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PENGARUH ORGANIZATIONAL JUSTICE DAN LEADER MEMBER EXCHANGE TERHADAP COUNTERPRODUCTIVE WORK BEHAVIOR DIMEDIASI OLEH JOB SATISFACTION DAN DIMODERASI OLEH ORGANIZATIONAL CULTURE : Studi Pada Karyawan PT. Kasa Husada Wira Jatim

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RINGKASAN

Arhamedho Akbar Panotonagoro R. Pradikto, 2025, Program Magister Ilmu
Administrasi Bisnis Universitas Brawijaya, Pengaruh Organizational Justice dan
Leader-Member Exchange terhadap Counterproductive Work Behavior Dimediasi
oleh Job Satisfaction dan Dimoderasi oleh Organizational Culture (Studi Pada
Karyawan PT. Kasa Husada Wira Jatim); Komisi Pembimbing Utama: Arik
Prasetya, S.Sos, M.Si., Ph.D, Anggota: Dr. Benny Hutahayan, ST., MM.

Counterproductive work behavior merupakan suatu persoalan yang serius
dan penting bagi sejumlah stakeholder perusahaan sehingga isu ini layak
mendapatkan perhatian khusus. Dalam penelitian ini, konsep yang menjadi fokus
kajian pada counterproductive work behavior adalah organizational justice, leader
member exchange, job satisfaction, dan organizational culture. Penelitian ini
bertujuan untuk mengetahui pengaruh faktor-faktor anteseden tersebut secara
langsung, tidak langsung, dan dengan pemoderasi pada counterproductive work
behavior. Penelitian ini dilakukan karena terdapat research gap berupa empirical
gap yang ditandai dengan adanya ketidakkonsistenan temuan penelitian
terdahulu. Selain itu, terdapat theoritical gap, yaitu discrepancy theory belum
banyak digunakan dalam penelitian. Di samping itu, terdapat knowledge gap, yaitu
belum ada penelitian yang mengungkap peran job satisfaction dalam memediasi
pengaruh organizational justice dan leader-member exchange pada
counterproductive work behavior serta peran moderasi organizational culture juga
belum pernah diteliti sebelumnya.

Human relation theory berasal dari human relation movement dan
behavioral movement. Human relation movement merujuk pada studi yang
mengkaji perilaku individu dalam kelompok sosial (kelompok tempat kerja).
Gerakan ini mengedepankan hubungan timbal balik antara manajer dan karyawan
atas dasar kerjasama untuk menghasilkan produktivitas yang memuaskan. Social
exchange theory oleh Blau (1964) berfokus pada hubungan pertukaran antara satu
individu dengan individu lain tanpa didasarkan oleh peran dan didorong oleh
ekspektasi keuntungan yang tidak pasti dari interaksi sosial. Discrepancy Theory
oleh Porter (1961) mengukur kepuasan kerja dengan menghitung selisih antara
sesuatu yang seharusnya dicapai dengan sesuatu yang didapatkan pada
kenyataannya. Equity Theory oleh Adams (1963) menjelaskan bahwa individu
membandingkan kontribusi yang telah diberikan dengan hasil yang didapatkan,
lalu membandingkan hasil tersebut dengan orang lain. Theory of Planned Behavior
oleh Ajzen (1991) menjelaskan bahwa perilaku karyawan dipengaruhi oleh sikap
terhadap perilaku, norma subjektif, dan perceived behavioral control yang
membentuk niat yang menjadi perilaku aktual.

Penelitian ini berangkat dari human relation theory yang menggunakan
perspektif neoklasik (formal dan informal). Aspek informal memusatkan perhatian
pada kajian manusia dalam hal interaksi sosial, pemenuhan harapan, dan keadilan
interpersonal. Menurut social exchange theory, seseorang mengharapkan timbal
balik dari pihak lain dengan syarat kepercayaan. Dalam suatu organisasi, selain
hubungan kerja, terdapat hubungan yang terjalin di antara pemimpin dan bawahan
yang didasarkan pada pertukaran dengan rasa saling percaya, kesetiaan, dan
rasa hormat yang disebut leader-member exchange. Hubungan tersebut
memunculkan dampak positif, salah satunya yaitu job satisfaction yang juga
tergantung pada ada atau tidaknya keadilan. Organizational justice berlandaskan
pada pandangan equity theory yang menyatakan bahwa individu akan
membandingkan antara input yang diberikan dan outcome yang dirasakan
kemudian membandingkan input-outcome dirinya dengan input-outcome orang
lain. Jika perbandingan tersebut dianggap cukup adil, maka karyawan akan
merasa puas. Sementara itu, menurut discrepancy theory, job satisfaction diukur
dengan menghitung selisih antara hasil yang seharusnya dengan hasil yang
dirasakan pada kenyataan. Jika perbandingan itu tidak seimbang dan hanya
menguntungkan karyawan tertentu, hal ini dapat menimbulkan ketidakpuasan.
Menurut equity theory, individu akan merespon setiap bentuk ketidakadilan
dengan perasaan dan perilaku negatif (counterproductive work behavior). Selain
itu, organizational culture juga merupakan faktor yang berpotensi memengaruhi
terjadinya counterproductive work behavior. Sebuah hal yang penting bagi suatu
organisasi untuk memiliki budaya yang mendukung proses dan hasil yang adil.
Budaya organisasi berdampak pada tindakan karyawan karena sistem nilai dapat
dijadikan standar perilaku anggota organisasi agar tujuan tercapai.
Penelitian ini berjenis eskplanatori dengan menggunakan pendekatan
kuantitatif. Populasi penelitian ini adalah seluruh karyawan PT. Kasa Husada Wira
Jatim yang berjumlah 93 orang. Sampel penelitian dipilih dengan menggunakan
teknik total sampling (sampling jenuh). Skala pengukuran yang digunakan adalah
skala likert. Pengumpulan data dilakukan secara utama dengan metode survei
melalui penyebaran kuesioner yang telah diuji validitas dan reliablitias setelah
diujicobakan secara offline. Data primer dianalisis dengan dua jenis statistik, yaitu
deskriptif dan inferensial. Teknik analisis inferensial yang digunakan adalah Partial
Least Square-SEM.
Hasil penelitian menunjukkan bahwa organizational justice dan leader
member exchange berpengaruh negatif dan signifikan terhadap counterproductive
work behavior baik secara langsung maupun tidak langsung. Kedua anteseden
tersebut juga terbukti berpengaruh positif pada job satisfaction. Sementara itu, job
satisfaction juga berpengaruh negatif dan signifikan terhadap counterproductive
work behavior. Adapun organizational justice tidak terbukti mampu memperkuat
pengaruh organizational justice terhadap counterproductive work behavior yang
dibuktikan dari hasilnya yang tidak signifikan secara statistik.

Kesimpulan penelitian ini sebagai berikut. (1) Semakin tinggi organizational
justice, semakin rendah counterproductive work behavior. (2) Semakin tinggi
organizational justice, semakin tinggi job satisfaction. (3) Semakin tinggi job
satisfaction, semakin rendah counterproductive work behavior. (4) Job satisfaction
mampu memediasi pengaruh organizational justice terhadap counterproductive
work behavior. (5) Semakin rendah leader-member exchange, semakin tinggi
counterproductive work behavior. (6) Semakin tinggi leader-member exchange,
semakin tinggi job satisfaction. (7) Job satisfaction mampu memediasi pengaruh
leader-member exchange terhadap counterproductive work behavior. (8)
Organizational culture hanya mampu memperkuat dengan sangat kecil pada
pengaruh organizational justice terhadap counterproductive work behavior,
Dampak organizational justice tidak cukup kuat pada peningkatan organizational
justice yang menyebabkan penurunan frekuensi counterproductive work behavior.

SUMMARY

Arhamedho Akbar Panotonagoro R. Pradikto, 2025, Master of Business
Administration Program, Brawijaya University, The Effect of Organizational Justice
and Leader-Member Exchange on Counterproductive Work Behavior Mediated by
Job Satisfaction and Moderated by Organizational Culture (Study of Employees at
PT. Kasa Husada Wira Jatim); Main Advisory Committee: Arik Prasetya, S.Sos,
M.Sc., Ph.D, Member: Dr. Benny Hutahayan, ST., MM.

Counterproductive work behavior is a serious and important issue for a
number of company stakeholders so that this issue deserves special attention. In
this study, the concepts that are the focus of the study on counterproductive work
behavior are organizational justice, leader-member exchange, job satisfaction, and
organizational culture. This study aims to determine the influence of these
antecedent factors directly, indirectly, and with moderators on counterproductive
work behavior. This study was conducted because there is a research gap in the
form of an empirical gap marked by the inconsistency of previous research
findings. In addition, there is a theoretical gap, namely the theory of discrepancy
which has not been widely used in research. On the other hand, there is a
knowledge gap, namely that there has been no research that reveals the role of
job satisfaction in mediating the influence of organizational justice and leader
member exchange on counterproductive work behavior and the moderating role of
organizational culture has also never been studied before.
Human relations theory comes from the human relations movement and
the behavioral movement. The human relations movement refers to studies that
examine individual behavior in social groups (workplace groups). This movement
emphasizes reciprocal relationships between managers and employees on the
basis of cooperation to produce satisfactory productivity. Social exchange theory
by Blau (1964) focuses on exchange relationships between one individual and
another without being based on roles and driven by uncertain expectations of
benefits from social interactions. Discrepancy Theory by Porter (1961) measures
job satisfaction by calculating the difference between what should be achieved and
what is actually obtained. Equity Theory by Adams (1963) explains that individuals
compare the contributions they have made with the results they have obtained,
then compare those results with others. Theory of Planned Behavior by Ajzen
(1991) explains that employee behavior is influenced by attitudes toward behavior,
subjective norms, and perceived behavioral control that shape intentions that
become actual behavior.

This study is based on human relation theory using neoclassical
perspective (formal and informal). The informal aspect focuses on the study of
humans in terms of social interaction, fulfillment of expectations, and interpersonal
justice. According to social exchange theory, a person expects reciprocity from
another party with the condition of trust. In an organization, in addition to the
working relationship, there is a relationship between leaders and subordinates that
is based on exchange with mutual trust, loyalty, and respect called leader-member
exchange. This relationship has a positive impact, one of which is job satisfaction
which also depends on the presence or absence of justice. Organizational justice
is based on the view of equity theory which states that individuals will compare the
input given and the outcome felt and then compare their own input-outcome with
the input-outcome of others. If the comparison is considered fair enough, then the
employee will feel satisfied. Meanwhile, according to discrepancy theory, job
satisfaction is measured by calculating the difference between the results that
should be and the results that are felt in reality. If the comparison is unbalanced
and only benefits certain employees, this can cause dissatisfaction. According to
equity theory, individuals will respond to every form of injustice with negative
feelings and behavior (counterproductive work behavior). In addition,
organizational culture is also a factor that has the potential to influence the
occurrence of counterproductive work behavior. It is important for an organization
to have a culture that supports fair processes and results. Organizational culture
has an impact on employee actions because the value system can be used as a
standard of behavior for organizational members to achieve goals.
This research is an explanatory study using a quantitative approach. The
population of this study was all employees of PT. Kasa Husada Wira Jatim, totaling
93 people. The research sample was selected using the total sampling technique
(saturated sampling). The measurement scale used is the Likert scale. Data
collection was carried out primarily using the survey method by distributing
questionnaires that had been tested for validity and reliability after being tested
offline. Primary data were analyzed using two types of statistics, namely
descriptive and inferential. The inferential analysis technique used was Partial
Least Square-SEM.

The results showed that organizational justice and leader-member
exchange had a negative and significant effect on counterproductive work behavior
both directly and indirectly. Both antecedents were also proven to have a positive
effect on job satisfaction. Meanwhile, job satisfaction also had a negative and
significant effect on counterproductive work behavior. Meanwhile, organizational
justice has not been proven to be able to strengthen the influence of organizational
justice on counterproductive work behavior, as evidenced by the results which are
not statistically significant.

The conclusions of this study include the following. (1) The higher the
organizational justice, the lower the counterproductive work behavior. (2) The
higher the organizational justice, the higher the job satisfaction. (3) The higher the
job satisfaction, the lower the counterproductive work behavior. (4) Job satisfaction
is able to mediate the influence of organizational justice on counterproductive work
behavior. (5) The lower the leader-member exchange, the higher the
counterproductive work behavior. (6) The higher the leader-member exchange, the
higher the job satisfaction. (7) Job satisfaction is able to mediate the influence of
leader-member exchange on counterproductive work behavior. (8) Organizational
culture is only able to strengthen very little on the influence of organizational justice
on counterproductive work behavior. The impact of organizational justice is not
strong enough to increase organizational justice which causes a decrease in the
number of counterproductive work behavior.

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Ketersediaan

2025150

TES 658,3 PRA p 2025 K1

Fadel Muhammad Resource Center (Ilmu Terapan dan Teknologi)

Tersedia namun tidak untuk dipinjamkan - No Loan

Informasi Detail

Judul Seri

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No. Panggil

TES 658,3 PRA p 2025 K1

Penerbit

Malang : Program Magister Ilmu Administrasi Bisnis Fakultas Ilmu Administrasi Universitas Brawijaya Malang., 2025

Deskripsi Fisik

xxi, 278 Halaman ; Ilus : 29,5 cm

Bahasa

Indonesia

ISBN/ISSN

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Klasifikasi

658,3

Tipe Isi

text

Tipe Media

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Tipe Pembawa

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Edisi

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Subjek

Tesis / Thesis

Info Detail Spesifik

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Pernyataan Tanggungjawab

Arhamedho Akbar Panotonagoro R. Pradikto

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