tugas bhsa inggris bisnis 2 ( tugas 3)

NAMA: ARIEF BAYUSENA ( 11213289)

KELAS: 4EA13

MAKUL: BHS. INGGRIS BISNIS 2 ( tugas 3)

Companies that are ready to compete must have effective management. To improve employee performance in the effective management requires the support staff capable and competent in their field. On the other hand, including coaching employees to be preferred as the main asset of the company. The learning process should be a corporate culture so that the skills of employees can be maintained, it can even be increased. In this case the competent employee loyalty must be considered. who have the attitude of struggle, devotion, discipline, and professional skills are very likely to have performance in implementing the tasks so that more efficient and effective manner. Professional employees can be interpreted as a view to always thinking, hard work, work full time, discipline, honest, loyal, and dedicated in order for the success of his work (Hamid, et al., 2003: 40). Understanding the above, illustrates that improvements in the areas of personnel just always get attention for leading a professional staff with a variety of approaches and policies. For that, it is necessary coaching, awareness, and willingness to achieve high work performance is expected. If the employee works full awareness of the optimal organizational, goals will be more easily achieved (type 1). Improved attitudes, struggle, devotion, work discipline, and professional skills can be done through a series of concrete actions for guidance and efforts to improve work performance and loyalilas employees can become a reality. One of the factors that affect employee loyalty is employee satisfaction. Job satisfaction (job satisfaction) is the emotional state of employees who happen or not happen the meeting point between the value of employee fringe benefits and a company or organization to the level of value of fringe benefits that are desired by the employee (Martoyo, 2000:142). In terms of job satisfaction, Gilmer (1966) mentions the factors that influence job satisfaction is the opportunity for advancement, job security, salary, company and management, and intrinsic factors of work, working conditions, social aspects of work, communication, and facilities (cf .: As'ad, 2003: 114). Meanwhile, according to Heidjrachman and Husnan suggests several factors about the needs and desires of employees, namely: a good salary, job security, co-workers are compact, respect for work, meaningful work, opportunities for advancement, fair and wise leadership, direction and reasonable orders, and organization or work place that is valued by the community (Heidjrachman and Husnan, 2002: 194). According Loeke (in Sule, 2002: 211), employee satisfaction or dissatisfaction depends on the difference between what is expected. Conversely, if the employee had earned less than expected, it would have led to disgruntled employees (type 3). Factors influencing job satisfaction or dissatisfaction are: type of work, coworkers, benefits, fair treatment, job security, opportunities contribute ideas, of salary / wages, recognition of performance, and opportunities to grow. Referring to the various opinions that can be inferred about the factors influencing job satisfaction of employees in order to improve its performance are:

(a) psychological factors, are factors associated with psychiatric staff that includes interest, peace in the work, attitudes toward work, talent, and skills

(b) social factors, are factors associated with good social interaction among employees, with superiors, and employees of different types of work

(c) physical factors, are factors associated with physical condition and physical condition of the working environment of employees, covering. This type of work, setting work hours and rest periods, work equipment, state of the room, temperature lighting, ventilation, health conditions of employees, age, etc.

(d) the financial factor, a factor related to guarantees and employee benefits that include system and the amount of salary, social security, various allowances, facilities provided, promotions, and so on.

The issue is how the influence of satisfaction factors, namely: salaries, leadership, and attitude toward co-workers the employee's performance is going on IMKA Accounting Computer Education Center in Surakarta. Therefore, the necessary research that aims to determine the factors that affect job satisfaction of employee performance. One of the important objectives in human resource management in an organization is the creation of job satisfaction of organizational members concerned. Job satisfaction is expected achievement of organizational goals will be better and accurate. The results Herzberg stated that the factors that bring satisfaction are achievement, recognition, work itself, responsibility, and advancement (Armstrong, 1994: 71). Another opinion stated that job satisfaction is the emotional state of pleasant or unpleasant to which employees view their jobs (Handoko, 2001: 193).

Job satisfaction is an emotional attitude of fun and loved his work. This attitude is reflected by the morale, discipline, and job performance. Job satisfaction can be enjoyed in the work, outside work, and a combination of inside and outside of work. Satisfaction in work is enjoyed working in a job with the work of obtaining credit, placement, treatment, equipment, and good working atmosphere. Employees who prefer to enjoy job satisfaction in the work will be more priority than the work remuneration even if the remuneration is important. Job satisfaction outside of work is the job satisfaction of employees outside of work enjoyed by the amount of remuneration to be received from his work so he can buy his needs. Employees who prefer to enjoy the satisfaction outside of work more than the remuneration question the performance of the duties. Combination of job satisfaction and job satisfaction outside of work is reflected by the balance between the emotional attitude of fringe benefits with the implementation of the work. Employees who enjoy the combination of job satisfaction within and outside of work will be satisfied if the employment and remuneration considered fair and reasonable. There are no benchmarks that absolute levels of satisfaction for each individual employee satisfaction with different standards. Indicators of job satisfaction can be measured only by discipline, morale, and turnover (turnover) is relatively small, the good employee job satisfaction. Conversely, if the discipline, morale, employee turnover and job satisfaction of the employees in the company reduced (Hasibuan, 2001: 202). Theory of job satisfaction according to Wesley and Yulk can be explained by three kinds of theories, namely: First, the discrepancy theory suggests that to measure a person's job satisfaction by calculating the difference between what is supposed to perceived reality. Then, Locke (1969) explains that job satisfaction depends on the discrepancy between Should he (expectation, needs or values) according to what his feelings or his perception has gained or accomplished through the work. If there is no difference between the desired perception of reality, the people feel satisfied because the desired minimum limit has been met (type 0). According to research conducted by Wanous and Lawler (in As'ad, 2003: 105) suggests that employee attitudes toward work depends on how mismatches (discrepancies) are perceived. Second, equity theory developed by Adam (1963).

In principle, this theory suggests that people will be satisfied as long as they feel there is justice (equity). Feelings of equity and inequity of a situation is obtained by means of comparing himself with others who are classmates, work together, and elsewhere. This theory identifies the elements of equity include three things, namely: (a) input, is something of value perceived by employees as an input to the work, (b) comes out, is anything of value that is felt as a result of his work: ( c) comparisons persona, is the ratio between input and out comes are obtained. Third, Two factor theory proposed by Herzberg (1966). The principle of this theory is that satisfaction and dissatisfaction with the work did not constitute a continuous variable (in As'ad, 2003: 108). Based on his research Herzberg divides situation that affects a person's attitude toward his work into two groups: (a) statisfers or motivator factors or situations that prove the sources of satisfaction: achievement, recognition, work it self, responsibility and advancement; and (b) dissatifiers or hygiene factors, ie factors that proved to be a source of dissatisfaction, such as: company policy and administration, supervision tehnical, salary, interpersonal relations, working condition, job security and status. Historically, employee job satisfaction will get the job done right. The problem is the presence of high work satisfaction of employees who become employees whose productivity is not high. Many opinions suggest that job satisfaction is higher, mainly generated by the performance, not vice versa. Better work performance resulting in higher awards. If the award was perceived fair and adequate, then the employee job satisfaction would increase because they received the award in accordance with the proportion that their work performance (type 2). Condition of satisfaction or job dissatisfaction is a feedback that will affect work performance in the future. Thus, achievement and job satisfaction relationship into a system that continues. According to Strauss and Sayles (1980) job satisfaction are also important for early-actualization. Employees who do not get job satisfaction will never achieve the psychological maturity and in turn will become frustrated. Such employees would often daydream, have low morale, tired and bored, emotionally unstable, often absent and did not rush that there was no association with the work to be done. Dessler (1982) suggests employees get job satisfaction usually has a record of attendance and better regulation, but less active in union activities of employees and sometimes perform better than employees who did not get job satisfaction (See Handoko, 2001: 196) . Therefore, job satisfaction have significance both for the employees and companies, mainly to create positive conditions in the workplace the company. Job satisfaction is a common problem on every unit of work, be it related to motivation, loyalty or peace work, and work discipline. Harold E. Burt expressed his opinion about the factors that can lead to job satisfaction were: first, factor relationships among employees, among others: (a) the relationship between managers and employees, (b) physical factors and work conditions, (c) social relationships between employees, (d) the suggestion of a coworker, (e) emotional and work situations. Second, indivual factors, namely dealing with people's attitudes towards his job, working as people age, and gender. Thirdly, external factors (extern), which relates to family circumstances of employees, recreation, education (training, up grading, and so on).