UI - Tesis Membership :: Kembali

UI - Tesis Membership :: Kembali

QCC (Quality Control Circle) sebagai program intervensi untuk meningkatkan team innovation pada kasus PT. UT = QCC (Quality Control Circle) as the intervention program to increase team innovation in the case of PT. UT

Ertrina Wulaningtyas; Joni P. Soebandono, supervisor; Mochamad Enoch Markum, examiner; Dewi Sawitri, examiner (Fakultas Psikologi Universitas Indonesia, 2014)

 Abstrak

[ABSTRAK
Penelitian ini bertujuan untuk mengembangkan suatu intervensi yang bertujuan mengatasi permasalahan mengenai Team Innovation yang kurang berjalan dengan
baik pada PT UT dalam menjalankan program continuous improvement sebagai bagian dari usaha pencapaian visi PT UT menjadi perusahaan berbasis solusi. Penelitian ini dilakukan dengan pendekatan kuantitatif dengan teknik pengambilan data menggunakan kuesioner yang terisi oleh 72 karyawan pada level kepala departemen cabang dan jobsite. Kuesioner dikembangkan berdasarkan alat ukur Team Innovation (Jackson, 1995), Multifactor Leadership Questionnaire (Avolio & Bass, 2004), dan Team Climate (Anderson & West, 1998). Kuesioner telah melalui
modifikasi oleh peneliti yang kemudian diuji coba dan dianalisis itemnya hingga didapat bahwa keseluruhan itemnya valid. Dari hasil penelitian didapat bahwa
Transformational Leadership memiliki pengaruh yang lebih besar terhadap Team Innovation dibandingkan Team Climate dengan nilai Beta dan Sig sebesar 0,673 dan 0,000 untuk variabel Transformational Leadership serta 0,207 dan 0.067 untuk variabel Team Climate. Melalui peninjauan lebih dalam, diketahui bahwa dimensi dari variabel Transformational Leadership yang paling rendah adalah Inspirational motivation dan Intellectual Stimulation. Hasil tersebut menunjukkan bahwa karyawan PT UT khususnya cabang dan jobsite belum merasa pimpinannya dapat membangkitkan motivasi mereka untuk bekerja lebih baik, belum menemukan
tantangan dalam pekerjaan mereka sehari-hari untuk mencapai target bersama, serta
kurangnya bimbingan dari pimpinan dalam hal stimulasi pola pikir kreatif dalam
menyelesaikan masalah. Untuk itu, dirancang program intervensi untuk meningkatkan kemampuan pimpinan cabang dan jobsite untuk membangkitkan motivasi bawahan
serta memberikan arahan dalam proses berpikir kreatif untuk penyelesaian masalah. Desain intervensi yang direkomendasikan adalah berupa pemberian tugas fasilitasi
kelompok QCC untuk membuat sebuah improvement project di level cabang maupun jobsite yang sebelumnya diberikan pelatihan sebagai pembekalan untuk proses fasilitasi selama enam bulan ini.

ABSTRACT
This study aims to develop an intervention to overcome the problems of the poorly executed Team Innovation In PT UT, as part of a continuous improvement efforts in
achieving the company's vision-to be a 'solution driven company'. This study was conducted with a quantitative approach with data collection techniques using
questionnaires filled by 72 employees at the level of department heads of UT branches& jobsites. The questionnaire was developed based on Team Innovation
(Jackson, 1995), Multifactor Leadership Questionnaire (Avolio & Bass, 2004), and
Team Climate (Anderson & West, 1998). The questionnaire has been through a modification process then tested and analyzed to the result that the items are entirely
valid. As shown from the results that transformational leadership had greater influence on Team Innovation than Team Climate with the value of Sig and Beta of 0.673 & 0.000 for the Transformational Leadership and 0.207 & 0.067 for Team Climate. Through a deeper review, it was known that from the dimensions of Transformational Leadership, Intellectual Stimulation and Inspirational Motivation had the least score. These results indicate that most of employees of PT UT located in branches and jobsites were not well motivated by their leaders as well as having a lack of guidance in terms of stimulating the creative mindset in solving problems.
Therefore, intervention programs were designed and recommended to improve the ability of the Branch and Jobsites Managers to rise the motivation of their
subordinates and to provide guidance in the process of creative thinking for problem solving. The intervention that was recommended to PT UT was an act of facilitating
QCC teams in making an improvement project at branch and jobsite level, by previously giving a series of training to Branch & Jobsite Managers as a debriefing training for facilitation process.;This study aims to develop an intervention to overcome the problems of the poorly executed Team Innovation In PT UT, as part of a continuous improvement efforts in
achieving the company's vision-to be a 'solution driven company'. This study was conducted with a quantitative approach with data collection techniques using
questionnaires filled by 72 employees at the level of department heads of UT branches& jobsites. The questionnaire was developed based on Team Innovation
(Jackson, 1995), Multifactor Leadership Questionnaire (Avolio & Bass, 2004), and
Team Climate (Anderson & West, 1998). The questionnaire has been through a modification process then tested and analyzed to the result that the items are entirely
valid. As shown from the results that transformational leadership had greater influence on Team Innovation than Team Climate with the value of Sig and Beta of 0.673 & 0.000 for the Transformational Leadership and 0.207 & 0.067 for Team Climate. Through a deeper review, it was known that from the dimensions of Transformational Leadership, Intellectual Stimulation and Inspirational Motivation had the least score. These results indicate that most of employees of PT UT located in branches and jobsites were not well motivated by their leaders as well as having a lack of guidance in terms of stimulating the creative mindset in solving problems.
Therefore, intervention programs were designed and recommended to improve the ability of the Branch and Jobsites Managers to rise the motivation of their
subordinates and to provide guidance in the process of creative thinking for problem solving. The intervention that was recommended to PT UT was an act of facilitating
QCC teams in making an improvement project at branch and jobsite level, by previously giving a series of training to Branch & Jobsite Managers as a debriefing training for facilitation process., This study aims to develop an intervention to overcome the problems of the poorly executed Team Innovation In PT UT, as part of a continuous improvement efforts in
achieving the company's vision-to be a 'solution driven company'. This study was conducted with a quantitative approach with data collection techniques using
questionnaires filled by 72 employees at the level of department heads of UT branches& jobsites. The questionnaire was developed based on Team Innovation
(Jackson, 1995), Multifactor Leadership Questionnaire (Avolio & Bass, 2004), and
Team Climate (Anderson & West, 1998). The questionnaire has been through a modification process then tested and analyzed to the result that the items are entirely
valid. As shown from the results that transformational leadership had greater influence on Team Innovation than Team Climate with the value of Sig and Beta of 0.673 & 0.000 for the Transformational Leadership and 0.207 & 0.067 for Team Climate. Through a deeper review, it was known that from the dimensions of Transformational Leadership, Intellectual Stimulation and Inspirational Motivation had the least score. These results indicate that most of employees of PT UT located in branches and jobsites were not well motivated by their leaders as well as having a lack of guidance in terms of stimulating the creative mindset in solving problems.
Therefore, intervention programs were designed and recommended to improve the ability of the Branch and Jobsites Managers to rise the motivation of their
subordinates and to provide guidance in the process of creative thinking for problem solving. The intervention that was recommended to PT UT was an act of facilitating
QCC teams in making an improvement project at branch and jobsite level, by previously giving a series of training to Branch & Jobsite Managers as a debriefing training for facilitation process.]

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 Metadata

Jenis Koleksi : UI - Tesis Membership
No. Panggil : T42101
Entri utama-Nama orang :
Entri tambahan-Nama orang :
Entri tambahan-Nama badan :
Program Studi :
Subjek :
Penerbitan : Depok: Fakultas Psikologi Universitas Indonesia, 2014
Bahasa : ind
Sumber Pengatalogan : LibUI ind rda
Tipe Konten : text
Tipe Media : unmediated ; computer
Tipe Carrier : volume ; online resource
Deskripsi Fisik : xiii, 78 pages ; 30 cm + appendix
Naskah Ringkas :
Lembaga Pemilik : Universitas Indonesia
Lokasi : Perpustakaan UI, lantai 3
  • Ketersediaan
  • Ulasan
  • Sampul
No. Panggil No. Barkod Ketersediaan
T42101 15-18-699711314 TERSEDIA
Ulasan:
Tidak ada ulasan pada koleksi ini: 20389878
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