MANUSCRIPT PUBLICATION The Influence Of Communication And Leadership To The Performance Of Employee At Orthopaedic Hospital Prof.Dr.R. Soeharso Of Surakarta.

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MANUSCRIPT PUBLICATION THE INFLUENCE OF COMMUNICATION AND LEADERSHIP TO THE PERFORMANCE OF EMPLOYEE AT ORTHOPAEDIC HOSPITAL PROF.DR.R. SOEHARSO OF SURAKARTA AISSA HAMED ALI AHMED P 100 120 041 MASTER OF HOSPITAL MANAGEMENT UNIVERSITY OF MUHAMMADIYAH SURAKARTA 2014 1 APPROVAL THE INFLUENCE OF COMMUNICATION AND LEADERSHIP TO THE PERFORMANCE OF EMPLOYEE AT ORTHOPAEDIC HOSPITAL PROF.DR.R. SOEHARSO OFSURAKARTA Prepared and Compiled By: AISSA HAMED ALI AHMED P 100 120 041 Approved and Enacted by the Supervisor I and Supervisor II Maintained front of the Board of Examiners for Thesis Proposal Master of Hospital Management Program University of Muhammadiyah Surakarta Supervisor I Supervisor II Dr. Amin Mustofa, MHA Drs. Anton Agus Setyawan, S.E October 2012 ctober 2012 1 MANUSCRIPT PUBLICATION THE INFLUENCE OF COMMUNICATION AND LEADERSHIP TO THE PERFORMANCE OF EMPLOYEESS AT ORTHOPAEDIC HOSPITAL PROF.DR.R. SOEHARSO OF SURAKARTA Aissa Hamed Ali Ahmed1); Amin Mustofa2); Anton Agus Setyawan3) 1) Student, Email 2) Supervisor I, Email 3) Supervisor II, Email Abstract The purpose of this study is analysing influence communication on performance, leadership on performance and communication, and leadership on performance of employee at the Orthopaedic Hospital of Prof.Dr.R. Soeharso of Surakarta. This research is quantitative, by taking samples at Prof.DR.R. Soeharso of Orthopaedic at Jl. A. Yani, Pabelan, Kartasura, Surakarta, Central Java, Indonesia, 57162. The study population and sample as many as 664 employees were taken by 70 employees. The technique of collecting data using questionnaires or questionnaire. The data analysis technique used is multiple linear regression analysis. The results obtained showed that Communications positive and significant effect on employee performance at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta. Leadership positive and significant effect on employee performance at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta. Communication and Leadership positive and significant effect on employee performance at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta. Keywords : Communication, Leadership and Performance of Employees. 1 2 Introduction Communication is the process of an idea transferred from one source to one or multiple recipients with a view to changing their behavior. Communication within an organization is one other factor that can improve employee performance. Communication system is built to support the smooth running of information that can be received and delivered by and to employees. Communication between employees in the organization must be built either. Communication makes us susceptible to various strategies that we can use in our relationships to work better with others for mutual benefit. Communication serves as an instrument to achieve personal goals and work. With good communication and quality leader in the activities will be easier to motivate employees to achieve the goal of improving the performance of employees. Gibson (2001: 186) states that leadership is an effort to use influence rather than coercion (concoersive) to motivate people to achieve goals. From the above definition it is clear that leadership involves the ability to influence. This affects the ability to have an intention to achieve its intended purpose. Leadership is a dynamic force that can foster motivation, aspiration, coordination and integrity of the organization to achieve organizational goals in building a high-performance organization headed. Leadership is the ability of a person to influence others to work toward goals and objectives. Leadership will become increasingly important; because one of the most important factors that will affect the success or failure of a group or organization to achieve goals. An effective leader is a leader who recognizes the vital powers are contained in the individual. Expected future leader can improve the performance of employees to work more effectively. Performance is a condition that must be known and confirmed to a certain party to determine the level of achievement of an agency linked to embrace the vision of an organization or company and find out the positive and negative 3 impacts of an operational policy. Blanchard in his book (2007: 10) states that the results of research Don Carew, Fay Kandarin, Eunice Parisi-Carew and Jesse Stoner managed to formulate and identify values of high-performance businesses. As a result of their research, created a model "SCORES" high performing companies. "SCORES" is an abbreviation of the six elements which are required in every high-performing companies, namely: (1) Shared Information and Open Communication/distributed information and open communication, (2) Compelling Vission/a convincing vision, (3) Ongoing Learning/continuous Learning, (4) Relentless Focus on Custumor Result/relentless focus on customer satisfaction, (5) Energizing Systems And Structures/systems and structures that give the spirit, and (6) Shared Power and High Involvement/power is distributed and high involvement. In this study the authors propose the following hypothesis: 1) Communication has positive of significant effect on employee performance Orthopaedic Hospital Prof.Dr.R. Soeharso of Surakarta; 2) Leadership has positive of significant effect on employee performance Orthopaedic Hospital Prof.Dr.R. Soeharso of Surakarta; 3) Communication and leadership has positive of significant effect on employee performance Orthopaedic Hospital Prof.Dr.R. Soeharso of Surakarta. The purposes of this study are: 1) To analyze influence communication on performance of employee at the Orthopaedic Hospital of Prof.Dr.R. Soeharso of Surakarta; 2) To analyze influence leadership on performance of employee at the Orthopaedic Hospital of Prof.Dr.R. Soeharso of Surakarta; dan 3) To analyze influence of communication and leadership on performance of employee at the Orthopaedic Hospital of Prof.Dr.R. Soeharso of Surakarta. 4 Research Methods Research conducted a quantitative research, on the grounds that this is proposed for this study. Following the researcher tries to solve the problem on performance (quality and quantity) with communication and leadhersip in Orthopaedic hospital Prof.DR.R. Soeharso of Surakarta. Then investigated by describing an object of research is by concluding, constructing, analyzing and collating the data. Design research is explanatory research, which highlights the research roomates or effect relationship between the variables researchers with previous hypotheses that have been formulated. This study will be carried out by taking location in Orthopaedic Hospital Prof.Dr.R. Soeharso of Surakarta is located at Jalan Ahmad Yani, Pabelan, Surakarta. The population in this study was the entire staff of the Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta. The total number of employees in this hospital is 678 people. In sampling based on the opinions Arikunto (2006:132) which states "If the subject is less than 100, better taken all of that research is the study population”. Furthermore, if a large number of the subject can be taken between 10-15 % or 20-25 % or more depending at least on the ability of researchers in terms of time. The data required in this research is primary data and secondary data. Primary data is information collected by researchers directly from the source, in the form of respondents to the variable communication, leadership and employee performance. Secondary data is information collected by others, the general condition of the hospital environments Ortopaedic of Surakarta, description of employees, previous performance and the achievement of others is instruen data collection in the form of questions to be answered by respondents to whom the questionnaire. Then the presence of the test questionnaire with validity and reliability, to determine which statement will be continued as a pure research.The testing process is done before the instrument was given or distributed to the research sample. To test the instruments 5 researchers use a portion of the population but outside the study sample, ie as many as 30 employees. According Riduwan, Rusyana and Enas (2011: 194) Validity is a measure of the degree of validity or the validity of an instrument. The resulting decision will show the following results: 1) If rxy > rtabel and a significance level of less than significant 5% (0.05), means that the item (item questionnaire about) is valid as well have a requirement to be a research instrument; 2) If rxy < rtabel and significance level significantly greater than 5 % (0.05), means that the item (item questionnaire about) declared invalid at the same time do not have the requirements to be used as research instruments. To determine the stability of the measuring instrument reliability test. According Riduwan, Rusyana and Enas, (2011: 194) reliability refers to a sense that something reliable instrument to be used as a data collection tool because the instrument is considered to be good. Assessment criteria, using a significance test level α = 0.05. The instrument can be said to be reliable if the Alpha value is greater than rtable (Product Moment). While the data analysis techniques that include classical test assumptions and multiple linear regression analysis, classical test assumptions is a requirement prior to multiple linear regression analysis to determine the contribution of each variable. Multiple regression analysis is a linear regression analysis tool for more than two variables. Multiple regression is used to determine the effect of the dependent variable with the independent variables. In this study multiple regression is used to determine the effect of the dependent variable that is a result of behavior that is stimulated which includes the performance and the independent variable is the variable which is the stimulus for the influence of other variables, ie, communication and leadership. The test measures the path analysis as follows: 1) Determine the hypothesis; 2) Determine the level of significant (α) = 0.05; 3) Testing individual [(X1 to Y), (X2 to Y)]; 4) Testing simultaneously; 5) Summarize and conclude. 6 Discussion of Data Analysis Based on the analysis of data, which will be discussed and then compared with previous studies. Generate some decisions of which is that communication and leadership contribute or positive and significant effect on performance of employee at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta. Another decision indicates that communication contributes positive and significant effect on performance of employee at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta and leadership are also positive and significant impact on performance of employee at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta. To be more clear in the concluding results of the analysis, the following results are more clear from the studies above: The results of the first test of the hypothesis which states that the communication positive and significant effect on performance of employee at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta, proven. This can be evidenced by the regression coefficients of the variables is positive communication is by 0.434, so it can be said that the positive effect of communication variables on performance of employee. Based on t test for leadership variables obtained tcount > ttable, that is 2.956 > 1.996 and significant value < 0.05, that is 0.004. This suggests that there are significant means of communication between the employee's performance at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta. Based on this conclusion it can be said that the higher the communication, the better the performance of employees, and vice versa, the lower the communication will also lower the performance of employees. Based on the previous research, the first hypothesis is more likely to study Rajhans (2012), who states that organisational communication plays a vital role in employee motivation and performance as real changes are taking place in modern organisations which confront the new reality of tighter staffing, 7 increased workloads, longer hours and a greater emphasis on performance, risktaking and flexibility. Employee communications have a crucial role to play in the management effort to reorient employees perplexed by changes, or inform and motivate those who adapt more readily. The results of the second test of the hypothesis which states that leadership and significant positive effect on performance of employee at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta, proven. This can be evidenced by the regression coefficients of the variables is positive leadership is at 0.183, so it can be said that the leadership variable positive effect on performance of employee. Based on t test for leadership variables obtained tcount > ttable, that is 2.311 > 1.996 and significance value < 0.05, that is 0.024. This means showing that there is a leadership influence on performance of employee at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta. Based on this conclusion it can be said that the higher leadership, the better the performance of employees, and vice versa, the lower the level of leadership will also lower the performance of employees. From the results above can be attributed to a previous study, based on research results Abbas and Yaqoob (2009), this research shows that, training development that are part of leadership can be used to effectively increase the learning and make use of developed skills during problem solving. Therefore it can be analyzed that all the factors precede or succeed each other. Training and development of leadership as combined effect that can influences the employee performance and if they are properly planned then these factors can results into high performance by the employees and collectively resulting into organizational performance. The results of testing the third hypothesis, that communication and leadership positive and significant impact on performance of employee at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta, proven. In accordance with the multiple linear regression test, in this test using a test called a 8 simultaneous or F test, it is known that the value of Fcount > Ftable, that is 20.809 > 3.134 and significance value < 0.05, that is 0.000. This means, there is the contribution of communication and leadership to employee performance. Based on this conclusion it can be said that the trend of increase in variable combination of communication and leadership will be followed by an increase in employee performance, otherwise if there is a downward trend variable combination of communication and leadership will be followed by a decrease in employee performance. The results of this study can not be separated from the problems that existed before, Orthopaedic Hospital Prof.Dr.R. Soeharso of Surakarta as healthcare organizations must have a commitment to provide quality healthcare for the community. Hospitals should be able to keep going financially, in a cost effective and sensitive to the needs of its customers. In carrying out its function as a referral hospital and specialty hospitals owned Central Government are included in the category of type A Specialized Orthopaedic Hospital of Prof.Dr.R.Soeharso of Surakarta implement required services to all walks of life quality, effective and efficient. Conclusion Communications positive and significant effect on employee performance at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta, it is proved by the results of the analysis have been obtained. Namely the influence of communication on employee performance at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta, the presence of these effects indicates that communication also includes things that are very important in improving the performance of employees. While the second result is obtained that leadership and significant positive effect on performance of employee at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta. Based on the latest analysis shows communication and leadership positive and significant impact on performance of 9 employee at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta, it is proved that the communication and leadership simultaneously influence on employee performance at Orthopaedic hospital Prof.Dr.R. Soeharso of Surakarta. 10 References Arikunto, Suharsimi. 2003. Manajemen Penelitian. Jakarta: Rineka Cipta. Arikunto, Suharsimi. 2006. Prosedur Penelitian: Suatu Pendekatan Praktek. Jakarta: Rineka Cipta. Ariyoso. 2009. “Statistik 4 Life-Beta – Korelasi Parsial”. http: //statistik4life. blogspot. com/ 2009/ 11/ korelasi-parsial-adalah-pengukuran. html. Accessed on 10th Descember 2013 at 22.01 p.m. Byars, LL and L. W. Rue. 2008. Human Resource Management. Boston: McGraw-Hill. Dessler, Gray. 2000. Human Resource Management. 8th Edition. New Jersey: Prentice Hall, Inc. Flippo, Edwin B. 2005. Manajemen Personalia. Jakarta: Erlangga. Gibson, James., L. John M, Ivancevich dan James H. Donnelly, Jr. 2005. Organization. 8th ed. Boston, Massachusetts: Irwin, Inc. Ishak, Arep and Tanjung, Hendri. 2003. Manajemen Motivasi. Jakarta: Widiasarana Indonesia. Ivancevich, J., Konopaske, R., Matteson, M. 2007. Organizational Behavior and Management. New York: McGraw-Hill Irwin. Kuncoro, Mudrajat. 2001. Metode Kuantitatif: Teori dan Aplikasi untuk Bisnis dan Ekonomi. Yogyakarta: UPP STIM YKPN. McShane, Steven L. & Marry Ann Van Glinow. 2008. Organizational Behavior: Emerging Knowledge & Practice for the Real World. Boston: The McGraw-Hill Companies, Inc. Neneng Komariah. 2009. “Komunikasi Interpersonal bagi Pustakawan”. Karya Tulis. Bandung: Fakultas Ilmu Ekonomi Universitas Padjajaran. Theodore J. Kowalski, Thomas J. Lasley II, James W. Mahoney. 2008. Datadriven decisions and school leadership: best practices for school improvement. Boston: Pearsan Education. 11 Thoha, Miftah. 2003. Perilaku Organisasi Konsep Dasar dan Aplikasinya. Jakarta: Rajawali Press. Riduwan; Rusyana, Adun dan Enas. 2011. Cara Mudah Belajar SPSS 17.0 dan Aplikasi Statistik Penelitian. Bandung: Alfabeta. Setiaji, Bambang. 2006. Panduan Riset dengan Pendekatan Kuantitatif. Surakarta: Muhammadiyah University Press. Siagian, S. P. 2008. Manajemen Sumber Daya Manusia. Jakarta: Bumi Aksara Indonesia. Sugiyono. 2012. Metode Penelitian Kombinasi (Mixed Methods). Bandung: CV Alfabeta. Surya, Dharma and Haedar, Akib. 2005. The Influence of job Satisfaction on Work Performance: a Theoretical Approach. Usahawan No. 2, TH XXXIV. Translate by http://translate.google.com Wursanto. 2004. Motivasi dan Pemotivasian dalam Manajemen. Jakarta: PT. Raja Grafindo Persada. Yukl, G. 2005. Leadership in Organizations: National Collage for School Leadership, Fifth edition. N. J: Prentice Hall, Upper Saddle River.

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