PERILAKU ORGANISASI (KOMITMEN PEKERJA)

KOMITMEN

Definisi : (Porter & Steers ;1991)
“Derajat keterikatan relatif pekerja terhadap organisasinya”
Komitmen merupakan output dari pengaruh berbagai faktor perilaku organisasional– (faktor individu, kelompok, organisasi)

EKSPRESI KOMITMEN : SIKAP

Tingkat disiplin kerja
Sikap positif terhadap pekerjaan & rekan /atasan
Rasa bangga
Loyalitas
Kepatuhan terhadap prosedur / peraturan
Adanya rasa memiliki

EKSPRESI KOMITMEN : PERILAKU

Tetap bertahan menjadi anggota organisasi
Tidak mengeluh & berpaling ke organisasi lain bila organisasi mengalami kemunduran.
Memiliki inisiatif & motif berprestasi
Bekerja keras
Bersedia berkorban tenaga & pikiran demi keberhasilan organisasi

PENGARUH KOMITMEN

Productivity : prestasi kerja
Absence : kemangkiran
Turnover : tingkat keluar-masuk pegawai dalam perusahaan.

PROSES TERBENTUKNYA KOMITMEN PEKERJA

Faktor personal

Kebutuhan atas Pekerjaan
Kontrak Psikologi
Harapan untuk Sukses
Karakteristik Personal
(Menentukan Komitmen Awal)

Faktor Organisasional

Pengalaman tugas awal
Peran & Lingkup Pekerjaan
Gaya kepemimpinan & Pengawasan
Konsistensi aturan
Kesempatan Promosi
Keadilan yang dirasakan

Faktor Non organisasional

Tersedianya alternatif kerja yang menawarkan insentif atau kepuasan kerja yang lebih.

FAKTOR SIGNIFIKAN YG MEMPENGARUHI KOMITMEN

Kebutuhan seseorang akan prestasi
Sikap groupnya terhadap organisasi
Pendidikan
Ketergantungan organisasional
Persepsi terhadap peran pribadi dalam organisasi

UPAYA MENINGKATKAN KOMITMEN

Memperbesar harapan untuk sukses
Meningkatkan kohesifitas kelompok
Menerapkan sistim Self-Management
Memperbesar kesempatan berpartisipasi
Perbaikan sistim imbalan
Penghargaan atas prestasi
Memberikan pendidikan / pelatihan

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MANAJEMEN PERUBAHAN

Berubah: Mengapa Berubah?

Berubah bukan karena yang lama ‘buruk’ atau’salah’ tetapi yang lama sudah tidak relevan, tidak kontekstual.
Berubah supaya tidak menjadi korban perubahan.
Berubah untuk ‘memegang kendali ‘ dalam proses perubahan.
‘Control your destiny or someone else will’ (Jack Welch)
‘Failure requires change, but so does success’ (Lester Thurow).
‘Change before you have to’(Jack Welch)
If it is not broken, break it!
Kalau perubahan di luar lebih cepat dari perubahan dalam perusahaan, perusahaan berada dalam bahaya.
Berubah karena ada aspirasi baru

Apa yang diubah?

Lingkup Perubahan:

Aspek psiko-sosial atau aspek ‘jiwani’ organisasi( paradigma, visi, misi, budaya , ).
Aspek struktur dan proses teknis atau aspek ‘ragawi’ organisasi ( struktur, strategi, kompetensi, sistem-sistem manajeman ).

Perlunya penyelarasan(alignment)

Perubahan aspek psiko-sosial perlu sejalan dan selaras dengan perubahan aspek-aspek struktur dan proses teknis.
‘Jiwa’ menjadi acuan dalam pembentukan ‘raga’, ‘raga’ mendukung berkembangnya ‘jiwa’.
Kepemimpinan mutlak diperlukan dalam menjalankan perubahan aspek psiko-sosial dalam organisasi.
Perubahan aspek struktur dan proses teknis memerlukan kemampuan manajemen.

Sumber Perlawanan terhadap perubahan

Tidak dapat melihat risiko besar dari status-quo
Merasa terancam kepentingannya.
Terlena dalam ‘zona kenikmatan’
Tidak memahami arah perubahan.
Merasa tak memiliki kemampuan dalam menghadapi keadaan baru.
Ikatan yang kuat dengan kebiasaan lama

Penyebab kegagalan dalam perubahan

Tidak mampu menumbuhkan perasaan diantara anggota organisasi bahwa perubahan merupakan satu hal yang sangat mendesak dan sebuah keharusan ( no sense of urgency )
Tidak mampu menggalang kelompok pendukung perubahan yang kuat.
Tidak ada visi atau visi yang kurang jelas.
Tidak mengkomunikasikan visi secara intensif dan dengan baik agar visi tersebut menjadi visi bersama dan menjadi bermakna bagi anggota organisasi.
Tidak menghilangkan hambatan terhadap tumbuhnya dan berkembangnya visi dan sikap baru, khususnya hambatan yang bersumber pada sistem dan struktur lama.
Tidak ada perencanaan dan usaha sistematik untuk mencapai keberhasilan jangka pendek.
Terlalu cepat merasa berhasil
Tidak berhasil mentransformasikan pandangan, cara-cara atau sikap baru menjadi budaya organisasi

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CHANGE MANAGEMENT / MANAJEMEN PERUBAHAN

Change management (or change control) is the process during which the changes of a system are implemented in a controlled manner by following a pre-defined framework/model with, to some extent, reasonable modifications

organizational and personal change management, process, plans, change management and business development tips

Here are some rules for effective management of change. Managing organizational change will be more successful if you apply these simple principles. Achieving personal change will be more successful too if you use the same approach where relevant. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change.

responsibility for managing change

The employee does not have a responsibility to manage change - the employee's responsibility is no other than to do their best, which is different for every person and depends on a wide variety of factors (health, maturity, stability, experience, personality, motivation, etc). Responsibility for managing change is with management and executives of the organisation - they must manage the change in a way that employees can cope with it. The manager has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to 'step back', and be non-judgemental), and then to help people understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. Increasingly the manager's role is to interpret, communicate and enable - not to instruct and impose, which nobody really responds to well.

change must involve the people - change must not be imposed upon the people

Be wary of expressions like 'mindset change', and 'changing people's mindsets' or 'changing attitudes', because this language often indicates a tendency towards imposed or enforced change (theory x), and it implies strongly that the organization believes that its people currently have the 'wrong' mindset, which is never, ever, the case. If people are not approaching their tasks or the organization effectively, then the organization has the wrong mindset, not the people. Change such as new structures, policies, targets, acquisitions, disposals, re-locations, etc., all create new systems and environments, which need to be explained to people as early as possible, so that people's involvement in validating and refining the changes themselves can be obtained.
Whenever an organization imposes new things on people there will be difficulties. Participation, involvement and open, early, full communication are the important factors.
Workshops are very useful processes to develop collective understanding, approaches, policies, methods, systems, ideas, etc. See the section on workshops on the website.
Staff surveys are a helpful way to repair damage and mistrust among staff - provided you allow allow people to complete them anonymously, and provided you publish and act on the findings.
Management training, empathy and facilitative capability are priority areas - managers are crucial to the change process - they must enable and facilitate, not merely convey and implement policy from above, which does not work.
You cannot impose change - people and teams need to be empowered to find their own solutions and responses, with facilitation and support from managers, and tolerance and compassion from the leaders and executives. Management and leadership style and behaviour are more important than clever process and policy. Employees need to be able to trust the organization.
The leader must agree and work with these ideas, or change is likely to be very painful, and the best people will be lost in the process.

change management principles

1. At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational).
2. Understand where you/the organisation is at the moment.
3. Understand where you want to be, when, why, and what the measures will be for having got there.
4. Plan development towards above No.3 in appropriate achievable measurable stages.
5. Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.

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