Abstract:The purpose of this study was to develop a scale of abusive supervision in Indonesia. The study was conducted with a different context and scale development method from Tepper's (2000) abusive supervision scale. The abusive supervision scale from Tepper (2000) was developed in the U.S., which has a cultural orientation of low power distance. The current study was conducted in Indonesia, which has a high power distance. This study used interview procedures to obtain information about supervisor's abusive behavior, and it was also assessed by experts. The results of this study indicated that abusive supervision was a 3-dimensional construct. There were anger-active abuse (6 items), humiliationactive abuse (4 items), and passive abuse (15 items). These scales have internal reliabilities of 0.947, 0.922, and 0.845, in sequence.Abstrak: Studi ini bertujuan untuk mengembangkan skala abusive supervision di Indonesia. Studi ini dilakukan pada konteks dan metode pengembangan skala yang berbeda dari skala abusive supervision milik Tepper (2000). Tepper (2000) mengembangkan skalanya di US., yang masyarakatnya secara umum memiliki budaya jarak kekuasaan rendah. Studi ini dilakukan di Indonesia yang memiliki budaya jarak kekuasaan tinggi. Studi ini menggunakan wawancara untuk menghasilkan informasi mengenai perilaku atasan yang abusif. Selanjutnya daftar perilaku tersebut dinilai oleh para pakar. Hasil studi ini mengindikasikan bahwa abusive supervision merupakan konstruk tiga dimensi. Ketiga dimensi tersebut adalah abusif aktif-kemarahan (6 indikator), abusif aktif-penghinaan (4 indikator), dan abusif pasif ( 15 indikator). Skala ini, masing-masing ketiga dimensinya memiliki reliabilitas 0,947; 0,922; and 0,845; secara berurutan.
Pay is an important part of the reward system. From a cost point of view, salary is important. Payroll costs are 10 to 50 percent even in some cases. It reaches 90 percent of the organization's operational costs (Shaw, et al., 1999). For employees, salaries play an important role in their lives. Directly or indirectly, the salary received will significantly determine the social status, self-esteem, and ability of employees to meet their needs (Bergmannand Scarpello, 2001). Payroll systems are aimed at attracting and retaining employees who not only possess the necessary knowledge and skills but also who have an interest and willingness to achieve organizational goals (Henderson, 1994). Furthermore, the payroll system designed by the organization aims to avoid any dissatisfaction (work dissatisfaction). Dissatisfaction with the payroll' system will lead to decreased performance, increaseabsenteeism, and job dissatisfaction (Weiner, 1980). Therefore, organizations need to understand the factors that determine the individual pay satisfactionto provide posi-Abstract: This research aims to determine the effect of actual pay level, positive affect (PA) and multi-dimensional pay satisfaction. The data is collected from questionnaires distributed to 207 postgraduate students in Jakarta and Yogyakarta. Non-probability sampling with Purposive sampling is taken as a sampling technique. Hierarchical regressions analysis used for hypothesis testing. The finding shows actual pay level has the positive effect with each pay satisfaction dimension. Positive affect has the positive effect with each pay satisfaction dimension. More importantly, data show that positive affect (PA) interact with actual pay level in explaining three pay satisfaction dimensions, they are satisfied with pay level, satisfaction with benefit, and satisfaction with structure/administration. The finding also shows that positive affect (PA) does not moderate the relation of actual pay level and pay satisfaction on satisfaction with pay raise dimension. Discussion, limitations, a practical and theoretical implication for further researches are offered.
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