IKLIM KOMUNIKASI ORGANISASI TERHADAP PRO
The Effect of Organization Communication Climate Toward Working Productivity of
Organic and Oursourcing Employees in PT. Pertamina (Persero) Marketing Operation
Region V Surabaya
Winda Puspitasari
Communication Major
The Faculty of Social and Political Science Brawijaya University
Veteran Road Malang 65145
Phone:, Fax: 0341-575755; 0341-570038
Website: fisip.ub.ac.id
e-mail: fisip.ub.ac.id
Abstract - The aim of this study is to evaluate the effect of organizational communication
climate toward working productivity of organic and outsourcing employees. The research
was conducted at PT. Pertamina (Persero) Marketing Operation Region V Surabaya
involving 129 respondents. The respondents were 66 organic employees and 63 outsourcing
employees. Primary data collection method used in this study is questionaire. The data
collected was analyzed using statistical techniques of multiple regression with dummy
variables which assisted by the application program SPSS version 16. The result of this study
showed that the organizational communication climate is positively and significantly
influence work productivity of organic and outsourcing employees. in addition, the results
showed that there is no significant difference between productivity of organic and
outsourcing employees indicating the organization has had a good organizational climate
and system.
Key Words: Organizational communication climate, work productivity, organic employees,
and outsourcing employees.
This reserach aimed to analize the influence of organization communication climate
toward working productivity of organic and oursourcing employees in PT. Pertamina
(Persero) Marketing Operation Region V Surabaya. Organization communication climate is
very important in an organization or companies because it determines how perception felt by
employees of the organization to increase working productivity. PT. Pertamina (Persero) is a
Governmental Venture (BUMN) in Indonesia which is including in top 500 the biggest world
coorporations the version of “Fortune Global” magazine of July 2013 edition. PT Pertamina
(Persero) can be used as the example to help and describe to the other companies, so they will
be able to compete in national or international scale.
Organization communication climate is the perceptions about messages and events
happen which have relations with messages formed within organization (Pace dan Faules,
2001. p. 147). And thus organization communication climate can be the the experience
quality which has objective nature about organization internal
environment (Denis in
Muhammad, 2009. p. 86). Organization communicatin climate is a necessary thing to became
organization’s attention because organization communication climate factors could influence
employees’ behavior and the relationship among employees and oto the leader. According
O’Hair, Friedrich & Dixon (2009, p. 44) communication climate is one character aspect of
the organization that can analyze and understand the society. Schuster (in Curtis, et.al., 2005,
p. 250) stated that the core of success of an organization is the existence of healthier climate
which was created by companies that can respect and appreciate the effort and contribution of
the employees. The employees need high information and communication in order to be able
to finish their jobs. If communication between organization members distubed because of the
uneffective of the organization communication system, like the lack of the media used to
spread information or the way employees access needed information still hard. This will be
fatality result, for instance like misscommunication appeared and working productivity of the
employees is decreasing which can also harm and causing lost to the organization.
Productivity defined as the ratio level from input to output (Jones & Siag, 2009, p.
225). Working productivity of the employees influenced by some factors related with work of
the employees themselves, so the productivity strongly related to organization
communication climate which is felt by the employees in a working environment to gain high
productivity. And thus, the usage of resources done bosth as individual and as a group in
organization is expected to increase working productivity from working quality sector and
competition ability by considering working efficiency and effectivity. Which means that it
will decrease wastinng time, energy and many other inputs through various working
repairements, by doing so, many thing can be saved and used effectively and efficiently in
order to reach the purpose of the company.
The usage of time management is the biggest effort from working productivity
(Sinungan, 2009, p. 17). Productivity can be related with the efficient working ways and
system to make the production proccess can be done punctually and thus, employees will not
be needing overtime works with all of its implications especially cost implication. Then, it
would be logic and exact that if the increasing of working productivity used as one long-term
target in company to implement their strategy (Siagian, 2011).
In this case, researcher need to see the differences occur in organic and outsourcing
employees which related to the influence of organization communication climate toward
working productivity in PT. Pertamina (Persero) MOR V Surabaya. This is also supported
with other result about the relationship of organization climate and working productivity
conducted by Patterson, Warr & West (2004) who stated that the whole analysis proccess
showed that the working productivity of an organization has a strong correlation with clomate
aspects.
The trend of Government Venture (BUMN) companies management like PT.
Pertamina which hire outsourcing employees in order to lessen the production cost of the
company (Pearce & Robinson, 2008, p. 392). However, in its implementation, that there are
division of organic and outsourcing employees can be problematic in creating organization’s
discrepancy. These discrepancies happened within organization, has impact caused for sure,
as for example, organization communication climate happened toward working productivity
among organiz and oursourcing employees.
Based on verse 66, the constitution number 13 year 2013 (pasal 66 UU No. 13 tahun
2013) that outsourcings had only allowed in supportive activity or activity that has no direct
relation with the core jobs. However, generally the usage of outsourcing employees in
BUMN company is getting wider in to many aspects of the company (Devi, 2009). Also, the
implementation of outsourcing system all this time could close the chances of oursourcing
employees to be full-time employees (Utama, 2008). Social discrepancy between organic and
outsourcing employees can be reflected by the factors like employees selection proccess, the
kind of the job, payment system, career development, and employee working performance
assessment (KPI; Key Performance Indicator). One of the example of the research conducted
by Endang Solichin (in Muttaqien, 2014) about working contract outsourcing employees
between PT. Pertamina with outsourcing companies that there is compensation counting for
outsourcing employees like constant payment (UMR), transports support, health and social
insurance support (Jamsostek), day-off replacement support, celebration support, oil and gas
employees support, working uniforms, and many others.
From the differentce of the organic and outsourcing employees, there are factors that
influence the perception of the employees about organization communication climate in their
workplace and in order to reach working productivity of the employees. And thus, the
company need human relation management and good organization communication climate to
both organic and outsourcing employees. Good management of the company purposed not to
create discrepandy between organic and outsourcing employees, in both financial and non
financial aspect (Muttaqien, 2014).
By the effort of PT. Pertamina (Persero) in increasing working productivity of the
employees then, good communication climate will be the bridge to organic employees and
outsourcing employees to be able to understand one another in working environment in order
to established high working productivity which is wanted to be reached by PT. Pertamina
(persero). By undertanding one another, the employees and leaders need cooporation in one
organization. The open flow of communication from the management to the employees and
from the employees to the management is one important thing in PT. Pertamina (Persero). So
that the employee will be able to give and receive information and communicating in working
fields to explain the taskts and responsibility of where they are currently working.
Based on the theoritical review explained before, then it can be concluded some
theoritical hypothesis as follow:
H1:
Ho: There is no influence between organization communication climate with the
working productivity in PT. Pertamina (Persero) MOR V Surabaya
Ha: There is influence between organization communication climate with the
working productivity in PT. Pertamina (Persero) MOR V Surabaya
H2:
Ho: There is no difference of organizaation communication climate toward working
productivity of both organic and outsourcing employees.
Ha: There is diffference of organizaation communication climate toward working
productivity of both organic and outsourcing employees.
RESULT AND DISCUSSION
In determining sample values that will be taken in this research, researcher used
stratified random sampling sample drawing technique. This is done because of the
populations consist of some levels or layers and to make sure that the samples also represent
every layers (Darmawan, 2013, p. 147). In this research, the sample value taken using Slovin
formulation counting (Kriyantono, 2007, p.160). Based on the data obtained from PT.
Pertamina (MOR) V Surabaya, the amount of organic employees working are 194 persons
and the amount of outsourcing employees working are 166 persons. That’s why the value
sample of this research counted with Slovin formulation thus the researcher got the result of
66 organic employees and 63 outsourcing employees.
Organization Communication Variable (Dependent Variable)
This variable is measured based on the company statements which related to organication
communication climate which is felt by employees, to measure, it is seen from the
existence of indicators in organization communicatio climate by determining indicators
as follow (Pace & Faules, 2001, p.159): (a) trust; (b) mutual decision making; (c)
honesty; (d) downward communication openess; (e) listening in upward communication;
and (f) attention to high performance purposes.
Working Productivity Variable (Independent Variable)
Productivity variable measured by the statement related with employees working
productivity which is included in company’s environment, to measure can be determined
from indicators in employees working productivity as follow (Simamora, 2004, p.612):
(a) working quality; (b) working quantity; dan (c) punctuality.
Model and Hypothesis Testing
This research consist of dependent variable which is organization communication climate
that considered could influence toward independent variable of employees working
productivity, by distinguishing employees ( organic and outsourcing) in PT. Pertamina
(Persero) MOR V Surabaya.
Table 1. Counting Result and Recapitulation of Dummy Regression Analysis
Coefficients
t
Sig.
1.265
4.612
0.000
0.588
6.869
0.000
0.046
3.100
0.002
(Constant)
Organization Communication
Climate
Type of Employee
F-count
= 27.704
R Square (R2)
= 0.305
Sign-F
= 0.000
Adjusted. R2
= 0.294
R = 0.553
Based on the analysis result, it the regression equation will be made as follow:
General Mode
: Y = 1.265 + 0.588 X1 + 0.046 XD
Organic Mode
: Y = 1.265 + (0.588 + 0.046) X1
: Y = 1.265 + 0.634 X1
Outsourcing Mode
: Y = 1.265 + 0.588 X1
Simultaneous Hypotheis Testing (F-test)
the model used to find out if all independent variables have similar influence
toward dependent variable variation or simultaneously which is seen from the
probability counting (0.000) < level of significance (ɑ=0.05). Simultaneous
significancy testing resulted the value of Fcount (27.704) > Ftable (3.910). The counting
result can be interpreted that there is significant influence simultaneously, that is
organization communication climate toward working productivity of employees type
in PT. Pertamina (Persero) MOR V Surabaya.
Thus, from the analysis showed that the first hypothesis explicitly stated that
organization communication climate has the influence toward working productivity,
proved and has been tested the truth or the hypothesis is accepted. The next
hypothesis stated that there are difference of communication climate toward working
productivity in organic and outsourcing employees.
Determination Coefficient Analysis Result (R2)
The great contribution communication climate toward working productivity of the
employees type can be found out through its determination coefficient (adjusted R2)
which is 0.294 or 29.4%. This means that organization communication climate’s
contribution toward working productivity of employees type in PT Pertamina (Persero)
MOR V Surabaya is 29.4% while the rest of 70.6% is the contributio of other variable
that is not being discussed in this research. Although many other variables that can affect
the productivity of the employees, however organization communication climate variable
is more likely considered as the most important and able to influence employees’
working productivity level. That is why, repairement and completion of organization
communication climate felt by employees needed to be improved more, in order to make
it able supporting the expected productivity.
The Comparisson of Organization Commuication Climate
Picture 1. The comparisson of organization communication climate toward Organic and
outsourcing employees.
The Comparisson of Organization
Communication Climate
74,60
74,50
74,40
74,30
74,20
74,10
74,00
73,90
73,80
73,70
73,60
OR
OS
The result of organization communication climate comparisson attached in the
picture above, it can be interpreted that the organization communication climate of
organic employees valued as 74.50, while organization communication climate
outsourcing employees valued as 73.90. This means that organization communication
climate on both organic and outsourcing employees stated as good. From the result
above, it is known that organization communication climate of organic employees is
better than organization communication climate of outsourcing employees.
The Comparisson of Working Productivity
Picture 2. The comparisson of working productivity in both organic and outsourcing
employees.
The Comparisson of Working
Productivity
62,50
62,00
61,50
61,00
60,50
60,00
59,50
59,00
58,50
OR
OS
The result of working productivity comparisson of the employees described in the
picture above can be interpreted that working productivity of organic employees valued
as 61.86, while working productivity of outsourcing employees valued as 59.89. This
means that working productivity of both organic and outsourcing employees stated as
high. From the result above also known that working productivity of organic employees
is higher than working productvity of outsourcing employees.
CONCLUSION
Based on the research result which had been done to find out the influence of
organization communication climate toward working productivity of both organic and
outsourcing employees in PT. Pertamina (Persero) MOR V Surabaya, then, the result
can be concluded as follow:
1. Organization communication climate gives positive influence toward working
productivity of organic and outsourcing employees in PT. Pertamina (Persero)
MOR V Surabaya. This means that the igher organization communication climate
the higher working produtivity of both organic and outsourcing employees.
2. Organization communication climate toward working productivity of organic
employees has higher influence even if it’s not significant than organization
communication climate toward working productivity of outsourcing employees in
PT. Pertamina (Persero) MOR V Surabaya.
3. Related to the difference mentioned, PT. Pertamina (Persero) MOR V Surabaya has
better mechanism in improving better organization communication climate
between organic and outsourcing employees horizontally and vertically. This could
be example to many other companies that established the policy of hiring both
organic and outsourcing employees.
DAFTAR PUSTAKA
Curtis, D. B., Floyd, J. J., & Winsor, J. L. (2005). Komunikasi bisnis dan profesional.
Bandung: Remaja Rosda Karya.
Darmawan, D. (2013). Metode peneltian kuantitatif. Bandung: Remaja Rosdakarya.
Devi, E. K. (2009). analisis pengaruh kepuasan kerja dan motivasi terhadap kinerja karyawan
dengan komitmen organisasional sebagai variabel interveing pada karyawan
outsourcing. Tesis. Magister Manajemen, Universitas Diponegoro, Semarang .
Jones, P., & Siag, A. (2009). A re-examination of the factors that influence productivity in
hotels: a study of the housekeeping function. Tourism and Hospitality Research , 9(3).
224-234.
Kriyantono, R. (2007). Teknik praktis riset komunikasi. Jakarta: Kencana.
Muhammad, A. (2009). Komunikasi organisasi. Jakarta: Bumi Aksara.
Muttaqien, F. (2014). Pengaruh kepemimpinan dan kompensasi terhadap kepuasan kerja
karyawan outsourcing pada PT. BRI (Persero) cabang Lumajang. Jurnal Wiga, 4(1) .
O'Hair, D., Friedrich, G. W., & Dixon, L. D. (2009). Strategic communication: in business
and the professions. Jakarta: Kencana.
Pace, R. W., & Faules, D. F. (2001). Komunikasi Organisasi : strategi meningkatkan kinerja
perusahaan. Bandung: PT. Remaja Rosdakarya.
Patterson, M., Warr, P., & West, M. (2004). Organizational climate and company
productivity: the role of employee affect and employee level. London: Centre for
Economic Performance .
Pearce, J. A., & Robinson, R. B. (2008). Manajemen strategis- formulasi, implementasi, dan
pengendalian. Jakarta: Salemba Empat.
Siagian, S. P. (2011). Manajemen stratejik. Jakarta: Bumi Aksara.
Simamora, H. (2004). Manajemen sumber daya manusia. Yogyakarta: YKPN.
Sinungan, M. (2009). Produktivitas: apa dan bagaimana. Jakarta: Bumi Aksara.
Utama, D. T. (2008). Hubungan job insecurity dengan kepuasan kerja pada karyawan
outsourcing. Skripsi. Fakultas Psikologi, Universitas Indonesia, Jakarta .
Organic and Oursourcing Employees in PT. Pertamina (Persero) Marketing Operation
Region V Surabaya
Winda Puspitasari
Communication Major
The Faculty of Social and Political Science Brawijaya University
Veteran Road Malang 65145
Phone:, Fax: 0341-575755; 0341-570038
Website: fisip.ub.ac.id
e-mail: fisip.ub.ac.id
Abstract - The aim of this study is to evaluate the effect of organizational communication
climate toward working productivity of organic and outsourcing employees. The research
was conducted at PT. Pertamina (Persero) Marketing Operation Region V Surabaya
involving 129 respondents. The respondents were 66 organic employees and 63 outsourcing
employees. Primary data collection method used in this study is questionaire. The data
collected was analyzed using statistical techniques of multiple regression with dummy
variables which assisted by the application program SPSS version 16. The result of this study
showed that the organizational communication climate is positively and significantly
influence work productivity of organic and outsourcing employees. in addition, the results
showed that there is no significant difference between productivity of organic and
outsourcing employees indicating the organization has had a good organizational climate
and system.
Key Words: Organizational communication climate, work productivity, organic employees,
and outsourcing employees.
This reserach aimed to analize the influence of organization communication climate
toward working productivity of organic and oursourcing employees in PT. Pertamina
(Persero) Marketing Operation Region V Surabaya. Organization communication climate is
very important in an organization or companies because it determines how perception felt by
employees of the organization to increase working productivity. PT. Pertamina (Persero) is a
Governmental Venture (BUMN) in Indonesia which is including in top 500 the biggest world
coorporations the version of “Fortune Global” magazine of July 2013 edition. PT Pertamina
(Persero) can be used as the example to help and describe to the other companies, so they will
be able to compete in national or international scale.
Organization communication climate is the perceptions about messages and events
happen which have relations with messages formed within organization (Pace dan Faules,
2001. p. 147). And thus organization communication climate can be the the experience
quality which has objective nature about organization internal
environment (Denis in
Muhammad, 2009. p. 86). Organization communicatin climate is a necessary thing to became
organization’s attention because organization communication climate factors could influence
employees’ behavior and the relationship among employees and oto the leader. According
O’Hair, Friedrich & Dixon (2009, p. 44) communication climate is one character aspect of
the organization that can analyze and understand the society. Schuster (in Curtis, et.al., 2005,
p. 250) stated that the core of success of an organization is the existence of healthier climate
which was created by companies that can respect and appreciate the effort and contribution of
the employees. The employees need high information and communication in order to be able
to finish their jobs. If communication between organization members distubed because of the
uneffective of the organization communication system, like the lack of the media used to
spread information or the way employees access needed information still hard. This will be
fatality result, for instance like misscommunication appeared and working productivity of the
employees is decreasing which can also harm and causing lost to the organization.
Productivity defined as the ratio level from input to output (Jones & Siag, 2009, p.
225). Working productivity of the employees influenced by some factors related with work of
the employees themselves, so the productivity strongly related to organization
communication climate which is felt by the employees in a working environment to gain high
productivity. And thus, the usage of resources done bosth as individual and as a group in
organization is expected to increase working productivity from working quality sector and
competition ability by considering working efficiency and effectivity. Which means that it
will decrease wastinng time, energy and many other inputs through various working
repairements, by doing so, many thing can be saved and used effectively and efficiently in
order to reach the purpose of the company.
The usage of time management is the biggest effort from working productivity
(Sinungan, 2009, p. 17). Productivity can be related with the efficient working ways and
system to make the production proccess can be done punctually and thus, employees will not
be needing overtime works with all of its implications especially cost implication. Then, it
would be logic and exact that if the increasing of working productivity used as one long-term
target in company to implement their strategy (Siagian, 2011).
In this case, researcher need to see the differences occur in organic and outsourcing
employees which related to the influence of organization communication climate toward
working productivity in PT. Pertamina (Persero) MOR V Surabaya. This is also supported
with other result about the relationship of organization climate and working productivity
conducted by Patterson, Warr & West (2004) who stated that the whole analysis proccess
showed that the working productivity of an organization has a strong correlation with clomate
aspects.
The trend of Government Venture (BUMN) companies management like PT.
Pertamina which hire outsourcing employees in order to lessen the production cost of the
company (Pearce & Robinson, 2008, p. 392). However, in its implementation, that there are
division of organic and outsourcing employees can be problematic in creating organization’s
discrepancy. These discrepancies happened within organization, has impact caused for sure,
as for example, organization communication climate happened toward working productivity
among organiz and oursourcing employees.
Based on verse 66, the constitution number 13 year 2013 (pasal 66 UU No. 13 tahun
2013) that outsourcings had only allowed in supportive activity or activity that has no direct
relation with the core jobs. However, generally the usage of outsourcing employees in
BUMN company is getting wider in to many aspects of the company (Devi, 2009). Also, the
implementation of outsourcing system all this time could close the chances of oursourcing
employees to be full-time employees (Utama, 2008). Social discrepancy between organic and
outsourcing employees can be reflected by the factors like employees selection proccess, the
kind of the job, payment system, career development, and employee working performance
assessment (KPI; Key Performance Indicator). One of the example of the research conducted
by Endang Solichin (in Muttaqien, 2014) about working contract outsourcing employees
between PT. Pertamina with outsourcing companies that there is compensation counting for
outsourcing employees like constant payment (UMR), transports support, health and social
insurance support (Jamsostek), day-off replacement support, celebration support, oil and gas
employees support, working uniforms, and many others.
From the differentce of the organic and outsourcing employees, there are factors that
influence the perception of the employees about organization communication climate in their
workplace and in order to reach working productivity of the employees. And thus, the
company need human relation management and good organization communication climate to
both organic and outsourcing employees. Good management of the company purposed not to
create discrepandy between organic and outsourcing employees, in both financial and non
financial aspect (Muttaqien, 2014).
By the effort of PT. Pertamina (Persero) in increasing working productivity of the
employees then, good communication climate will be the bridge to organic employees and
outsourcing employees to be able to understand one another in working environment in order
to established high working productivity which is wanted to be reached by PT. Pertamina
(persero). By undertanding one another, the employees and leaders need cooporation in one
organization. The open flow of communication from the management to the employees and
from the employees to the management is one important thing in PT. Pertamina (Persero). So
that the employee will be able to give and receive information and communicating in working
fields to explain the taskts and responsibility of where they are currently working.
Based on the theoritical review explained before, then it can be concluded some
theoritical hypothesis as follow:
H1:
Ho: There is no influence between organization communication climate with the
working productivity in PT. Pertamina (Persero) MOR V Surabaya
Ha: There is influence between organization communication climate with the
working productivity in PT. Pertamina (Persero) MOR V Surabaya
H2:
Ho: There is no difference of organizaation communication climate toward working
productivity of both organic and outsourcing employees.
Ha: There is diffference of organizaation communication climate toward working
productivity of both organic and outsourcing employees.
RESULT AND DISCUSSION
In determining sample values that will be taken in this research, researcher used
stratified random sampling sample drawing technique. This is done because of the
populations consist of some levels or layers and to make sure that the samples also represent
every layers (Darmawan, 2013, p. 147). In this research, the sample value taken using Slovin
formulation counting (Kriyantono, 2007, p.160). Based on the data obtained from PT.
Pertamina (MOR) V Surabaya, the amount of organic employees working are 194 persons
and the amount of outsourcing employees working are 166 persons. That’s why the value
sample of this research counted with Slovin formulation thus the researcher got the result of
66 organic employees and 63 outsourcing employees.
Organization Communication Variable (Dependent Variable)
This variable is measured based on the company statements which related to organication
communication climate which is felt by employees, to measure, it is seen from the
existence of indicators in organization communicatio climate by determining indicators
as follow (Pace & Faules, 2001, p.159): (a) trust; (b) mutual decision making; (c)
honesty; (d) downward communication openess; (e) listening in upward communication;
and (f) attention to high performance purposes.
Working Productivity Variable (Independent Variable)
Productivity variable measured by the statement related with employees working
productivity which is included in company’s environment, to measure can be determined
from indicators in employees working productivity as follow (Simamora, 2004, p.612):
(a) working quality; (b) working quantity; dan (c) punctuality.
Model and Hypothesis Testing
This research consist of dependent variable which is organization communication climate
that considered could influence toward independent variable of employees working
productivity, by distinguishing employees ( organic and outsourcing) in PT. Pertamina
(Persero) MOR V Surabaya.
Table 1. Counting Result and Recapitulation of Dummy Regression Analysis
Coefficients
t
Sig.
1.265
4.612
0.000
0.588
6.869
0.000
0.046
3.100
0.002
(Constant)
Organization Communication
Climate
Type of Employee
F-count
= 27.704
R Square (R2)
= 0.305
Sign-F
= 0.000
Adjusted. R2
= 0.294
R = 0.553
Based on the analysis result, it the regression equation will be made as follow:
General Mode
: Y = 1.265 + 0.588 X1 + 0.046 XD
Organic Mode
: Y = 1.265 + (0.588 + 0.046) X1
: Y = 1.265 + 0.634 X1
Outsourcing Mode
: Y = 1.265 + 0.588 X1
Simultaneous Hypotheis Testing (F-test)
the model used to find out if all independent variables have similar influence
toward dependent variable variation or simultaneously which is seen from the
probability counting (0.000) < level of significance (ɑ=0.05). Simultaneous
significancy testing resulted the value of Fcount (27.704) > Ftable (3.910). The counting
result can be interpreted that there is significant influence simultaneously, that is
organization communication climate toward working productivity of employees type
in PT. Pertamina (Persero) MOR V Surabaya.
Thus, from the analysis showed that the first hypothesis explicitly stated that
organization communication climate has the influence toward working productivity,
proved and has been tested the truth or the hypothesis is accepted. The next
hypothesis stated that there are difference of communication climate toward working
productivity in organic and outsourcing employees.
Determination Coefficient Analysis Result (R2)
The great contribution communication climate toward working productivity of the
employees type can be found out through its determination coefficient (adjusted R2)
which is 0.294 or 29.4%. This means that organization communication climate’s
contribution toward working productivity of employees type in PT Pertamina (Persero)
MOR V Surabaya is 29.4% while the rest of 70.6% is the contributio of other variable
that is not being discussed in this research. Although many other variables that can affect
the productivity of the employees, however organization communication climate variable
is more likely considered as the most important and able to influence employees’
working productivity level. That is why, repairement and completion of organization
communication climate felt by employees needed to be improved more, in order to make
it able supporting the expected productivity.
The Comparisson of Organization Commuication Climate
Picture 1. The comparisson of organization communication climate toward Organic and
outsourcing employees.
The Comparisson of Organization
Communication Climate
74,60
74,50
74,40
74,30
74,20
74,10
74,00
73,90
73,80
73,70
73,60
OR
OS
The result of organization communication climate comparisson attached in the
picture above, it can be interpreted that the organization communication climate of
organic employees valued as 74.50, while organization communication climate
outsourcing employees valued as 73.90. This means that organization communication
climate on both organic and outsourcing employees stated as good. From the result
above, it is known that organization communication climate of organic employees is
better than organization communication climate of outsourcing employees.
The Comparisson of Working Productivity
Picture 2. The comparisson of working productivity in both organic and outsourcing
employees.
The Comparisson of Working
Productivity
62,50
62,00
61,50
61,00
60,50
60,00
59,50
59,00
58,50
OR
OS
The result of working productivity comparisson of the employees described in the
picture above can be interpreted that working productivity of organic employees valued
as 61.86, while working productivity of outsourcing employees valued as 59.89. This
means that working productivity of both organic and outsourcing employees stated as
high. From the result above also known that working productivity of organic employees
is higher than working productvity of outsourcing employees.
CONCLUSION
Based on the research result which had been done to find out the influence of
organization communication climate toward working productivity of both organic and
outsourcing employees in PT. Pertamina (Persero) MOR V Surabaya, then, the result
can be concluded as follow:
1. Organization communication climate gives positive influence toward working
productivity of organic and outsourcing employees in PT. Pertamina (Persero)
MOR V Surabaya. This means that the igher organization communication climate
the higher working produtivity of both organic and outsourcing employees.
2. Organization communication climate toward working productivity of organic
employees has higher influence even if it’s not significant than organization
communication climate toward working productivity of outsourcing employees in
PT. Pertamina (Persero) MOR V Surabaya.
3. Related to the difference mentioned, PT. Pertamina (Persero) MOR V Surabaya has
better mechanism in improving better organization communication climate
between organic and outsourcing employees horizontally and vertically. This could
be example to many other companies that established the policy of hiring both
organic and outsourcing employees.
DAFTAR PUSTAKA
Curtis, D. B., Floyd, J. J., & Winsor, J. L. (2005). Komunikasi bisnis dan profesional.
Bandung: Remaja Rosda Karya.
Darmawan, D. (2013). Metode peneltian kuantitatif. Bandung: Remaja Rosdakarya.
Devi, E. K. (2009). analisis pengaruh kepuasan kerja dan motivasi terhadap kinerja karyawan
dengan komitmen organisasional sebagai variabel interveing pada karyawan
outsourcing. Tesis. Magister Manajemen, Universitas Diponegoro, Semarang .
Jones, P., & Siag, A. (2009). A re-examination of the factors that influence productivity in
hotels: a study of the housekeeping function. Tourism and Hospitality Research , 9(3).
224-234.
Kriyantono, R. (2007). Teknik praktis riset komunikasi. Jakarta: Kencana.
Muhammad, A. (2009). Komunikasi organisasi. Jakarta: Bumi Aksara.
Muttaqien, F. (2014). Pengaruh kepemimpinan dan kompensasi terhadap kepuasan kerja
karyawan outsourcing pada PT. BRI (Persero) cabang Lumajang. Jurnal Wiga, 4(1) .
O'Hair, D., Friedrich, G. W., & Dixon, L. D. (2009). Strategic communication: in business
and the professions. Jakarta: Kencana.
Pace, R. W., & Faules, D. F. (2001). Komunikasi Organisasi : strategi meningkatkan kinerja
perusahaan. Bandung: PT. Remaja Rosdakarya.
Patterson, M., Warr, P., & West, M. (2004). Organizational climate and company
productivity: the role of employee affect and employee level. London: Centre for
Economic Performance .
Pearce, J. A., & Robinson, R. B. (2008). Manajemen strategis- formulasi, implementasi, dan
pengendalian. Jakarta: Salemba Empat.
Siagian, S. P. (2011). Manajemen stratejik. Jakarta: Bumi Aksara.
Simamora, H. (2004). Manajemen sumber daya manusia. Yogyakarta: YKPN.
Sinungan, M. (2009). Produktivitas: apa dan bagaimana. Jakarta: Bumi Aksara.
Utama, D. T. (2008). Hubungan job insecurity dengan kepuasan kerja pada karyawan
outsourcing. Skripsi. Fakultas Psikologi, Universitas Indonesia, Jakarta .