Pengaruh Pertukaran Pimpinan-Bawahan (LMX) terhadap Penilaian Kinerja Bawahan (Studi di Rumah Saki Dr. Sardjito Yogyakarta)
Ittiba'unnurain (Pemb : Drs. Edi Prasetyo Nugroho, MBA), Drs. Edi Prasetyo Nugroho, MBA
Taktik asertif dan taktik persuasi yang rasional (rationality) sebagai taktik untuk mempenaruhi supervisor atau atasan langsung (Dockery dan Steiner, 1990), kedua taktik ini signifikan mempengaruhi tinggi rendahnya proses pertukaran pimpinan-bawahan. Dalam hal pimpinan menominasikan bawahan yang mempunyai hubungan kerja yang baik dengan sebutan sebagai in-group dan sebaliknya bawahan yang mempunyai hubungan kerja yang buruk sebagai out-group (Duchon, Green dan Taber, 1986).
Berdasarkan hal-hal tersebut di atas, penelitian mempunyai beberapa tujuan yaitu pertama menganalisis pengaruh negatif taktik asertif bawahan kepada atasan terhadap kualitas pertukaran pimpinan-bawahan. Tujuan kedua; menganalisis pengaruh positif taktik persuasi yang rasional bawahan kepada atasan terhadap kualitas pertukaran pimpinan-bawahan. Tujuan ketiga adalah menganalisis pengaruh positif kualitas pertukaran pimpinan-bawahan terhadap penilaian kinerja bawahan. Dan tujuan keempat yaitu menganalisis pengaruh positif kualitas penilaian kinerja atasan terhadap pimpian¬anggota.
Penelitian ini data dikumpulkan melalui metode purposive sampling. Subjek penelitian adalah dua puluh tujuh (27) pimpinan dan seratus tiga puluh tiga (133) bawahan, langsung. Data keseluruhan dalam penelitian ini sebanyak 100 yang bersifat dyadic, proses pengolahan data melalui program Statistik SPSS for Windows Release 10,0 dan dilanjutkan dengan analisis Regresi berganda, keputusan signifikan hipotesis di lihat dari ttest dan Ftest.
Dari hasil penelitian dinyatakan bahwa semua hipotesis mendapat dukungan dari analisis statistik, mulai hipotesis kel Ftest = 7,8 pada a =0,01, dan ttest = 2,051 pada a = 4,3 %. Pada hipotesis ke 2 didukung dengan bukti Ftest = 7,8 dan ttest = 2,209 pada a = 2,9 %, pada hipotesis ke 3 didukung dengan menunjukkan bukti Ftest = 14,5 pada a = 0% dan tlest = 3,8 pada a = 0%, sedangkan pada hipotesis ke 4 mendapat dukungan nyata uji Fiest = 14,5 pada a = 0%. Akhimya, implikasi, saran, dan keterbatasan dapat dijumpai pada bagian terakhir dari penelitian ini
The assertive demand tactic and the rational persuasive tactic are tactics to influence the supervisors or immediate employers (Dockery and Steiner, 1990). Both tactics significantly influence the level of leader-member/subordinate exchanges. Regarding the nature of leader-member relationship, the subordinates having good working relationship with the leader is called in-group, while the subordinates having bad working relationship is called out-group (Duchon, Green, and Taber, 1986).
Based on those above, this research has several objectives. The first one is to analyze the negative impact of the assertive demand of the subordinates to the leaders on the quality of leader-member/subordinate exchange. The second is to analyze the positive impact of the rational persuasive tactic of the subordinates to the leaders on the quality of leader-member/subordinate exchange. The third is to analyze the positive impact of the quality of leader-member exchange on the assessment of the subordinates' performance. Finally, the fourth is to analyze the positive impact of the quality of the leaders' assessment of the subordinates' performance on the leader-member exchange.
The data of the research were collected through the purposive sampling method. The subjects of the research were 27 leaders and 133 immediate members. Of all data in the research, 100 were dyadic. The processing of data management is conducted by using the SPSS statistics program for Windows Release 10.0 and was followed by the double regression analysis. The significance of the hypothesis was seen from the t test and the F test.
The result of the study shows that all hypotheses were support~d by the statistical analyses, from hypothesis 1 having F test"; 7.8, at a = 0.01, and t test = 2.051 at a = 4.3%. Hypothesis 2 was supported by the evidence off test = 7.8 and t test = 2.209 at a = 2.9%. Hypothesis 3 was supported by the evidence off test = 14.5.at a = 0% and t test = 3.8 at a = 0%. Hypothesis 4 was strongly supported by the evidence of F test = 14.5 at a = 0%. Finally, implications, suggestions, and limitations can be found in the last part of the research
Kata Kunci : Leader-Member Exchange (LMX) and Assessment of Subordinates' Performance,
