CHAPTER 2
LITERATURE REVIEW AND THEORETICAL FRAMEWORK
2.1 Grand Theory
2.1.1 Management
In this thesis, the focus is on management field where it discussed variables that are
the elements of management. Management is activities (including planning and
decision making, organizing, leading, and controlling), which is direct to resource
within organization (people, financial, physic, and information) in order to achieve
organization’s goal efficiently and effectively (Griffin, 2001).
According to Dyck & Neubert (2009), management has two components:
managements are the process of planning, organizing, leading, and controlling human
and the other organizational resources with the aim of the effective achievement of
organizational goals.
To sum up, management is the process of planning, making decision, organizing,
leading, and controlling by means to achieve the company’s objectives effectively and
efficiently.
2.1.2 Management Functions
There are several functions of management in the organization. Henri Fayol had
identified five function of management according to Robbins & Coulter (2007, p.38),
which are:
Planning
9
10
Managers must plan for future conditions, develop strategic objectives and secure the
achievement of future goals. Therefore, managers must evaluate future contingencies
affecting the organization, and shape the future operational and strategic landscape of
the company.
•
Organizing
Managers must organize the workforce in an efficient manner and structure and align
the activities of the organization. Managers must also train and recruit the right people
for the job, and always secure a sufficiently skilled and educated workforce.
•
Commanding
Managers must supervise subordinates in their daily work, and inspire them to
achieve company goals. Likewise it is the responsibility of managers to communicate
company goals and policies to subordinates. The commanding of subordinates should
always be consistent with company policies, and every manager should treat
subordinates in line with the standards of the company.
•
Coordinating
Managers must harmonize the procedures and activities performed by the company,
meaning that every activity of each organizational unit should complement and enrich
the work of another.
•
Controlling
Managers must control that company activities are in line with general company
policies and objectives. It is also the responsibility of the manager to observe and
report deviations from plans and objectives, and to make initiatives to correct
potential deviations.
The 5 functions presented by Henri Fayol give a structured overview of several tasks
needed to be performed by all managers, which gives managers an initial overview of
11
which main functions they should be focusing on in their daily work.
2.1.3 Human Resource Management
Human resource management process is activities necessary for staffing the
organization and sustaining high employees performance. (Robbins & Coulter, 2007,
p. 353)
According to Mathis and Jackson (2006), there are seven human resource activities,
which are:
1. Planning and Analysis of HR
Managers anticipate the supply and demand of employees in the future by
maintaining strengths of the company’s employee skills as well as
acknowledge the threats and opportunities possible.
2. Equality of Employment Opportunities
Compliance with laws and regulations concerning equal employment
opportunity affects all HR activities and integral to human resource
management.
3. Appointment of Employees
Providing adequate supply of individuals who are qualified to fill job openings
in organization through recruitment.
4. Human Resource Development
Adding job skills to new employees during orientation.
5. Compensation and Benefits
Rewarding employees for executing tasks with salaries, incentives, and
benefits; the employer needs to improve wage system and basic salary.
6. Health, Safety, and Security
12
Guarantees of physical and mental health as well as safety needs of employees.
7. Employee and Labor Relations or Relations Management
Relationship between managers and subordinates must be dealt effectively.
2.2 Workload
2.2.1 Definition
From the previous study research, workload is an opportunity for the
employees to learn and prosper more quickly. As employees do their jobs they
gain more work experience, which enrich their exposure. It is also viewed that
employees who have enough work to do remains more active and energetic
while work-less employees leftover inactive and lazy. Workload pressure can
be positive leading to increased productivity. Under utilization of human skills
or failing to reach the full potential of the employees is also one cause to
increase stress. Employees who possess the capabilities to perform a job enjoy
workload. (Workload and Performance Employee, pg.258)
Workload is the notion known since the 1970s. Experts have proposed the
definition of workload that leads to various definitions of it. Workload is a
multi-dimension concept that made it difficult to obtain a conclusion on the
exact definition (Cain, 2007).
Workload refers to the intensity of job assignments. It is a source of mental
stress for employees. Stress is an active state of mind in which human being
faces both an opportunity and constraint (Robbins, 1996). There are various
ways that stress symptoms or outcomes are reflected in the workplace. In
13
stress, outcome that is desired from an employee is generally perceived to be
both uncertain and important (Robbins, 1996).
Gopher & Doncin (Sunyoto, 2012) defined workload as a concept arises as the
result of capacity limitation in processing information. In handling a task,
individual is expected to finish that task in a certain level or standard. When an
individual’s limitation or drawback slower or even prevents to finish a task on
an expected standard; therefore, there has been a gap between competency
levels expected with capacity possessed. This gap causes performance failures;
this lies down the importance of understanding and measurement about
workload.
O’Donnell & Eggemeier (1986) explained similar definition as Gopher &
Doncin. Both propound the term workload as “how much of the capacity of
limited number of workers, which is needed in completing a task/job”.
Webster in Lysaght, et al. (1989) views different angles in defining workload,
which are:
•
Amount of work or work time desired from or given to a worker, and
•
Total of works needed to be finished by a department or a group of
employees in a certain period of time. By this definition, Lysaght, et al.
divides into 3 categories from definition of workload, which are: (a)
the amount of work and things to be done, (b) duration and particular
aspects from time that have to be concerned by a worker, and (c)
subjective psychological experience experienced by a worker.
14
From these definitions, it can be concluded that workload is the extent to
which the capacity of individual workers needed in completing the tasks
assigned to him, which is indicated by the amount of work to be done,
time/time constraints owned by the worker in completing its tasks, as well as
the individual’s own subjective view of the work assigned to him.
2.2.2 Measurement of Workload
Workload measurements can be conducted by obtaining information regarding
level of effectiveness and efficiency based on how much work can be finished
in a year (Peraturan Menteri Dalam Negeri in Muskamal, 2010). Aside from
that, measurement of workload can also conducted to establish amount of
work time and amount of people needed in finishing a certain task
(Komaruddin, 1996).
Measurement of workload can be conducted in certain procedures, however
O’Donnell & Eggemeier (1986) had categorized into three divisions. These
are:
1. Subjective Measurement: measurement based on rating and reporting
by worker towards the workload he feels in finishing a task. This type
of measurement uses rating scale.
2. Performance Measurement: measurement obtained by observing
behavioral aspects or activities performed by worker. One of the types
in measuring performance is the measurement that is measured based
on time. Performance measurement used by duration of time is a
method to know period of time to finish a task done by a worker with
15
specific qualification, in a workplace environment that had ben set as
well as in a certain due date given (Whitmore, 1987).
3. Physiological Measurement: measurement of workload by knowing
several aspects from physiological response of a worker when
finishing a particular work. It is usually conducted on the pupil
reflection, eye movement, muscle activity and other responses of body
parts.
Furthermore, another method chosen is time-study method. F. W.
Taylor first introduced this technique of measurement of performance
in 1891.
Sutalaksana, Anggawisastra, & Tjakraatmadja (2006) explained that
time measurement can be used to gain measurement about workload
and performance applicable in a working system. Since the method
used in that research is a scientific method, then the result can be
guaranteed. Through this measurement, measurer will received precise
quantitative results regarding performance and workload.
2.2.3 Elements in Measurement of Workload
In executing measurement of workload on time-based, there are few elements
needed for calculation to be carried out. These elements are:
1. Cycle Time: merupakan waktu penyelesaian satu satuan produk sejak
bahan baku mulai diproses di tempat kerja yang bersangkutan
(Sutalaksana, dkk., 2006).
2. Adjustment Factor: faktor penyesuaian ditentukan dalam rangka
mengoreksi segala ketidakwajaran yang terjadi yang ditunjukkan oleh
16
pegawai selama masa pengamatan dilakukan (Sutalaksana, dkk.,
2006).
For example, if a measurer gets an average cycle/element that is known
as been finished in an immoderate time period by the operator, then
that particular average price will be moderate. Measurer has to
normalize it through adjustment. One of the adjustment methods
considered as objective is the adjustment organized by Lawy, Maynard,
and Stegemartenyang named Westinghouse Adjustment. Westinghouse
Adjustment is a method that adjusts through four aspects: skills, effort,
working condition, and consistency.
3. Mitigation: mitigations are times that given to workers for three things:
personal needs, relieve fatigue, and the inevitable obstacles at work.
These concessions have individual values that have been determined
(Sutalaksana, dkk., 2006).
4. Standard Time: the time needed by a worker to complete a task
normally undertaken in the best working system.
5. Total Working Time per Day: the amount of time given by the
company to its employees everyday to complete tasks given. Total
working time can be seen from the number of hours worked by
employees.
2.2.4 Steps to Conduct Workload Measurement
In measuring the workload based on time, there are several steps that must be
done. The sequences of steps namely (Sutalaksana, et al., 2006):
1. Steps Before Measurement:
17
-
Determination of the measurement objectives: goal setting is important
because the selected destination will affect the level of accuracy and
confidence level desired.
-
Choosing the employee will be observed: employees that will be selected
must meet certain criteria, including normal and capable to work with. The
definition of normal is enabled capabilities where capability is not very
high or very low, but that ability is at an average level. With these
capabilities, an employee is assumed to produce normal work time. While
the cooperative nature required in order processing the observation and
recording can proceed smoothly.
-
Parse the above work elements of the job: at this stage, the work is broken
down into small sections, where each section will note the time. The
overall amount of time in each element will result a cycle time. The
purpose from parsing work elements to smaller sections is to anticipate
standard element that may possibly conducted by the employee.
-
Setting up the measurement equipment: to obtain accurate data, there are
several tools that should exist in the observation process. The tools are:
clock-stop, observation sheet, pen or pencil, and board observation.
2. Time Measurement:
It is the work time to observe and record good work of each element or
cycle by using tools that have been prepared on the explanation above. In
order for the former measurement to be finished, there should be a
preliminary measurement. It is to obtain data to test the uniformity of the
data and determine the minimum number of observations that must be
made as a condition of adequacy of data.
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3. Calculating Standard Time
When all requirements have been met and the process of data collection
has been completed, the raw timing can be done. Besides involving cycle
time, standard time also involves adjustment factor and mitigation in the
process of computation.
2.2.5 Benefits of Workload Measurement
According to Cain (2007), these are the benefits of workload measurement:
-
Structuring/ improvement of the organizational structure
-
Assessment of office work performance and job performance units
-
Material improvement of systems and working procedures
-
Means of institutional performance improvement
-
Preparation of standard workload of office/institutional, preparation of
list staffing or materials echelon official determination of the structural
position
-
The planning of the real needs of employees in accordance with the
load work organization
-
Program personnel transfers from unit to unit that brings excessive
shortage
-
Program employees promotion
-
Rewards and punishments to the units or officials
-
Material improvement training program
-
Material establishment of policies for the management in order to have
acceleration
-
Utilization of human resources.
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2.2.6 Factors that Affect Workload
According to Lysaght (1989), these are the factors that affect workload:
1. The Demands of the Situation and Internal Influences
-
The need for work and division of tasks: tasks may affect the workload
experienced by workers in many ways. For example, through the
number and types of tasks the level of accuracy required in completing
the task will show that, through the limited time available to complete
the task. All of the above is a contributing factor to the emergence of
the demands of the situation.
-
Environmental Context: tasks performed by the worker are not done
alone. A task performed in a different state that may affect the level of
difficulty experienced by workers. How can a worker interacts with the
surroundings also had a significant impact on the performance and
workload.
Some external factors that can change the demands of the situation and the
difficulty level affecting the external environment in which tasks are
performed (heat, humidity, sound, light, vibration, and the force of gravity),
the design of the unit man-machine information exchange (type and size of
the display and control, as well as the shape of its structure), the design of
the overall station/workplace (size, lighting inside, ventilation, humidity
and temperature control, and vibration reduction).
2. Workers
20
Each employee enters an organization’s situation can bring influences that
can affect performance. These are the explanations:
-
Temporary condition: referring to the initial conditions, for
example the conditions freshness of one’s body, which may affect
the performance of duties.
-
Nature/ default settling: not only a temporary condition, the
condition of a worker is also influenced by some characteristics
that are not easily changed. For example, the purpose or motivation,
knowledge or skills, and the ability to process thoughts. The ability
of this thought process will interact and integrate with the
knowledge and skills to achieve the goals of the task. Individuals
differ in terms of objectives, the extent to which these objectives
have been achieved to date, and the extent to which the fulfillment
of the task is seen as the achievement of goals. They also differ in
terms of the perception of speed and accuracy required when
completing a task. These factors ultimately determine the level of
motivation in the performance of duties and as a result,
determining the extent to which businesses voluntarily provided by
the individual.
The capacity of an individual's thought processes distinguished from
the knowledge and skills they have gained through training and
experience. Knowledge (i.e. about the facts, regulations, equipment
usage procedures) can be considered as the source of which is owned
by an individual, which can be exploited by cognitive processes.
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To use this knowledge, an individual must be a dynamic process
involving the other to remember and manipulate knowledge needed to
complete the task. The ability of the cognitive processes required to
collect the information obtained from the display and manipulates
existing controls.
2.3 Job Satisfaction
From the previous study research, Job satisfaction describes how content an
individual is with his or her job. The happier people are within their job, the more
satisfied they are to be. Job satisfaction is not the same as motivation or attitude,
although it is clearly linked. Job design aims to enhance job satisfaction and
productivity; methods include job rotation, job enlargement, experience, uses of skills
and occupational level. Other influences on satisfaction include the management style
and culture, employee involvement, empowerment, job congruence and autonomous
work position. Job satisfaction is a very important attribute, which is frequently
measured by organizations. (The Effects of Job Satisfaction on Productivity, pg.1377)
One of the surest signs of deteriorating conditions in an organization is low job
satisfaction. In its more sinister forms it lurks behind wildcat strikes, slowdowns,
absenteeism and employee turnover. It may also be a part of grievances, low
productivity, disciplinary problems, and other organizational difficulties. (Davis,
op.cit., pp.283-284).
In contrast, each manager, due to the relation of positive result they wanted, desires
high job satisfaction. High job satisfaction is a sign of a well-run organization and is
basically an outcome of effective behavior management.
22
According to Sunyoto (2012, pp.210), job satisfaction is defined as keadaan
emosional yang menyenangkan atau tidak menyenangkan dimana para karyawan
memandang pekerjaannya. Kepuasan kerja mencerminkan perasaan seseorang
terhadap pekerjaannya.
If an employee is happy with his work, then he will see his work and everything in his
workplace environment positively.
Davis & Newstrom (Sunyoto, 2012) stated that job satisfaction is a set of an
employee’s feelings about how fun or not their works are. Job satisfaction is different
from objective thought and desire behavior, the difference is:
-
Job satisfaction: “I like diverse tasks” or “I don’t like to do monotonous
tasks”.
-
Objective though: “My task is complicated.”
-
Desire behavior: “I plan to not do this job three months onwards.”
There are two ways of job satisfaction that can be seen:
1. Attempts to find factors that become the source of job satisfaction as well as
conditions that affect it. With knowing this people can create certain
conditions so that employees can be more eager and happier at work;
2. Attempts to how the effects of job satisfaction on attitudes and behavior of
people, especially the working behavior such as productivity, absenteeism,
occupational accidents, labor turnover, and so forth. By knowing this, people
can take right steps in motivating their employees as well as preventing
policies or conditions that can create demotivation.
2.3.1 Theories of Job Satisfaction According to Wexley and Yukl
23
To Wexley and Yukl, there are three theories regarding job satisfaction:
1. Discrepancy Theory
Pioneered by Porter (1961), he measured a person’s job satisfaction by
calculating the difference between what should be done with the output on
the fact. Moreover, Locke (1969) explained that a person’s job satisfaction
depends on the difference between “should be” (expectation needs) and
what is felt.
2. Equity Theory
It was first found by Zalzenik (1958) then being developed by other
researchers and according to Wexley & Yukl (1985), the theory principle
is that a person will feel satisfied and not depends whether he felt justice
or not. The feeling of equity and inequity towards a situation, obtained by
a person through comparing himself with other person of the same rank, of
the same office influenced by motivation.
3. Two factor theory
The theory principle is job satisfaction and dissatisfaction are two different
things. This is pioneered by Frederick Herzberg (1959), he classified the
two as below:
-
Satisfiers or motivators: a situation that process as the source of job
satisfaction. For example: Achievement, Recognition, work itself,
responsibility, and advancement;
-
Dissatisfiers (hygiene factors): factors that are proved to be the source of
job dissatisfaction. For example: company policy and administration,
technical, salary, interpersonal, relation, working condition, job security,
and status.
24
According to this theory, salary reparation and work condition do not
decrease job dissatisfaction.
2.3.2 Factors of Job Satisfaction
According to Robbins (1996), factors that push job satisfaction are:
-
Jobs that are mentally challenging: employees tend to like a job more
where they are given the opportunity to use their competencies. Jobs that
are less challenging can create tediousness, yet too much of challenging
will also create frustration and failure feeling.
-
Encouraging authority: the leader’s behavior towards his subordinates
forms one of the factors of job satisfaction. Job satisfaction will increase
when a leader fully understands, warm, and can appreciate the work
performance of the subordinate and is willing to listen to employee’s
feedbacks as well as concern for his employees.
-
Supportive working condition: employees are really concerned with the
working environment they work in, they want safe, clean, away from noise
environment as well as workplace that is nearby their house with good
facilities.
-
Supportive colleagues: for most employees, work needs to fill the needs of
social interaction. Therefore, an employee will increase his satisfaction
when having colleagues that are friendly and supportive.
-
Deserved rewards: employees desire salary system and promotion policy
that they view as fair, certain, and align with their hope. If salaries seen as
fair based on demanded work tasks, level of performance, individual, and
minimum wage standard; thus, there will be large possibility to lead to
satisfaction.
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2.3.3 Job Satisfaction and Performance
A satisfied employee may not necessarily push to perform because his
satisfaction does not situated on motivation but may placed on other factors
(Sunyoto, 2012, page 213). For example, a fresh graduate is less satisfied
towards his first job because it does not really suit his education background.
Another illustration is an employee who is satisfied with his job because he
has a nice boss; however, her job performance is average because if she
performs well she will not be promoted big in any way because the
organization she works at is small.
Job satisfaction has been defined as a pleasurable emotional state resulting
from the appraisal of one’s job, an affective reaction to one’s job, and an
attitude towards one’s job, (Weiss ,2002) has argued that job satisfaction is an
attitude but points out that researchers should clearly distinguish the objects of
cognitive evaluation that affect emotion, beliefs and behaviors. Job satisfaction,
as already defined as a worker's sense of achievement and success, is
perceived to lead organizational productivity as well as to personal well-being.
Job satisfaction is a topic of considerable interest to employers since it is
likely to influence a worker's, and hence the firm's, performance. Productivity
and profitability are likely to be higher if workers have a high level of job
satisfaction. (Effects of Job Satisfaction on Productivity, pg.1377)
Several managers assume that high satisfaction will forever produce high
performance, but this is not true. Satisfied employees perhaps are high
productive employees, moderate, or low; and they will tend to continuously
perform in a certain level that generate satisfaction for them.
26
A more accurate picture regarding this relationship is that performance
contributes to a high satisfaction although not wholly affects it.
Figure 2.1 – Relationship Line Between Performance-Satisfaction-Effort
Performance
Rewards
Perception about
Satisfaction or
Fair rewards
dissatisfaction
Effort
Higher/lower commitment
Source: Writer’s Analysis Result, 2015
2.3.4 Job Satisfaction and Turnover
A higher job satisfaction is related with low turnover, which is the proportion
of employees leaving the organization. Less satisfied employee with his job is
usually showing higher level of turnover, they tend to find something greener
in other place and leave the organization, although their partners who are more
satisfied remain to stay.
According to Keith Davis & John W Newstrom (1994), the emergence factor
of high turnover, other than dissatisfied employee, is young employee that
feels their work may not guarantee their future. Many young workers stop
working and move to other organization because of less commitment and the
organization does not guarantee their lives enough.
There has been a relationship between job satisfaction with turnover and
absenteeism seen on Figure 2.2.
27
X
Curve X represents job satisfaction
High
Curve Y represents employee turnover
and absenteeism
Black line represents employee turnover
Low
Y
Red dotted line represents absenteeism
Figure 2.2 Relationship Between Job Satisfaction with Turnover and
Absenteeism
Source: Writer’s Analysis Result, 2015
On Figure 2.2 above, it shows that less satisfied employees tend to be absent
often. Employees that are not satisfied do not have to plan for absence, but
they feel easier to react towards the chance for it. From many researches that
had been conducted as well as many experiences from organizations, there has
been a strong correlation between job satisfactions with level of absenteeism,
meaning that it has been proven, employees with high level of job satisfaction
will have low absenteeism and vice-versa. Accordingly, one of the most
effective ways to decrease level of absenteeism of employees is to increase its
satisfaction.
The tendency occurs is the higher the position a person has in an organization,
his satisfaction will tend to be higher. The reasons are:
-
Incomes that guarantee a decent standard of living;
-
Jobs that possibly show them the capability of work;
-
Relatively high social status in and outside the organization.
28
2.3.5 Job Satisfaction and Productivity
According to Robbins (1996), the relationship between an individual with his
income constitutes a basic relationship and the manner towards job can
determine either success or failure of that individual.
From the statement above, it can be concluded that satisfaction has a close
relationship with productivity of work. When a person desires to have
employee achieving his satisfaction at work, then one should be motivated to
work better and better so that they can realize the hope they dreamed of.
Hence, company has to increase the satisfaction of its workers in order for
them to increase their productivity, which at the end will benefit the company
itself.
2.3.6 Job Satisfaction Survey
Job Satisfaction Survey (JSS 1985 in Spetor), there are 9 elements that job
satisfaction needs in this survey, consists of:
1. Salary: amount of salary given monthly or an agreed period of time;
2. Promotion: the opportunity given to have bigger responsibility’
3. Supervision: observation conducted by the company;
4. Benefit: allowances given in other form than salary;
5. Rewards: attention and recognition from company towards outstanding
performance of its employees;
6. Procedure: the bureaucracy and/or the mechanism done by the company;
7. Colleagues: relationship among peers at work or between leaders and
subordinates;
29
8. Working behavior: feelings toward tasks given ( to like or dislike the job
given);
9. Communication: the form of communication with the members of
organization.
2.4 Work Productivity
2.4.1 Definition
Philosophically, productivity is a mental attitude that always try and have the
view that everyday should be better than the day before.
According
to
Sunyoto,
productivity
is
ukuran
yang
menunjukkan
pertimbangan antara input dan output yang dikeluarkan perusahaan serta
peran tenaga kerja yang dimiliki per satuan waktu.
According to Robbins, productivity is performance measure including
effectiveness and efficiency. Effectiveness is achievement of goals and
efficiency is the ratio of effective output to the input required to achieve it.
According to Davis, productivity is the ratio of an organization output (good
and services) to input (people, capital, materials, and energy).
It can be concluded that productivity is defined as the ability of a person or
group of people to produce a number of goods and services with the quantity
and quality specified and within a certain period of time.
2.4.2 Factors Affecting Productivity
According to Sulistiyani and Rosidah (2009), the factors are:
-
Knowledge: knowledge and skills that underlie the achievement of real
productivity. There is a substantial difference between knowledge and
30
skills. More knowledge-oriented intelligence, think the power and
mastery of knowledge and insight into vast narrowness.
-
Skills: is the operational capability and technical mastery of the
specific areas that are workmanship. Skills acquired through learning
and practice. Skills related to one's ability to perform or complete the
work of a technical nature such as skills to operate computer, the skills
workshop machinery, etc.
-
Abilities: ability or abilities of a worker is formed from a number of
competencies possessed by an employee. This concept is broader
because it can include a number of competencies where knowledge
and skills included as the factors to form ability.
-
Attitude and behaviors: The relationship between attitudes and
behavior very closely, attitude is a habit that people get used to. If the
patterned attitude has positive implications then it can establish good
work habits as well.
Example: an employee has a habit of coming to the office on time even
though his house was far, and he kept good behavior. It indicates that if
he was given jobs and responsibilities, he will keep the rules and
agreements.
2.4.3 Measurement of Productivity
Formula to calculate Productivity Ratio is:
(Output x Standard Time)
(Total Workers x Work Time) x 100%
Example: Company XYZ in issuing the policy requires a period of 7 working
days from the date of the instruction to cover from customers. Working time in
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one day is 420 minutes. The number of operational workforce is 25 people and
resulting policy on that week is 200 units.
Therefore, the employee productivity is:
(15 x 2940) / (200 x 420) x 100%
= (44100 / 84000) x 100%
= 52.5 %
Minimal productivity is 100% because in this percentage the level of input is
proportional with the level of output.
There are four (4) approaches to improve labor productivity, namely:
- Increasing output / output, while input / input is held fixed;
- Output remains, however, input is lowered;
- Acceleration of output increases, the acceleration of input lowers;
- Output decreases, the deceleration of input increases.
2.5 Theoretical Framework
Based on the theories above and logical framework as well as the understanding of
writer about workload and job satisfaction, writer tries to decipher a theoretical
framework regarding workload, job satisfaction, and productivity.
32
Figure 2.3 Theoretical Framework
Workload
•
•
Demands of situation
and
internal
influences
o Division of
task
o Environme
ntal context
Workers
o Temporary
condition
o Nature
settling
Productivity
Proportion between input
output
• Input:
o Working hours
o Knowledge
o Positive Behaviors
•
Output:
o Service Quality
o Work/job quality
(right/wrong)
•
Job Satisfaction
• Challenging job
• Encouraging
authority
• Supportive
working condition
• Supportive
colleagues
• Deserved rewards
Source: Writer’s Analysis Result, 2015
2.6 Hypothesis
According to Sekaran and Bougie (2010, p.87) hypothesis can be defined as a
tentative, yet testable, statement, which predicts what you expect to find in your
empirical data. Hypotheses are derived from the theory on which your conceptual
model is based and are often relation in nature. Hypothesis can also be defined as
logically conjectured relationships between two or more variables express in the form
of testable statements.
and
33
Hypothesis that will be tested in this research are:
H1
Ho: Workload (X1) has no influence to employee productivity (Y)
Ha: Workload (X1) has a positive and significant influence to employee productivity
(Y)
H2
Ho: Job satisfaction (X2) has no influence to employee productivity (Y)
Ha: Job satisfaction (X2) has a positive and significant influence to employee
productivity (Y)
H3
Ho: Workload (X1) and job satisfaction (X2) has no influence to employee
productivity (Y)
Ha: Workload (X1) and job satisfaction (X2) has positive and significant influence to
employee productivity (Y)