Organizational citizenship Behavior as Attitude Integrity in Measurement of Individual Performance Appraisal

IOSR Journal of Business and Management (IOSR-JBM)
e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 12, Issue 2 (Jul. - Aug. 2013), PP 63-67
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Organizational citizenship Behavior as Attitude Integrity in
Measurement of Individual Performance Appraisal
Yupono Bagyo
(STIE Malangkuçeçwara Malang)
Abstract: Quality of Human Resource represent one of the factor which to increase performance productivity
an institution or organization. Therefore, needed Human Resource having high interest because interest or
membership will be able to support the make-up of employees performance achievement. During the time at
generally in governance institution not yet had officer with adequate interest, proved with still lower officer
productivity and is difficult measure officer performance [in] governance institution scope.
Performance Management System in a modern concept of human resource management is an
objective and transparent performance measurement model of Organizational Citizenship Behavior in giving
reward to individual’s sacrifice for organization.
Three main elements of individual’s sacrifice performed in Organizational Citizenship Behavior
(OCB) are compliance, loyality, and participation.The organization shoud appreciate these attitudes by giving
clear job description and brief rewardsystemcriteriato encourage the individual’s job motivation. Combined
with theindividual assessment of job description, job grading is used to compile a correct Key Performance
Indexand a precise salary component.
The aim of this action research is to give a comprehensive solution for Hospital X, in order to
determine a Key Performance Indexsmodel, in response to some problems such as jobmotivation, work stress
and performance. An interviews with hospital’s director and Human Resources section was conducted to
compile the KPI.
The results of this research can be recommended to the hospital to make a comprehensive performance
assessment consist of the review of employee's job descriptions, Key Performance Indicator (KPI), job grading,
specifying fundamental salary based on work,Bonus Scame and score summary.
Key words: OCB, Jobdescription, job grading, Key Performance Indexs.
I. Pendahuluan
In the middle of business competition current which becoming tighten, measured performance
management system development and objective become one unavoidable requirement .
Human resources development (HRD) domain is word of is end of an organization, more than anything
else in this time business competition current which becoming tighten, measured performance management
system development and objective become one unavoidable requirement ( www.manajemenkinerja.com). Most
of all research study performance and in it Motivation variable which its result most saying that motivation have
an effect on to have a meaning of performance only sat one among the research pickings which find that
motivation have an effect on negative though this matter do not have an effect on to have a meaning; and will
have an effect on positive have a meaning if organisasionalkomitmen variable as variable ( Yupono, 2010).
Splashy so motivate that, so that many HRD send its member to follow seminar motivate from super
motivator; do their performance mount? Its answer is people will attend to listen motivator is one who have high
motivation, but one who is its motivation lower [oppositely;also] do not want to listen motivator, so that its
resolving only given way out why its motivation lower and its performance also lower and cause at lowering of
organizational goals performance.According to Gal ( 2006) divisible performance become two: 1) In-Role-
Performanceand 2) Extra-Role-Performance. First, that is performance claimed by employees asked reaching it
and can be depressed by top managerto be able to reach for maximally. While secondly, that is performance
which do not be claimed by system, interpreted as social behavior employees caused by interdependence and
interaction ( interdependence) among employees in company. Extra-Role-Performance include; cover
behavioral concept of organizational member (organizational citizenship behavior = OCB). This means that
there are social interaction and interdependence among employees in organization. Condition of a kind of this
require accomplishment of requirement social, requirement of affiliation, what is in general referred as " needs
social". OCB consist of contribution without constraint, but coming from individual to conduct something that
related to its work, can in the form of:
- Willingness to assist, for example: informing new employees about important information
- Downright, decent, for example: effort prevent the happening of undesirable problem by reminding better
previously

Organizational citizenship Behavior As Attitude Integrity In Measurement Of Individual Performance
- A friend at court, for example: assisting to prevent the happening of frustasi and stress. Involvement, for
example: involvement in course of, offering opinion, suggestion, communicating with friend
- Respecting organizational policy and regulation, for example: attendance, timely, and others
goals earn because of 4 matter ( Luthan, 2011), that is ( 1). problem of motivation, covering for
example: static if work, negative thinking, less esteemed by the existence of conflict between activity friend,
political of under the way office, autoritary, superior support less etcetera; ( 2). Problem of interest cover
leadership style, delegation, organization and planning, analyse problem, communications, ability of
negotiation, ability sell, ( 3). Problem of resource of is lack of resource, work exceed boundary, less supporting
bureaucracy and system, procedure operating standard less clear, tools less, budget less etcetera ( 4) problem of
employees to do more than simply formal duty and will give performance exceeding expectation and behave
flexiblely. Organization wish employees ready to duty which do not be contained in their work deskripsi. ( And
Judge Robbins , 2008), fact indicate that organization which its employees have Organizational Citizenship
Behavior (OCB), will have better performance from other organization ( Robbins 2008). Graham ( 1991) giving
OCB konseptualization being based on political philosophy and modern political theory. By using this
theoretical in perpective, Graham tell three OCB form that is:
a) Obedience depicting willingness of employees for the menerimadan of to play the game and organizational
procedure
b) Loyality depicting willingness of employees to place their private interest to advantage and continuity of
organization
c) Participation depicting willingness of employees to actively develop entire/all organizational life aspect
d) Participation consist of Social participation depicting involvement of employees in organizational business
business and in social activity of organization For example: always put attention at organizational aktual
issue or attend meeting without ceremony
e) Advokasi participation, depicting willingness of employees to develop organization by giving and support
idea ofinovatif. For example: giving input at organization and support at other employees to partake to to
give idea contribution to organizational development
f) Functional participation, which depict employees contribution exceeding obliged. For example: voluntary
to execute duty extra, working overtime to finish important project, or follow additional training which
good for organizational development.
Graham ( 1991), And Blood good Turnley ( 2002) in Marita 2006 giving OCB konseptualisasi being
based on political philosophy and modern political theory By using this theoretical in perpective, Graham tell
three OCB form that is:
a) Social participation depicting involvement of employees in organizational business business and in social
activity of organization. For example: always put attention at organizational aktual issue or attend meeting
without ceremony.
b) Participation advokasi, depicting willingness of employees for organizational by giving and support idea
ofinovatif. For example: giving input at organization and support other employees to partake to to give idea
contribution to organizational development.
c) functional Participation, which depict employees contribution exceeding obliged standard. For example:
voluntary to execute duty extra, working overtime to finish important project, or follow additional training
which good for organizational development
Concept Human Resource Management Modern look into that HR is partner work and top-drawer
resource in an organization, they have to have three element that is: And loyalitas compliance represent
citizenship definition in wide of congeniality, so that esensi from behavior citizenship[is participation. In
participation, attention is especially addressed by at national arena, communal arena, and organisasional arena.
In this article, behavior citizenship will be discussed in organisasional dimension, that is OCB (
MaritaAhdiyana, 2009), passing discipline attitude. Sincerity, research have, initiative to and organization as to
specify standard performance goals by entangling entire/all existing element in organization performance
management system ( PMS)/ key performance indexs ( KPI) , supported by adequate reward systems, can be
elaborated to through problems of employees performance, with Disiplik variable Work Sincerity, Correctness,
Initiative. Measurements is a central part of the assessment system, in order to form a judgment managerial
employees' performance is sort results the merits. Measurement of work performance baikharus consistent
through the organization.So all managers are required to maintain the standards therein comparison rate.
Measurement of employee performance involves a number of provisions to reflect the behavior of the
employees in the introduction of several characteristics and dimensions. Technically, as well as a number of
provisions that predicate exellent, good, average (enough), and Poor (less) can be used with the numbering from
1 to 4 for levels of employee performance. In terms of measurement tools, Gomez-Mejia et al (2001).has
classified assessment format in two ways: (1) the type of judgment that is required (relative or absolute), and (2)
the focus of the measure (trait, behavior, or outcome).

Relative judgment is an assessment format that encourages supervisors to compare performance among
employees with each other on the same type of job. While the absolute judgment regarding the assessment
format that encourages supervisors to make judgments about employee performance based standards.
Performance measurement systems can be classified with the data form that focuses on: trait (characteristic) of
data, behavior (behavioral) data, and outcomes (results) data. Trait appraisal instruments (assessment of the
nature or character) is the duty of supervisors to make judgments about the characters that workers tend to be
consistent and long lasting. The second system of measurement is the behavioral performance appraisal
instruments (behavioral assessment) focused on aspects of employee behavior assessment. In the appraisal
outcome instruments (assessment results-oriented) are used to assess the employee's performance has been done.
This assessment form requires specific targets in the form of measurable results, previously agreed
upon by superiors and subordinates.
The big question in our minds is why until now little has been researching and writing how
organizations can encourage employees to work in accordance with the expectations of the organization?
Though life can be formed from the OCB and hospital bylaw and KPI?
II. Reward System Problems Of Hospital
Rewards system that shaped the Financial rewards in the form of remuneration with the aim to increase
the motivation to work and teamwork in one part and between the team and the cohesiveness in hospital, while
the non-financial rewards such as recognition of seniority is characterized by a more senior trusted to do
something, employees who are not experienced by youth. This reward system after the evaluation has not been
able to improve the performance because of the feelings that lead to excessive seniority employee
dissatisfaction, because senior employees are more often played on the junior command and role ambiguity
arises because the senior was able to run all of what's in the hospital, as a result of employees in particular
section was interfering with senior employees who do the work instead of competence and not his job. Reaction
to such employee actions will lead to conflict, and can form a variety of shapes. According to Tosi, et al. (2000)
there are five models in reaction to the conflict are taken from several theories of conflict, namely: Competing ,
Avoiding, Accommodating , compromising, Collaborating . The fifth model is divided into two categories:
Assertiveness (pride) and Cooperation or can be called forself Concern (selfish) and Concern for others
(concerned togetherness). Reactions to the conflict there is nothing wrong depends on its accuracy in using the
model. (Miller, 2008). Employees who receive the intervention will turn out to be avoiding because you feel
better to avoid conflict than compromise must always be no conditions in accordance with expectations.
Avoiding categorized, when seen from the diagram above, the position is lower than the side Avoiding
Concern for self and low on Concern for others. In the model of this reaction often avoid conflict when someone
does not have the ability to resolve conflict, this happens to reduce the pressure that is and when it is at a lower
position kukuasaan. In addition the employee will work potluck in reaction to conflict Accommodating
categorized, Concern for low and high self Concern for others, this shows a high sense in order to create a
peaceful atmosphere. Employees had a reaction to conflict Accommodating categorized, Concern for low and
high self Concern for others, this shows a high sense in order to create a peaceful atmosphere.
Below is position of junior employees and seniors taffas well as the position of charge nurse and nurse
in RS. X related to there action of the conflict.
Reaction to the conflict in the distribution of duties among senior employees and other junior
employees. This is especially relevant when associated with the sub-culture theory to the three categories of the
human resources. Sub-culture is in herentin each of the employees character created great influence on the
reaction of the conflict. Reaction tothe conflictthat is, employees who do not feel comfortable and they makes
trategie saccording totheir individual interests. There are more self is hand some area voiding conflict because
its exist enceis not very power ful and has the power at the hospital. Avoiding m
Od els experienced by senior employees area voiding reactions, the reaction is carried out by ajunior
em ployee caused alot of points to considerin relation to the presence of junior nurses. Among the reasons why
this model is taken as a senior employee reward juniors seniors and people's confidence in the hospital.
Another reaction that be fell resources is wearing Accommodating models. Model reactionis a reaction that is
considered appropriate by them because it is done to avoid the on going conflict in the future and expect no
change.
Competing attitudes and accommodating when used in excess will al so adversely impact. Excess ive
accommodating attitude will cause them to lose honor (lost of respect). It is primarily for the employee's
position and loss recognition (recognation) they will look weak. (Tosi, etal. 2000). Remuneration for nurses in
total requested by the head of the nursing unit and those who divideall nurses, not by the treasurer, so theam
ount of a distribution treasurer not know ( based on individual performance is not possible, because there are
only individual performance data in HR. Felt the most impact from the distribution of the reward system is low

work ethic and apathetic nature of all units and low trait shelp each other, honest and well mannered, loyal,
respect anda willingness to take the initiative to decline.
1. RESOLUTION
Ofthe problemsatthe root ofthe problemcan be groupedas follows:
2. Salary structure is based approach is not clear
3. Remuneration system that is less competitive
4. Employees (senior) do not work based on the responsibilities set out in job description
5. In the work, employees pay less attention to Hospital Bylaws, as there is no clarity on the implementation
of sanctions and rewards Hospital Bylaws
From the root of these problems result in low motivation and job performance of employees.
1) Review the employee's job description Job descriptions that have been defined in the structure ofthe
hospital should be run in full and earnest, and the hospital can not be influence by other factors such as
seniority factor and factoring ervention owner (owners) whom intervensi management. An employee as
signed to work in accord an cewit h theposition descriptionand can not begovernedbywhoever. Performance
of dutiesin accord ancewiththe position description and described by protab will have an impact on
individual performance, performance units and performance management. The initial step issolving this
problem every task must bein accordance with standard operating procedures, and then processed in the
system of remuneration.
2) Develop hospital bylaw unearthed from OCB aspects into an integrated performance assessment, namely:
a. Constructing Key Performance indexs (KPIs) covering existing accounts in hospital by law include
aspects of work discipline, honesty, thoroughness and initiative / egagemeent, with a standard of 1 to 5, if
the employee makes a mistake, then the default value will be reduced by 1, the reduction of this score
assessed by the assessment team established by the director. b. Set the base salary on the basis of Job Grade,
by the way look normal study time to apply the basic values, such as a doctor is weighted 10 to the lowest
grade, coupled with the doctor's permission and some training, will affect the value of the position and this
value will be used to establish structure positions outlined in job grade, and then arranged the job grade
range then this job grade will be used to develop the employee's basic salary
3) Salary set by Job Grade. Base salary based on a tiered set base value at the time an employee was first
appointed as an employee of the hospital a minimum. Middle to the maximum. The value of the base salary
is structured is still in bawaw MSEs and to meet the minimum MSE given basic allowance amount is in
accordance with the increase in MSE, degan money plus transport and consumption
4) Salary set by Occupation The value of the base salary is structured is still in bawaw MSEs and to meet the
minimum MSE given basic allowance amount is in accordance with the increase in MSE, degan money
plus transport and consumption
5) RKK set. Performance targets are grouped into 4 groups, each having 40 weight%, 30%, 10% and 20%.
Each tilapia would reduce the value of the target offense, and at the end of this value will be adding to the
weight of the achievements.
6) Understand the performance measurement systemTo reinforce the tasks described in the SOPs, the Hospital
Bylaw should refer to the SOPs, and then to give rewards should be based on protab and Hospital Bylaws.
7) Bonus set SCAME. Bonus scheme set each action given the rupiah and is divided into 60% of hospitals and
40% implementation. 40% of executing further divided into 60% and 40% part of the General (all units in
the hospital). Than 60% of the 60% split to the members of the unit and 40% implementation. So forth so
that every action will affect the income of remuneration for all employees.
8) Recap assign scores foreach employee
Right sof remuneration of employees in comeis calculated from achievement scores recap remuneration
multiplied by dollars and units of general
New payroll system with respect tot herights of the employee's performance should be of Rp.
Rp.1.062.971 dropped to1,276,786. This decrease is causeddue to the influence of their performance (do not
enter onetime), will reduce transport expenses and the performance of standard scores 82.18% down to 81.15%.
Thus the salary system will encourage employees to work comply with the regulations set by the hospital and
the other employees are considered very fair because they had not come to work. Payroll system that takes into
account KPI to increase employee motivation. 1. Review not esfrom they ear
New salary structure already takes into account aspects basic salary, allow ancesexpensiveness, office
allowances, overtime, meal allowances, andincentive, to do areview of the changes kompunen-kompunen price
changes that affectwagec hanges, main ly refers to the minimum applicable city and conditions similar
companies payroll. 2. Understand employee expectations Givenan asset of hospital employees, thecareful

attention tothe employee. In addition to consideringthe financial rewards and non-financial rewards. This is
important considering theemployee is an individual whoneeds tolive, equally important is keeping their
emotions and feelings because the yare asset shospital.
III. Conclusion
Hospital employees as assets is a very complex human being and has a very broad issue, which needs
to be addressed seriously, because they need the income, require recognition, rewards system is needed that is
able to motivate their work. Attention needs to be implemented is the provision of adequate and appropriate
revenue with the ability pain, supported by individual assessment carried out based on Job description, Key
Performance indexs are based on job grading and salary and kompunen preparation of these steps will be able to
enhance the properties of existing in OCB ie increased motivation to work to help each other all the units, and
the increased sense of mutual help, honest and well mannered, loyal, respect and a willingness to take the
initiative to increase.
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