compass, in which culture gives a sense of direction and guidelines for priorities; • social glues, where common ideas, symbols and values are sources of identification with the group/organization and counteracts f fragmentation; t ti • sacred cow, where basic assumptions and values point at a core of the organization which people are strongly committed to; • affect‐regulator, where culture provides guidelines and scripts for emotions and affections and how they should be expressed
Culture as a Sub System in an organization
Business concept
Organizational O i ti l structure
Strategy
Corporate culture
Technology
Source: Walter de Gruyter Inc., from Mats Alvesson, Management of Knowledge‐ Intensive Companies © Mats Alvesson, 1995.
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How Organization Culture Developed Top management Philosophy of p y organization’s founder
Selection Selection criteria
O i ti Organization Culture Socialization
Kelahiran Majalengka 20 Desember 1923, William Soerjadjaja yang akrab dipanggil Oom Willem adalah taipan panutan yang tulus mencintai bangsanya. PT Astra Internasional. Hanya dalam tempo 13 tahun sejak berdirinya PT Astra Internasional pada tahun 1957, tak kurang dari 72 perusahaan telah bernaung di bawah bendera grup tersebut. Di akhir tahun 1992, jumlah itu telah merambah menjadi sekitar 300 perusahaan yang bergerak di berbagai sektor, tidak hanya dalam sektor otomotif tetapi juga sektor keuangan, perbankan, perhotelan dan properti. Top
How Organization Culture Developed Philosophy of p y organization’s founder
management Mimpi ini bermula sejak Oom Willem menjalani masa kecil dan remajanya di Majalengka, Cirebon. Jiwa wiraswasta dari sang ayah, yang mengalir di dalam dirinya dari usia dini, telah menempanya l t d Selection i tif dan d peka k atas t nalurinya l i d l meniti iti bisnis bi i demi d i bisinis. Dari berdagang bi i Organization i D i bi d ti ulet, cerdas, inovatif dalam Selection O 1. Pahami Budaya/ Nilai‐nilai Organisasi hasil bumi dan minyak goreng di Jawa Barat, dan berdagang kacang dari Bandung ke negeri criteria Culture 2. Menjadi Role Model Belanda pada 1947, semasa studi di negeri kincir angin itu, Oom Willem tidak kenal kata menyerah. Ia ulet, bekerja keras dan berdoa. 3. Mengajarkan Budaya/Nilai‐nilai Organisasi Socialization kepada staf lain
Semenjak berdirinya Astra, Oom Willem selalu mementingkan pengembangan kemampuan dan • bermanfaat Hilangkan hambatan‐hambatan yang dalam peningkatan pendidikan sumber daya4. manusia, yang kemudian diterapkan secara konsisten bagi bangsa program‐program pelatihan dan beasiswamengganggu bagi karyawan. Pada awal tahun 70‐an, banyak saatsaat orang lain bekerja sesuai dan negara tenaga kerja yang dikirim Amerika, Eropa maupun Jepang untuk menambah ilmu dan • Kisah tentangkepara pendiri organisasi, Budaya/ Nilai Organisasi • pelayanan yang keterampilan. 5. Kenali dan yang telah berilah Reward mereka yang selalu Keputusan‐keputusan penting memberikan terbaik bagi • Seremonial Lebih lagi, kesan yang sangat melekat pada diri Astra adalah banyaknya tenaga kerjaOrganisasi pribumi yang pelanggan menerapkan Budaya/ Nilai‐nilai dampak terhadap keberlangsungan organisasi di masa • Penghargaan masa kerja p adap j Budaya/Nilai‐ , p g karyawan y p dalam jjajaran j p p padaa tingkat biasa maupun pimpinan. Ini salah satu esaling baga aanggapan ggapa terhadap edipekerjakan, baik udaya/ • Berbagai 6. mereka yang belum menerapkan 6 Arahkan yang belum Logo Lketulusan, kebanggaan wujud dan kecintaannya sebagai warga bangsa Indonesia kepada bangsa depan nilai Organisasi: ••Karyawan teladan menghargai Budaya/ Nilai‐nilai Organisasi ketika bekerja dan negaranya. "Saya cinta Indonesia, saya lahir, hidup dan berkarya di Indonesia," tandas Oom 1. danTidak penting bagi•organisasi… Penataan fisikkeadaan ruang, gedung atau outlet penjualan membina Mengkaitkan sekarang dengan masa lampau Willem dengan tulus. • Family Gathering 2. kerja Tidak tahu apa yangharus dikerjakan… sama Kebiasaan eksekutif Untuk orang lain, bukan untukWillem sangat saya… ••Produksi Ke… • 3. berusaha Selain itu, Oom mementingkan nilai‐nilai seperti naluri, loyalitas dan rasa percaya • Cara berpakaian • Bentuk sapaan 4. mencapai Tidak mendapat penghargaan… yang dalam merekrut tenaga. Dengan basis ini, banyak inovasi bisnis dari pihak karyawan yang disetujui untuk diuji‐coba apabila dianggap layak, agar para karyawan terpacu untuk mengasah kreativitas 5. terbaik. Tidak akan berdampak apa‐apa… • Penggunaan bahasa tertentu
Cerita Ritual Simbol Material Bahasa
mereka. Rasanya tidaklah berlebihan apabila sebagai sebuah perusahaan, nama Astra tidak terlepas dari sejarah, dan menjadi identik dengan kata‐kata seperti integritas, dan public service (layanan kepada masyarakat).
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How Organization Culture Developed Top management Philosophy of p y organization’s founder
Selection Selection criteria
O i ti Organization Culture Socialization
1. Seleksi calon karyawan 2. Penempatan karyawan 3. Pendalaman bidang pekerjaan 4. Penilaian kerja 5. Menanamkan kesetiaan pada nilai‐ Semakin mengenal, memahami Menciptakan & bertanggung kohesivitas antara jawabkaryawan terhadap pekerjaan Bekerja sesuai dengan ketentuan organisasi nilai organisasi
Schwartz Motivational Values Types Power
Social status and prestige, control or dominance over people and resources (social power, authority, wealth)
Achievement
Personal success through demonstration of competence according to social standards (successful, capable, ambitious, influential)
Hedonism H d i Stimulation
Pl Pleasure and sensuous gratification for oneself (pleasure, enjoying life) d tifi ti f lf ( l j i lif )
Self‐direction Universalism
Benevolence Tradition
Excitement, novelty, and challenge in life (daring, a varied life, an exciting life) Independent thought and action—choosing, creating, exploring (creativity, freedom, independent, curious, choosing own goals) Understanding, appreciation, tolerance, and protection for the welfare of all people and for nature (broad‐minded, wisdom, social justice, equality, a world at peace, a world of beauty, unity with nature, protecting the environment) Preservation and enhancement of the welfare of people with whom one is in frequent personal contact (helpful, honest, forgiving, loyal, responsible) Respect, commitment, and acceptance of the customs and ideas that traditional culture or religion provide the self (humble, accepting my portion in life, devout, respect for tradition, moderate)
Conformity
Restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms (politeness, obedience, self‐discipline, honoring parents and elders)
Security
Safety, harmony, and stability of society, of relationships, and of self (family security, national security, social order, clean, reciprocation of favors)
SOURCE: Adapted from Schwartz (1996b, p. 3).
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Organization Culture Profile Item • • • • • • • • • • • • • • • • •
Flexibility Fairness Security of employment Security of employment Adaptability Respect for the individual's rights Offers praise for good performance Stability Tolerance Low level of conflict Predictabilityy Informality Confronting conflict directly Being innovative Being easygoing Developing friends at work Being quick to take advantage of opportunities Being calm
• Being supportive • Fitting in Working in collaboration with • A willingness to experiment • Being aggressive others • Risk taking • Decisiveness • Enthusiasm for the job • Being careful • Action oriented • Working long hours • Autonomy • Taking initiative Not being constrained by many • Not being constrained by many rules • Being rule oriented • Being reflective • An emphasis on quality • Being analytical Paying attention to detail • Achievement orientation Being demanding • Being distinctive—different from others
• • • • • • • • •
• • •
Being precise Taking individual responsibility Having a good reputation Being team oriented Sharing information freely Having high expectations for performance Being socially responsible Being results oriented Emphasizing a single culture throughout the organization Opportunities for professional growth Having a clear guiding Having a clear guiding philosophy Being competitive Being people oriented High pay for good performance Being highly organized
SOURCE: O'Reilly et al. (1991, p. 516).
Amoeba Value Model Work
Community
Hobbies
Family/Friends
People adjust their value priorities to their circumstances. They downgrade values made unattainable by their role opportunities and constraints, and they upgrade those that are attainable. The amoeba model also permits an analysis of changes in values h i l within a single person over time as well as the relative importance of particular values across persons at a given time.(Kohn & Schooler, 1983; Schwartz & Bardi, 1997).
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