The Influence of Competency and Commitment to ... · lack of good organizational citizenship behavior, resulting in the disruption of the achievement of employee productivity. This

Journal of Business and Economics, ISSN 2155-7950, USA August 2014, Volume 5, No. 8, pp. 1430-1441 DOI: 10.15341/jbe(2155-7950)/08.05.2014/022 Academic Star Publishing Company, 2014 http://www.academicstar.us

1430

The Influence of Competency and Commitment to Organizational

Citizenship Behavior and Its Impact to Employee Productivity Based on

Perception of Supervisors: A Survey at Star Hotels in West Java

Asep Kurniawan

(Faculty of Economics, University of Jenderal Achmad Yani (Unjani) Bandung, Cimahi, Indonesia)

Abstract: The number of employees who are not productive due to lack of competence and commitment and

lack of good organizational citizenship behavior, resulting in the disruption of the achievement of employee

productivity. This study aims to produce study the influence of competence, commitment to employee productivity,

both directly and through organizational citizenship behavior. This research is descriptive and verifikatif the

method of the survey, conducted in five-star hotel star in particular 3, 4 and 5 in West Java with a total sample size

of 223 supervisors of food and beverage and supervisor of room division. Testing hypotheses is using Structural

Equation Modeling (SEM). The results showed: contribute to the influence of competency and commitment to

employee productivity through greater organizational citizenship behavior compared to the influence of

competency and commitment to employee productivity directly, this suggests that organizational citizenship

behavior is built through competency and committed employees have a major role to increase productivity and

decrease employee star hotels.

Key words: competence; commitment; organizational citizenship behavior and employee productivity

JEL codes: Z1

1. Introduction

Fluctuations in the number of tourist arrivals were accommodated in West Java province can be seen in 2004

grew by 34.67% from the previous year, and continue to decline. In 2006 growth in tourist arrivals had very poor

condition, due to a decrease of 19.40% from the previous year. Year 2008 saw a huge growth in the amount of

65.71% from the previous year. Furthermore, fluctuations in the number of domestic tourist visits were

accommodated in West Java province can be seen in 2004 grew by 41.75% from the previous year, and has

decreased notably in 2005 was 9.78%. Furthermore, in 2006 the growth of tourist arrivals increased from 2005 by

6.70% in 2007, but the growth is very small at 0.41% over the previous year and in 2008 there was an increase is

quite high at 9.46% from the previous year (Department of Tourism and Culture of West Java Province, 2010).

The growing amount of accommodation in the province of West Java in 2003-2010 can be explained that the

development of the star from 2003 to 2005 did not experience an increase in the number of hotels. In 2006 the

Asep Kurniawan, Ph.D., Faculty of Economics, University of Jenderal Achmad Yani (Unjani) Bandung; research area/interests:

human resources management. E-mail: [email protected].

The Influence of Competency and Commitment to Organizational Citizenship Behavior and Its Impact to Employee Productivity Based on Perception of Supervisors: A Survey at Star Hotels in West Java

1431

development of the number of star hotels grew by 4.44% or as much as 6 star hotels, and in 2007 also grew by

9.93% or as many as 14 hotels. Later in 2008, an increase of 12.90% and until 2010 there was no increase in

growth in the number of hotels (Department of Tourism and Culture of West Java Province, 2010).

Productivity Indonesian ranks 59 of 61 countries (Reuters, 2009). If Indonesian is reviewed more in-depth

ranking of 60 countries in 2005 alone ranked Indonesian remained unchanged in position 59 of the 60 countries to

compete with the overall productivity of Thailand (ranked 27), Malaysia (ranked 28), Korea (ranked 29), China

(ranked 31), Philippines (ranked 49) (IDM Word Competitiveness Yearbook, 2005).

Minister of Manpower and Transmigration (minister) Erman said that the labor productivity of HR (human

resources) Indonesian is low. According to an international survey, Indonesia ranks 137 of 147 countries surveyed.

In Indonesian, people of different cultures—different causes demising productivity—each different region (Bali

Post).

According Wiratha (1998) that have not achieved target of tourist allegedly caused by the professionalism of

the employees of the hospitality industry as an industry providing accommodation services remains low, with the

knowledge or insights of employees relatively narrow and less able to create ideas, solve problems that arise and

sense of responsibility is still relatively small. Furthermore, Kessler (2008) states that many organizations have

attempted to build a model—a model of competence to identify the core competencies that organizations need to

be more competitive and successful in the future.

Level of employee commitment in Indonesian is still low when compared to other countries. According to

the Asia Market Intelligence said that employees in Asia involving 1679 respondents in nine countries, namely

Indonesian, Korea, Singapore, Malaysia, the Philippines, Thailand, Taiwan, Hong Kong and China. The survey

results demonstrate the commitment and loyalty of employees in Indonesian is relatively low compared with other

Asian countries (14/XVII SWA Magazine, July 2001). Along with other researchers, namely Wyatt who conducted

a survey of 8000 employees from 46 companies in 14 major industry in Indonesian shows the level of

commitment and loyalty of employees in Indonesian is still low (Reuters, December 1, 2004).

Based on preliminary research and observations that have been made against 30 people who assess the

operational supervisor employees at the food and beverage as well as the employees of the hotel room division

three, four and five in West Java Province, investigators get some phenomenon.

The first phenomenon is related to the fact that employee competence (ECPT) star in West Java Province

explained that 53.33% in the opinion of food and beverage supervisor and the supervisor’s immediate superior

room division as an employee, showing employees who worked under him was not competent. According to

Kessler (2008) states that organizations should be able to make sure employees understand the job competencies

to be able to adjust to the job.

The second phenomenon, an overview of employee commitment (ECMT) star in West Java Province by

rating food and beverage supervisor and supervisor room devision showed 56.67% of the employees are not

committed. According to Luthans (2006) suggested that a summary of past and present research shows a positive

relationship between organizational commitment and desired outcomes such as high performance, low employee

turnover, and absenteeism rates.

The third phenomenon, an overview of organizational citizenship behavior (OCB) employee-star hotel in

West Java can be seen that 56.67% of the employees are not organizational citizenship behavior. According to an

expert who has examined the OCB, that will enhance the achievement of goals and organizational effectiveness

(Bowler, 2006).


1432

Finally the fourth phenomenon, to employee productivity (EPR) star in West Java Province assessments

food and beverage supervisor and supervisor room division showed 53.33% of employees are not productive.

According to Sedarmayanti (2010) that with the development of business activities in various sectors, it needs

more attention workings that will create efficiencies that will ultimately result in labor productivity.

Increased productivity will be difficult to be increased if the management of an organization does not manage

its human resources effectively. According Rivai and Sagala (2010) stated that the achievement of the business

objectives of the organization, the problems faced by the management not only in raw materials, work tools,

production machines, money and the environment, but also about employees (human resources) which manage

factors of production other.

Based on the above research background, the research problem is formulated as follows: How much

influence employee competence (ECPT), employees’ commitment (ECMT) on employee productivity (EPR), both

directly and through organizational citizenship behavior (OCB) on star hotels in West Java Province

2. Literature Review

Grand Theory in this research is the theory of management. The power management is shown by the many

individuals who have the dedication, integrity and professionalism in the travel and career development (Druker &

Maciariello, 2008)

Middle Range Theory is a theory in the study of Human Resource Management (HRM) and Organizational

Behavior. Human Resource Management is the process of managing the individuals in achieving organizational

goals. HRM is part of the management process associated with managing resources effectively and efficiently

starting from procurement, developing and retaining competent human resources to achieve organizational goals

(Mahapatro et al., 2010). According to Armstrong (2009) states that the practice of HRM focuses on aspects of

how to manage the human resources employed in the organization. Furthermore Torrington et al. (2008) suggested

that HRM is the basis of all management activities but not of all business activities. However, business activities

should be sure to attract human resources that suit their needs and manage them well. While the concepts of

organizational behavior represents the human resource management, not the entire management. Organizational

behavior does not intend to describe the overall management (Luthans, 2006). Furthermore, according to Mullins

(2006) examine the behavior of many organizations related to the behavior of individuals within the organization.

Behavior is often the most central issues related to the problems of individuals and groups within the organization

especially faced with the complexity of the behavior of individuals and groups in the modern business world.

While opinion Schermerhorn et al. (2010) stated that organizational behavior is the basis for learning about the

behavior of individuals, groups and organizations both through the understanding of work-related behavior,

interpersonal processes in the dynamics of the organization to achieve organizational performance.

Applied Theory of the study was the theory of competence, the theory of commitment, organizational

citizenship behavior theory (OCB) and the theory of productivity. Commission a number of individual

characteristics associated with the reference criteria expected behavior and performance in a job or situation that is

expected to be met (Spencer & Spencer, 1993). According to Meyeretal (2002) suggested that the theory of

commitment is an attitude or psychological relationship between the individual members of the organization that

is characterized by the belief and acceptance of the goals and values of the organization, the desire to remain a

member and a desire to advance the organization. Furthermore, according to Porter, the Armstrong et al. (2006)


1433

said that the theory commitment as binding (attachment) and loyalty (loyalty), which is the relative strength of an

individual’s identification with and involvement with civic organization. OCB according Organ et al. (2006) is an

attitude employee behavior voluntary, sincere, happy without having to be governed and controlled by the

company in providing good service. Employee Productivity (EPR) is a relationship between the input and output

or effectiveness or efficiency. Employee Productivity (EPR) can be enhanced by using the concept of effective and

efficient (Robbins, 2003; Sinungan, 2009; Suryanto, 2010; Sedarmayanti, 2010; Sakamoto, 2010; Heizer &

Render, 2011).

3. Research Methods

This study will use the descriptive research methods and verification. The number of respondents was as

many as 223 people, the food and beverage supervisor and the supervisor room division star hotels scattered all

regencies/cities in West Java Province. A variable to be measured is the employee competency, employee

commitment, and organizational citizenship behavior and employee productivity. The method used to process and

analyze the data in this study is analysis is descriptive and structural equation modeling as a tool in making

conclusions. Later research instruments need to be tested on other respondents to determine the level of validity

and reliability.

4. Research Results

4.1 Compatibility of Model Test Results

Test match in structural equation modeling, the model can be seen by some as a model suitability test criteria

is presented in the following Table 1.

Table 1 Model Match Test Results

Size Goodness of Fit Value Estimation Results

Chi-Square 4812.53 (p-value = 0,000)

RMSEA 0.053*

GFI 0.646

AGFI 0.624

NFI 0.946*

CFI 0.978*

IFI 0.978*

RFI 0.946*

PNFI 0.917*

PGFI 0.609

Note: *meet the criteria of a good model.

Size suitability models in SEM analysis, namely:

The calculation of the value of 2 (chi-square) for the studied models obtained for 4812.53 with ap-value =

0.000. Judging from the p-value less than 0.05 indicates that the 2 test significant.

Judging from the value of RMSEA (0.053 < 0.08) for the model under study shows that the model is obtained

to meet the criteria.

Judging from the value of GFI (Goodness of Fit Index) for the model studied by 0.646 < 0.90 indicates that


1434

the model obtained yet eligible.

The results indicate the absolute size of the suitability of the acquired models meet the criteria of goodness of

fit in the relatively small size of the RMSEA (0.053 < 0.080) suggesting that the empirical models obtained are in

accordance with the theoretical model. To measure parsimonious (CFI, IFI, RFI and PNFI) all meet the criteria of

good models, i.e., greater than 0.90.

4.2 Measurement Model

In this study, there are 20 latent variables to the manifest variables as number 79 employee competency (ECPT)

latent variable consisted of 45 variables manifest, employee commitment (ECMT) consists of 15 manifest variables,

organizational citizen behavior (OCB) consists of 18 manifest variables and employee productivity (EPR) consists of

one manifest variable. In matches test model (goodness of fit) concluded that the model is acceptable, meaning that

the model obtained can be used to test the hypothesis that has been proposed. Using maximum likelihood estimation

method obtained full path diagram model of ECPT, ECMT and OCB influence on EPR.

Figure 1 Coefficient of Structural Equation Modeling Standards


1435

4.3 Validity Test Instruments

If the correlation coefficient point declarations with a total score 0.317 then the statement is declared

invalid (Sarwono & Martadiredja, 2008, p. 189). The results of the calculation of commission instruments validity,

employee competence, employee commitment, organizational citizen behavior, and all meet the requirements of

validity employee productivity shown in the following table:

Table 2 Results Test Validity Questionnaire Employee Competency (ECPT)

The number of the statement

Validity index Critical value Information The number of the statement

Validity index Critical value

Information

Item 1 0.584 0.317 Valid Item 24 0.742 0.317 Valid






















Item 23 0.691 0.317 Valid

Table 3 Questionnaire Validity Test Results Employee Commitment (ECMT)


Validity index Critical value Information The number of the statement


Information








Item 8 0.601 0.317 Valid


1436

Table 4 The Results of Test Validity Questionnaire Organizational Citizenship Behavior


Validity index Critical value InformationThe number of The statement


Information










Table 5 Test Result Validity Questionnaire EPR

The number of the statement Validity index Critical value Information

Item 1 0.670 0.317 Valid

Item 2 0.691 0.317 Valid

Item 3 0.713 0.317 Valid

Item 4 0.733 0.317 Valid

Item 5 0.567 0.317 Valid

Item 6 0.748 0.317 Valid

4.4 Reliability Test Instruments

Reliability coefficient calculation technique used is the Cronbach Alpha reliability coefficient. Based on the

results of treatment using the split-half obtained reliability test results as follows:

Table 6 Test Results Reliability Questionnaire Research

Questionnaire Reliability coefficient Critical value Information

Employee competency 0.978 0.80 Reliable

Employee commitment 0.908 0.80 Reliable

Organizationalcitizenship behavior 0.956 0.80 Reliable

Employee productivity 0.879 0.80 Reliable

4.5 Effect of Employee Competency (ECPT), Employee Commitment (ECMT) and Organizational

Citizenship Behavior (OCB) Against Employee Productivity (EPR)

Substructure to be tested is the influence of the commission, ECPT, ECMT, and OCB against the EPR. Based

on the research paradigm substructure to be tested is formulated as follows.

Table 7 Structural Influence Model of ECPT, ECMT and OCB against EPR

Endogenous Constructs

Exogenous constructs Error variance

ECPT ECMT OCB

EPR γ2.1ECPT γ2.2ECMT 2.1OCB + ζ 2

Note: Description: ECPT: competence; ECPT: commitment; OCB: organizational citizenship behavior; EPR: employee productivity; ζ2: The influence of other factors on employee productivity; γ2.1: Coefficient influence employee competence on employee

productivity; γ2.2: Coefficient influence commitment employees on employee productivity; 2.1: coefficient influence of

organizational citizenship behavior on employee productivity.


1437

From the results of data processing using the software LISREL structural equation is obtained as follows.

Table 8 Effect of Structural Equation Commission, ECMT and OCB against EPR

Endogenous Constructs

Exogenous constructs Error variance

ECPT ECMT OCB

EPR 0.2041

(3.5539) 0.1968

(3.4580) 0.5118

(7.4788) 0.3940

Note: Description: Figures in brackets are the t-test statistic value.

Together-each variable ECPT, ECMT and OCB is to contribute or influence by 60.60% against the EPR in

star hotels in the province of West Java. While the remaining 39.40% is influenced by other factors beyond the

three independent variables were studied.

Through values of the coefficients contained in the table can be calculated the effect of each independent

variable (ECPT, and ECMT) against EPR

Table 9 Effect of the Great ECPT, ECMT and OCB against EPR

FreeVariable Coefficient The Direct Path Through OCB Total

ECPT 0.2041 4.17% 6.33% 10.50%

ECMT 0.1968 3.87% 5.33% 9.20%

OCB 0.5118 26.19% 26.19%

Among the three independent variables, OCB contributed most to the EPR, otherwise variable ECMT

contributed the least to the EPR on star hotels in West Java Province. Once the path coefficients are calculated,

and then to prove whether the ECPT, ECMT and OCB significant effect on the EPR, the hypothesis testing.

4.6 Effect of Competence (ECPT) and Commitment (ECMT) against Employee Productivity (EPR)

The hypothesis to be tested is the influence of the ECPT, and ECMT against EPR in star hotels in the

province of West Java. Visually path diagram on testing the third hypothesis is described as follows.

Figure 2 Diagram Line Hypothesis Testing

4.7 Effect of Competence (ECPT), and Commitment (ECMT) in Together against Employee

Productivity (EPR) H0: All 2.i = 0 i = 1.2

: ECPT and ECMT together no effect against the EPR in star hotels in the province of West Java.

Ha: There2.I0 i = 1.2

: ECPT and ECMT together the same effect on the EPR in star hotels in the province of West Java.


1438

Hypothesis testing is done through the provision of F-test statistics reject Ho if Fcount greater than Ftable, or

otherwise accept Ho if Fcount less than or equal to the Ftable. Formerly known that the ECPT and ECMT give effect

to the EPR by 19.70% and the value can be calculated through the value of F according to the formula

Fcount = 1 2

1 2

2Z(X X )

2Z(X X )

(n-k-1)R

k(1-R )

Fcount = ,

,

,

From table F for a significance level of 0.05 and degrees of freedom (2; 220) obtained value of Ftable is 3.037.

Because of the results obtained Fcount value (26.986) and greater than the Ftable (3.037), then the error rate of 5% so it

was decided to reject H0Ha accepted. So based on the results of the test with a 95% confidence level concluded that

the ECPT and ECMT together—equally significant effect on the EPR in star hotels in the province of West Java.

Effect of simultaneous variables ECPT and ECMT against EPR star hotels in West Java is positive, meaning

that the level of the EPR can be explained by the level of ECPT and ECMT employee owned hotels. ECPT and

ECMT has significant influence statistical tests against the EPR, which means that the influence of the EPR,

ECPT and ECMT show a strong and significant influence.

The influence of other variables against the EPR indicated by the amount of 80.30% epsilon this indicates

that there are other variables that affect the EPR took part in the star hotels in West Java outside EPR and ECMT

variables that need further study.

4.8 Effect of Competence(ECPT) in Partial against Employee Productivity (EPR) H0: 2.1 = 0 : ECPT had no effect on the EPR in star hotels in the province of West Java.

Ha : 2.1 0 : ECPT effect on the EPR in star hotels in the province of West Java.

Table 10 Test Results Influence ECPT on EPR

Coefficient path tcount tcritical Ho Ha

0.2041 3.5539 1.96 Rejected Accepted

Based on the test results can be seen tcount ECPT variable (3.5539) greater than tcritical (1.96). Because tcount is

greater than tcritical, then the error rate of 5% so it was decided to reject Ho Ha accepted. So based on the results of

the test with a 95% confidence level the Commission concluded that the partial effect on the EPR in star hotels in

the province of West Java.

Partially, the direct influence of the ECPT against EPR star hotels at 4.17%, the indirect effect through the

ECPT against EPR conjunction with OCB at 6.33% so that the total effect of the Commission against the EPR of

10.50%. This fact indicates that the ECPT variables that include variables of intellectual competence with

dimensions of competency achievement and acting, as well as competency skills; emotional competence variables

of self-efficacy and competence dimensions of service, as well as social competence variables of managerial

competence and competence dimensions influencing others show a positive influence in the formation and

improvement of EPR star hotels. The findings of the research ECPT positive influence on EPR star hotels indicates

that improvements through increased ECPT very important role in the formation and improvement of OCB.

The results of this study have been empirically proven and backed by some of the theory and the results of

previous studies that high ECPT can improve EPR.


1439

4.9 Effect of Commitment (ECMT) in Partial against Employee Productivity (EPR) H0 : 2.2 = 0 : ECMT had no effect on the EPR in star hotels in the province of West Java.

Ha : 2.2 0 : ECMT effect on the EPR in star hotels in the province of West Java.

Table 11 Test Result Influence ECMT on EPR



Based on the test results can be seen tcount ECMT variable (3.4580) greater than tcritical (1.96). Because tcount is

greater than tcritical, then the error rate of 5% so it was decided to reject Ho Ha accepted. Based on the test results

with 95% confidence level concluded that the ECMT in partial against the EPR in star hotels in the province of

West Java.

While the direct influence of the EPR star hotels at 3.87%, the indirect effect ECMT to do with the EPR

through of 5.33%, so the total effect of the ECMT against OCB at 9.20%. This fact indicates that the variable

working capital which includes the dimensions of affective commitment, continuous commitment and normative

commitment showed a positive influence in the formation and improvement of EPR star hotels. The findings of

this study ECMT positive influence on EPR star hotels indicate that improvements ECMT very important role in

the formation and improvement of EPR star hotels.

4.10 Influence of Organizational Citizenship Behavior (OCB) against Employee Productivity (EPR)

The hypothesis to be tested is the influence of the EPR in OCB star hotels in West Java Province. Visually

path diagram on the test the second hypothesis is described as follows.

Figure 3 Diagram Line Hypothesis Testing

H0 : 2.1= 0 : OCB had no effect on the EPR in star hotels in the province of West Java.

Ha : 2.1 0 : OCB effect on the EPR in star hotels in the province of West Java.

Table 12 Effect of OCB Testing Results against EPR



Based on the test results can be seen tcount OCB variable (7.4788) greater than tcritical (1.96). Because tcount is

greater than tcritical, then the error rate of 5% so it was decided to reject Ho Ha accepted. Based on the test results with

95% confidence level was concluded that OCB partially affect the ERP in star hotels in the province of West Java.

CO

AL

CV

SP

SD

OL

OC

OC

0.7626 EPR ratio EP0.511 1.0000


1440

The influence of the OCB against EPR star hotels at 26.19%. This fact suggests that the OCB variables that

include dimensions conscientiousness, altruism, civic virtue, sportsmanship, self development, organizational

loyalty and organizational compliance showed a positive influence in the formation and improvement of the EPR.

The findings of the research OCB positive influence on EPR star hotels indicates that improvements in OCB very

important role in the establishment and improvement of the EPR.

The results of this study have been empirically proven and backed by some of the theory and the results of

previous studies that high OCB employees can improve EPR.

Based on these three variables influence OCB greatest effect against the EPR star hotels that is equal to 26.19%

compared to the two other variables that influence the ECPT against the EPR gained 10.50% greater than the

influence of the ECMT against EPR only 9.20%. Of the magnitude of the indirect effect can explain the existence

of the interrelationship between variables ECPT, ECMT and OCB could increase the influence of variables

observed against EPR star hotel in the district/city in the province of West Java. This shows improvement

occurred in all three variables, namely the ECPT, ECMT and OCB together will increase EPR star hotels in

regency/city in the province of West Java. Contribution of the direct influence of the ECPT and working capital

amounted to 19.70% against the EPR but if the ECPT and the influence of the ERP through OCB ECMT

contributed 60.60%. This suggests that the ECPT and ECMT must be supported by a high OCB to get more EPR

star hotels level is high.

5. Conclusion

Contributions influence employee competence (ECPT) and the commitment of employees (ECMT) on

employee productivity (EPR) through organizational citizenship behavior (OCB) is greater than the influence of

competence and commitment to employee productivity is directly suggesting that organizational citizenship

behavior built through competency and committed employees have a great role to increase employee productivity

star hotels.

References: Agus Sulastiyono (2008). Manajemen Penyelenggaraan Hotel, Penerbit Alfabeta: Bandung. Armstong Michael (2006). Strategic Human Resources Management: A Guide to Action, Koganpage, USA: Thomson-Shore. Armstong Michael (2009). Handbook of Human Resource Management Practice, London: Kogan Page. Armstong Michael and Helen Murlis (2003). Reward Management, Jakarta: Gramedia. Asia Market Intelligence (2001). SWAMagazine, 14/XVII, Juli 2001. Word Bank (2010). “Employment in Indonesia report towards a better job creation and security protection for workers”, Jakarta. Development Agency of Culture and Tourism (2006). “Human resource competency standard hotel and restaurant”, Volume 1 and 2,

Development Agency of Culture and Tourism. Badan Pusat Statistik Provinsi Jawa Barat (2010). “Statistics hotels and other accommodation in West Java, 2007-2010”, No.

Publication: 32543 1005, West Java: BPS. Badan Pusat Statistik Provinsi Jawa Barat (2007). Direktori Hotel dan Akomodasi Lainnya di Jawa Barat Tahun 200, Jawa Barat:

BPSBali Pos. Bowler Wm. Matthew (2006). Organizational Goals versus the Dominant Coalition: A Critical View of the Value of OCB, Institute of

Behavioral and Applied Management. Culture and Tourism Department of Indonesia (2006). “Work plan and budget revenue and expenditure (APBN)”, Department of

Culture and Tourism 2006. Culture and Tourism Department of West Java Province (2010). Tourism and Culture in Figures 2010. Drucker Peter F. and Maciariello Jaseph A. (2008). Management (revised ed.), USA: Harper Collins e-books.


1441

IDM Word Competitiveness Yearbook (2005). I Gede Wiratha (1998). Ketahanan Industri Pariwisata Bali Menghadapi Berbagai Krisis Saat Inidan Kaitannyadengan Peluang

Produk Pasarpada Era Persaingan Bebas, Denpasar Seminar Nasional Pariwisata Budayadan Budaya Pariwisata Bali Memasuki Abad ke-21.

Sarwono J. and Marteadiredja T. (2008). Riset Bisnisuntuk Pengambilan Keputusan, Yog-yakarta: CV. Andi Offset. Kessler Robin (2008). Competency-Based Performance Reviews: How to Perform Employee Evaluations the Fortune 500 Way,

Terjemahan Jakarta: PPM. Kompas Newspaper (2009). Kompas Newspaper, 1 December (2004). Luthans Fred (2006). Perilaku Organisasi, Yogyakarta: ANDI. Mahapatro Bibhuti Bhusan (2010). Human Resources Management, New Delhi: New Age International. Meyer J. P., Stanley D. J., Herscovitch L. and Topolnytsky L. (2002). “Affective continuance, and normatif commitment to the

organization: Ameta-analysis of antecedents, correlates, and consequences”, Journal of Vocational Behavior, Vol. 61, pp. 20-25. Mullins Laurie J. (2006). Essential of Organizational Behavior, Spain: Prentice Hall. Organ D. W. et al. (2006). Organizational Citizenship Behavior: Its Nature, Antecendents, and Consequences, Sage Publication, Inc.

California Rivaidan Sagala (2010). Manajemen Sumber Daya Manusiauntuk Perusahaan dari Teorike Praktik, Jakarta: PT. Rajagrafindo

Persada. Render Barry and Heizer Jay (2011). Operation Management, translated by Sungkono, Jakarta: Salemba Empat. Robbins Stephen P. (2003). Organizational Behavior, New Jersey: Pearson Education International. Sakamoto Shigeyasu (2010). Beyond World-Class Productivity: Industrial Engineering Practice and Theory, London: Springer. Schermerhom John R., Hunt James G., Osborn Richard N. and Bien Mary Uhi (2010). Organizational Behavior, USA: John Wiley &

Sons, Inc. Sedarmayanti (2009). Sumber Daya Manusiadan Produktivitas Kerja, Jakarta: CV. MandarMaju. Sedarmayanti (2010). Tata Kerjadan Produktivitas Kerja. Suatu Tinjauandari Aspek Ergonomiatau Kaitan Antara Manusiadengan

Lingkungan Kerjanya, Jakarta: CV. MandarMaju. Spencer Lyle M. J. R. and Signe M. Spencer (1993). Competence at Work, Models for Superior Performance, John Willey & Sons

Inc. Torrington Derek, Hall Laura and Taylor Stephen (2008). Human Resource Management (7th ed.), Spain: Prentice Hall.

Documents

The Influence of Competency and Commitment to ... · lack of good organizational citizenship behavior, resulting in the disruption of the achievement of employee productivity. This