Evanda Nadhilah Isnaini, Puryanti Puryanti, Achmad Djunawan, Vanrista Prima Nanggala

Analisis Faktor Organisasi yang Mempengaruhi Disiplin Kerja Pegawai RS XX

Introduction

Analisis faktor organisasi yang mempengaruhi disiplin kerja pegawai rs xx. Analisis faktor organisasi yang mempengaruhi disiplin kerja pegawai RS XX. Telusuri peran keadilan pimpinan, sanksi, dan ketegasan terhadap absensi. Keadilan pimpinan terbukti signifikan.

Abstract

Kedisiplinan pegawai terutama dalam hal absensi di Rumah Sakit XX, pada tahun 2024 di temukan beberapa pegawai yang kurang taat mengenai ketentuan yang sudah di tetapkan oleh Rumah Sakit. Pada tahun 2024 menunjukkan adanya ketidakdisiplinan terhadap peraturan absensi yang sudah ditentukan sebesar 24%. Penelitian ini dilakukan dengan tujuan mengetahui faktor yang mempengaruhi kedisiplinan kerja pegawai di Rumah Sakit XX. Pendekatan yang digunakan adalah kuantitatif dengan metode deskriptif dan analisis regresi logistik. Data dikumpulkan melalui kuesioner yang disebar kepada 60 pegawai, yang dipilih menggunakan teknik vinit lemeshow. Didapatkan hasil bahwa sanksi hukuman dinilai sangat baik (60%), keadilan dinilai tidak adil (62%), dan ketegasan dinilai tegas (63%). Dari hasil analisis menunjukkan sanksi hukuman (p=0.361), ketegasan (p=0.739) tidak ada pengaruh terhadap disiplin kerja. Sedangkan faktor organisasi yang meliputi keadilan pimpinan (p=0.010) ada pengaruh terhadap disiplin kerja. Sehingga, disimpulkan bahwa tidak ada pengaruh faktor organisasi yang meliputi sanksi hukuman, ketegasan pimpinan terhadap disiplin kerja. Sedangkan faktor organisasi yang meliputi keadilan memiliki pengaruh terhadap disiplin kerja.

Review

The study titled "Analisis Faktor Organisasi yang Mempengaruhi Disiplin Kerja Pegawai RS XX" addresses a highly relevant and practical issue concerning employee discipline, specifically absenteeism, within a hospital setting. The abstract effectively highlights a significant problem, with 24% of employees demonstrating non-compliance with attendance regulations in 2024. The research aims to identify the organizational factors contributing to this issue, employing a quantitative approach using descriptive methods and logistic regression. The methodology, involving a questionnaire administered to 60 employees selected via the Vinit Lemeshow technique, appears appropriate for exploring the stated objective and provides a structured approach to data collection and analysis. The findings present an interesting dichotomy regarding the impact of organizational factors. While the study indicates that sanctions (p=0.361) and assertiveness of leadership (p=0.739) do not significantly influence work discipline, the fairness of leadership (p=0.010) is found to have a significant effect. This suggests that punitive measures or strictness alone may be insufficient, whereas perceptions of justice play a crucial role in shaping employee adherence to rules. However, the conclusion statement in the abstract, "tidak ada pengaruh faktor organisasi yang meliputi sanksi hukuman, ketegasan pimpinan terhadap disiplin kerja. Sedangkan faktor organisasi yang meliputi keadilan memiliki pengaruh terhadap disiplin kerja," could be rephrased for greater clarity, as it first implies a general lack of influence from organizational factors before immediately specifying that one such factor (fairness) *does* have an influence. Furthermore, a sample size of 60 employees, while determined by a specific technique, might be considered relatively small and could potentially impact the generalizability and power of the statistical analysis for broader implications. For future research and practical application, the findings strongly suggest that RS XX should prioritize initiatives aimed at enhancing leadership fairness to improve employee discipline. Investigating the specific aspects of fairness that resonate with employees and how they perceive the current implementation of rules could provide deeper insights. It would also be beneficial for subsequent studies to explore *why* sanctions and assertiveness currently show no significant impact – perhaps examining their mode of implementation or employee perceptions of their consistency and fairness. Expanding the sample size, potentially incorporating qualitative methods to gain a richer understanding of employee experiences, and comparing findings across different hospital settings could further strengthen the research's contribution to the field of human resource management in healthcare.

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