WELLY REFNEALDI

THE ANALYSIS OF THE DIFFERENCES OF LEARNING

ORGANIZATION,TALENT MANAGEMENT AND INOVATIVE
BEHAVIOUR TO DOCTOR'S PERFORMANCE

By :
WELLY REFNEALDI
MASTER MANAGEMENT & SCIENCE

DISSERTATION

Sub submitted to the School of Graduate Studies in Fulfilment of the

Requirements for the award of the degree of Master in Science

MANAGEMENT AND SCIENCE UNIVERSITY

SHAH ALAM MALAYSIA

MAY 2014
2014

i
 ABSTRACT
THE ANALYSIS OF THE DIFFERENCES OF LEARNING ORGANIZATION
TALENT MANAGEMENT AND INOVATIVE BEHAVIOR TO DOCTOR'S
PERFORMANCE
Welly Refnealdi
School of Graduate Studies
Management & Science University, Shah Alam, 2016

Health problems often cause various polemics.. Malpractice cases and the failure of
physicians in making treatment a record crucial for the performance of doctors, so
doctors are expected to provide the best service. As an organization that provides health
service, Adam Malik Hospital (AMH ) and Murni Teguh Memorial Hospital (MTMH)
in Medan are required to provide excellent health services. Such services are
particularly dependent on the performance of doctor as main actors of health services.
The customer complaints in a report in 2015, in AM many as 67 complaints and in
MTMH many as 13 customer complaints, whereas AM and MTMH have gotten the
highest level of Acccreditation Certificate of Komite Akreditasi Rumah Sakit (KARS), a
independent institution that assesses the quality of hospital services in Indonesia
oriented quality of care and patient safety. And this also taken into consideration
researchers do research at both the Hospital.
The main goal of this study is to investigate and analyze the differences
in the performance of doctors in AMH and MTMH through examining the impact of
different factors of learning organization, talent management and innovative behavior.
This study uses causal-comparative design (causal-comparative research). Causal
comparative research is ex post facto, meaning that the data collected after the events in
question took place (through). Researchers took one or more effect (as the dependent
variables) and examine the data to look for the causes, mutual relationships with its
meaning. The amount of sample was 145 people, with 109 people each of AMH and 36
people from MTMH. Sampling was done randomly research proportional
( proportionate random sampling) from two hospital based on population in each
hospital.
The data collection of this study is using questionnaire. As 145 filled
questionnaires were returned and using in the analysis using SPSS software version
20.0 through descriptive an inferential statistic. In addition, Independent T-test and

ii
Chow Test were used to test the hypothesized hypotheses. The result of this study
revealed that there is no difference significant difference between the performance of
doctors in AMH and the performance of doctors in MTMH. In addition, this study also
found a significant positive effect of learning organization, talent management, and
innovative behavior on the performance of doctors at the AMH and doctors at MTMH.
This study also supported the premises of theories by reaffirming the importance of the
studys variable for supporting the performance of doctors.

Keywords : Learning Organization, Talent Management, Innovative behavior,

Performance.

iii
 MANAGEMENT & SCIENCE UNIVERSITY

SCHOOL OF GRADUATE STUDIES

JUNE, 2016

WE HEREBY RECOMMED THAT THE DISERTATION

BY
WELLY REFNEALDI
ENTITLEDTHE ANALYSIS OF THE DIFFERENCES OF LEARNING
ORGANIZATION ,TALENT MANAGEMENT AND INOVATIVE BEHAVIOUR
TO DOCTOR'S PERFORMANCE
BE ACCEPTED IN FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE
OF DOCTOR OF PHILOSOPHY, MANAGEMENT IN BUSINESS

DR. ASMAHANI ADWALAI, MSU

Supervisor

REZA HILMY PhD

Co-Supervisor

Prof Dato Dr. Asbi Ali,

Dean
School Of Graduate Studies (SGS)

The Internal and External Examiners are as follows :

Internal Examiner External Examiner External Examiner

Name : Name : Name :

University : University : University :
Country : Country : Country :

iv
 STATEMENT OF ORIGINAL AUTHORSHIP

The work contained in this disertation has not been previously submitted to meet
requirements for an award at this or any other higher isntitution. To the best of my
knowledge and beliefe, the research disertation contains no material previously
published or written by other person except where due references is made.

June 2016 Welly Refnealdi

012014052

v
 ACKNOWLEDGEMENT

In the name of Allah, Most Gracious, Most Merciful Who had bestowed me
knowledge, patience and strength in completing this project report. It is with great
pleasure that I acknowledge the considerable assistance given to me by the staff, at the
Management & Science University and in particular all at the Prof. Dato Dr. Asbi Bin
Ali office and his staff.
In addition, I am grateful for the support given by my supervisor Prof. DR.Asmahani
Adwalai, MSUwho has had to suffer endless questions during the preparation of this
disertation. And i am grateful for the support given by my Co-Supervisor Reza Hilmy
PhD.
This disertation would not have been completed without the encouragement of
friends, colleagues and family especially My wife and sons which were allowed me to
travel every time to Malaysia to meet my supervisor and gave me time to read and write
this disertation at home.
Lastly, but not in importance, I express my heartfelt thanks to my father and
mother, they were always pray for me and asks about my study. I hoped to finish this
study before he passed out but this is the life.

Welly Refnealdi
May 2016

vi
 A. TABLE OF CONTENT

PREFACE.................................................................................................................................... Page
TITLE PAGE.............................................................................................................................. i
ABSTRACT................................................................................................................................. ii
RECOMMENDATION.............................................................................................................. iv
STATEMENT OF ORIGINALITY........................................................................................... v
ACKNOWLEDGEMENT.......................................................................................................... vi
TABLE OF CONTENTS............................................................................................................ vii

CHAPTER I INTRODUCTION
1.1 Background.................................................................................................. 1
1.2 Factor affecting the performance of doctors........................................... 3
1.2.1 Learning Organizations ................................................................... 3
1.2.2 Talent Management ......................................................................... 5
1.2.3 Innovative Behavior ............................................................ ........ 6
1.3 Problem Statement....................................................................................... 7
1.4 Research Objectives.................................................................................... 7
1.5 Research Question..................................................................................... 8
1.6 Hypothesis.................................................................................................. 8
1.7 Limitations of Research....................................................................................10
1.8 Significance of the Research............................................................................10
CHAPTER II LITERATURE REVIEW
2.1 Learning Organization................................................................................. 13
2.2 Talent Management...................................................................................... 21
2.3 Innovative Behavior..................................................................................... 30
2.4 Performance.................................................................................................. 47
2.5 Theoretical Framework................................................................................ 58
2.5.1 Introduction...................................................................................... 58
2.5.2 Independent Variable........................................................................ 58
2.5.2.1 Learning Organization....................................................... 58
2.5.2.2 Talent Management............................................................ 59
2.5.2.3 Innovative Behavior........................................................... 60

vii
2.6 Summary...................................................................................................... 62
CHAPTER III METHODOLOGY
3.1 Conceptual Framework................................................................................... 64
3.2 Study Variable.............................................................................................. 66
3.3 Research Design........................................................................................... 68
3.4 Research Location and Time........................................................................ 69
3.5 Population and Sampling............................................................................. 69
3.6 Data Collection............................................................................................ 70
3.7 Analysis of Validity and Reliability of Questionnaires................................ 71
3.7.1 Learning Organizations.................................................................... 71
3.7.2 Talent Management.......................................................................... 72
3.7.3 Innovative Behavior......................................................................... 74
3.7.4 Performance..................................................................................... 74
3.8 Method of Data Analysis............................................................................. 75
3.8.1 Descriptive Analysis......................................................................... 75
3.8.2 Path Analysis..................................................................................................... 77

CHAPTER IV RESULT AND DICUSSION

4.1 Respondent Profile.......................................................................................... 78
4.1.1 Gender.............................................................................................. 79
4.1.2 Age................................................................................................... 81
4.1.3 Status................................................................................................ 83
4.1.4 Educational....................................................................................... 85
4.1.5 Work Duration (Length of Time)..................................................... 87
4.2 Descriptive Analysis.................................................................................... 89
4.2.1 Learning Organization...................................................................... 89
4.2.2 Talent Management............................................................................................... 91
4.2.3 Innovative Behavior......................................................................... 93
4.2.4 Performance....................................................................................................... 95
4.3 Classical Assumption Test ........................................................................... 97
4.3.1 Normality Test.................................................................................. 97
4.3.2 Homogenity Test.............................................................................. 99
4.3.3 Linearity Test.................................................................................... 100

viii
 4.3.4 Heterokedasticity Test...................................................................... 101
4.4 Hypothesis Test............................................................................................ 102
4.4.1 The Differences of Doctors Performance in RSUP Adam Malik
and Murni Teguh Memorial Hospital............................................... 103
4.4.2 Differences Influence on Performance of Learning
Organization of Doctors in AM and MTMH................................... 104
4.4.3 Differences Influence on Performance Talent

Management of Doctors in both Hospital AM and MTMH............ 107

4.4.4 Innovative Behavior Differences Influence on Physician

Performance in AM and MTMH..................................................... 108
4.5 Discussion.................................................................................................... 110
CHAPTER V CONCLUSIONS AND RECOMMENDATION
5.1 Conclusion................................................................................................... 114
5.2 Recommendation......................................................................................... 115
REFERENCES.................................................................................................... 117
APPENDICES
Appendix A Data collection recommendation letter from MSU(AM)...................... 118
Appendix B Data collection recommendation letter from MSU(MTMH)................. 119
Appendix C Try Out Instrument............................................................................ 120
Appendix D The Data Of Try Out Instrument........................................................ 126
Appendix E The Result Validity and Reability Test.............................................. 128
Appendix F Research Instrument ......................................................................... 132
Appendix G The Result of Analyzing Descriptive Statistics................................ 138
Appendix H The Result of Classic Assumption Test............................................. 155
Appendix I The Test Result of differential T-test.................................................. 175
Appendix J The Test Result of Regression and Chow Test................................... 176
LIST OF FIGURES............................................................................................. xi
LIST OF TABLE................................................................................................. xii

ix
 LIST OF FIGURE

Figure 2.1 Strategic Talent Management....................................................................27

Figure 2.2 Model Innovation Process.........................................................................37
Figure 2.3 Defining Factors of Innovations Process...................................................37
Figure 2.4The 8 Habits of Highly Effective and Creative People..............................45
Figure 2.5 Performance Triangle................................................................................61
Figure 4.1 Gender Relations with Performance..........................................................80
Figure 4.2 Age Relation with Performance.................................................................82
Figure 4.3 Status Relation with Performance.............................................................84
Figure 4.4 Level of Education Relation with Performance........................................86
Figure 4.5 Work Period Relation with Performance...................................................88

x
 THE LIST OF THE TABLE
Page
Table 3.1 Conceptual Framework...................................................................... 66
Table 3.2 Operational Definition Of Study Variable......................................... 67
Table 3.3 Details of Total Population and Sample Research ............................ 70
Table 3.4 Validity of Test Results Variable Learning Organization................... 72
Table 3.5 Validity of Test Results Variable Talent Management....................... 73
Table 3.6 Results of Validity Test Variables Innovative Behavior..................... 74
Table 3.7 Performance Variable Validity of Test Result.................................... 75
Table 3.8 Interpretation Guideline Correlation Coeficient................................ 76
Table 4.1 Profile of Respondents by Gender..................................................... 79
Table 4.2 Chi Square Test of Gender.............................................................. 80
Table 4.3 Profile of Respondents by Age.......................................................... 81
Table 4.4 Chi Square Test of Age................................................................... 82
Table 4.5 Profile of Respondents by Marital Status.......................................... 83
Table 4.6 Chi Square Test of Status................................................................ 84
Table 4.7 Profile of Respondents by Education Level....................................... 85
Table 4.8 Chi Square Test of Education Level................................................ 86
Table 4.9 Profile of Respondents Based on the Work Duration........................ 87
Table 4.10 Chi Square Test of Work Period...................................................... 88
Table 4.11 Summary Result Descriptive Statistic Variable Learning
Organization........................................................................................................ 90
Table 4.12 Summary Result Descriptive Statistic Variable Talent
Management....................................................................................... 92
Table 4.13 Summary Result Descriptive Statistic Variable Innovative
Behaviour........................................................................................... 94
Table 4.14 Summary Result Descriptive Statistic Variable Performance............ 96
Table 4.15 Normality Test Result Summary........................................................ 98
Table 4.16 Homogenety Test Result Summary.................................................... 99
Table 4.17 Linearity Test Result Summary.......................................................... 100
Table 4.18 Mean of RSUP AM dan RS MTMH.................................................. 103
Table 4.19 The Amount of the Different of Doctors Performance
in AM Hospital and MTM Hospital................................................... 104

xi
Table 4.20 Summary Regression Effect of Learning Organization on
Performance....................................................................................... 105
Table 4.21 Summary Regression Effect of Talent Management......................... 106
Table 4.22 Regression Summary Innovative Influence Behavior
on performance.................................................................................................... 109

xii
 CHAPTER I

INTRODUCTION

This purpose of this study is investigate and analyze of difference in the performance of

doctors in Adam Malik Hospital (AMH) and Murni Teguh Memorial Hospital (MTMH)

in Medan , through examining the impact of different factor of the learning

organization, talent management, and innovative behavior. The significance of this

section is to project the rationale and inquiries that frame the analysis. The chapter

comprehends eight division that is 1 Background of health problem of AMH and

MTMH in Medan, 2. Performance of doctors and there are three factors that potentially

affect, namely the a) Learning Organization , b) Talent management and c) Innovative

behavior, 3 Problem Statement, 4. Research Objectives. 5 Research question. 6.

Hypothesis.. 7.Limitation of the research. 8. Significance of the research.

1.1. Background.

Health Problem is the headline issues which is able to recall many problems. The

necessity of the best and suitable health facilities and medical centre which is needed by

people in an environment is still not enough to provide all of the necessity. Many wrong

diagnoses and some doctors are failed in curing the patients are nowadays still the

biggest problem to discuss, so that the doctors will be able to give the best for the

patients. Doctors achievement in world of work is when they can do the task well, and
1
the patients are recovery well. In medical aspect, doctors are the most important subject

who ought to have skill and ability to check patients conditions objectively and

specifically because they have the responsibility of them. Therefore, the maximum

performance of physicians is needed to determine the exact type of treatment or medical

treatment measures are most appropriate to the patient's health condition. Only then, the

quality of medical service said well, which then has implications for the performance of

the hospital.

Malpractice in the medical world today is quite plural occurs. According to

Coughlins dictionary of law, medical malpractice is medical treatment errors due to

lack of skills and prudence in the implementation of medical professional liability. In

the form of intentional wrong doing or unethical nature. In Indonesia malpractice cases

are not record in detail. Only the efforts of the complaint to the legal aid of health is the

reference number of medical malpractice cases. According to data gathered from legal

aid of health there are over 200 cases over a period of years 2003 to 2012. The 182

cases occurred in range of 2006 to 2012. Malpractice through Indonesia as many as 60

cases performed by general doctors, 49 cases performed by surgeons, 33 cases

performed by a gynecologist, 16 cases performed by pediatricians and the remaining 24

cases are diverse complaint, as we all know that the efforts of medical treatment does

not guarantee 100 % recovery for patient. Concerned doctor trying to give the best

professional performance to their abilities.

As an organization that provides health services, AMH dan MTMH in Medan are

required to provide excellent health services. Such services are particularly dependent

on the performance of doctors as main actors of health services. However, the

2
phenomenon in the field still indicates some doctors who are unwilling to show the best

performance. For example there are still doctors who were present did not timely in

accordance hours of practice, are reluctant to provide complete information to the

patient associated with the patient's illness, failed to cure the patient, and less empathetic

to patients. This suggests that doctors not maximum performance that can be seen from

the report customer complaints in 2015 AMH as follows 67 complaints and in MTMH

as follows 13 complaints , whereas AMH and MTMH have gotten the highest level of

Accreditation Certificate of Hospital Accreditation Committee, a independent institution

that assesses the quality of hospital services in Indonesia oriented quality of care and

patient safety. And also taken into consideration researchers do research at both the

hospital.

The performance of doctors are also increasingly required when public demand

for hospital services is increasing and at the same time hospitals are faced with intense

competition with the presence of the new hospital with foreign investment.

1.2 Factor affecting the performance of doctors

Performance of doctors like that just is not without cause. At least, there are three

factors that potentially affect, namely the learning organization, talent management and

innovative behavior.

1.2.1 Learning Organization

Learning organization is an organization with peoples continually expand their capacity

to create the results to nurture new ideas and patterns of expansion, a collective

3
aspiration is set free, and people continue to learn how to work together. Organizations

which are characterized by learners are organizations that facilitate and enable

employees to learn and develop themselves freely. Change requires mental readiness

and competence of the employees. So, do not be afraid to change. Therefore, employees

must be educated and equipped with knowledge and competence to be ready, both in

making changes and cope with change. If a learning organization can be established and

applied, as appropriate, it will give a lot of provision for employees to be able to find

ideas and new solutions in carrying out his duties, including physicians in their

professionals role functions in the field of medical and health services. These

conditions may encourage physicians were able to show their best performance.

Research on the influence of organizational learning on performance, among

others, performed by Koohang, Harman and Britz (2008: 157), the result proved that

the learning organization influence on business performance. Additionally, Koohang,

Harman and Britz (2008: 157) also cites research hauisl Skerlavaj (2003), Dimovski &

Skerlavaj (2005), and Skerlavaj et al. (2007), which proved that the learning

organization and a strong significant positive effect on the performance of financial and

non-financial organizations. Results of research Dimovski (2006) in Slovenia with a

population and a sample of 197 top management of construction companies (OI and

Empp) and analyzed by structural equation modeling (SEM) results show that learning

organizations have a significant effect on the performance of the employee's

perspective. Similarly, research Yuhee and Takeuchi (2010) in Japan with a sample of

225 small and medium enterprises (SMEs) were analyzed by structural equation

modeling (SEM) result also proves that affect the performance of the learning

organization.

4
1.2.2.Talent Management

Talent management is a set of proses that are designed to ensure that all employees at

all levels of employment at the peak of their potential and provided adequate flow of

employees into jobs across the organization. Thus, talent management is closely related

to human resource management practices that have a focus on how to manage the

human resources that are within the organization can provide optimal benefit to the

organization. Talent management start from the premise that each person has their

individual talents that needs to be explored in order to develop optimally. Once

developed, the talented employees are positioned at the right place, so it can do its job

effectively and efficiently. If the organization is able to develop the talents of every

employee to the maximum, the employee will have the readiness to change and then be

able to portray their functions properly. It is not for the doctors. Hospitals that seek to

foster the talents of doctors as medical personnel will make doctors more optimal

elaborated competence so as to allow for conveniently indicates best performance.

Doctors who are too frugal to talk to the patient could have limited his communication

talents. Doctors who are less empathetic to patients could be minimal grade of talent.

Limitations can be overcome by talent management. Relevant research on talent

management to performance, among others, performed by Kehinde (2012) in Nigeria

with a correlation analysis. Research shows that talent management has a positive

impact on overall organizational performance. This is an empirical evidence of the

influence of talent management to performance. Similarly, the results of research Katili,

5
Wahyuni, and Wildfire (2015: 618) also proved that talent management significantly

influence employee performance.

1.2.3. Innovative Behavior.

Innovative behavior is individuals actions directed to produce, introduce or apply new

findings in the form of ideas or solutions that benefit at every level of the organization.

Innovative behavior can also affect the performance of doctors. Who are

innovative will make continuous efforts to make changes in order to achieve the best

results. Innovative individuals will not feel comfortable with the current state and

continue to think look the other way better, more effective and more efficient.

Innovative behavior also raises the spirit and hard work in order to generate ideas and

solutions that are useful in the working process. In this way, the employee will be able

to produce a better performance. Doctors innovative will do things that are unusual to

improve their professional performance. Research relevant to innovative behavior

influence on employee performance conducted by, Aryee et al (2012: 1), the results

showed that the innovative behavior linked to employee performance. These results are

also supported by studies Janssen, et al. (2004), which concluded that employees who

act innovatively will be better performance. The research result Marques and Ferreira

(2009) in Portugal prove that innovative capacity to contribute to improved

performance. Similarly, the results of research Gunday et al. (2011) in Turkey with a

sample of 184 companies and analyzed primarily structural equation modeling (SEM)

proves that innovations affect the performance of the company.

6
 The above description shows the problems of physician performance in relation

to the organization of learning, talent management and innovative behavior. Based on

the urgency of researchers interested in studying the issue with the title: Analysis of

Differences Influence of Organizational Learning, Talent Management and Innovative

Behavior Performance against doctors AMH and MTMH in Medan.

1.3 Problem Statement

Refers to a variety of relevant literature has never existed researchers who conducted

the study with the digging problem Learning Organization, The Management of Talent

and Innovative Attitude. So, researcher interested in examining differences the

performance of doctor, differences the influence learning organization, difference s the

influence the management of talent, differences influence innovative attitude to

performance of doctor at AMH and MTMH in Medan.

1.4 Research Objectives

The aim of this study is to fulfill the following:

1. To investigate and analyze difference in the doctors performance in Adam

Malik Hospital and Murni Teguh Memorial Hospital in Medan

2. To investigate and analyze difference effect on the performance of the

doctors learning organization of Adam Malik Hospital and Murni Teguh

Memorial Hospital in Medan

7
 3. To investigate and analyze the difference in talent management influence on

the performance of Adam Malik Hospital doctors and Murni Teguh

Memorial Hospital in Medan.

4. To understand and evaluate the difference in innovative behavior influence

on the performance of Adam Malik Hospital doctors and Murni Teguh

Memorial Hospital in Medan.

1.5 Research Questions

Based on the background, , and research objectives above, the research questions are as

following:

1. Is there a difference in the performance of doctors in Adam Malik Hospital

and Murni Teguh Memorial Hospital in Medan?

2. Are there differences in the influence of organizational learning on the

performance of doctors in Adam Malik Hospital and Murni Teguh

Memorial Hospital in Medan?

3. Is there a difference talent management influence on the performance of

doctors in Adam Malik Hospital and Murni Teguh Memorial Hospital in

Medan?

4. Is there a difference in innovative behavior influence on the performance

of doctors in Adam Malik Hospital and Murni Teguh Memorial Hospital in

Medan?

1.6 Hypothesis

8
Null Hypothesis 1

H01: There are differences in the performance of doctors in Adam Malik Hospital and

Murni Teguh Memorial Hospital in Medan

Alternate Hypothesis 1

H1: There are not differences in the performance of doctors in Adam Malik Hospital

and Murni Teguh Memorial Hospital in Medan

Null Hypothesis 2

H02: There are differences in the significance influence of organizational learning on

the performance of doctors at Adam Malik Hospital and Murni teguh Memorial

Hospital in Medan.

Alternate Hypothesis 2

H2: There are not differences in the significance influence of organizational learning on

the performance of doctors in Adam Malik Hospital and Murni Teguh Memorial

Hospital in Medan.

Null Hypothesis 3

H03 : There are differences in talent management influence on the performance of

doctors in Adam Malik Hospital and Murni Teguh Memorial Hospital in Medan.

Alternate Hypothesis 3

H3 : There are not differences in talent management influence on the performance of

doctors in Adam Malik Hospital and Murni Teguh Memorial Hospital in Medan.

9
Null Hypothesis 4

H04: There are differences in innovative behavior influence on the performance of

doctors in Adam Malik Hospital and Murni Teguh Memorial Hospital in Medan.

Alternate Hypothesis 4

H4: There are not differences in innovative behavior influence on the performance of

doctors in Adam Malik Hospital and Murni Teguh Memorial Hospital in Medan

1.7 Limitations of research

The study is limited to an attempt to uncover differences in the effect of organizational

learning, talent management, and innovative behavior on the performance of physicians

in the AM and MTMH in Medan considering the limited number of researchers in terms

of cost, time, knowledge and energy.

1.8. Significance of the research

The importance of this study has many in both theoretical and managerial contribution.

Theoretically, The results of this study are expected to contribute ideas and alternative

models in establishing the performance of doctors in the perspective of strategic

management, especially through the factors studied, namely the organization of

learning, talent management, and innovative behavior to performance. This research can

also be used as a comparator and an additional reference for other researchers who are

interested to study the problems that are related to this research.

10
 Furthermore, the results of this study can be exploited by management AMH

and MTMH in Medan, especially in building the framework of the company's strategy

to create the doctor performing through superior organizational factors of learning,

talent management, and innovative behavior. More than that, it is hoped this research

presents a model of the performance of doctors within the framework of strategic

management, so that it can be applied to hospital.

11
 CHAPTER 2

LITERATUR REVIEW

In this chapter describes the study of theory of learning organization, talent

management, innovative behavior and performance. It will be discuss common

practices, major issues and nature of learning organization, talent management,

innovative behavior and performance. The data of previous observational studies related

to performance around the world will be presented. In order for the author to gain

references that are related to this study, the author has looking for some appropriate

international literature.

The objectives of this literature review are to show the argument of the past

observational investigation about the performance in various countries around the

world. The discovery from the past studies will be used to both inform and structure the

investigation methodologies I will be carrying out in my own investigation effects of

learning organization, talent management and innovative behavior to Doctors

Performance Adam Malik Hospital and Murni Teguh Memorial Hospital in Medan.

In this chapter, a discussion about the studies will about theoretical framework

that includes the variables of this study which are the differences of learning

12
organization, talent management and innovative behavior to doctors performance in

Adam Malik Hospital and Murni Teguh Memorial Hospital in Medan.

2.1. Learning Organization

In understanding the terms of the learning organization, it is necessary first

discussed separately about the meaning and learning organizations, so as to obtain a

better understanding of the concept of a learning organization. Learning organization

consists of two words, the organization and learning. Regarding the organization,

experts give a definition in a variety of organizations. According Dubrin (2007: 37), the

organization is a collection of people working together to achieve a common goal (or a

large group). Cherrington (Furnham, 2006: 16) defines the organization as a social

system open (series of interrelated elements, which contains resources from the

environment in which the environment to "export" products useful output) which

consists of the activity pattern of a group of people (relatively stable and events

continue to occur on a regular basis) that is likely to lead to the goal. Meanwhile Jones

(in Jaffee, 2001: 6) states that the organization is a tool used by people to coordinate

their actions in order to obtain something desired or appreciated.

Morgan (in Scott and Davis, 2007: 27) states that the organization is a machine

to achieve the goal or as a small community with social and cultural structures, or as an

organization that breaks through resource environment. Greenberg (2008: 5) argues that

the social system structured organization consisting of groups and individuals working

together to meet the agreed targets. For Shafritz, Rissell and Borick (2007: 227), the

13
organization is a collection of people working together to achieve common goals. A

similar opinion was expressed by Shane and von Glinow (2008: 5) that the organization

is a group of people working interdependent for a particular purpose.

According to Scott and Davis (2007: 29), in the perspective of the social system,

the organization can be defined in three definitions. First, the organization and

collectivity oriented towards achieving certain goals and demonstrate the social

structure is very formal. Definition is not only focuses on the properties of different

organizations, but also in its normative structure. Second, the organization is required to

review the natural system as shown: the organization is a collectivity that participants

have a double interest, both the same and different at the same time, but who recognize

the value of forming the organization as an important resource. Third, the organization

is required to review the organization as an open system: the organization is a collection

of current and interdependent activity, which connects the participants of cooperation

embodied in a broader material resources and institutional environment.

Based on the description of the organization shows that in essence, the

organization demonstrated a tool that people use to coordinate their actions in order to

obtain something to be desired, two or more people who work together in a way that is

coordinated to achieve the results of the group, social unit goal-directed, designed as a

system of activities structured and deliberately coordinated, and related to the external

environment.

14
 In connection with the study, the term comes from the English learning

instruction is interpreted as an effort that aims to help people learn. Smaldino et al.

(2005: 6) to give explanations about the notion of learning as follows:

"Learning is the development of new knowledge, skills, or attitudes as an individual

interacts with information and the environment. The learning environment includes the

physical facilities, the psychological atmosphere, instructional technology, media and

methods."

The above definition shows that learning is the development of knowledge,

skills or new attitudes as individual interactions together and environmental

information. Learning environment include improved physical, psychological

atmosphere, learning technology, media and learning methods.

Meanwhile, According Miarso (2004: 545), learning is a deliberate attempt,

aimed and controlled so that others learn or change relatively settled in others. These

can be done by a person or group of people who have the ability or competence in

designing or developing learning resources are needed.

From the above, it can be concluded that learning is not focused on what they

learned, but rather on how learners experience the learning process, that is by

organizing the material, the way teaching and learning how to manage to reach the

goal. In addition, learning more widely as it can be delivered anywhere, anytime and

with any media without requiring the presence of a teacher.

15
 After the above described learning about the organization and, further explained

the meaning of a learning organization. According to Senge (1990: 3), learning

organizations are:

"An organisasi where people continually expand Reviews their capacity to create
the results they truly desire, where new and expansive patterns'of thinking are
nurtured, where collective aspiration is set free, and where people are continually
learning to see the whole together.

The sense, the learning organization is an organization whose members

continually expand their capacity to create the results they so desire, where new

expansive patterns of thinking nurtured, collective aspiration liberated, and people are

continually learning to see the organization as a whole together.

For White and Burton (2007: 353), organizational learning is "the acquisition of

knowledge through the application and mastery of new information, tools, and

methods." The definition indicates that the learning organization is the acquisition of

knowledge through the implementation and control of information, tools, and new

methods. For Pedler, Burgoyne and Boydell (in Wilson, 2005: 100), the learning

organization is "an organization which facilitates the learning of all its members and

continiuosly transforms itself." It means that the learning organization is an

organization that facilitates the learning of all its members and continuously constantly

transforms him self.

In the context of educational organizations (school), Leithwood and Louis (in

Hoy and Miskel, 2013: 33-34) considers the learning organization as a place where

students pursue common goals with the collective commitment to continually evaluate

16
the value of interest, make modifications to fit and sustainably develop ways to more

effectively and efficiently to achieve the goal.

According to Marquardt (in Gilley and Maycunich, 2000: 14-15), learning

organizations have some important characteristics and dimensions, namely: (1) Study

conducted by the organization as a whole system, as if the organization has a single

brain; (2) Member organizations recognize the importance of learning without stopping

for organizations today and in the future; (3) Learning is continuous, the strategy using

processes, integrated and moving parallel with the work; (4) There is a focus on

creativity and learning for generations; (5) Systems thinking is fundamental; (6) People

have continuous access to information and data sources that are important for the

success of the organization; (7) Climate company encourages, respects and accelerate

the learning of individuals and groups; (8) Networks workers in an innovation; (9)

Embracing change, where unwelcome surprise and even failures are seen as

opportunities for learning; (10) The organization is agile and flexible learning; (11)

Everyone is driven by a desire quality and continuous improvement; (12) Activities

characterized by aspiration, reflection and conceptualization; (13) Develop core

competencies well to the release of new products and services; (14) Organizations can

sustainably adapt, renew and revitalize itself in response to a changing environment;

(15) Organizational learning is a fundamental factor that must be met at this time so that

the company can continue to survive.

Marquardt (2011: 20) explains some of the things that drives the importance of

the learning organization, namely: (1) globalization and the global economy, (2)

17
technology and the Internet, (3) the radical transformation of the world of work, (4) an

increase in the strength of the customer, (5 ) the emergence of knowledge and learning

as a key asset of the organization, (6) changes in roles and expectations of workers, (7)

the diversity and mobility of the workplace, and (8) the rapid escalation of the change

and chaos.

Senge (in Wilson, 2005: 101) reveals five disciplines in learning organizations,

namely: (1) personal mastery, ensure the individual's motivation for learning, (2) mental

models; creating an openness to misconceptions, (3) shared vision; build a long-term

commitment on everyone, (4) team learning; develop group skills, such as teamwork

and communication; and (5) systems thinking ; The most important is the discipline that

integrates the four other disciplines.

Organizational learning in an organization principally depends on three factors,

as follows (White and Burton, 2007: 354-357):

1. The collection of data and information. For a learning organization, must have

data and that data should be collected. The greater number and range of data that

can be collected, the greater the potential information that can be processed and

a learning organization can occur. But the greater complexity in managing the

company's knowledge, the greater the potential for failure. The information

collected can help the organization achieve its objectives. An important part in

making the information is environmental scanning. Observations environment

will help companies identify critical issues, so that the organization can monitor

to ensure the impact on the issues and make changes if needed.

18
2. The transfer and sharing of information through communication. Once the

information is collected, the information needs to be disseminated within the

organization. The spread of vital information before the organization can act on

that information. In other words, just because someone knows something, does

not mean that the organization know the information. Information should be

communicated to the others to learn and apply knowledge. In this case the

communication is the transfer of understanding from one source to another.

Information should be transferred, but must also be understood to get the full

benefit. The combination of information from different sources often leads to a

breakthrough in the company.

3. Allows learning within the organization. Companies must have the information

and try to communicate, and should be conducted in a manner that allows for

learning. For example, companies must pay attention to the stocking of the

information in a timely manner. If the company late collecting or disseminating

information, then there is no significant learning. Thus organizations must ensure

that the factors that have made memungkingkan learning. Factors that enable

learning there are two aspects. First, the learning objectives for the management

of technology and innovation is to have the right information at the right place

with the right people at the right time to make a decision. Second, an important

factor for learning is to provide time for people to work on the idea and

implementation of the information for tasks performed.

According to Templeton, Lewis, and Snyder (2002: 207), factor analysis, found

the eight dimensions of organizational learning, as follows:

19
1. Awareness is the extent to which members of the organization are aware of the

key sources of information on the organization and implementation of existing

problem areas.

2. Communication, namely the extent to which the existing communication

between members of the organization.

3. Assessment of performance a comparison of the processes and outcomes

associated with the performance to organizational goals.

4. Intellectual cultivation shows the development experience, expertise, and skills

among existing employees.

5. Adaptability environment , the technology associated with the organization

in response to environmental changes.

6. Social learning , shows the extent to which members of a learning organization

through social channels about the organizations affairs

7. Intellectual capital management shows how far the organization managing the

knowledge, skills and other intellectual capital for long-term strategic

advantage.

8. Transplant organizational shows the extent to which the organization capitalize

knowledge, practices, and internal capabilities over other organizations.

While Jerez-Gomez, Cespedes-Lorente, and Valle-Cabrera (2005: 718)

developed five dimensions to measure learning organization, as follows

a. Commitment managerial. This dimension includes managerial support, shared

vision and mental models, personal efficacy, management leadership, strategic

direction, leadership and intentions, engaged leadership, facilitative leadership,

and learning orientation.

20
b. Perspective system. These dimensions include a shared vision, systems thinking,

a systems perspective, the purpose of clarity of vision, and orientation system.

c. Openness and experimentation. Dimensions include openness to new ideas,

independence problem solving, continuous innovation, culture experiments, the

integration of external knowledge, creativity, continuous learning, learning from

past experience, learning from others, entrepreneurship, and operational

variations.

d. Transfer and integration of knowledge . Dimensions include teamwork, team

learning, integration of internal knowledge, transfer of knowledge, group

problem solving, and team orientation.

From the foregoing it appears that the meaning of a learning organization is an

organization with people continually expand their capacity to create the results truly

desired with nurturing thoughts and patterns of the new expansion, a collective

aspiration is set free, and people continue to learn how to learn together, which can be

measured by indicators: managerial commitment (managerial commitment), a systems

perspective , openness and experimentation and the transfer and integration of

knowledge

2.2 Talent Management.

In understanding the description of the concept of talent management, it is

necessary to first understand each sense and talent management, so we get a better

understanding of talent management. The understanding of management, many experts

argued about the definition of management. According Sisk (in Murugan, 2005: 2),

21
management is coordination over all resources through the process of planning,

organizing, directing, and monitoring in order to achieve its intended purpose.

Meanwhile, according to Koontz and Weilhrich (2004: 13), management is the process

of designing and managing the environment in which people work together in groups

effectively in achieving the objectives that have been selected. While the definition of

adequate management popular described by Terry (in Tripathi and Reddy, 2008: 2),

which is a process that involves planning, organizing and monitoring, which is done to

determine and achieve goals by using people and resources. From these notions, the

management is the process of managing your organization's environment through the

activities of planning, organizing, directing and monitoring in order to achieve

organizational goals effectively.

In connection with the notion of talent, according to Buckingham and Clifton

(2001), talent show repeated patterns of thought, feeling or behavior that can be

productively applied. Talents exist naturally in a person, while the skills and knowledge

to be gained. Someone is innate talents, skills and knowledge which can be acquired

through learning and practice. Meanwhile, according to Michaels, et al. (In Hatum,

2010: 10), talent is "the sum of a person's abilities- his or her intrinsic gifts, skills,

knowledge, experience, intelligence, judgment, attitude, characters, and drive. It also

includes his or her ability to learn and grow. "This definition shows that talent is a set of

capabilities which include innate intrinsic someone like skills, knowledge, experience,

intelligence, judgment, attitude, character, and the drive and the ability to learn and

grow.

Williams (2000: 35) broadly provides a definition of talent as follows:

22
"Regularly demonstrate exceptional ability and achievement either over a range of

activities and situations, or within a company is specialized and narrow field of

expertise; consistently indicate a high competence in areas of activity that strongly

suggest transferable, comparable ability in situations where they have yet to be tested

and proved to be highly effective. "

From that sense it can be seen that talent is a person who regularly demonstrate

exceptional ability and achievement throughout the activity and situation, or in a

specialized area and is limited from a skill; consistently demonstrate high competence

in the area of activity that strongly suggesting it can be moved, an ability that can be

compared in situations where they have not been tested and proven to have a high

effectiveness.

Hatum (2010: 10) argues that the talent is "the skills or capabilities that allow a

person to perform a task certain". That is, talent is a skill or skills that enable a person

to perform certain tasks. Goffee and Jones (2007) identifies that the talent show a small

number of employees of ideas, knowledge and skills that give him the potential to

produce disproportionate value from the resources available from him. While Morton

(2004) defines talent within the scope of the organization as individuals which have the

ability to make a significant difference to the performance of current and future of the

company.

After outlining the respective understanding and talent management, the next is to

describe the concept of talent management as a whole. Currently has been developed by

23
researchers and theoreticians, so that it develops a variety of views or opinions about

talent management. Talent management is also often used interchangeably with the term

succession planning and human resource planning (Aston and Morton, 2005; Lewis and

Heckman, 2006). Cheloha and Swain (2005) sees it as a key component for effective

succession planning. While Creelman (2004: 3) viewed the term talent management as

a mindset .By definition, Collings and Mellahi (2009: 305) provides the definition of

talent management as follows:

"Activities and processes that involve; the systematic identification of key

positions which differentially contribute to the organization's sustainable competitive

advantage, the development of a talent pool of high potential and high performing

incumbents to fill Reviews These roles, and the development of a differentiated human

resource architecture to Facilitate filling positions with competent Reviews These

incumbents and to Ensure Reviews their continued commitment to the organization."

The definition above explains that talent management is an activity and a process

involving the systematic identification on key positions differently contribute to the

sustainability of organizational competitiveness, development of container talents of

individuals who have a high potential, and individuals who are already there to a high

performance to fill the role, the architecture and development of differentiated human

resources to facilitate filling these positions with qualified individuals who own and to

ensure that these people continue their commitment to the organization.

Kesler and Pascal (in Lewis and Heckman, 2006: 140) argues that talent

management as "a set of processes designed to Ensure an adequate flow of employees

into jobs throughout the organization". This understanding shows that talent
24
management is a set of poses designed to ensure adequate flow of employees into jobs

across the organization. Meanwhile that Redford (2005: 20) defines talent management

as "an attempt to Ensure that everyone at all levels works to the top of Reviews their

potential", which is an attempt to ensure that all employees at all levels of work at peak

potential.

Lewis and Heckman (2006: 140) identify three perspectives talent management

concept. First, the talent management just means a substitute for talent management

label of human resources. In this perspective, empirical studies often focus on specific

human resources practices such as recruitment, selection, leadership development and

succession planning. Contribution to this literature is relatively limited in the flow

literature strategic human resources and greater on the renaming of human resource

management.

Second, talent management is still renaming of human resources management, but

the emphasis on developing talent containers that focus on the business needs of

employees or staff projecting and managing an employee's progress through the office.

Study in this classical perspective is built on previous research in the literature of

succession planning.

Third, talent management perspective that focuses on managing talent for

performance and it looks not too different from the terms that appear from the

perspective of humanistic and demographics (Buckingham and Vosburgh, 2001: 120).

In this aspect, talent management is considered common and do not focus on a specific

25
position or boundary because people may have more to gain development and

utilization of natural ability than trying to fix the vulnerability (Roberts, et al., 2005).

Hatum (2010: 13) provide an understanding of talent management as "a strategic

activity aligned with the firm's business strategy that aims to Attract, develop, and

retain talented employees at each level of the organization." Management talent means

an activity of strategic aligned with strategy business companies devoted to interest,

develop, and retain talented employees at every level of the organization.

Knez and Ruse (in Berger & Berger, 2004: 231) argues that the management

talent show identification, development and talent management portfolio - which is the

number, type and quality of the employees who will reach the company's strategic

operational goals effectively. The focus is on the importance of identifying the optimal

talent portfolio, by calculating the impact of investments on the company's ability to

achieve strategic and operational objectives that match or exceed than expected.

Smilansky (2006: 112) describes talent management as follows:

"An integrated set of corporate initiatives Aimed at improving the caliber, availability

and flexible utilization of exceptionally capable (high potential) employee who can

have a disproportionate impact on business performance".

That is, talent management is a collection of integrated enterprise initiatives

aimed at improving skills, availability and flexible use of the ability of outstanding

(high potential) of employees who may have a disproportionate impact on business

performance.
26
 Collings and Mellahi (2009: 306) argues linkage model of strategic talent

management to corporate performance. Talent management is a very important factor in

the effort to help the organization's performance to the maximum. Therefore,

organizations must be able to develop strategic management that can connect with the

company's performance. The model shown in Figure 2.1 below

Differentiated Human Resource

Architecture Outcomes

Organizational internal labour

market Work
motivation
Firm
Organizational performance
Pivotal commitment
Positions
Talent Extra-role
Pool behavior

extr
External labour market

Resources: Collings dan Mellahi (2009: 306)

Figure 2.1: Strategic Talent Management

From the picture above appears that the organization needs to have an architecture

differentiated human resources. The architecture of the human resources needed in

order to manage labor markets both internally and externally in a place called pond or

container talent. This talent of the next container will produce labor-power that will fill
27
the key positions of the organization. As a result of workforce management talent in the

container, then the organization will obtain a workforce that has the motivation,

commitment and extra role behaviors which in turn will have a positive impact on

company performance.

Based on the concepts presented in the figure above, the existence of strategic

talent container. According Collings and Mellahi (2009: 307), the container talent is

"the pool of high potential and high performing incumbents that the organization can

draw upon to fill the pivotal talent positions." In essence container talent as a place for

workers who have the potential and performance high, so the company can place them

in important positions.

Talent management has a number of elements that are applied within the

organization. According Smilansky, (2005), there are nine elements contained in talent

management, such as:

a. The resources strategy. Business planning provides a foundation for human resource

planning, which defines human capital needs and leads to the withdrawal policy,

maintain and programs for internal resources (identifying talent in the organization,

to develop and promote them).

b. Withdrawal and retention policies and programs. The program explains the policies

and approaches to ensure that organizations obtain and maintain the required talent.

Lead to the withdrawal policy program for external resources (recruitment and

selection of people from outside the organization). Retention policy designed to

ensure that people in the organization has a commitment to the organization. The

28
 output of this policy is the flow of talent who creates and maintains the container

talent.

c. Audit talent. Audits identify potential talent and provide a basis for planning and

career development, ensuring that talented people who have a range of experience

that comes with guidance and learning programs that would be appropriate to carry

out the roles needed in the future. Audit talents can also be used to indicate the

possibility of danger to the talented people who left the organization and what

action is required to maintain it.

d. Role development. Talent management related to the role played by someone. The

development of this role includes ensuring that the role of providing

responsibilities, challenges the autonomy needed to create engagement and

motivation role. It also includes taking steps to ensure that people have the

opportunity and are encouraged to learn and develop in the role. Talent management

policy also focus on the role of flexibility, which gives people the opportunity to

develop its role by making better use of his talents and wider.

e. Talent relationship management. The management of talent relations is a process of

building effective relationships with the people in their respective roles. It generally

relates to creating a good place to work but give establishments and provide an

opportunity to grow. The aim is to achieve entanglement talent and ensure that

people have a commitment to the job and the organization.

f. Performance management .Performance management process provides a means for

on the development of relationships with people, identifying talent and potential,

planning, learning and development activities as well as utilize the talents of the

organization. Line managers can be questioned for performing risk analysis

29
 separately on each staff to assess the possibility of leaving the organization. The

implementation of performance management which really means increasing

engagement and motivation of people by providing positive feedback and

recognition.

g. Total rewards. Total rewards strategy provides that the financial and non financial

rewards, can contribute to the engagement and commitment of talented people to

show that people are not to be underestimated contribution and to implement a

system of rewards fairly and consistently. Competitive payment rates will impact

the organization's ability to attract and retain people, but is limited to the companies

which can compete with market forces. Retention or loyalty bonuses are used by

some companies, but it is limited to the effectiveness of bribery. If talented people

want to go, then it will go away.

h. Career management. Career management consists of the process of career planning

and succession management. Career planning shaped the progress of individuals in

the organization in line with organizational needs assessment, which is defined as

the success of employee profiles and performance, potential and individual

preferences over the company. Management succession planning is taking place to

ensure that, as far as possible, the organization has a manager is required for

business needs in the future.

i. Creating the best place to work .Ensuring that the organization felt as a great place

to work means the organization into employee selection. Thus there is the will to

join the organization and the desire to live. Employees are committed to the

organization and bound in the work done.

30
 From the foregoing it appears that the definition of talent management is a set of

poses that are designed to ensure that all employees at all levels of employment at the

peak of their potential and provided adequate flow of employees into jobs across the

organization, which can be measured by indicators: the resourcing strategy, attraction

and retention policies and Programs, talent audit, role development, talent relationship

management, performance management, total reward, creating a best place to work.

2.3 Innovative Behavior.

In understanding the concept of innovative behavior, it first has to be explained

separately about the behavior and innovation, so as to obtain a better understanding of

the concept of innovative behavior. In relation to the behavior is quite a lot of

definitions that describe the behavior. According Wiwoho (2004: 19), the behavior is

any action, movement and words of someone whether it's at home, at work, in public,

internal and external. Behavior, Wikipedia, is defined as "the actions or reactions of an

object or organism, usually in relation to the environment. Behavior can be conscious or

subconscious, overt or covert, and voluntary or involuntary. "From this description it

appears that the behavior is an action or a reaction object or organism that normally

associated with the environment. Behavior can occur in a state of conscious or

unconscious, closed or open, and voluntary or forced. For Azwar (2000: 9) behavior is a

reaction that can be simple or complex nature. Meanwhile Behavior, in the Merriam-

Webster dictionary, referring to the response of the individual, group, or species to the

environment, or

31
 Behavior has type / types. There are three types of behavior. First, behavioral

methodological, which is a normative theory about the actions of the psychological

science. According to the methodological behavior, references to mental conditions,

such as the will of the animals, do not add whether psychology can and should

understand the source of his behavior. Mental condition is a personal element which

does not form a proper object of empirical studies. Second is behavioral psychological.

The psychological behavior research programs in psychology that explain human and

animal behavior in the context of external physical encouragement, feedback, learning

history, and reinforcement. Third is analytical or logical behaviorism, which is a theory

in the philosophy of the meaning or semantics of mental or concept. This theory asserts

that the idea of a mental state is the idea of a behavioral disposition or family

behavioral tendencies (Girl, 2009: 1-2).

Meanwhile Lewin (in Azwar, 2000: 9) is to formulate a model of behavior

relations by saying that the behavior (B) is a function of individual characteristics (P)

and the environment (E). That is, the behavior is the result of interaction between the

individual and the environment. In the context of the organization, the individual is an

employee, while the environment is everything that is around employees, whether

physical such as buildings, office equipment, lighting, temperature and others as well as

non-physical nature as humans (employees) that establish relationships social with

another man (other employees).

Behavior in everyday life, including the life of the organization, is determined by

the individual characteristics which include motives, values, personality traits, and

attitudes interact with each other and then interact with environmental factors.

According to Azwar (2000: 9), environmental factors have great power in determining
32
behavior even sometimes strength is greater than the individual characteristics. When

the environmental influence factors are stronger, people will be more influenced by the

environment (organization); on the contrary when the individual factors are stronger,

more individuals will affect the environment of the organization.

Azwar (2000: 11) saw the antecedent causes of behavior volitional (current

behavior of their own accord), which are based on assumptions (a) that humans

generally do things in ways that make sense, (b) that humans consider all information

existing, and (c) that explicitly or implicitly into account the implications of human

actions. The theory of reasoned action that attitudes influence behavior through a

rigorous decision-making process and reasonable, and the impact is limited to three

terms. First, the behavior is not only determined by the attitude of the public but by a

specific attitude towards something. Second, the behavior is influenced not only by

attitudes but by the norms of the subjective (subjective norms), which is our belief

about what other people want us to do. Third is the attitude towards a behavior together

subjective norm form an intention or the intention to behave in certain ways.

There are several approaches in changing individual behavior. In the practice of

the organization's daily life leaders try to shape behavior by applying or appealing the

impact of the behavior. The impact is positive or negative for the target. In general, the

leadership uses four approaches to enhance the nature and direction of behavior,

namely: positive reinforcement, punishment, deterrence and negative reinforcement

(Champoux, 2006: 179-180). Applying positive reinforcement positive event to

increased the frequency or strength of the expected behavior. Penalties apply negative

33
events to reduce the frequency of undesired behavior. Avoidance draw something that

assessed employee to reduce the frequency of undesired behavior. Negative

reinforcement increases the frequency of the desired behavior by pulling or prevent

negative events.

With regard to innovation, Rubenstein was quoted White and Bruton (2007: 21)

defines innovation as "the process whereby new and improved products, processes,

materials, and services are developed and transferred to a plant and / or market where

they are Appropriate. ' this definition shows that innovation is a process in which

products, processes, materials, and services are developed and transferred to the

appropriate market. Then Ireland, Hoskisson and Hitt (2011: 334) define innovation as

"the process of creating a commercial product from invention." Innovation is the

process of creating commercial products through invasion. Invention in this case is the

act of creating or developing a new product or process.

According to Rogers (1995: 22), innovation is the degree to which an individual

in terms of adopting new ideas, relatively earlier than other individuals in the social

system. Innovation is also associated with new inventions either in the form of ideas,

actions or new objects that lead to social change in society. Innovation can be in the

form of intangible components: idea, method, program and physical components such

as: equipment, materials or machinery or a mixture of 2 (two) components. Later in

Hyperdictionary mentioned that innovativeness is originality by virtue of introducing

new ideas. Innovations introduced new ideas that are still original.

Meanwhile, according to Drucker (in Ireland, Hoskisson and Hitt, 2011: 333):
34
"Innovation is the specific function of entrepreneurship from, whether in an existing

business, a public service institution, or a new venture started by a lone individual.

Innovation is the means by which the entrepreneur either creates new wealth-producing

resources or endows existing resources with enhanced potential for creating wealth. "

The above explanation shows the understanding that innovation is the special

function of entrepreneurship, whether in existing business, public service institutions, or

business start individual alone. Innovation also means employers who create new

wealth, which generates resources or provide resources that already exist to increase the

potential to create wealth.

Inside there is a new idea that innovation can be applied to produce or repair a

product, process or service (Robbins, 1997: 532). In other words, according to Crosby

(1968: 3), an idea, an idea or a new product was first noticed by a person can be

regarded as innovative for that person, but the possibility of ideas, ideas, or products

that even something new elsewhere , It is not abort as innovation, because innovation

does not require anything new at all, so that the application of the concept or idea any

different from existing or ever been done before with the aim of improving the

efficiency, effectiveness and achievement of profit and organizational objectives can be

categorized innovation ,

There are three stages through which a person in adopting ideas, ideas or new

tools, namely (1) the introduction stage, at this stage he was aware of any innovation

and how innovation was functioning, (2) Phase response, at this stage there is the

35
process of deciding willingness and receive innovations, and (3) the implementation

phase, such as the implementation of the innovation (Gordon, 1999: 646).

According to Ireland, Hoskisson and Hitt (2011: 336), internally, the company

produces two innovations, namely incremental and radical innovation. Innovation is

that most people do is incremental, which build on the existing knowledge and held a

small increase in the current product line. While incremental innovation is evolutionary

and linear. Market conditions for well-defined incremental innovation, product

characteristics are well understood, profit margins tend to be lower, efficient production

technology, and competition is the main base pricing. In contrast, radical innovation

usually show significant technological breakthroughs and create new knowledge.

Innovation happens in an organization as hierarchical occur in three levels,

namely: First, innovation at the enterprise level (firm level). At the company level,

innovation is traditionally attributed to the imagination of the individual and for the

development and research by the individual in the organization. Schumpeter pressure

the role of imaginative people produce ideas and introduced into economic life, namely

entrepreneurs. Innovation fundamentally is the result of the organization's activities that

organized and are the domain of large monopolistic and oligopolistic companies which

have important resource. Second is innovation at the network level (network level). On

the theory of innovation lately, it is considered that the network is an important factor

for innovation. The network consists of formal and informal relationships between the

companies involved in the transfer of material or non-material resources. Network

supports innovation because it allows the transfer of information, learning, and

coordination of production and product development activities. Third is innovation at

36
the system level (system level). Innovation network focused on the relationship

between the company, while innovation at the system level includes broader systems

are expected to affect the companys innovation. The theory of network innovation

system is intended to identify all the factors that affect the process of innovation

(Sundbo, Orfila-Sintes, and Srensen, 2007: 91-93),

Galende and de la Fuente (2007: 721) argues that innovation is happening in the

organization through a specific process that involves many aspects. The aspects

involved in the innovation process as the company's goals, internal and external

information, the ability to absorb and transform the information, and technology. These

aspects which will influence the type of innovation undertaken by the company. The

process of innovation in a company is shown in Figure 2.2.

Resources: Galende dan de la Fuente (2007: 721)

Figure 2.2: Model Innovation Process

Innovation process of a company is influenced by many internal factors

include factors that seem (size companies, debt), a factor that does not appear (human

resources, commercial resources, organizational resources), and strategy

37
(diversification, internationalization) (Galende and de la Fuente, 2007: 721). Factors

influencing the innovation process are shown in Picture 2.3.

Galende and De la Fuente (2007: 722)

Figure 2.3 Defining Factor of Innovations Process

In line with the understanding of behavior and innovation, West and Farr (in

Kleysen and Street, 2001: 285) explains that the innovative behavior is individual

actions directed to produce, introduce or apply the new findings are favorable at every

level of the organization. The new findings include the development of new product

ideas or technology, changing administrative procedures aimed at improving the

working relationship or applying ideas or new technologies for work processes aimed to

significantly increase the efficient and effective. Innovation happens in an organization

or a company depends on the people in the organization. In other words, how

innovative a company determined by the behavior of the innovation of human resources

in the company is.

Related to innovative behavior, Janssen (in Shih and Susanto, 2011: 113) says

"intentional creation, introduction and application of new ideas within a work role,
38
 group or organization, in order to benefit of role performance, the group, or the

organization. "the definition indicates that the behavior of innovation is the deliberate

creation, introduction and application of new ideas in a work role groups or

organizations working to benefit the performance of the role of the group or

organization.

Innovative behavior is an innovation that is done individually. According to

Scott and Bruce (in Cingz and Akdo, 2011: 849), individual innovation began with the

decline of ideas, namely the production and use of new ideas in several domains. The

next stages of the innovation process are the promotion of the idea of the potential

merger. Once people come up with ideas, then the individual is related into social

activities find friends, supporters, and sponsors or build a coalition of supporters that

give important powers to realize the idea. The final task of the innovation process

related to the realization of the idea to produce a prototype or model of innovation that

can be felt and peak applied in work role, group, or organization as a whole.

According Carmeli, Meitar and Weisberg (2006: 78), innovative behavior is:

"Multiple-stage process in the which an individual Recognizes a problem for the which

she or he generates new (novel or Adopted) ideas and solutions, works to promote and

build support for them, and produces an applicable prototype or a model for the use and

benefit of the organization or parts within it. "

Innovative behavior means a gradual process in which individuals identify a

problem to drop ideas and new solutions, working to promote and build support for it,

39
and produce a prototype or model that is applied to use and benefit the organization or a

part of it.

Innovative behavior, in the perspective of Covey (2002: 1)

1. Be Proactive

Be proactive not just take the initiative. Being proactive means responsible for our own

behavior (in the past, in the present, and in the future), and make choices based on

principles and values, not based on the mood and the circumstances surrounding it.

Proactive people are actors of change and choose not to be a victim.

To better understand the proactive attitude then we need to know opponent of being

proactive is reactive stance. Reactive stance means blaming others for our behavior

choose to take action in accordance with the mood and circumstance around us.

Example, our friend us angry or hurt us. When we are reactive, we may reply or

perhaps scream at him, or hit him. However, if we be proactive, then well say I am

not going to let you ruin my days.

Reactive human, will always blame the others, while proactive peoples will be

responsible for all of his behavior. A proactive person to realize that the state is

control of himself. He could feel happy or not, determined by himself. So that when

there are other people in the mood of anger and make things unpleasant, proactive

people to remain calm. He will not be angry because it would disrupt her mood

Proactive people do not choose take action based on mood or under any

40
circumstances, but people who proactively take a decision to act on the principles he

held.

Different with reactive people, when he faced a problem, he will addressing these

issues based on the hat he felt. He will act without thinking it through first. Reactive

people means rely on other people or circumstances. When other people angry, she

went mad and when other people happy, he was also happy. He did not realize that in

fact it was he who determines happiness.

The people cant change destiny or self-determination, every human being has a

happy choice or not, be good or bad, failure or success.

2. Begin with the end in mind

Referring the final destination means starting all activities keeping in mind

the ultimate goal to be achieved, to become an effective, must have the ultimate goal

to be achieved from all its activities. So the first thing to do is determine and define

the purpose of life (vision and mission). The final destination has been determined,

all activities undertaken should refer to the final destination, any measures and

decisions was taken to act, should be in accordance with the final destination, so that

life becomes focused.

People who effectively that everything begins with the intention in itself,

they then created a mission in life. They clarify the values that must be Furthermore

making priority the objective which must first be achieved.

41
3. Put first thing first

First the main means to organize and carry out, anything that mental creation

(purpose, vision, values and priorities). Secondary stuff not come first, the main

things are not neglected. Individuals and organizations are focusing attention on

what is most important. The point is to make sure the preferred main thing urgent or

not. The points is ensuring the main thing.

Successful people have the habit of doing things unsuccessful people do not

like doing. However, no joy, they are subject to the strength of their purpose. The

most people say main mistake is a lack of discipline. Their priorities are not

embedded in their hearts and minds. they do not really live up to two habits above.

4. Think win

Thinking wins means way of thinking that is trying to achieve mutual benefit

and is based on mutual respect in all interaction. Thinking win means that

agreement or solutions provide benefits and mutual satisfaction. By thinking win

solution, all parties are pleased with the decision and felt bound by its action plan, to

see life as a cooperative not competitive. Public victory means working together,

communicating together, make things happen together that even the same people

who cannot make it happen by working on their own.

Thinking win do not think selfish or think martyr. In both work and family

life, members think is interdependent with terms Our not Me. Thinking win

42
 encourages conflict resolution and helps individuals to find solutions that are equally

beneficial. Thinking win means is sharing information, the power, recognition and

rewards.

Thinking win is the principle of leadership training between individuals. In

business and family, effectiveness is only achieved when there is a good cooperation

between individuals. Way to thinking win starts with commitment to look at all

alternatives available, furthermore, choose a few that benefit both parties.

5. Seek first to understand then to be understood

If we listen carefully, to understand others, rather than to respond to it, we

begin true communication and relationship building. If other people feel understood,
they feel affirmed and appreciated, to open up, so the opportunity to speak openly
and to be understood occur more naturally and easily. Trying to understand takes
convenience, trying to be understood takes courage. Effectiveness lies in the balance
between both. Some people see the world in accordance with their respective
perceptions. Not as such. To be able communication wee, people must first be able
to understand other people, see the world with other glasses. For this one must be
able to listen empathetically (something that is very difficult and requires
habituation).

Empathy is not sympathy, sympathy for such a deal, a kind of assessment, is

sometimes the emotions and responses that are better suited. But people often live
out of sympathy so as to make them dependent. Different with be empathy. Empathy
does not mean to disagree with someone, but still understand others in depth,
emotional and intellectual.

43
 Any advice it would be useless for colleagues or subordinates if we do not
understand their intent. What must first be given to understand of him then we
can give response, even influence.

6. Synergize

Principle of this synergy is the truth in our social relationships, two people
work together creatively, will be able to provide much better results than if taken by
themselves .Synergies invites us to together find things less likely we find himself. She
will arise when our thoughts were pushing each other and ideas will emerge.

7. Sharpen the saws

Sharpening saws means maintaining and improving one's own greatest asset
himself. Sharpen the saw is about constantly renewing ourselves in the four basic areas
of life physical, social / emotional, mental , and spiritual a habit that increases our
capacity to implement more effective habits . For organization promote habits of vision
, renewal , continuous improvement , awareness of fatigue or moral decline , and
position the organization in the way of new growth . for a family , the habit of
improving effectiveness through the activities of individuals and families on a regular
basis , such as establishing traditions that evoke the spirit of renewal family.
8. Find your voice and inspire others to find theirs

Eighth character gave mindset and skill sets to continuously explore the potential that
exists in the human body through all four roles in leadership roles that is
Presenting an exemplary role model ( individual , team )
Make a model embodies the trust without asking. If people live by the
principles embodied in the eighth character, confidence, binders of this life,
will flourish. Trust will arise if we indeed trustworthy. briefly, modeling
yielding a moral authority in person .
Pioneer

44
 Path finding creates order without forcing it this means that if people associate
their identity and be involved in strategic decision making especially
regarding the values that are held as well as the high priority objectives, they
will experience emotional connection, management and motivation is the
inner affairs. People no longer need to be regulated and motivated from the
outside path finding produces visionary moral authority.

Aligning
Aligning structures, systems and processes is the embodiment of efforts to
organization and spirit of trust, vision and empowerment .Aligning produces
institutionalized moral authority.
empowerment
Empower is the fruit of the other three roles (modeling, path finding and
aligning), this role liberate human potential without the need for external
motivation, empowering produces cultural moral authority.

Figure 2.4: The 8 habits of highly effective and creative people

45
 With reference to the definition Carmeli, Meitar and Weisberg (2006: 78), then

the individual innovative behavior involving at least three stages. First, individuals

recognize problems and come up with solutions and new ideas, whether it be an idea /

or result of the adoption of new solutions. The second phase, individuals seek ways to

promote solutions or ideas, and build legitimacy and support both from within and from

outside the organization. The third step is an individual realize the idea or solution to

produce a prototype or model of innovation that can be applied or used in the

organization.

To measure the behavior of innovative, Kleysen and Street (2001: 285) on the

results of large-scale manufacture of innovative behavior performed using factor

analysis resulted in five dimensions, as follows:

a. Opportunity exploration. Based on a literature search, exploration

opportunities include paying attention to the source of opportunity, looking

for opportunities for innovation, identify opportunities, and gather

information about opportunities.

b. Generative related to behavior aimed to produce a favorable change for

organizational growth objectives, people, products, processes and services.

Generative includes three basic behaviors, that generate ideas or solutions to

the opportunities, generate a representation or categories of opportunities,

and generate associations and combination of ideas and information.

c. Information investigation. This dimension relates to give shape and bounce

ideas, solutions and opinions and try it through an investigation. General

behavior shown includes formulate ideas and solutions, demonstrating new

ideas and solutions, evaluate ideas and solutions.

46
 d. Championing. Fighting for a political covering social behavior involving

innovation process and it is important to realize solutions, ideas and

innovation potential. General behavior indicated that mobilizing resources,

persuade and influence, encourage and negotiate, challenge and take the

risk.

e. Application. The behavior shown in this dimension is to implement, modify,

and accustom.

While Scott and Bruce (in Jansen, 2004: 202) in measuring the

innovative use of three-dimensional behavior. First, ideas generation, which

produces new ideas and useful in various domains. Second, the idea of

promotion, named after an individual generate ideas, then engage in social

activities to find a friend, supporter and sponsor or build a coalition that has

important strengths to realize the idea. Third, idea realization, which provides the

prototype or model of innovation that can be displayed and finally applied in the

work, group, or organization as a whole.

From the foregoing it appears that the definition of innovative behavior is

an act of individuals who are directed to produce, introduce or apply new

findings in the form of ideas or solutions that benefit at every level of the

organization, which can be measured by indicators opportunity exploration,

generative, informative investigation ,championing, and applications .

2.4 Performance.

47
 Theoretically the concept of performance has been often mentioned by experts.

According Byars and Rue (2008: 216), the performance is a "degree of accomplishment

of the tasks that make up an employee's job. It reflecs how well an employee is

fulfilling the requirements of a job. "This definition means that the performance is the

degree of completion of the task into the employee's job. It reflects how well an

employee meets the requirements of the job. Further explained that the performance is

the influence of the efforts of the employees were modified by ability and perception of

the role (duty). Thus, the performance in situations that have been determined may be

reviewed as a result of the interconnectedness between effort, ability and perception.

Enterprises generated from motivation, showing strength (physical or mental) which is

for individuals to perform the task. The ability of a personal characteristic that is used to

do the job. Capabilities do not generally fluctuate in the short term. While the

perception of the role shows the direction, in which individuals believe that efforts

should lead to job.

Brumbrach (in Armstrong, 2009: 498) mendefinsiikan performance as:

"Performance means both Behaviours and results. Behaviours emanate from the

performer and transform performance from abstraction to action. Not just the

instruments for results, Behaviours are Also outcomes in their own right - the product of

mental and physical effort applied to tasks - and can be judged apart from the results

These explanations provide insight that the performance has a good sense of the

behavior and results. Behavior comes from the commissioning and performance of

abstract mentransformsaikan into action. Not only instrument for results, the behavior is

48
also a result of his own - the product of mental and physical effort to the task of

implementation - and can also assessed part of the result.

According Sedarmayanti (2001: 50), performance translates into performance is

job performance, work performance, achievements or work or the work performance or

work performance. Performance is closely linked with the issue of productivity as an

indicator in determining how businesses to achieve high levels of productivity in an

organization. In connection with this, the efforts to improve and assess the performance

of it being an important thing.

Hersey and Blanchard (in Riva and Basri, 2005: 13) says that the performance

is a function of motivation and ability. To complete the task or job, one must have a

degree of willingness and a certain level of ability. The willingness and skills of a

person is not effective enough to do something without a clear understanding of what is

done and how to do it.

Donnelly, Gibson, and Ivancevich (in Riva and Basri (2005: 13) states that the

performance refers to the success in implementing the tasks and the ability to achieve

the set objectives. Performance can be expressed well and successfully if the desired

goal can be achieved with good.

From the various definitions set forth above it can be concluded that the

performance is a feat achieved by employees in carrying out his duties in accordance

with the standards and criteria established for each type of work by the organization.

49
 Performance is not a factor that stands alone, but is determined by many factors.

According to Goleman (2003: 468), the factors that affect the performance of

employees, among others:

First, the excessive workload. Too much work to do, a short time and almost no

support. With the increasing rhythm, complexity, and the demands of work, many

employees feel overwhelmed. Increased workload reduces the rest period required for

recovery. Endless reserves of energy and power, by itself have a negative impact on the

quality of work or the performance of employees.

Second, the lack of autonomy. Must be responsible for a job but almost without

the right to think about how to carry out such work. Terlau manager intervened in the

little things make the workers frustrating, especially when they know how to work

better but hampered by rigid rules. Such policies reduce the sense of responsibility of

flexibility, and inhibit innovation.

Third, inadequate remuneration. Wages that are too small for more work. As a

result of the workforce reduction, delay wage increases, and a tendency to shift working

relationships into work contracts as well as the reduction of welfare benefits such as

health fund, for example; people lose hope that his salary be increased in line with the

career. Other rewards are missing regarding emotions. Excessive workload plus the

limited powers and no guarantee of continuing job entail the loss of enjoyment of work

that should be in the job.

Fourth, the continued loss of flavor. The increasing isolation in the workplace.

Personal relationships are a natural adhesive that allows a team to have high
50
performance. Instead, assignment grouped lowering one's commitment to the success of

the team. With decreasing relationships, pleasure arising from a sense of togetherness is

also reduced. The growing sense of lonely, this may be the seed of conflict, as well as

the equality past experience and feed back that should be able to cure this kind of

situation.

Fifth, unfair treatment. Unequal treatment to each person. Unfair treatment gave

birth to hatred, whether due to large wage unfair, unequal workload, diacuhkannya

revelation objection, or arrogant policies. The rapid increase in the salaries and bonuses

of top executives while wages rose only slightly lower classes or not at all lead to the

loss of confidence people to the managers of the company. Hatred can also occur due to

the absence of an honest conversation. Consequently cynicism, alienation, in addition

to the loss of passion for the mission of the company.

Sixth, conflict of values. The discrepancy between one's principles and demands

of the job. Either encourage employees to lie to generate sales, skip the security

procedures in order to complete the work more quickly, or using tactics justifies any

means to survive in a highly competitive environment, all of this resulted in the decline

of their moral quality. Works that are contrary to the values of cause demoralisation

among the workers, in addition to making them doubt the benefits of the work they

perform. Similarly, their impression of the slogans lofty company when it was at odds

with the reality of everyday work.

51
 There are three elements that affect the performance of employees, namely: (1)

the level of skills, (2) the level of effort, and (3) external conditions (Timpe, 2002:

329). Meanwhile, according to Keenan (1996: 6), poor performance of the employee

linked to a lack of motivation. Factors that impede good performance, namely: 1)

Insufficient training, (2) inability, (3) the lack of discipline, (4) a low standard, (5) bad

management, (6) a low standard, (7 ) bad management, (8) a private matter.

In looking at individual performance also require data or information about how

well the performers, according to Mathis and Jackson (2002: 79) consists of three

categories. First, information based on characteristics, such as a pleasant personality,

initiative and creativity and maybe a little peengaruhnya on a particular job. Second,

based on the information behavior spsifik focuses on behaviors that lead to successful

employment. Behavioral information more difficult to identify and has the advantage

that clearly illustrate what behavior would want to be seen by the management. Third,

the information based on the consideration of what the employee has done or what has

been accomplished employees. For jobs where it is easy and precise measurement, this

results approach is the best way. However, what is measured tends to be emphasized,

and what is equally important, and do not constitute part of the measured might be

overlooked employees.

To determine the extent of the individual's performance, Gomes (200:47)

should:

"In effect, the standard established a target and at the end of the targeted period (week,

month, year) both manager and boss can compare the expected standard of performance

with the actual level of achievement".

52
 This definition makes clear that the standard of performance to put a target, and

the end of each period (week, month, year) every manager and leader able to compare

the performance standards with actual achievement. The performance standards is a

benchmark for a comparison between what has been done with what was expected /

targeted according to the job or position that has been entrusted to someone. Standards

of performance can also be made part of the responsibility for what he has done.

In assessing required performance criteria. The performance criteria are assessed

include the following three things. First, the criteria based on the nature; is criteria that

focus on an employee's personal characteristics such as loyalty, reliability,

communication skills and leadership skills. Type this criterion focuses on how a

person, not on what it achieves. Second, the criteria based on behavior; is criteria that

focused on how the work is carried out. Only in connection with the company's image

behavioral criteria proved to be useful to review the performance of the employee with

the formulation of a number of specific behaviors that must be followed. Thirdly, the

criteria based on the results; is criteria that focuses on results achieved rather than how

the job is produced. If the note it appears that each of the above criteria have the

strengths and weaknesses, and therefore sometimes companies adapt or create an

assessment format of employees in accordance with the state of the company and job

description (job descriptions) of each employee (Schuler and Jackson, 1999: 11-12).

Performance does not include the results of the employee's behavior, but only

the behavior itself. Performance is about the behavior or what employees do, not on

53
what produced the employee or his work. There are two additional characteristics of

behavior called performance. First, the performance is evaluative, which means that the

behavior can be judged as negative, neutral, or positive for the effectiveness of

individuals and organizations. In other words, the value of these behaviors may vary

depending on whether contributing to the achievement of individual, unit or

organizational goals. Second, the performance is multidimensional. This means that

there are many differences in the type of behavior that has the ability to promote (or

hinder) the organization's objectives. As an example of behavior that contribute to the

effectiveness of such sharing of information and resources, to develop effective

working relationships, build consensus, and constructively manage conflict (Aguins,

2009: 78).

Further Aguin (2009: 78) states that the performance is multidimensional, so as

to understand it needs to consider many different types of behavior. However,

performance can be identified in two types or facets of behavior or performance, ie task

performance and contexstual performance. Performance tasks can be defined as: (1)

activities that transform raw materials into goods or services produced by the

organization, and (2) activities that assist the process of transformation to replenish the

supply of raw materials, to distribute the finished product, or provide critical planning,

coordination, supervision, or staff functions that enable organizations to function

effectively and efficiently.

Contextual performance is defined as behavior that contribute to organizational

effectiveness by providing a suitable environment in which the performance of the task

54
can take place. According Aguins ( 2009: 81), contextual performance behaviors

include the following:

1. Persisting with enthusiasm and put out more effort as necessary to complete

the task successfully activity (such as punctual and rarely absent, put out

more effort on the job)

2. Voluntarily perform activities that are not formally become part of its duties

(as suggested improvement of the organization, making suggestions

constant)

3. Assist and cooperate with others (such as help and help co-workers and

consumers)

4. Follow the rules and procedures of the organization (such as following

orders and regulations, showing respect to the authorities, with its values and

policies)

5. Promote, support and defend the organization's goals (such as loyalty,

showing things that are good to outsiders).

Ivancevich (2007: 253) describes some aspects that can be used to view the

following performance:

1. Quantity of work. This relates to the result of the amount of volume of work

that can be completed employee under normal conditions.

2. Quality of work. Covering accuracy, neatness and accuracy in work or

quality standards set.

3. Knowledge of job. Covering a clear knowledge of the factors related to job

responsibilities.

55
 4. Personal qualities. Includes an appearance, personality, attitude, leadership,

integrity, and social skills.

5. Cooperation. Cooperation coworkers the ability and desire to work with

colleagues, superiors and subordinates to achieve the goals set.

6. Dependability. Include awareness of accuracy, uphold the values of honesty,

discipline / attendance rates, and so forth.

7. Initiative . Seriousness in carrying out its duties and responsibilities,

improve the work and have the courage to work independently.

The next stage if the performance standards have been set is to use that standard

to conduct the assessment or evaluation of performance. Byars and Rue (2008: 217)

states that performance appraisal is the "process of evaluating and communicating to an

employee how he or she is performing the job and establishing a plan for

improvement." This means that the performance assessment is the process of evaluation

and communication with employees about the extent of the employee are doing the

work and establish planning the set. Desler said that there are three steps to conduct

performance appraisals. First, define the work, which means ensuring that leaders and

subordinates agree on his discharge of duties and standards office. Second, the assess

performance, means comparing the actual performance of subordinates with the

standards that have been set these concerns the kind of form that has been set. Third, the

feedback, the performance and progress of subordinates discussed and plans were made

for the development of what is required. Meanwhile, according to Schemerhorn (2000:

215), a performance appraisal is a process of formally evaluating performance and

providing feedback on performance roommate adjustments can be made. The

performance assessment is a process of assessment by the organization to the

56
employees who can provide feedback, so that the organization can identify explicitly

repairs or adjustments are needed in order to improve employee performance.

In assessing the performance, according to Russell R. Mueller Retail Hardware

Research Foundation (2008: 7-5), there are least six performance appraisal approach,

namely:

First, rating 3600. The growth in the popularity rating is 3600 or multisource.

With this method, a resource for performance assessment is the feedback from an

employee of a rival, colleague, and so forth. Rating compiled from various sources by a

supervisor or manager, combined with the rating itself, compile a complete picture of

the performance of the individual. However, when this method is used for emphasis or

disciplinary decisions on wages, multisource methods have the potential for bias.

Standard distinguishes between the rating, the extra time required and the complexity

of including so many people make this as a less effective approach.

Second, employ me-rating managers. A seldom-used valuation method whereby

employees rank managers is something that is popular in a number of organizations

today. This approach is commonly used in the academic world where students rank

professor-professor, but with a continuing trend toward greater accountability, most

corporate entities using this system. There are advantages and disadvantages of using

this method. This is a problem that cannot be separated, such as the fear of retaliation

by supervisors, the feeling among employees who rate is not a part of employee jobs,

disrupting the normal manager-employee relationships, see the limits its usefulness.

57
 Thirdly, a rating from the outside. For example, an outside expert may be called

in to examine a manager or executive management. Although an expert provides a

professional assistant in the assessment process, there is a downside. It is not fully

understood and the organization of time and the cost is included in the process. In the

case of retail organizations or services, the wearer of course assessors from the outside.

The response may indicate user satisfaction. An expert can contribute a unique

perspective on employee appearance.

Fourth, rating by team / match. Participatory management approaches such as

management quality groups often rely on this type of scoring system, since teamwork is

more emphasized than the individual performance. Furthermore, there are pros and

cons to rank assessment by a team or match, including a negative impact on the

performance of teamwork. As with employees approach me-rating managers,

assessment or a rival team, if use is the best use for development purposes.

Fifth, judge yourself. Assess yourself can be decided as a means of development,

emphasizing employee to determine the strength or weakness. However, since the

standard among employees and supervisors are distinguished, as a method of

assessment, this usefulness is limited unique situation in which an employee is the only

qualified assess their own performance. The method, however, can provide a valuable

resource of the interface to information and open a dialogue that can address the

communication to show something right.

Sixth, supervisor me-rating subordinates. This is the traditional method for the

assessment, based on the assumption that the supervisor has the best qualifications to
58
evaluate employee performance. Gauges maintained by the appearance like a

supervisor who serves as memory jogger and specific examples when rating. Ratings

supervisor in turn will be reviewed by management to ensure the assessment procedure

has been followed.

2.5 Theoretical Framework

2.5.1 Introduction

Individual performance is vital to the life of organizations, including hospitals.

Individual performance is the basic performance of the organization (Gibson, et al.,

2004: 13), The performance is not affected by the learning organization, management

talent and innovative behavior.

2.5.2 Independent variable

2.5.2.1 Learning Organization

Learning organization is an organization that learns collectively, vibrant and

continuously so as to have a better knowledge to achieve the companys success.
(Michael Marquardt, 2001)

Five main dimensions of the learning organization that is 1) System thinking whose

essence is to consider all the problems from different angles and binding on members

the organization to interdependence. 2) Team learning which essentially is all members

of the organization to a clear-thinking, innovative and complementary. 3) Shared Vision

its essence is to build mutual commitment to participating actively in achieving the

vision. 4) Mental model essence is ambition for the truth here every member of the

organization is required to always carry out the duties under the rules and principles

59
correctly. 5) Personal mastery whose essence is existence in the middle of the group,

creative and innovative.

2.5.2.2 Talent Management

Talent management is collection of integrated enterprise initiative aimed at improving

skills, availability and flexible use of the ability of outstanding (high potential) of

employees who may have a disproportionate impact on business performance

(Smilansky 2006 : 112).

As a result of workforce management talent within the container, then the

organization will obtain a workforce that has the motivation, commitment and extra

role behavior which in turn will have a positive impact on company performance.

2.5.2.3 Innovative Behavior

Innovative Behavior is a deliberate creation, introduction and application of new ideas

in a work group or organizational role beneficial role performance group or

organization. Janseen (in Shah and Susanto, 2011 : 113).

Individual Innovative starting with the decline of ideas, it is production and use of new

ideas in several domains. Once people come up with ideas, then the individual is tied

into social activities find friends, supporters and sponsors or build a coalition of

supporters who provide the vital forces to realize the ideas. Scott and Bruce (in Cingoz

and Akdo, 2011 : 849).

Framework can be described as follows:

60
 Figure 2.5 Performance triangle

By learning organization will form the leadership and managerial capacity of

each person in the organization doctor challenged to innovate for new service products

to gain a collective and formed self-development attitude change doctors for lifelong

learning, therefore will increase performance of doctors

Talent management makes the doctors devote their best performance in

providing services with a high commitment to innovate, will create a total quality

61
service which, in turn, the hospital will gain long-term benefits could be money or not

money as the reputation and good name of the hospital and doctor at the hospital.

Innovative behavior that is formed will familiarize physicians always look for

opportunities to create new service that has not been thought of before, dribbling doctor

habit to imagine the end of any plan of action to be performed, doctors are required to

make the priority in any action without harm other because it is always thinking wins,

if there is a discrepancy or complaints from customer of the attitudes, action of doctors

then the doctors will understand the costumer in advance of the complaint before

instructing the customer, patient and family understand what has been done and doctor

will always foster togetherness with fellow doctors, nurses, another employee at the

hospital to realize the personal performance and the hospital, the doctor is also required

to develop knowledge and skills in their profession, and the sincerity of any doctor in

the hospital to express the problem and obstacles in providing the best performance

invite their colleagues and other employees to jointly also provide the best according to

the field.

2.6 Summary

Literature from previous studies have been reviewed through discussig the studys

variable in differant countries that involves the gaps of previous research.

Learning organization is an organization with people continually expand their capacity

to create the results that and patterns of new expansion, a collective aspiration is set

free, and people continue to learn how to work together. Hospitals that represent the

learning organization, which provides the widest opportunity for physicians to expand
62
its capacity in order to obtain a work truly desired and in accordance with the purpose

of the hospital will encourage physicians to conveniently indicates best performance.

Similarly, hospital attention as The Talent management poses specifically designed to

make sure every employee at all levels of the work is at the peak of its potential will

also open up opportunities for doctors to be able menunukkan best performance. When

the doctor obtains a seedbed of talent and empowerment of hospital management, then

it will give great good will for the doctor to be able to improve its performance. The

same is true for innovative behavior as a manifestation of actions directed to

individuals who produce, introduce or apply new findings in the form of ideas or

solutions that benefit the organization. When doctors innovative behavior by constantly

working to make changes in order to achieve better results, then it will also boost the

performance of doctors. Thus it is apparent that the learning organization, management

talent and innovative behavior has an influence on the performance of doctors.

The constellation of causal relationship organizational learning, talent management and

innovative behavior had relatitionship with the performance of doctors.

63
 CHAPTER III

METHODOLOGY

This chapter aims at explaining the research methodology used in order

answering the research question. To confirm this, the research processes are described

to show the importance of understanding the research process and the need to select the

suitable approach for research. Therefore, the approaches, methods and techniques that

have been used in this research are discussed to give an acceptable explanation for the

adaptation of data collection and also analyzing the explorative research is present.
64
Secondly, sampling and population, developing instrument, collection of data and

fieldwork, reasons variables study, design of investigation and analyzing data of the

comperative research will be present.

3.1 Conceptual Framework

A theoretical framework is foundation of hypothetic of deductive research as it is the

basis of hypotheses that the research will develop Theoretical framework offers the

conceptual foundation to proceed with the research and involves nothing more than

identifying the network of relationship among the variables considered important to the

study ( Bougie & Sekaran, 2010 )

This study was built with a conceptual framework for each variable as follows:

1. Learning organization is a organization with peoples continually expand their

capacity to create the results really desired to nurture new ideas and patterns of

expansion, a collective aspiration is set free, and people continue to learn how to

work together.

Indicators: managerial commitment, system perspective, openness and

experimentation, knowledge transfer and integration.

2. Management of talent is a set of poses that are designed to ensure that all

employees at all levels of employment at the peak of their potential and

provided adequate flow of employees into jobs across the organization.

Indicators: resourcing strategy, attraction and retention policies and

Programmes, talent audit, role development, relationship management,

65
 performance management,total reward, career management, and creating a best

place to work.

3. Innovative Behavior is actions directed to individuals who produce, introduce or

apply new findings in the form of ideas or solutions that benefit at every level of

the organization.

Indicators: opportunity exploration, generativity, informative

investigation,championing, and applications .

4. Performance shown is the behavior of employees in completing the task in

accordance with its role within the organization

Indicators: enthusiastic, doing activities that formally became his duty, helping

and cooperating with other employees, to follow the rules and procedures of the

organization, as well as to promote, support and defend the organization's goals.

Based on Figure 3.1 below, the conceptual framework shows the variables involve in

this study. Independent variable for this study is learning organization, talent

management, and innovative behavior. Independent variable can be explained as the

variable that is manipulated to investigate its impact on dependent variable. Dependent

variable on this study is Doctors Performance. Dependent variable is a variable that is

measured to examine the treatment of independent variable had an impact.

Table 3.1 Conceptual Framework

Independent Variables Dependent Variable

Learning organization, Doctors performance

talent management

66
 and innovative behavior

3.2 Study Variables

An order for the study variables can be measured, then operational in the form of

operational definitions as follows:

Table 3.2: Operational Definition of Study Variable

Item Amount
No Variable Indicator Scale Data
Statement Item
1 Learning Organization a. managerial commitment 1, 2,3 12 Likert Valid
(Jerez-Gomez, Cespedes- b. system perspective 4,5,6
Lorente, & Valle-Cabrera, c. Openness and 7,8,9
2005) experimentation
d. Transfer and integration 10,11,12
of knowledge
2 Talent Management a. Resources strategy 1, 2 18 Valid
3,4
(Smilansky, 2005) b. Policies and programs
withdrawal and
retention 5,6
7, 8
c. audit talents
9,10
d. development role
11,12
13,14
e. Talent relationship
15,16
management
17,18

f. performance
67
 management

g. total Rewards

h. career management

i. Creating the best places

to work
3 Innovative Behavior a. exploration 1, 2 15 Likert Valid
opportunities 3,4
(Kleysen & Street, 2001) b. generativity 5, 6
c. investigation 7, 8
informative 9,10
d. struggle
e. Application
4 Performance a. Enthusiastic 1, 2 15 Likert Valid
b. Doing activities that 3,4
(Aguinis, 2009)
formally into its work
c. Assist and cooperate
with other employees 5,6
d. Following the rules and
procedures of the
organization 7, 8
e. To promote, support and
defend the 9,10
organization's goals

3.3 Research Design

This study uses causal-comparative research. Causal comparative research is ex post

facto, meaning that the data collected after the events in question took place (through).

Researchers took one or more effect (as the dependent variables) and examine the data

to look for the causes, mutual relationships with its meaning. The independent variables

(independent) is a learning organization, talent management, and behavioral inovatif,

while the dependent variable is Performance.

68
 Research using quantitative methods, this approach departs from the data.

Quantitative research method can be interpreted as a method of research that is based on

the phylosophy of positivism, used to examine the population or a particular sample,

techniques and sampling done randomly. Data collection using research instrument

quantitative data analysis with the aim of testing the hypothesis.

Quantitative study used because reseachers want to get cmprehensive

information from a pupolation using sample taken from the ppulation, the researches

also intend to tes the hypothesis that comparative research

The data can then be processed and presented useful information that is the core

of quantitative analysis (Kuncoro, 2011: 3). To obtain the data, this study used a survey,

assessing a selected sample of the population to find the incidence, distribution, and

relative interrelation of the variables (Kerlinger & Lee, 2000: 660). Through the survey

obtained data, facts or information that can be used to describe and determine the

differences influence one variable with another variable.

3.4 Research Location and Time

The research was done in the RSUP Adam Malik dan MTMH Hospital in Medan City,

North Sumatera. This Research beginning from January 2016 until March 2016. Begin

preparation a proposal, collection of data to reporting research results.

3.5 Population and Sampling

69
The population of the region consisting generalization of objects or subjects that have

certain qualities and characteristics defined by the researchers to learn and then drawn

conclusions (Sugiyono, 2009: 61). The population is all Adam Malik Hospital doctors

and Murni Teguh Memorial Hospital in Medan which amounted to 227 people, with

details of Adam Malik General Hospital and as many as 171 people Murni Teguh

Memorial Hospital as many as 56 people. For a population of 227 people, according to

the formula Slovin (Umar, 2006: 108) with an error margin of 5% is required sample

was calculated as follows:

N
n =
1 + N(e)2

Notes : n = Sample Amount

N = Population Amount
e = Error margin

227
n =
1 + 227(0,05)2
n = 227/1,568

n = 145
Based on these calculations, the amount of the sample was 145 people at each hospital
seberannya seen in the following table.

Table 3.3: Details of Total Population and Sample Research

No Hospitals Population Sample

171
1 RSUP Adam Malik 171 x145 109
227
RS Murni Teguh Memorial 56
x145 36
2 56
Hospital 227
Amount 227 145

70
Sampling was done randomly research proportional (proportionate random sampling)

from two hospitals based on population in each hospital.

3.6 Data Collection

The data collection of this study is using the questionnaire. According to Hadi (2002:

157), consideration of the use of the questionnaire is for the respondent or the sample is

a person who knows himself, what was stated by the subject (respondent) to researchers

is true and trustworthy, and interpretation of the subject of the question / statement filed

to the subject is the same as what is meant by the researcher. This means that through

the questionnaire can be achieved uniformity of meaning or purpose of each item in the

questionnaire statement. The questionnaire used was designed based on the Likert scale

with five alternative answers, namely: strongly agree / always (scored 5), agree / often

(by a score of 4), doubtful / rarely (scored 3), disagree / sometimes (by a score of 2) and

strongly disagree / never (given a score of 1).

3.7 Analysis of Validity and Reliability of Questionnaires

The questionnaire before being used to advance research tested for validity and

reliability through a test of 30 samples of the test instrument, sample test questioner not

added to the object of research. Validity test is done to see the extent of the accuracy

and precision of a measuring instrument in doing measuring function, while the

reliability test to see how far the measuring instrument can give results that are

relatively different when measurements were taken back to the same symptoms at
71
different times (Azwar, 2009 : 5). Therefore, data obtained from questionnaires with

Likert scale form is interval data, then test the validity of using the formula of Pearson

Product Moment Correlation, while the reliability test using Cronbach Alpha formula.

Both are processed with software SPSS version 20.

Validity and reliability results for each variable research is as follows

3.7.1 Learning Organization

Test results validity of the items / item statement obtained from questionnaires trial

involving 30 respondents. If valid point statement said r count value> r table for n = 30

(.361). Value r count seen by Corrected Item Total Correlation values are summarized

in the following table:

Table 3.4: Validity of Test Results Variable Learning Organization

72
 Respondent
Items RCount rtabel Description
Amount (n)

Item 1 30 0,788 0,361 Valid

Item 2 30 0,765 0,361 Valid
Item 3 30 0,160 0,361 Unvalid
Item 4 30 0,715 0,361 Valid
Item 5 30 0,074 0,361 Unvalid
Item 6 30 0,765 0,361 Valid
Item 7 30 0,796 0,361 Valid
Item 8 30 0,741 0,361 Valid
Item 9 30 0,822 0,361 Valid
Item 10 30 0,718 0,361 Valid
Item 11 30 0,805 0,361 Valid
Item 12 30 0,730 0,361 Valid

73
 The validity of the test results it appears that there are two items that are not

valid, is butir3 and butir5, because it has a value of r count <r table. While 10 other

grains valid because it has a value of r count > r table.

While the reliability test results obtained Cronbach's Alpha value of 0.921. The

value (0.921)> 0.60, so the variable learning organization is reliable. Thus the variable

learning organization consisting of 10 items are valid and reliable statement so that used

for research.

3.7.2 Talent Management

Test results validity of the items / item statement for talent management variables are

summarized as follows:

Table 3.5 Validity of Test Results Variable Talent Management

Respondent
Number of
Amount Rcount rtable Descriptions
the Items
(n)
Items 1 30 0,885 0,361 Valid
Items 2 30 0,903 0,361 Valid
Items 3 30 0,910 0,361 Valid
Items 4 30 0,928 0,361 Valid
Items 5 30 0,876 0,361 Valid
Items 6 30 0,210 0,361 Un valid
Items 7 30 0,926 0,361 Valid
Items 8 30 0,937 0,361 Valid
Items 9 30 0,951 0,361 Valid
Items 10 30 0,892 0,361 Valid
Items 11 30 0,971 0,361 Valid
Items 12 30 0,941 0,361 Valid
Items 13 30 0,936 0,361 Valid
Items 14 30 0,044 0,361 Un valid
Items 15 30 0,865 0,361 Valid
Items 16 30 0,882 0,361 Valid 74
Items 17 30 0,869 0,361 Valid
Items 18 30 0,880 0,361 Valid
 The validity of the test results it appears that there are two items that are not valid,

items 6 and items 14, because it has the count r <r table. While 16 other items valid

because it has the value of r count> r table

Meanwhile, the reliability test results obtained Cronbach's Alpha value of 0.978.

The value (0.978)> 0.60, so the talent management variables are reliable. Thus the

talent management variables consisting of 16 items are valid and reliable statement so

that used for research.

3.7.3 Innovative Behavior.

Test results validity of the items / item statement for innovative behavioral

variables are summarized as follows:

Table 3.6: Results of Validity Test Variables Innovative Behavior

75
 The Amount
Number of of the
r count rtabel Description
Items Respondent
(n)
Item 1 30 0,422 0,361 Valid
Item 2 30 0,582 0,361 Valid
Item 3 30 0,663 0,361 Valid
Item 4 30 0,676 0,361 Valid
Item 5 30 0,821 0,361 Valid
Item 6 30 0,870 0,361 Valid
Item 7 30 0,728 0,361 Valid
Item 8 30 0,833 0,361 Valid
Item 9 30 0,781 0,361 Valid
Item 10 30 0,369 0,361 Valid

The validity of the test results it appears that all items are valid, because it has

the count r <r table. While the reliability test results obtained Cronbach's Alpha value of

0.907. The value (0.907)> 0.60, so innovative behavioral variables is reliable. Thus

innovative behavioral variables consisting of 10 items are valid and reliable statement

so that used for research.

3.7.4 Performance

Test results validity of the items / item statement to the variable performance as follows:
76
 Table 3.7 Performance Variable Validity of Test Results

The Amount
Number of of the
r count rtabel Description
Items Respondent
(n)
Item 1 30 0,810 0,361 Valid
Item 2 30 0,778 0,361 Valid
Item 3 30 0,656 0,361 Valid
Item 4 30 0,817 0,361 Valid
Item 5 30 0,844 0,361 Valid
Item 6 30 0,780 0,361 Valid
Item 7 30 0,845 0,361 Valid
Item 8 30 0,733 0,361 Valid
Item 9 30 0,683 0,361 Valid
Item 10 30 0,429 0,361 Valid

The validity of the test results it appears that all items are valid, because it has

the count r <r table. While the reliability test results obtained Cronbach's Alpha value of

0.907. The value of (0,929)> 0.60 so the variable performance is reliable. Thus the

performance variables consisting of 10 items are valid and reliable statement so that

used for research.

77
3.8 Method of Data Analysis

3.8.1 Descriptive Analysis.

Analysis of the data will be used in this research include descriptive statistical analysis

(univariate) and inferential (bivariate) as described below:

1. Descriptive statistics

Descriptive statistical analysis is used to describe each variable research that can

be seen by the average value, median, mode, standard deviation, variance,

maximum and minimum scores (Sugiyono, 2012: 29-30) and is equipped with

categorization conditions of each study variables.

2. Inferential Statistics

Inferential statistics is a statement about a population based on information from

a random sample taken from the population (Noor, 2014: 45). Inferential

statistic analysis requires the classical assumption, among others: the normality

test, homogeneity, linearity and heteroscedasticity. Statistical formula used to

test hypotheses of the study, as follows:

a. T test (t test) was used to test the hypothesis 1.

b. Regression and Chow Test was used to test the hypothesis 2, 3, and 4. The

regression is used to determine the effect of the independent variable against

one dependent variable , while Chow Test was used to determine

similarities or differences between groups influences (Ghozali , 2013: 181-

184). To interpret the correlation coefficient is used the following guidelines

(Sugiyono, 2012: 216)

78
 Table 3.8: Interpretation Guideline Correlation Coefficient

Interval coefficient Level of Relationships

0,00-0,199 Very low

0,20-0,399 Low
0,40-0,599 moderate
0,60-0,799 Strong
0,80-1,000 Very strong

3.8.2. Path Analysis

Assesment of the effect between variables using path analysis model ( Path Analysis)

which aims to determine how the influence of the independent variables either directly

or indirectly. To prove the hypothesis using the model :

Y1 Y2 = + 1X1 + 2X2 + 3X3 +

In this case :

a = Constant

= Coeeficient

Y = Performance Doctors

X1 = Learning Organization

X2 = Talent Management

X3 = Innovative behavior

e = Error

79
H0: pXuX1 = 0, meaning that there is no effect of exogenous variable (Xu) of the

endogenous variables. (X1)

Testing criteria : Rejected H0 if the calculated value is grater than value of table t ( T0 >
table ( n-k-1) )

CHAPTER IV

RESULTS AND DISCUSSION

The following chapter begins by profile of respondents include: gender, age, status,

education, and length of employment . Then will be followed by answering the study

questions, and testing the study hypothesis after researcher collected the necessary data

through questionnaires.

The questionnaires are designed to gather information and data colection about

the learning organization, talent management and innovative behavior. We used

serious, rigorous, valid and realiable measuring tools to ensure that the result and

analysis are meaningfull. Our questionnaires has multiple interval on 5 points (Linkert

80
Scale) as : 1 ; strongly disagree, 2: disagree, 3: somewhat agree, 4: agree, 5: strongly

agree, and for the neutral ( I do not know ), 0 (missing data). We present the data

graphically using SPSS for finding the result and analysis.

4. 1 Respondent Profile

In this section are presented the profile of respondents include: gender, age, status,

education, and long work. Respondents (sample) this study of 145 doctors with details

of 109 physician Adam Malik Hospital (AM) and 36 doctors of Teguh Murni Memorial

Hospital (MTMH). Distribution of respondents for each respondent profiles are

presented as follows:

4.1.1 Gender

Based on gender, frequency distribution (F) and percentage (%) of respondents are as
follows:

Table 4.1 : Profile of Respondents by Gender

AM & MTMH AM MTMH

Gender
F % F % F %
Male 102 70,5 78 71,5 24 66,7
Female 43 29,5 31 28,5 12 33,3
TOTAL 145 100 109 100 36 100

The majority of survey respondents are male. Overall (AM & MTMH), the

number of male respondents was 102 physicians (70.5%), with details of 78 (71.5)

physician Dr AM and 24 (66.7%) physicians RS MTMH. While the overall female

81
respondents 43 (29.5%), with details of 31 (28.5%) physicians of AM and 12 (33.3) RS

MTMH. This shows that the composition of the physician in the department of AM and

RS MTMH majority are anaesthetized male.

Figure 4.1 Gender relations with performance

Figure 4.1 shows a considerable difference in height between the performance

respondent of male and female. This condition is due to the majority of respondents

were male. Circumstances to determine the effect of gender to the performance can be

seen from the Chi Square test. Here is testing the effect of gender on performance using

Chi Square test.

82
 Table 4.2. Chi-Square Tests of gender
Asymp. Sig.
Value df (2-sided)
a
Pearson Chi-Square 10.220 12 .597
Likelihood Ratio 12.709 12 .391
N of Valid Cases 145

From the results of Chi Square test, p value = 0.597> 0.05, Ho is accepted,

aimed to examine the relationship between gender to the performance of doctors

showed that no significant relationship between gender with the performance of

doctors.

4.1.2 Age

Judging by the age level, frequency distribution (F) and percentage (%) of respondents
are as follows:

Table 4.3 Profile of Respondents by Age

AM & MTMH AM MTMH

Age
F % F % F %

25 years 44 30,5 31 28,5 13 36,1

26 30 years 53 36,5 42 38,3 11 30,6

31 35 years 13 8,6 9 8,5 4 11,1

36 years 35 24,4 27 24,7 8 22,2

TOTAL 145 100 109 100 36 100

83
 The majority of survey respondents aged 26-30 years. Overall (AM &

MTMH), the number of respondents aged 26-30 years are 53 doctors (36.5%), with

details of 42 (38.5) physician Dr AM and 11 (30.1%) physicians RS MTMH. This

suggests that doctors who practice or worked in the department of AM and RS

MTMH majority of 26-30 year-old.

Figure 4.2. Age Relation with Performance

Figure 4.2 shows little difference between the performance of respondents by age. In

general, highest performance is the age of 26-30 years of age because it is the

productive age someone working so it has a higher performance. Circumstances to

determine the effect of age with the performance can be seen from the Chi Square test.

The following is the effect of age on performance testing using Chi Square test
84
 Tabel 4.4 Chi-Square Tests of Age

Asymp. Sig. (2-

Value df sided)
Pearson Chi-Square 36.623a 36 .440
Likelihood Ratio 34.946 36 .519
N of Valid Cases 145

From the results of Chi Square test, p value = 0.440> 0.05, Ho is accepted,

aimed to examine the relationship between age and performance of doctors showed that

no significant relationship between age and doctor performance.

4.1.3 Status

Judging from marital status, the frequency distribution (F) and percentage (%) of
respondents are as follows:

Table 4.5 Profile of Respondents by Marital Status

AM & MTMH AM MTMH

Status
F % F % F %

Married 71 48,6 53 48,2 17 47,2

Single 74 51,4 56 51,8 19 52,8

Amount 145 100 109 100 36 100

85
 The majority of survey respondents have not married yet. Overall (AM &

MTMH), the number of respondents who are not married are 74 doctors (51.4), with

details of 56 (51.8) physician Dr AM and 19 (52.8%) physicians RS MTMH. While

respondents are married are 71 doctors (48.6%), with details of 53 (48.2%) physicians

Dr AM and 17 (47.2) RS MTMH. This shows that the composition of the physician in

the department of AM and RS MTMH majority of unmarried.

Figure 4.3. Status Relation with Performance

Figure 4.3 shows a considerable difference in height between the performance

of the respondents are married with unmarried status. This condition is due to the

majority of respondents are already married who has experience higher compared

86
unmarried. Circumstances to determine the effect the status of the performance can be

seen from the Chi Square test. Here is testing the effect of marital status against

performance using Chi Square test.

Table 4.6 Chi-Square Tests of Status

From the results of Chi Square test, p value = 0.188> 0.05, Ho is accepted, aimed to

examine the relationship between marital status with the performance of doctors

showed that no significant relationship between marital status with the performance of

doctors.

4.1.4 Educational

Judging by the level of education, distribution frequency (F) and percentage (%) of

respondents is as follows:

Table 4.7 Profile of Respondents by Education Level

Educational AM & MTMH AM Asymp. Sig.

MTMH
background Value df (2-sided)
F % Fa % F %
Pearson Chi-Square 16.061 12 .188
S1 98 67,9 72 66,5 26 72,2
Likelihood Ratio 18.645 12 .097
S2 N of Valid
32Cases 21,7 25
145 22,4 7 19,4

S3 15 10,4 12 11,1 3 8,3

87
 TOTAL 145 100 109 100 36 99,9

Most of the respondents of this study last educated S1. Overall (AM & MTMH),

the number of respondents who educated S1 is 98dokter (67.9), with details of 72

(66.5) physician Dr AM and 26 (72.2%) physicians RS MTMH. While respondents

educated S2 by 32 (21.7%) physicians, with details of 25 (22.4%) physicians Dr AM

and 7 (19.4) RS MTMH. Then educated S3 are 15 doctors (10.45), with details of 12

(11.1%) physicians Dr AM and 3 (8.3) RS MTMH. This shows that the composition of

the physician in the department of AM and RS MTMH majority still educated S1. That

is, most were general practitioners.

Figure 4.4. Level of Education Relation with performance

Figure 4.4 shows considerable differences in height between the performance of

respondents by level of education. This condition is because the majority of respondents

88
are still educated Bachelor Degree (S1). Situation to determine the effect the status of

the performance can be seen from the Chi Square test. Here is testing the effect of

educational level on performance using Chi Square test.

Tabel 4.8 Chi-Square Tests of Education Level

Asymp. Sig. (2-

Value df sided)
a
Pearson Chi-Square 29.254 24 .211
Likelihood Ratio 26.077 24 .349
N of Valid Cases 145

Dari hasil uji Chi Square, p value = 0,211 > 0,05, Ho diterima, yang bertujuan

untuk menguji hubungan antara tingkat pendidikan dengan kinerja Dokter menunjukkan

bahwa tidak ada hubungan yang signifikan antara tingkat pendidikan dengan kinerja

dokter.

4.1.5 Work Duration (Length of Time)

Judging is based on years of service, frequency distribution (F) and percentage (%) of

respondents is as follows:

Table 4.9 Profile of Respondents Based on the Work Duration

AM & MTMH AM MTMH

Work Duration
F % F % F %

5 years 102 70,4 77 70,4 25 69,4

6 10 years 15 10,4 10 9,7 5 14,0

11 15 years 17 11,3 14 12,5 3 8,3

16 years 11 7,9 8 7,4 3 8,3

89
 Amount 145 100 109 100 36 100

Most of the respondents of this research work is less than or equal to 5 years.

Overall (AM & MTMH), the sum is 102 physicians (70.4%), with details of 77

(70.4%) physicians Dr AM and 25 (69.4%) physicians RS MTMH. This suggests

that doctors who practice or worked in the department of AM and RS MTMH

majority work 5 years.

Figure 4.5. Work Period Relation with Performance

90
 Gambar 4.5 shows considerable differences in height between the respondents

of performance based work period. This condition is because the majority of

respondents are still educated Bachelor Degree (S1), which still has a working period of

less than five years. Circumstances to determine the effect of work period with the

performance can be seen from the Chi Square test. Here is testing the effect of work

period on performance using Chi Square test.

Tabel 4.10 Chi-Square Tests of Work Period

Asymp. Sig. (2-

Value df sided)
Pearson Chi-Square 32.836a 36 .620
Likelihood Ratio 32.146 36 .653
N of Valid Cases 145

From the results of Chi Square test, p value = 0.620> 0.05, Ho is accepted,

aimed to examine the relationship between work period with the performance of doctors

showed that no significant relationship between work period with the performance of

doctors.

4.2 Descriptive Analysis

Description of data is intended to provide an overview of empirical data obtained from

the research. Description of data is calculated based on descriptive statistics that include

the central tendency and distribution data. The central tendency include the lowest score

(minimum), the highest score (maximum), range of data (range), average (mean), the

mode (mode), and the median (median). While the distribution of data or dispersion

consists of a standard deviation (standard deviation) and the variance (variance). In

addition, it also presented categorization data for each study variable which consists of
91
the learning organization (X1), talent management (X2) and innovative behavior (X3)

and performance (Y). More results statistic descriptive test for each of the variables is

presented as follows:

4.2.1 Learning Organization

Based on the calculation of validity for the learning organization variables obtained 10

valid items, so in theory the scores were in the range between 10 - 50. The lowest value

10 indicates multiplying never answer score (1) with a number of framed items (10),

while a score of 50 indicates multiplication of scores answer always (5) with a number

of framed items (10). Descriptive statistical analysis showed the following results:

Table 4.11 Summary Results Descriptive Statistics Variable Learning Organization

DESCRIPTION AM & MTMH AM MTMH

Mean
33,46 34,10 31,53
Median
33,00 34,00 31,00
Mode
32 32 30
Std. Deviation
6,985 6,611 7,796
Variance
48,792 43,703 60,771
Range
40 40 40
Minimum
10 10 10
Maximum
50 50 50

Descriptive analysis showed that overall for Dr AM & RS MTMH values

obtained an average of 33.46, median = 33, mode = 32, standard deviation = 6.986,
92
variance = 48.792, the lowest value and the highest = 10 = 50, so that range data = 40

(50-10). To determine the variable conditions, whether low, medium or high, use the

formula: The theoretical maximum score (50) - the minimum theoretical score (10): 3

= 13.3, in order to obtain three categories, namely: Low range score of 10-23, 3; Being

with the range of scores from 23.4 to 36.7; and High with a score range 36.8 - 50.

Given the value of the average (mean) score was 33.46 empirical. This value is

included in the medium category (23.4 to 36.7). It can be concluded that the learning

organization department of AM and RS MTMH classified as moderate.

As for Dr AM values obtained an average of 34.10, median = 34, mode = 32,

standard deviation = 6.661, variance = 43, 703, the lowest score and the highest = 10 =

50, so that the range of data = 40 (50- 10). To determine the condition of the learning

organization Dr AM, whether low, medium or high, use the formula: The theoretical

maximum score (50) - the minimum theoretical score (10): 3 = 13.3, in order to obtain

three categories, namely: Low range score 10 - 23.3; Being with the range of scores

from 23.4 to 36.7; and High with a score range 36.8 - 50. Given the value of the average

(mean) score was 34.10 empirical. This value is included in the medium category (23.4

to 36.7), so it can be concluded that the learning organization is classified of AM.

Meanwhile for RS MTMH values obtained an average of 31.53, median = 31

mode = 30, standard deviation = 7.796, variance = 60.771, the lowest value and the

highest = 10 = 50, so that the range of data = 40 (50-10 ). To determine the condition of

the learning organization RS MTMH, whether low, medium or high, use the formula:

The theoretical maximum score (50) - the minimum theoretical score (10): 3 = 13.3, in

93
order to obtain three categories, namely: Low range score 10 - 23.3; Being with the

range of scores from 23.4 to 36.7; and High with a score range 36.8 - 50. Given the

value of the average (mean) score was 31.53 empirical. This value is included in the

medium category (23.4 to 36.7), so it can be concluded that the learning organization is

classified MTMH Hospital.

4.2.2 Talent Management .

Based on the calculation of validity for talent management variables obtained 16 valid

items, so in theory the scores were in the range between 16 - 80. The lowest value 16

indicates multiplying never answer score (1) with a number of framed items (16),

while a score of 80 shows multiplication of scores answer always (5) with a number of

framed items (16).

Descriptive statistical analysis showed the following results:

Table 4.12 Summary of Results Descriptive Statistics Variable

Talent management

DESCRIPTION AM & MTMH AM MTMH

Mean
48,39 52,40 36,22
Median
49,00 52,00 36,00
Mode
48 48 38
Std. Deviation
12,285 10,621 8,391
Variance
150,919 112,799 70,406
Range
69 64 44
Minimum
11 16 11
Maximum
80 80 55

Descriptive analysis showed that overall for Dr AM & RS MTMH values

obtained an average of 48.39, median = 49, mode = 48, standard deviation = 12.285,
94
variance = 150.919, the lowest value and the highest = 11 = 80, so that range data = 69

(80-11). To determine the variable conditions, whether low, medium or high, use the

formula: The theoretical maximum score (80) - the minimum theoretical score (11): 3 =

23, to obtain three categories, namely: Low range score of 11-34; Being with the range

of scores from 34.1 to 57; and High with a score range 57,1- 80. Given the value of the

average (mean) score was 48.39 empirical. This value is included in the medium

category (34.1 to 57). It can be concluded that the talent management department of

AM and MTMH Hospital classified as moderate.

As for Dr AM values obtained an average of 52.40, median = 52, mode = 48,

standard deviation = 10.621, variance = 122.799, the lowest value and the highest = 16

= 80, so that the range of data = 64 (80-16) , To determine the variable conditions,

whether low, medium or high, use the formula: The theoretical maximum score (80) -

the minimum theoretical score (16): 3 = 21.3, in order to obtain three categories,

namely: Low range score of 16-37, 3; Being with the range of scores from 37.4 to 58.6;

and High with a score range 58.7 - 80. Given the value of the average (mean) score was

52.40 empirical. This value is included in the medium category (37.4 to 58.6), so it can

be concluded that the talent management department of AM is classified.

As for the RS MTMH values obtained an average of 36.22, median = 36, mode

= 38, standard deviation = 8.391, variance = 70.406, the lowest value and the highest =

11 = 55, so that the range of data = 44 (55-11) , To determine the variable conditions,

whether low, medium or high, use the formula: The theoretical maximum score (55) -

the minimum theoretical score (11): 3 = 14.7, in order to obtain three categories,

95
namely: Low range score of 11-25, 7; Being with the range of scores from 25.8 to 40.5;

and High with a score range 40.6 - 55. Given the value of the average (mean) score was

36.22 empirical. This value is included in the medium category (25.8 to 40.5), so it can

be concluded that the talent management department of AM is classified.

4.2.3 Innovative Behavior.

Based on the calculation of validity for innovative behavioral variables obtained 10

valid items, so in theory the scores were in the range between 10 - 50. The lowest value

10 indicates multiplying never answer score (1) with a number of framed items (10),

while a score of 50 indicates multiplication of scores answer always (5) with a number

of framed items (10). Descriptive statistical analysis showed the following results:

Table 4.13 Summary of Results Descriptive Statistics Variable

Innovative behavior

DESCRIPTION AM & MTMH AM MTMH

Mean
32,80 33,04 32,08
Median
32,00 33,00 32,00
Mode
32 34 32
Std. Deviation
6,708 6,542 7,236
Variance
44,994 42,795 52,364
Range
40 40 36
Minimum
10 10 14
Maximum
50 50 50

Descriptive analysis showed that overall for Dr AM & RS MTMH values

obtained an average of 32.80, median = 32, mode = 32, standard deviation = 6.708,
96
variance = 44.994, the lowest value and the highest = 10 = 50, so that range data = 40

(50-10). To determine the variable conditions, whether low, medium or high, use the

formula: The theoretical maximum score (50) - the minimum theoretical score (10): 3 =

13.3, in order to obtain three categories, namely: Low range score of 10-23, 3; Being

with the range of scores from 23.4 to 36.7; and High with a score range 36.8 - 50. Given

the value of the average (mean) score was 32.80 empirical. This value is included in the

medium category (23.4 to 36.7). It can be concluded that the innovative behavior and

hospital doctors in AM MTMH classified as moderate.

As for Dr AM values obtained an average of 33.04, median = 33, mode = 34,

standard deviation = 6.542, variance = 42.795, the lowest value and the highest = 10 =

50, so that the range of data = 40 (50-10) , To determine the condition of the learning

organization Dr AM, whether low, medium or high, use the formula: The theoretical

maximum score (50) - the minimum theoretical score (10): 3 = 13.3, in order to obtain

three categories, namely: Low range score 10 - 23.3; Being with the range of scores

from 23.4 to 36.7; and High with a score range 36.8 - 50. Given the value of the average

(mean) score was 33.04 empirical. This value is included in the medium category (23.4

to 36.7), so it can be concluded that innovative behavior is classified physician of AM.

Meanwhile for RS MTMH values obtained an average of 32.08, median = 32,

mode = 32, standard deviation = 7.236, variance = 52.364, the lowest value and the

highest = 14 = 50, so that the range of data = 36 (50-14 ). To determine the condition of

the learning organization RS MTMH, whether low, medium or high, use the formula:

score of the theoretical maximum (50) - score of the theoretical minimum (14): 3 = 12,

97
to obtain three categories, namely: Low range score of 14-26 ; Being with the range of

scores from 26.1 to 38; and High with a score range 38.1 - 50. Given the value of the

average (mean) score was 32.08 empirical. This value is included in the medium

category (26.1 to 38), so that it can be concluded that the behavior of physicians

innovative RS MTMH classified as moderate.

4.2.4 Performance.

Based on the calculation of validity for performance variables obtained 10 valid items,

so in theory the scores were in the range between 10 - 50. The lowest value 10 indicates

multiplying never answer score (1) with a number of framed items (10), while a score

of 50 indicates multiplication among scores answer always (5) with a number of framed

items (10). Descriptive statistical analysis showed the following results:

Table 4.14 Summary of Results Descriptive Statistics Variable Performance

DESCRIPTION AM & MTMH AM MTMH

Mean
46,51 46,79 45,67
Median
47,00 47,00 46,00
Mode
50 50 50
Std. Deviation
3,109 2,858 3,688
Variance
9,668 8,168 13,600
Range
38 38 11
Minimum
12 12 39
Maximum
50 50 50

98
 Descriptive analysis showed that overall for the performance of doctors Dr AM

& RS MTMH values obtained an average of 46.51, median = 47, mode = 50, standard

deviation = 3.109, variance = 9.668, the lowest value and the highest = 12 = 50 , so

that the range of data = 38 (50-12). To determine the variable conditions, whether low,

medium or high, use the formula: The theoretical maximum score (50) - the minimum

theoretical score (12): 3 = 12.6, in order to obtain three categories, namely: Low range

score of 12-24, 6 Medium with scores range from 24.7 to 37.2; and High with a score

range 37.3 - 50. Given the value of the average (mean) score was 46.51 empirical. This

value is included in the high category (37.3 to 50). It can be concluded that the

performance of doctors of AM and MTMH is high.

As for the performance of doctors Dr AM values obtained an average of 46.79,

median = 47, mode = 50, standard deviation = 2.858, variance = 8.168, the lowest

value and the highest = 12 = 50, so that the range of data = 38 (50- 12). To determine

the variable conditions, whether low, medium or high, use the formula: The theoretical

maximum score (50) - the minimum theoretical score (12): 3 = 12.6, in order to obtain

three categories, namely: Low range score of 12-24, 6 Medium with scores range from

24.7 to 37.2; and High with a score range 37.3 - 50. Given the value of the average

(mean) score was 46.79 empirical. This value is included in the high category (37.3 to

50), so that it can be concluded that the performance of doctors in AM is high.

As for the performance of doctors RS MTMH values obtained an average of

45.67, median = 46, mode = 50, standard deviation = 3.688, variance = 13,600, the

lowest value and the highest = 11 = 50, so that the range of data = 39 (50- 11). To

99
determine the variable conditions, whether low, medium or high, use the formula: The

theoretical maximum score (50) - the minimum theoretical score (11): 3 = 13, to obtain

three categories, namely: Low range score of 11-24; Being with the range of scores

from 24.1 to 37; and High with a score range 37.1 - 50. Given the value of the average

(mean) score was 45.67 empirical. This value is included in the high category (37.1 to

50), so that it can be concluded that the performance of doctors in MTMH is high.

4.3 Classical Assumption Test

Classic assumption test results performed with SPSS version 20 is presented as follows:

4.3.1 Normality Test

Normality test aims to determine the distribution of the residual. Is a good model that

has residual normal distribution test for normality using the Kolmogorov-Smirnov

normal test. The test results are as follows normality:

Tabel 4.15 Normality Test Results Summary

DESCRIPTION AM MTMH
X1 Y:

Test Statistic
0,078 0,122
Asymp. Sig.
0,098 0,195
X2 Y:

Test Statistic
0,066 0,104
Asymp. Sig.
0,200 0,200
X3 Y:

Test Statistic
0,072 0,079
Asymp. Sig.
0,200 0,200

100
 Normality test regression model X1 to Y to Adam Malik Hospital (AM)

obtained test statistic of 0.078 with asymp value. sig 0.098> 0.05, so that the model has

a residual normal distribution. For RS Pure True Memorial Hospital (MTMH) obtained

test statistic of 0.122 with asymp value. sig 0.195> 0.05, so that the model has a

residual normal distribution.

Normality test regression model X2 to Y to Adam Malik Hospital (AM)

obtained test statistic of 0.066 with asymp value. sig 0.200> 0.05, so that the model has

a residual normal distribution. For RS Pure True Memorial Hospital (MTMH) obtained

test statistic of 0.104 with asymp value. sig 0.200> 0.05, so that the model has a

residual normal distribution.

Normality test regression model X3 to Y to Adam Malik Hospital (AM)

obtained test statistic of 0.072 with asymp value. sig 0.200> 0.05, so that the model has

a residual normal distribution. For RS Pure True Memorial Hospital (MTMH) obtained

test statistic of 0.079 with asymp value. sig 0.200> 0.05, so that the model has a

residual normal distribution.

4.3.2 Homogeneity Test

Test the equality of two variances are used to test whether or not a homogeneous

distribution of the data. Homogeneity test is done through one-way ANOVA.

Homogeneity testing results are as follows

Table 4.16 Homogeneity Test Results Summary

101
 DESCRIPTION AM MTMH
Y on X1

Levene Statistic
1,317 1,486
Sig.
0,199 0,219
Y on X2

Levene Statistic
1,424 0,831
Sig.
0,127 0,598
Y on X3

Levene Statistic
1,369 1,566
Sig.
0,169 0,196

Homogeneity test Y on X1 for Adam Malik Hospital (AM) obtained levene

statistic of 1.317 with sig. 0.199> 0.05, meaning that the data homogeneous. For RS

Pure True Memorial Hospital (MTMH) obtained levene statistic of 1.486 with sig.

0.219> 0.05, meaning that the data homogeneous.

Homogeneity test Y on X2 to Adam Malik Hospital (AM) obtained levene

statistic of 1.424 with sig. 0.127> 0.05, meaning that the data homogeneous. For RS

Pure True Memorial Hospital (MTMH) obtained levene statistic of 0.831 with sig.

0.598> 0.05, meaning that the data homogeneous.

Homogeneity test Y on X3 to Adam Malik Hospital (AM) obtained levene

statistic of 1.369 with sig. 0.169> 0.05, meaning that the data homogeneous. For RS

Pure True Memorial Hospital (MTMH) obtained levene statistic of 1.566 with sig.

0.196> 0.05, meaning that the data homogeneous.

4.3.3 Linearity Test

102
Linearity is a state where the dependent variable relationship with the independent

variables is linear. Linearity testing results are as follows:

Table 4.17 Linearity Test Results Summary

DESCRIPTION AM MTMH
Y on X1

F Tuna Appropriate
1,289 0,774
Sig.
0,196 0,690
Y on X2

F Tuna Appropriate
1,148 1,578
Sig.
0,309 0,178
Y on X3

F Tuna Appropriate
1,415 0,658
Sig.
0,128 0,798

Linearity test Y on X1 for Adam Malik Hospital (AM) obtained F match tuna

(deviation from linierity) amounted to 1,289 with sig. 0.196> 0.05, meaning a linear

regression model. For RS Pure True Memorial Hospital (MTMH) suitable tuna

obtained F (deviation from linierity) amounted to 0.774 with sig. 0.690> 0.05, meaning

a linear regression model.

Linearity test Y on X2 to Adam Malik Hospital (AM) obtained F match tuna

(deviation from linierity) amounted to 1,148 with sig. 0.309> 0.05, meaning a linear

regression model. For RS Pure True Memorial Hospital (MTMH) suitable tuna obtained

F (deviation from linierity) amounted to 1.578 with sig. 0.178> 0.05, meaning a linear

regression model.

103
 Linearity test Y on X3 to Adam Malik Hospital (AM) obtained F match tuna

(deviation from linierity) amounted to 1.415 with sig. 0.128> 0.05, meaning a linear

regression model. For RS Pure True Memorial Hospital (MTMH) suitable tuna

obtained F (deviation from linierity) amounted to 0.658 with sig. 0.798> 0.05, meaning

a linear regression model.

4.3.4 Heteroskedasticity Test

Heteroskedasticity test is to test for the occurrence of a residual variance difference

observation period to another period of observation. How to predict the presence or

absence of heteroskedasticity in a model can be seen with the image pattern Scatterplot.

Based on the scatterplot chart (attached) appears:

a. Data points spread above and below or around 0.

b. Data points not gather just above or below it.

c. The spread of the data points do not form a wavy pattern

widens and then narrows and widens back.

d. The spread of the data points are not patterned.

Thus it can be said to be a model not happen heteroskedasticity.

4.4 Hypotheses Test

The result of hypotheses testing is done with SPSS version 20 is presented as follows:

Diagram Jalur

Learning Organization
(X1) P2.1
P1.1

P1.2 P5 Performance of doctor

Performance of Doctor RS Murni Teguh
Talent Management RSUP Adam Malik
(X2) Memorial Hospital
(Y1) (Y2) 104

Innovative Behavior
(X3)
 P1.3 P2.2

P2.3
P4
Description : P3

- P1 shows the direct influence of the independent variables on the dependent

variable (Y1).
- P2 show the direct influence of the independent variables on the dependent variable

(Y2).
- P3 shows the simultaneous effect of independent variables on the dependent

variable (Y1).
- P4 shows the simultaneous effect of independent variables on the dependent

variable (Y2).

- P5 shows the comparison (difference) dependent variable (Y1 and Y2).

4.4.1 The Differences of Doctors Performance in RSUP Adam Malik and Murni

Teguh Memorial Hospital

The result of t-test with SPSS to determine differences in the performance of

doctors Dr Adam Malik (AM) and the RS Murni Teguh Memorial Hospital (MTMH) is

presented as follows:

Table 4.18 Mean of RSUP AM and RS MTMH

Group Statistics

Hospitals N Mean Std. Deviation Std. Error Mean

Performan 1 AM 109 46.79 2.858 .274
ce
2 MTMH 36 45.67 3.688 .615

105
 Looks mean (average) performance of doctors Dr AM is 46.79, while the

performance of doctors in RS MTMH at 45.67. The mean value for the performance of

doctors in AM was slightly higher than the performance of doctors RS MTMH. With

such conditions, it is obtain count as shown in the following table.

Table 4.19 The Amount of t count of The Differences of Doctors Performance in RSUP Adam Malik
and Murni Teguh Memorial Hospital

Independent Samples Test

Levene's Test
for Equality of
Variances t-test for Equality of Means
Std. 95% Confidence
Mean Error Interval of the
Sig. (2- Differe Differe Difference
F Sig. t Df tailed) nce nce Lower Upper
Performan Equal
ce variances 7.049 .009 1.894 143 .060 1.122 .592 -.049 2.293
assumed
Equal
variances 1.668 49.629 .102 1.122 .673 -.229 2.474
not assumed

T value obtained was 1,668 and the significance value = 0.102. Therefore

significant value (0.102) is greater than 0.05, it can be concluded there is no

difference between the performance of doctors Adam MalikHospital and Murni

Teguh Memorial Hospital.

106
4.4.2 Differences Influence on Performance of Learning Organization of Doctors

in AM and MTMH

Results of regression analysis influence of organizational learning on the performance

of doctors who performed with the SPSS program are summarized in the following

table.

Table 4.20 Summary Regression Effect of Learning Organization

on performance

DESCRIPTION AM & MTMH AM MTMH

R 0,405 0,366 0,440

R Square 0,164 0,134 0,193
Tvalue 5,303 4,071 2,854
ttable 1,645 1,665 1,690
Fvalue 28,118 16,576 8,145
Ftable 3,07 3,19 3,27
Residual 1163,466 763.820 384,011

From these results, overall (AM & MTMH), it appears the correlation

coefficient (R) = 0.405, coefficient of determination (R squre) = 0.164 (16.4%) and t =

5.303. Correlation coefficient of 0.405 indicates a mild condition, while the value of the

coefficient of determination of 16.4% showing learning organizations contributed

16.4% to the performance of doctors. While the t value (5.303)> ttable value at = 0.05

for n 145 = 1.645 showed the existence of positive and significant impact on the

performance learning organizations Adam Malik Hospital doctors and Murni Teguh

Memorial Hospital doctors.

107
 For RS AM, seemed the correlation coefficient (R) = 0.366, coefficient of

determination (R squre) = 0.134 (13.4%) and t = 4.071 Correlation coefficient of 0.366

indicates a low condition, while the coefficient of determination of 13.4 % showing

learning organizations contributed 13.4% to the performance of doctors. While the t

value (4.071)> t table at = 0.05 for n 109 = 1.665 showed a positive and significant

impact on the performance learning organizations of Adam Malik Hospital doctors.

For RS MTMH, it appears the correlation coefficient (R) = 0.440, coefficient of

determination (R squre) = 0.193 (19.3%) and t = 2.854 Correlation coefficient of 0.440

indicates a mild condition, while the coefficient of determination of 19.3 % showing

learning organizations contributed 19.3% to the performance of doctors. While the t

value (2.854)> t table at = 0.05 for n 36 = 1.690 showed a positive and significant

impact on the performance learning organizations Teguh Murni Hospital doctor

Memorial Hospital.

To determine the effect of differences in organizational learning on the

performance of doctors and hospitals Dr AM MTMH used statistical formulas

Chow Test as follows (Ghozali, 2013: 182):

Fvalue =

Description:
RSSR: Restricted Residual Value Sum of Square

RSSur: Value added by RSS1 RSS2

RSS1: Residual value of Dr H. Adam Malik

RSS2: Residual value of RS Murni Teguh Memorial Hospital

n1: The number of respondents from Dr H. Adam Malik

108
 n2: Number of respondents from RS Murni Teguh Memorial Hospital

k: The number of independent variables

The formula obtained by using a calculation results as follows:

Fvalue =

= 0,96

F value table for df = n1 + n2-2k is = 3.07. F count (0.96) <F table

(3.07), so it can be concluded that there are no differences in the influence of

organizational learning on the performance of Adam Malik Hospital doctors and

Murni Teguh Memorial Hospital doctors.

4.4.3 Differences Influence on Performance Talent Management of Doctors in

both Hospital AM and MTMH

Results of regression analysis talent management influence on the performance of

physicians with SPSS program are summarized in the following table.

Table 4.21 Summary Regression Effect of Talent Management

on performance

DESCRIPTION AM & MTMH AM MTMH

109
 R 0,402 0,364 0,484
R Square 0,161 0,133 0,235
Tvalue 5,248 4,047 3,229
ttable 1,645 1,665 1,690
Fvalue 27,536 16,375 10,426
Ftable 3,07 3,19 3,27
Residual 1167,410 765,065 364.291

From these results, overall (AM & MTMH), it appears the correlation

coefficient (R) = 0.402, coefficient of determination (R squre) = 0.161 (16.1%) and t =

5.248. Correlation coefficient of 0.402 indicates a mild condition, while the value of the

coefficient of determination of 16.1% showed talent management contributed 16.1% to

the performance of doctors. While the t value (5.248)> t table at = 0.05 for n 145 =

1.645 showed a positive and significant impact on the performance of management

talent Adam Malik Hospital doctors and Murni Teguh Memorial Hospital doctor.

For RS AM, seemed the correlation coefficient (R) = 0.364, coefficient of

determination (R squre) = 0.133 (13.3%) and t = 4.047 Correlation coefficient of 0.364

indicates the condition is low, while the value of determination coefficient of 13.3 %

showing learning organizations contributed 13.3% to the performance of doctors. While

the t value (4.047)> table value at = 0.05 for n 109 = 1.665 showed a positive and

significant impact on the performance of management talent Adam Malik Hospital

doctor.

For RS MTMH, it appears the correlation coefficient (R) = 0.484, coefficient of

determination (R squre) = 0.235 (23.5%) and t = 3.229 Correlation coefficient of 0.484

indicates a mild condition, while the coefficient of determination of 23.5 % showed

110
talent management contributed 23.5% to the performance of doctors. While the t value

(3.229)> ttable value at = 0.05 for n 36 = 1.690 showed the existence of positive and

significant impact on the performance of management talent Murni teguh Memorial

Hospital doctors.

Chow Test test results using the same formula as above obtained calculated F

value of = 2.38. F count (4,03) <F table (2.38), so it can be concluded that there is no

difference in talent management influence on the performance of Adam Malik Hospital

doctors and talent Murni teguh Memorial Hospital doctors.

4.4.4 Innovative Behavior Differences Influence on Doctor Performance in AM

and MTMH

Results of regression analysis innovative behavior influence on the performance of the

doctor who performed with the SPSS program are summarized in the following table.

Table 4.22 Summary Regression Effect of Innovative Behavior on Performance

DESCRIPTION AM & MTMH AM MTMH

R 0,404 0,351 0,510

R Square 0,163 0,123 0,260
Tvalue 5,283 3,878 3,454
ttable 1,645 1,665 1,690
Fvalue 27,915 15,040 11,929
Ftable 3,07 3,19 3,27
Residual 1164,844 773,433 352,374

From these results, overall (AM & MTMH), it appears the correlation

coefficient (R) = 0.404, coefficient of determination (R squre) = 0.183 (16.3%) and t =

5.283. Correlation coefficient of 0.404 indicates a mild condition, while the value of the
111
coefficient of determination of 16.3% shows the innovative behavior contributed 16.3%

to the performance of doctors. While the t value (5.283)> t table at = 0.05 for n 145 =

1.645 showed a positive and significant impact on the performance of innovative

behavior Adam Malik Hospital doctors and talent Murni teguh Memorial Hospital

doctors.

For AM, it appears the correlation coefficient (R) = 0.351, coefficient of

determination (R squre) = 0.123 (12.3%) and t = 3.878 Correlation coefficient of 0.351

indicates the condition is low, while the value of the coefficient of determination of

12.3% show innovative behavior contributed 12.3% to the performance of doctors.

While the t value (3.878)> t table at = 0.05 for n 109 = 1.665 showed a positive and

significant impact on the performance of innovative behavior Adam Malik Hospital

doctor.

For RS MTMH, it appears the correlation coefficient (R) = 0.510, coefficient of

determination (R squre) = 0,260 (26%) and t = 3.454 Correlation coefficient of 0.510

indicates a mild condition, while the coefficient of determination of 26% shows the

innovative behavior contributed 23.5% to the performance of doctors. While the t value

(3.454)> t table at = 0.05 for n 36 = 1.690 showed a positive and significant impact on

the performance of innovative behavior of doctors Murni Teguh Memorial Hospital.

Chow Test result using the same formula as above obtained calculated F value

of = 2.44. F count (2.44) <F table (3.07), so it can be concluded that there is no

difference in innovative behavior influence on the performance of Adam Malik

Hospital doctors and hospitals Murni Teguh Memorial Hospital.

112
4.5 Discussion

The results of this study indicate that Adam Malik physician performance conditions

only slightly better than the performance of doctors in Murni Teguh Memorial

Hospital. With such conditions, there is no significant difference between the

performance of doctors in Adam Malik and the performance of doctors in Murni Teguh

Memorial Hospital. This is understandable because in reality every doctor tended to

have the same job description in conducting medical practice, whether it was in a

government hospital or a private hospital. In fact, it is not rare that a doctor working in

government hospitals and private hospitals as well. In Indonesia, the doctor is possible

to work at three hospitals, either in government hospitals (public) or private) that

allows to have the same performance when working in government hospitals such as

Adam Malik Hospital and private hospitals such as RS steadfast Memorial Hospital.

In addition, this study also found a significant effect on the performance of

physicians learning organizations, either doctor or physician Adam Malik Hospital and

Murni Teguh Memorial Hospital. This proves that the learning organization is important

for increasing performance of doctor, good doctors working in government hospitals

(public) and doctor working in a private hospital. This finding is consistent and

therefore supports previous studies on the influence of organizational learning on

performance, among others, performed by Koohang, Harman and Britz (2008: 157);

Koohang, Harman and Britz (2008: 157); Skerlavaj (2003), Dimovski & Skerlavaj

(2005), Skerlavaj et al. (2007); Dimovski (2006); and Yuhee & Takeuchi (2010).

Learning organization's contribution to the performance of doctors in two hospitals are

not much different, ie 13.4% for the Adam Malik Hospital and 19.3% for RS Murni

113
Teguh Memorial Hospital. Learning organization's contribution to the performance of

doctors in Murni Teguh Memorial Hospital a little bigger than in Adam Malik Hospital.

This meant that learning organizations better determine the amount of variations in

physician performance improvement compared Adam RS Malik. However, these

differences were not significant for two hospitals. This suggests that in both the hospital

learning organization's role in shaping and improving the performance of doctors is

relatively the same.

The results of this study also found a significant effect on the performance of

physicians talent management, both doctors at Adam Malik Hospital and physicians at

Murni Teguh Memorial Hospital. This proves that it is important to build their talent

management and improve performance doctors, good doctors in government hospitals

(state) as well as a doctor in a private hospital. This finding is consistent and therefore

supports previous studies on the influence of talent management to performance, among

others, performed by Kehinde (2012) as well as Katili, Wahyuni and Wildfire (2015).

Talent management contributed to the performance of doctors in two hospitals are not

much different, ie 13.3% for the Adam Malik Hospital and 23.5% for Murni Teguh

Memorial Hospital. Talent management contributed to the performance of doctors at

Memorial Hospital Teguh greater than at Adam Malik Hospital. This meant that talent

management is determining variation in physician performance improvement compared

with the MTMH and Adam Malik Hospital. This empirical fact suggests that talent

management is more appreciated by doctors at Murni Teguh Memorial Hospital (private

hospital) than at doctors at AM Hospital (public hospitals). However, the difference

was not significant influence for both hospitals. That is, the talent management role in

shaping and improving the performance of doctors in two hospitals tend to be the same.

114
 In addition, the results of this study also proves the existence of a significant

effect on the performance of innovative behavior of doctors, both doctors at AM

Hospital and physicians at MTMH . This proves that innovative behavior is

important and vital to build and improve the performance of doctors, both doctors in

government hospitals (state) as well as a doctor in a private hospital. This finding is

consistent and therefore supports previous studies on the effect on the performance

of the innovative behavior among other things made by Aryee et al (2012), Janssen,

et al (2004), Marques & Ferreira (2009), and gunday et al. (2011). Contributions

innovative behavior on the performance of doctors in two hospitals tend to be the

same, namely 12.3% for AM Hospital and 26% for MTMH Teguh Memorial

Hospital. Contribution innovative behavior on the performance of doctors at MTMH

greater than at Adam Malik Hospital. This gives a more innovative behavior magna

that determine variations in physician performance improvement compared with the

MTMH and physician AM Hospital. This condition implies that the behavior

innovative more appreciated among doctors in MTMH (private hospital) compared

to Adam Malik Hospital doctor (public hospitals). However, the difference was not

significant influence. This suggests that the role of innovative behavior in shaping

and improving the performance of doctors in two hospitals tend to be the same.

Overall, although not significantly different, the magnitude of the effect of

organizational learning, talent management and innovative behavior on the

performance of physicians in MTMH as a private hospital is greater than Adam

Malik Hospital as government hospitals / country. Empirical facts show that the

factor of organizational learning, talent management and more innovative behavior

115
 gives meaning to the performance of doctors at MTMH than doctors Adam Malik

Hospital. This may be linked to performance appraisal system in government

hospitals which tend to be less objective due to bureaucratisation very massive.

CHAPTER V

CONCLUSIONS AND RECOMMENDATION

5.1. Conclusions

Based on the research that has been presented in the previous chapter can be

summarized as follows:

1. There is no difference between the performance of Adam Malik Hospital doctors

and doctors performance in True Memorial Hospital, but Adam Malik Hospital

physician performance is slightly better than the performance of doctors in

Murni Teguh Memorial Hospital.

116
 2. There is no difference in the effect of organizational learning on the performance

of Adam Malik Hospital doctors and doctors in Murni Teguh Memorial

Hospital, but organizational learning positive and significant effect on the

performance of Adam Malik Hospital doctors and doctors in Murni Teguh

Memorial Hospital.

3. There is no difference in talent management influence on the performance of

Adam Malik Hospital doctors and doctors in Murni Teguh Memorial Hospital,

but the talent management and significant positive effect on the performance of

Adam Malik Hospital doctors and doctors in Murni Teguh Memorial Hospital.

4. There is no difference in innovative behavior influence on the performance of

Adam Malik Hospital doctors and doctors in Murni Teguh Memorial Hospital,

but the innovative behavior positive and significant effect on the performance of

doctor, both Adam Malik Hospital doctors and doctors at Memorial Hospital

Teguh.

5.2. Recomendation.

Based on these conclusions can be recommended some suggestions as follows:

1. Organizational Learning at Adam Malik Hospital and doctors Murni Teguh

Memorial Hospital should be developed because it affects the performance of

doctors. The development effort can mainly be directed to strengthen and

develop the managerial commitment, a systems perspective, openness and

experimentation, transfer and integration of knowledge, so that the condition can

be goodwill for physicians to improve its performance.

2. Management of talent at Adam Malik Hospital and doctors Murni Teguh

Memorial Hospital should be developed further as a proven effect on the

117
 performance of doctors. Development efforts primarily on the agenda to

strengthen and develop resources strategies, policies and programs withdrawal

and retention, auditing talent, development of the role, talent relationship

management, performance management, total rewards, career management, and

create the best place to work. In this framework, a director or manager of human

resources need to design a talent management system is waking specific as part

of human resource development as a whole and integrated.

3. Innovative Behavior Adam Malik Hospital doctors and Murni Teguh Memorial

Hospital doctors should be supported and fostered in an effort to improve the

performance of doctors. Support for it is mainly directed to familiarize

physicians to be more intense and sensitive in exploration of the new

opportunities, generate ideas, solutions or creative works, formulate ideas and

solutions, mobilizing available resources to face the challenges and make

modifications creatively.

4. Do research continued with the same approach, but using the unit of analysis is

more and variety along with more detailed analysis such as structural analysis

equation modeling (SEM).

5. Do the same study, non-governmental hospital is equivalent to using a

qualitative approach in order to dig deeper through Focus Group Discussion and

Interview In depth informer.

118
 REFERENCES

Aguinis, Herman, Performance Management, New Jersey: Pearson Education, Inc.,

2009.
Armstrong, Michael, A Handbook of Human Resource Management Practice, London:
Kogan Page, 2009.
Aryee, Samuel , Fred O. Walumbwa, Qin Zhou and Chad A. Hartnell,
Transformational leadership, innovative behavior, and task performance: test of
mediation and moderation processes, Human Performance Journal, Vol. 25,
Issue 1, 2012 , 1-25.
Aston, C. and L. Morton, Managing talent for competitive advantage, Strategic HR
Review, Vol. 4, No. 5, 2003, 28 31.
Azwar, Saifuddin, Penyusunan Skala Psikologi, Yogyakarta: Pustaka Pelajar, 2009.
_____, Sikap Manusia dan Pengukurannya, Yogyakarta: Pustaka Pelajar, 2000.
Berger, L., and D. R. Berger, Talent Management Handbook, New York: Mc-Graw-Hill,
2006.
Buckingham, M. & D. O. Clifton, Now, Discover Your Strengths, New York: Free Press,
2001.

119
Byars, Lloyd L. and Leslie W. Rue, Human Resource Management, New York:
McGraw-Hill Company, 2008.
Carmeli, Abraham, Ravit Meitar and Jacob Weisberg, Self-leadership skills and
innovative behavior at work, International Journal of Manpower, Vol.. 27, No.
1, 2006, pp. 75-90
Champoux, Joseph E., Organizational Behavior, Mason: Thomson, 2006.
Cingz, Ayse and A. Asuman Akdogan, An empirical examination of performance and
image outcome expectation as determinants of innovative behavior in the
workplace, Procedia Social and Behavioral Sciences, Vol. 24, 2011, 847853.
Collings, David G. and Kamel Mellahi, Strategic talent management: A review and
research agenda, Human Resource Management Review, 19, 2009, 304313.
Covey, S. R., The 8th Habits, Jakarta: Gramedia, 2005.
Crosby, Andrew C., Creativity and Performance in Industrial Organization, London,
Travistock Publisher, 1968.
DuBrin, Andrew J., Fundamentals of Organizational Behavior, Mason: Thomson
South-Western, 2007.
Furnham, Ardian, The Psychology of Behaviour at Work, New York: Psychology Press,
2006.
Galende, Jess, and Juan Manuel de la Fuente, Internal factors determining a firms
innovative behaviour, Research Policy, 32, 2003, 715736.
Ghozali, Imam, Apalikasi Analisis Multivariat dengan Program IBM SPSS 21 Update
PLS Regresi, Semarang: Badan Penerbit Universitas Dipenegoro, 2013.
Gibson, J. L., J. M. Ivancevich and J. H. Donnelly, Organisasi dan Manajemen:
Perilaku, Struktur, Proses, Jakarta: Erlangga, 2004.
Gilley, Jerry W. and Ann Maycunich,Beyond the Learning Organization: Creating a
Culture of Continuous Growth and Development Through State-of-the-Art
Human Resources Practices, New York: Perseus Book Group, 2000.
Girl, Gaget, What Is The Behavior Theory?, http://hubpages.com/ hub/What-Is-The-
Bahavior-Theory, 2009.
Goleman, Daniel, Kecerdasan Emosi untuk Mencapai Puncak Prestasi, terj. Alex Tri
Kantjono Widodo, Jakarta: PT Gramedia Pustaka Utama, 2003.
Gomes, Faustino Cardoso, Manajemen Sumber Daya Manusia, Yogyakarta: Andi
Offset, 2000.
Gordon, Judith R., Diagnostic Approach to Organization Behaviour, Boston: Allyn and
Bacon, 1999.

120
Gorolick, Carol, Organizational Learning vs The Learning Organization: A
Conversation with a Practioner, The Learning Organization, 2005

Greenberg, Jelard & Robert A. Baron,, Behavior in Organizations, New Jersey:

Pearson, 2008.
Gunday, Gurhan, Gunduz Ulusoy, Kemal Kilic, dan Lutfihak Alpkan, Effects of
Innovation Types on Firm Performance, International Journal of Production
Economics, Volume 133, Issue 2, 2011, 662676.
Hadi, Sutrisno, Metodologi Research 2, Yogyakarta: Yayasan Penerbitan Fakultas
Psikologi Universitas Gajah Mada, 2002.
Hatum, Andrs,Next Generation Talent Management: Talent Management to Survive
Turmoil. Hampshire: Palgrave McMillan, 2010.
Hoy, Wayne K., and Cecil G. Miskel, Educational Administration: Theory,
Research and Practice, New York: McGraw-Hill Company, 2013.
Ireland, R. Duane, Robert E. Hoskisson, and Michael A. Hitt, The Management of
Strategy: Concept and Cases, Mason, OH: South Western, Cengage
Learning, 2011.
Ivancevich, John M., Human Resources Management, New York: McGraw-Hill
Company Inc., 2007.
Jaffee, David, Organization Theory: Tension and Change, New York: McGraw-Hill,
2001.
Jerez-Gomez, Pilar, Jose Cespedes-Lorente, Ramon Valle-Cabrera ,Organizational
learning capability: a proposal of measurement, Journal of Business Research,
2005, 58, 715 725.
Katili, Putiri Bhuana, Nuraida Wahyuni, dan M.Wildan, Pengaruh Manajemen
Talenta dan Kompetensi Terhadap Kinerja Karyawan,Seminar Nasional
IENACO, 2015, 618-625
Kehinde, James Sunday,Talent Management: Effect on Organizational
Performance., Gane Swara, Journal of Management Research, Vol. 4, No.
2, 2012, 178.
Kerlinger, Fred N. and Howard B. Lee, Foundations of Behavioral Research, Forth
Worth: Harcourt Collge Publishers, 2000.
Kleysen, Robert F. and Christopher T. Street, Toward a multi-dimensional measure of
individual innovative behavior, Journal of Intelectual Capital, Vol. 2, No. 3,
2001, pp. 284-296.
Koohang, Alex, Keith Harman dan Ohannes Britz, Knowledge Management: Research
and Application, California: Informing Science Press, 2008, 157.

121
Koontz, Harold and Heinz Weihrich, Essentials of Management: An International
Perspective, New Delhi: McGraw-Hill Publishing Company Limited, 2004.
Kuncoro, Mudrajad, Metode Kuantitatif: Teori dan Aplikasi untuk Bisnis & Ekonomi.
Yogyakarta: UPP STIM YKPN, 2011.
Lewis, R. E. & Heckman, R. J., Talent management: A critical review, Human
Resource Management Review, 16, 2006, 139154.
Marquardt, Michael J., Building the Learning Organization: Acvieving Strategic
Advantage through a Commitment to Learning, Mason: Nicholas Brealey
Publishing, 2011.
Marques, Carla Susana dan Joo Ferreira, SME Innovative Capacity, Competitive
Advantage and Performance in a Traditional Industrial Region of Portugal,
Journal of Technology Management Innovation, Volume 4, Issue 4 , 2009,
53-68.
Mathis, Robert L. dan John H. Jackson, Manajemen Sumber Daya Manusia.
Terjemahan Jimmy Sadeli & Bayu Prawira Hie, Jakarta: Salemba Empat, 2002.
McMillan, James H. and Sally Schumacher, Research in Education. New Jersey:
Pearson, 2006.
McShane, Steven L. & Mary Ann von Glinow, Organizational Behavior, New York:
McGraw Hill, 2008.
Moleong, Lexy J,. Metodologi penelitian kualitatif. (Edisi Revisi). Bandung: PT
Remaja Rosdakarya, 2004
Mueller, Russell R.,Human Resource Handbook: A Guide to Effective Employee
Management,Indianapolis: Russell R. Mueller Retail Hardware Research
Foundation, 2008.
Murugan, M. Sakthivel, Management Principles and Practices, New Delhi: New Age
International Limited Publishers, 2005.
Nana Syaodih Sukmadinata. Metode penelitian pendidikan. Bandung: Pascasarjana UPI
& PT Remaja Rosdakarya,2005

Noor, Juliansyah, Analisis Data Penelitian Ekomomi dan Manajemen, Jakarta:

Grasindo, 2014.
Rivai, Veithzal dan Ahmad Fawzi Mohd Basri, Penilaian Kinerja, Jakarta: Raja
Grafindo Persada, 2005.
Robbins, Stephen P, Managing Today, New Jersey: Prentice Hall, 1997.
Rogers, Everett M., Diffusion of Innovations, New York: The Free Press, 1995.
Schermerhorn, John R., Jr., Manajemen, Yogyakarta: Penerbit Andi, 2000.

122
Schuler, R. dan Suzan E. Jackson, Manajemen Sumber Daya Manusia Menghadapi
Abad 21,Jakarta: Erlangga, 1999.
Scott, Richard W. dan Gerald F. Davis, Organizations and Organizing, New Jersey:
Pearson Education, 2007.
Sedarmayanti, Sumber daya Manusia dan Produktivitas Kerja,Bandung: CV.Mandar
Maju, 2001.
Senge, Peter M., The Fifth Disciptine: The Aft and The Practice of The Learning
Organization, NewYork: Doubleday, 1990.
Shafritz, Jay M., E.W. Rissell, & Christopher P. Borick, Introducing Public
Administration, New York: Pearson Edu, 2007.
kerlavaj, Miha dan Vlado Dimovski, Influence Of Organizational Learning on
Organizational Performance From The Employee Perspective: The Case Of
Slovenia, Journal International Management, Vol. 11, No. 1, 2006, 75-90.
Smaldino, Sharon E., James D. Russell, Robert Heinich and Michael Molenda,
Instructional Technology and Media for Learning,New Jersey: Pearson
Education, Inc., 2005.
Smilansky, J., Developing Executive Talent, New Jersey: John Wiley & Sons Ltd, 2006.
Snelbecker, Glenn E., Learning Theory Industrial Theory and Psychoeducation
Design,New York: McGraw-Hill Book Company, 1985.
Sugiyono, Metode Penelitian Bisnis (Pendekatan Kuantitatif, Kualitatif, dan R&D),
Bandung: Alfabeta, 2009.

______,Statistik Untuk Penelitian, Bandung: Alfabeta, 2012.

Suharsimi, Arikunto. Prosedur Penelitian (Suatu Pendekatan Praktek). Jakarta: Rineka
Cipta, 2002

Sumadi Suryabrata. (2003). Metodologi Penelitian. Jakarta: PT Raja Grafindo Persada,

2003

Sundbo, Jon, Francina Orfila-Sintes, and Flemming Srensen, The innovative

behaviour of tourism firms: Comparative studies of Denmark and Spain,
Research Policy, 36, 2007, 88106.
Suryabrata, Sumadi, Metodologi Penelitian, Jakarta: Rajawali Pers, 2011.
Templeton, Gary F, Bruce R. Lewis, Charles A. Snyder, Development of a measure
for the organizational learning construct, Journal of Management Information
Systems, Vol. 19, No. 2, 2002, 175-218.
Timpe, Dale A., Seri MSDM, Kinerja/Performance, Cetakan Kelima, terj. Sofyan
Cikmat, JakArta: PT Gramedia Asri Media, 2002.
123
Toha Anggoro, dkk. Metode Penelitian. Jakarta: Penerbit Universitas Terbuka, 2007

Tripathi, P. C. and P. N. Reddy, Principles of Management, New Delhi: Tata McGraw-

Hill Publishing Company Limited, 2008.
Umar, Husein, Riset Pemasaran & Perilaku Konsumen, Jakarta: PT. Gramedia Pustaka
Utama kerjasama Jakarta Business Research Center (JBRC), 2006.
White, Margaret A. and Garry D. Bruton, The Management of Technology and
Innovation: A Strategic Approach, Mason, OH: Thomson Higher Education,
2007.
Williams, M., The War For Talent: Getting The Best From The Best, London: CIPD,
2000.
Wilson, John P.,Human Resource Development: Learning & Training for Individuals &
Organizations, London: Kogan Page, 2005.
Wiwoho, R. H., Reframing: Kunci Hidup Bahagia 24 Jam Sehari, Jakarta: Gramedia,
2004.
Yuhee, J. dan N. Takeuchi, Performance Implications for The Relationships Among
top Management Leadership, Organizational Culture, and Appraisal Practice:
Testing two Theory-Based Models of Organizational Learning Theory in
Japan, International Journal of Human Resource Management, Vol. 21, No. 11,
2010, 1931.

124