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Bab I

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BAB I
PENDAHULUAN
1.1 Latar Belakang
Organisasi adalah suatu sistem perserikatan formal, berstruktur dan terkoordinasi dari sekelompok orang yang bekerja sama dalam mencapai tujuan tertentu (Hasibuan, 2005). Faktor utama berjalannya sebuah organisasi adalah faktor sumber daya manusia (SDM). Tujuan didirikannya organisasi adalah untuk memperoleh keuntungan. Agar tujuan tersebut dapat tercapai, organisasi harus memiliki karyawan yang tujuan pribadinya selaras dengan perusahaan. Maka dari itu perlu diungkapkan secara garis besar dalam pengertian spesifik mengenai tujuan perusahaan dan cara-cara yang dilakukan untuk mencapai tujuan tersebut.

Organisasi memiliki beberapa aspek yang sangat berpengaruh pada kelangsungan hidupnya, salah satunya adalah penyatuan visi dan misi serta tujuan yang sama dalam organisasi tersebut. Keselarasan tujuan-tujuan setiap pribadi dengan tujuan organisasi sangatlah diperlukan untuk mengurangi perilaku penyimpangan organisasi (organizational deviance) yang merugikan organisasi.

Keselarasan antara tujuan pribadi dan tujuan perusahaan bukanlah tanpa halangan. Manusia adalah makhluk individual yang bersosialisasi dan memiliki emosi. Emosi yang dirasakan para karyawan saat melakukan pekerjaan harian tidak lepas dari pengaruh lingkungan kerja mereka. Banyak para ahli mengatakan bahwa kecerdasan emosi sama pentingnya dengan kecerdasan intelektual. Karena kecerdasan emosimanusia dapat menjadi masalah tersendiri bila ia tidak dapat mengontrolnya.
Salah satu hal yang bisa diakibatkan dari tidak selarasnya tujuan adalah perilaku penyimpangan organisasi. Dan juga ketidakpastian yang dialami karyawan ketika harus mengerjakan tugas harian mereka.
Dampak dari organizational deviance tentu saja adalah kerugian perusahaan. Sebagai contoh, kerugian yang ditimbulkan karena pencurian (theft) dan penipuan (fraud) di Amerika Serikat menurut Association of Certified Fraud Examiners, Inc. adalah sebesar 5% dari pendapatan perusahaan setiap tahunnya. Tipe-tipe penipuan yang dilakukan oleh karyawan ini adalah seperti membuat reimburse-an fiktif, mengambil asset perusahaan, korupsi, dsb. Sementara di asia adalah sebesar ….
Organizational deviance atau perilaku organisasi yang menyimpang yang dilakukan oleh karyawan, tidak terbatas hanya pada pencurian, tetapi termasuk juga bergosip pada jam kerja, dengan sengaja bekerja lebih lambat, distraction atau tidak focus pada pekerjaan, dan lain sebagainya. Data yang penulis dapat dari harian Business Insider pada tahun 2011 yang berjudul “14 Surprising Ways Employees Cost Their Companies Billions In the Workplace” menyebutkan bahwa tidak hanya pencurian dan penggelapan saja yang karyawan lakukan sehingga menyebabkan perusahaan rugi, tapi juga dari segi produktivitas.
Perusahaan rugi kurang lebih $3.156 per karyawan, karena menderita insomnia. Imsomnia menyebabkan karyawan tidak produktif di tempat kerja, dan juga rata-rata pekerja yang insomnia absent 5 hari kerja dalam setahun.
Hal berikutnya adalah stress, stress dapat menyebabkan karyawan melakukan unethical behavior, seperti berbohong pada pelanggan, atau mengambil jalan pintas untuk tugas yang harusnya dia kerjakan.
“Smartphones, time-wasting websites and gossip can cost U.S. companies an estimated $650 billion a year” – menurut artikel ini, 53% karyawan setuju, bahwa benda ini mempengaruhi produktivitas mereka. Tetapi disisi lain, dengan adanya smartphones, karyawan merasa bekerja dengan lebih baik. Dengan adanya internet, melalui smartphones atau media elektronik lainnya, mereka bisa bekerja dimana saja, dan kapan saja.
Hal lain yang juga mengejutkan adalah pemakaian drugs dan alcohol. Alkohol sendiri berdampak kerugian sebesar $119 milyar dalam setahun. Pengguna obat-obatan sering kali datang terlambat atau tidak hadir di tempat kerja, belum lagi mereka bisa menyebabkan kecelekaan di tempat kerja, berbuat kejahatan, dan juga mereka memiliki medical cost yang lebih tinggi.
Keselarasan antara tujuan perusahaan dengan tujuan karyawan akan dapat memperkokoh nilai engagement karyawan kepada perusahaannya. Tingginya engagement karyawan berpengaruh baik terhadap perusahaan. Engagement ini membuat karyawan mendukung dan melaksanakan semua kegiatan perusahaan secara proaktif. Hal tersebut berarti akan menghasilkan karyawan yang bekerja secara lebih produktif.
Tidak semua karyawan akan melakukan usaha ekstra demi tercapainya tujuan organisasi untuk tumbuh dan berkembang. Tidak sedikit yang bersikap acuh terhadap lingkungan bekerja mereka. Beberapa lainnya malah mungkin akan terus merasa tidak puas dan terus menunjukkan perlawanan pada setiap aspek. Para karyawan seperti inilah yang dapat menghambat apa yang dilakukan oleh para karyawan aktif. Bahkan tidak mustahil keberadaan karyawan seperti ini dapat menghancurkan usaha karyawan aktif.
Di sinilah peran emotional intelligence memainkan perannya dalam kelangsungan sebuah perusahaan. Riset telah membuktikan bahwa orang-orang dengan emotional intelligence yang tinggi akan menunjukkan kesehatan mental yang lebih baik, performa kerja yang produktif dan kemampuan kepemimpinan yang lebihpotensial.
Apa yang dimaksud dengan orang dengan EI tinggi? Menurut …. Orang dengan EI tinggi memiliki cirri-ciri sebagai berikut: Penelitian awal mendefinisikan emotional intelligence sebagai kemampuan untuk membentuk emosi, mengintegrasikan emosi pada sebuah pikiran, mengerti emosi-emosi dan meregulasikannya dalam pertumbuhan emosi pribadi seseorang. Berdasarkan model kemampuannya, emosi menunjukkan perannya dalam sumber utama informasi yang akan membantu seseorang dalam menentukan sense dan tujuan social mereka.
Menurut Daniel Goleman, dalam bukunya ….. orang dengan EI yang tinggi tahu kapan saatnya bicara, tahu saat kapan dan bagaimana berbagi informasi yang sensitive, mengerti bagaimana pperkataan dapat menpengaruhi seseorang, dan dapat dengan cepat & akurat memahami situasi, moods, dan pokok permasalahan.
Menurut Daniel Feldman, Presiden dari Leadership Performance Solutions dan pengarang buku “The Handbook of Emotionally intelligent Leadership” mengatakan bahwa EI yang kuat dalam kepemimpinan dalam organisasi secara langsung mempengaruhi retensi dari HQ employee dan keselruhuan produktivitas. Penelitian yang dilakukan Gallup menunjukkan bahwa pekerja lebih mementingkan atasan yang peduli daripada kompensasi dan benefit lainnya. Interview dilakukan pada 2 juta karyawan di 700 perusahaan di Amerika, jangka waktu karyawan bekerja di satu perusahaan dan tingkat produktivitas mereka tergantung pada hubungan mereka dengan atasan mereka. Penulis menyimpulkan bahwa hal seperti ini bisa dikategorikan sebagai goal congruence, keselarasan antara karyawan dengan atasannya berpengaruh pada tingkat produktivitas mereka.
Menurut Dale Carnegie Training yang berpusat di New York, Amerika Serikat, di tulisannya yang berjudul “Emotional Drivers of Employee Engagement” ada 5 hal kunci emosi yang mengacu pada engagement yaitu perasaan dihargai, kepercayaan diri, inspired (semangat), enthused (minat), dan empowered (pemberdayaan). Sebanyak 70 % karyawan yang disurvey merasakan setidaknya 1 dari 5 hal kunci emosi tersebut, tetapi hanya 12 % yang merasakan 3 dari 5 kunci tersebut. Dan dari 12% orang-orang ini, hanya 5% yang disengaged, sementara lebih dari setengahnya merasa engaged dalam perusahaan mereka.

Gambar 1.1
Sumber: Emotional Drivers of Employee Engagement – Dale Carnegie Training

Menurut Workplace Research Fondation, perusahaan yang memiliki karyawan yang engaged, karyawannya rata-rata memiliki 2.69 hari selama 1 tahun tidak masuk dengan alasan sakit (sick days), sementara yang engagemennya lemah memiliki rata-rata hari sakit 6.19. Sick days seperti ini bisa sangat costly karena produktivitas menurun dan menurunkan moral kerja (workplace morale).
Tingkat engagement karyawan dibagi menjadi 3, engaged, not engaged, dan actively disengaged. Menurut Gallup, karyawan yang engage merasakan hubungan yang mendalam / erat dengan perusahaannya dan akan membuat perusahaan maju. Karyawan yang not engaged bisa saja memenuhi harapan dari pemberi kerja tetapi tidak memiliki passion di dalam pekerjaannya itu. Dan karyawan yang actively disengaged biasanya tidak bahagia dalam pekerjaannya, dan lebih dari itu mereka merusak proses yang sebenarnya dibuat oleh rekan kerja yang engaged. PT MulticentralAryaguna (PT MCA) adalah anak perusahaan Indomobil Group yang telah berdiri sejak tahun 1992 dan bergerak dalam jasa management building. Penulis akan melakukan penelitian di PT MCA karena penulis ingin meneliti tentang tingkat pengaruh work engagement dan emotional intelligence para karyawan PT MCA terhadap keselarasan tujuan karyawan dan perilaku penyimpangan organisasi.
Penelitian ini didasari oleh penelitian sebelumnya yang ditulis oleh Dirk De Clercq et al. pada tahun 2013 yang berjudul “Unpacking the Goal congruence-Organizationaldeviance Relationship: The roles of Workengagement and Emotional intelligence”

1.2 Rumusan Masalah Penelitian 1.3.1 Keselarasan tujuan (goal congruence) karyawan dengan atasannya berdampak negatif pada perilaku penyimpangan organisasi 1.3.2 Keselarasan tujuan karyawan dengan atasannya berdampak positif pada keterikatan kerja (workengagement) karyawan tersebut 1.3.3 Keterikatan kerjakaryawan berdampak negatif pada perilaku penyimpangan organisasi (organizationaldeviance) 1.3.4 Keterikatan kerja karyawan memediasi hubungan keselarasan tujuan karyawan dengan atasannya dan pada perilaku penyimpangan organisasi 1.3.5 Hubungan positif keselarasan tujuan karyawan dengan atasannya dan keterikatan kerja dimoderasi oleh emotional intelligence karyawan, dimana hubungan itu lebih kuat pada level EI yang lebih tinggi 1.3.6 Hubungan negatif keterikatan kerja karyawan dan perilaku penyimpangan organisasi dimoderasi oleh emotional intelligence, dimana hubungan itu lebih kuat pada level EI yang lebih tinggi 1.3.7 Efek tidak langsung dari Keselarasan tujuan karyawan dengan atasannya pada perilaku penyimpangan organisasi dicukupkan oleh level emotional intelligence mereka, dimana efek ini lebih kuat pada level EI yang lebih tinggi 1.3 Tujuan Penelitian 1.4.8 Untuk menganalisis bahwa keselarasan tujuan (goal congruence) karyawan dengan atasannya berdampak negatif pada perilaku penyimpangan organisasi 1.4.9 Untukmenganalisisbahwa keselarasan tujuan karyawan dengan atasannyaberdampak positif pada keterikatankerja (workengagement) karyawan tersebut 1.4.10 Untuk menganalisis keterikatankerjakaryawan berdampak negatif pada perilaku penyimpangan organisasi (organizationaldeviance) mereka 1.4.11 Untuk mengetahui Workengagement karyawan memediasi hubungan Antara Keselarasan tujuan karyawan dengan atasannya dan pada perilaku penyimpangan organisasi mereka 1.4.12 Untuk mengetahui Hubungan positif Antara Keselarasan tujuan karyawan dengan atasannya dan workengagement dicukupkan oleh emotional intelligence karyawan, dimana hubungan itu lebih kuat pada level EI yang lebih tinggi 1.4.13 Untuk mengetahui Hubungan negatif Antara workengagement dan perilaku penyimpangan organisasi dicukupkan oleh emotional intelligence karyawan, dimana hubungan itu lebih kuat pada level EI yang lebih tinggi 1.4.14 Untuk mengetahui Efek tidak langsung dari Keselarasan tujuan karyawan dengan atasannya pada perilaku penyimpangan organisasi dicukupkan oleh level emotional intelligence mereka, dimana efek ini lebih kuat pada level EI yang lebih tinggi 1.4 Batasan Penelitian Penelitian ini penulis lakukan di Jakarta, Indonesia dan khususnya dilakukan di perusahaan PT Multicentral Aryaguna. Penulis ingin mengkonfirmasi bahwa penelitian sebelumnya tentang pengaruh work engagement dan emotional intelligence benar memiliki pengaruh terhadap hubungan goal congruence dan organizational deviance di perusahaan Multicentral Aryaguna. 1.5 Manfaat Penelitian 1.6.15 Untuk bidang praktisi / managerial penelitian ini dapat digunakan untuk mengetahui tingkat engagement, tingkat EI, tingkat goal congruence, dan tingkat organizational deviance karyawan PT Multicentral Aryaguna. Dan hal tersebut dapat digunakan perusahaan untuk mengurangi resiko perbuatan yang dapat merugikan perusahaan. 1.6.16 Bagi akademisi, ini adalah penelitian pertama yang dilakukan di Indonesia mengenai goal congruenc dan organizational deviance. 1.6 Sistematika penulisan Penulisan ini terdiri dari 5 bab, yaitu: BAB I PENDAHULUAN Bab ini membahas tentang latar belakang penelitian, rumusan masalah, tujuan penelitian, batasan penelitian, manfaat penelitian dan sistematika penulisan BAB II TINJAUAN PUSTAKA Bab ini menjelaskan tentang penelitian terdahulu beserta dengan teori-teori yang dijadikan landasan dalam penelitian ini BAB III METODOLOGI PENELITIAN Bab ini berisikan uraian-uraian tentang perencanaan penelitian, operasionalisasi konsep dan hipotesis. BAB IV HASIL DAN PEMBAHASAN Bab ini membahas profil responden, statistika deslri[tif, uji validitas dan reliabilitas, hasil pengujian hipotesis, dan pembahasan hasil penelitian yang didapatkan untuk mencapai tujuan penelitian. BAB V KESIMPULAN DAN SARAN Bab ini berisikan tentang pokok-pokok kesimpulan dari penelitian yang sudah dilakukan dan saran untuk pihak-pihak yang berkepentingan dengan hasil penelitian serta saran untuk penelitian selanjutnya.

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