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"Each company has to take the fact that its existence in the future depend on human resources. Without having competitive human resource a company will be decrease because of incapability to face competition. Company must to do career development to improve and increase employee?s job in order to be able to give the best contribution in pursue company?s business goals.

This research aimed to know perception of employee about career development at Head Office in PT XYZ. This research entangle 76 respondents of Head Office PT XYZ?s employees. This technique of data collecting used in this research is through spreading questionnaire, interviewing, and also literature related to this research theme. Assessment from result of the answer of questionnaire uses Likert scale which delivered frequency distribution. In this research, writer use quantitative approach.

Conclusion resulted from this research is overall the employee?s perception of career development at Head Office in PT XYZ is good. In assessment phase, employee?s perception of implementation of self assessment and succession planning is good. In direction phase, employee?s perception of implementation of job posting is good. In development phase, employee?s perception of implementation of career development is good. Thereby an improvement of career development implementation such as make workbooks, skills inventory, implement career planning workshops, improve communication between organization and employee about career development program in company and giving equal opportunity to every employee with good performance."

"Penelitian ini membahas pengembangan karir dan kinerja karyawan pada PT. XYZ. Tujuan dilakukannya penelitian ini adalah untuk menganalisis pengaruh antara pengembangan karir dan kinerja karyawan. Teori yang digunakan pada penelitian ini adalah teori dari Luis Gomez-Mejia dan Faustino Cardoso Gomes. Desain penelitian kuantitatif digunakan karena dapat mengukur signifikansi hubungan antara pengembangan karir sebagai variabel independen dan kinerja karyawan sebagai variabel dependen. Penelitian ini menggunakan kuesioner sebagai alat utama untuk teknik pengumpulan data, responden terdiri dari sampel 58 orang. Kuesioner dibagikan kepada responden yang bekerja pada PT. XYZ. Korelasi Pearson digunakan untuk mengukur validitas dan reliabilitas variabel dari studi ini dan untuk mengukur Alpha Cronbach di SPSS. Penelitian ini bersifat eksplanatif, karena tujuan penelitian ini adalah untuk mendeskripsikan pengaruh pengembangan karir terhadap kinerja karyawan yang signifikan atau tidak. Variabel pengembangan karir terdiri dari 9 pernyataan dan dibagi menjadi tiga dimensi yaitu, fase perencanaan, fase pengarahan dan fase pengembangan. Sedangkan variabel kinerja karyawan terdiri dari 17 pernyataan dan terbagi menjadi 8 dimensi yaitu, kuantitas kerja, kualitas kerja, kreativitas, kerjasama, dapat diandalkan, inisiatif, kualitas karyawan dan disiplin. Hasil penelitian pada PT. XYZ menunjukkan terdapat pengaruh pengembangan karir terhadap kinerja karyawan yang signifikan. Pengaruh yang ada bersifat positif dan memiliki kekuatan hubungan yang sedang meskipun terdapat beberapa faktor lain selain pengembangan karir yang mempengaruhi kinerja.

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This study discusses career development and employee performance at PT. XYZ. The purpose of this research is to analyze the influence between career development and employee performance. The theory used in this study is the theory of Luis Gomez-Mejia and Faustino Cardoso Gomes. The quantitative research design is used because it can measure the significant of the relationship between career development as independent variables and employee performance as the dependent variable. This study used a questionnaire as a primary tool for data collection technique, respondents consisted of a sample of 58 people. Questionnaires were distributed to the actual respondents who works for XYZ Company. Pearson correlation was used to measure the variables validity of this initial study and to measure the reliability as well as Cronbach alpha in SPSS. This research used an explanatory, because the purpose of this study was to describe the influence of career development on employee performance is significant or not. The career development variable consists of 9 statements and is divided into three dimensions which contain, planning phase, directing phase and developing phase. While employee performance variables consisted of 17 statements and divided into 8 dimensions which contain, quantity of work, quality of work, creativity, cooperation, reliable, initiative, quality employees and discipline. The results of the research at PT. XYZ shows that there is a significant influence on career development on employee performance. The influence is positive and has moderate strength of relationship eventhough there are several other factors besides career development that affect performance."

"The cornerstone of the organization is, therefore, the set of jobs performed by employees. These jobs, in turn, provide the mechanism for coordinating and linking the various activities of the organization that are necessary for success. Studying and understanding jobs through the process known as job analysis. Job analysis is a vital part of Human Resources Management (HRM) program and in many respects in the foundation upon which all others HRM activities must be constructed. Job analysis is a purposeful, systematic process for collecting information on the important work related aspects of a job, so the employees can be work effectively. With job analysis, management will have guidance in next human resources program. The research questions is how the perception of Employee Benefit Department employees towards the job analysis at PT Asuransi Allianz Life Indonesia Head Office Jakarta - To answer of that research questions, researcher used quantitative approach and using research method by using the survey approach, which implies the use of questioners and interviews as the two major tools used to collect data and information, beside the others secondary and literature sources. The criteria for selecting a sample in survey research are statistical onces. This sampling process have minimum percentage from total population (minor one) of 52 employees, the sampling process result 45 employees as samples. To oversee whether the implementation of job analysis has been attempted in a good procedure, researcher used the range criteria method which will stretch from the lowest range to the highest range. This research found that the perception of Employee Benefit Department employees for the job analysis has been attempted in a good procedure, which resulted good points average value. The data show that job analysis implementation PT Asuransi Allianz Life Indonesia Head Office Jakarta already effective because the good value and synchronize with the function, but description about task giving to the employees are not overlapping with the employees in another department still have special attention to management PT Asuransi Allianz Life Indonesia Head Office Jakarta. Determining affectivity of the job analysis implementation can be seen by measuring the human recourses productivity in doing their tasks and duties. To pursue and reach the '2010 One' company's goal, company should be aware about negative response that came from the employees. The success of this process will lead to a more prospectus future of the organizations existence in the global market as well as reaching its goals and targets. "

"Promosi dipandang sebagai salah satu kegiatan pengembangan sumber daya manusia dalam suatu perusahaan. Promosi berarti pengalihan wewenang dan tanggung jawab pegawai ke jabatan yang lebih tinggi dalam suatu organisasi sehingga kewajiban dan haknya semakin besar. Promosi akan diikuti dengan tugas, wewenang dan tanggung jawab yang lebih besar dan biasanya juga diikuti dengan peningkatan pendapatan dan fasilitas lainnya. Bagian Sumber Daya Manusia harus melakukan sosialisasi promosi jabatan mengenai prinsip, dasar, jenis dan kondisi pegawai yang akan dapat dipromosikan di perusahaan. Program promosi harus diinformasikan secara terbuka. Apabila hal ini diinformasikan dengan baik maka akan menjadi motivasi bagi karyawan untuk bekerja dengan sungguh-sungguh. Promosi mempunyai manfaat baik bagi perusahaan maupun karyawan. Bagi pegawai, merupakan pengakuan atas hasil pekerjaan pegawai dan kesempatan untuk maju, sehingga dapat meningkatkan motivasi kerja pegawai. Sedangkan bagi perusahaan dapat menjaga kestabilan perusahaan dan semangat kerja karyawan lebih terjamin. Tujuan dari penelitian ini adalah untuk menjelaskan tentang kebijakan promosi jabatan di PT Azura Telemedia International dan juga persepsi karyawan terhadap kebijakan promosi jabatan di PT Azura Telemedia International. Penelitian ini melibatkan seluruh karyawan operasional yang berjumlah 27 orang untuk menjadi responden. Teknik pengumpulan data yang digunakan dalam penelitian ini diperoleh melalui penyebaran angket, wawancara, serta studi pustaka yang berkaitan dengan tema penelitian ini. Penilaian dari hasil jawaban angket menggunakan skala Analisis Likert Penelitian menggunakan analisis data univariat yang menyampaikan distribusi frekuensi. Dalam penelitian ini penulis menggunakan pendekatan kuantitatif. Pada dasarnya penerapan promosi jabatan di PT Azura Telemedia International sudah baik. Responden setuju bahwa pengalaman kerja, tingkat pendidikan dan latar belakang pendidikan, kejujuran, tanggung jawab, kepribadian yang baik dalam berhubungan dengan rekan kerja, prestasi kerja dan inisiatif dan kreativitas serta rekomendasi dari pimpinan puncak dapat dipertimbangkan kembali sebagai kebijakan promosi jabatan. Sebagian besar responden tidak setuju jika senioritas dipertimbangkan kembali sebagai salah satu kebijakan promosi jabatan di PT Azura Telemedia International Akan jauh lebih baik jika PT Azura Telemedia International mempertimbangkan kembali penilaian kinerja sebagai kebijakan promosi jabatan agar setiap karyawan mempunyai kesempatan yang sama untuk mendapatkan promosi jabatan. Manfaat promosi pekerjaan seperti peningkatan pendapatan harus sebesar wewenang dan tanggung jawab yang harus dihadapi karyawan di posisi barunya.

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Promotion viewed as one of the activities of human resources development in a company. Promotions mean a transfer enlarging an authority and responsibility employees to higher position in one organization so that obligation and ever greater rights Promotion will be followed by duty, greater authority and responsibility and usually also followed by increasing of earnings and other facilities. Human resources division have to socialize job promotion about principles, grounds, types and condition of employee who will be able to be promoted in the company. Promotion program have to be informed openly. If this matter is well informed, it will become motivation to employees to work very seriously. Promotion have benefit both for company and employee. To employee, is the acknowledgement result of the employee's job and opportunity to go forward, so that can improve employee's work motivation. While to company, it can maintain stability of the company and employee's moral more guaranteed. The purpose of this research is to explain about the policy of job promotion in PT Azura Telemedia International and also the perception of employees to policy of job promotion at PT Azura Telemedia International. This research entangle all of the operational employee which consist 27 people to become respondent. The technique of data collecting used in this research is obtained through spreading questionnaire, interviewing, and also literature related to this research theme Assessment from result of the answer of questionnaire used scale of Likert Analysis of the research using Univariat data analysis which delivered frequency distribution. In this research the writer used quantitative approach. Basically the application of job promotion in PT Azura Telemedia International is good already. Respondent agreed that working experience, education level and background of education, honesty, responsibility, good personality in relation with colleague, work achievements and initiative and creativity and also the recommendation from the top management could be reconsidered as the policy of the job promotion. Most of the respondent disagreed if seniority reconsidered as one of the policy of job promotion in PT Azura Telemedia International It would be much better if PT Azura Telemedia International recomidered the performance appraisal as the policy of job promotion so that every employee has the same opportunity to get job promotion. The benefit of job promotion such as increasing of earnings should be as big as the authority and responsibility that the employee has to face in their new position

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"In era of globalization this time, to realize professional officers, responsive and adaptive, hence the officers require to be constructed as well as possible. PT. PLN (Persero) Distribution of Jakarta Raya and Tangerang as a big enough state ownership and important of its role, also conduct construction to all employees. One of effort is taken construction through position promotion. A program promotion of effective position in the end will give big contribution for attainment of company target. Futhermore, hence becoming fundamental problems is "how position promotion implementation in PT. PLN (Persero) Distribution of Jakarta Raya and Tangerang?" and "What kind of resistance that happened in position promotion implementation in PT.PLN (Persero) Distribution of Jakarta and Tangerang?" Thereby hence this writing script target is to know how position promotion implementation and what kind of resistance that happened in position promotion implementation in PT. PLN (Persero) Distribution of Jakarta and Tangerang. This research was conducted with qualitative approach. Data collecting of research was conducted by hand in glove bibliography study of its bearing with human resource management and position promotion, Data seeking from document supporting research, interview with functionary official and spreading questionnaire to some of responders which have got position promotion. In determining sample, researcher use Purposive sample and research sample elected use snowball technique. During research some data were obtained, for example promotions of position represent one of form of appreciation given by company to officer for ability of good job. Other finding is promotion of position conducted as according to organizational requirement especially to fill vacant position pursuant to position formation and labour formation. Its something else found in this research that is in implementation of position promotion still be coloured by element of subjectivity of head caused because not any information guidance of existing promotion and the assessment which is not objective. Other finding again, promotion of position give various benefit among other things the promotion can improve work productivity, can improve the spirit of job and can gratify_requirement of officer in the case of self actualization. Although basically this promotion gives benefit for officer experiencing of it and company, however in its implementation promotion of officer not yet earned is conducted by suppose because of existence of resistor factors that is for example: existence discrimination of personal characteristic officer, collegiate of certain university and contiguity of relation among officers as subordinate with his superior. Existence resistor factors can result postponement of lifting of officer position! Result of research show that position promotion implementation in PLN Disjaya does not take place well. It does not take place well because there is no promotion guidance, promotion assessment which is not objective and less information about position promotion and also the promotion implementation in PLN Disjaya still be coloured with bad element subjectivity. Implementation position promotion is also caused by its resistor factors that are personal characteristic discrimination existence of officer, certain university collegiate equality and the relation contiguity among officers as subordinate with his superior. Position promotion can improve work productivity, can improve the spirit of and the enthusiasm work and also can gratify officer requirement in the case of self actualization. Others, officer placed as according to organizational requirement and the basis for promotion implementation in PLN Disjaya is solidarity between merit system (achievement system) and seniority system (career system) where merit system more dominant. Suggestion which offering, company shall announce openly to position promotion opportunity through Job Posting and develop build center officer performance assessment (Assessment Center). Company require to improve and equip existing promotion guidance and more consider according to between ability owned officer with organizational requirement. Other suggestion, besides test fit and proper promotion implementation test better in PLN Disjaya is also based for merit system so that all competition employees can with other in its labour capacity, and also completion of execution of promotion pursuant to merit system with eliminated resistor factors."

"Manajemen sumberdaya manusia di PT. Merpati Nusantara Airlines khususnya di Direktorat Teknik belum terlaksana secara efektif_ Belum adanya uraian jabatan dan spesifikasi jabatan yang sistematis dan aturan penjenjangan karir yang belum jelas. Untuk menguji hal di atas, dilakukan analisis kepuasan kerja karyawan khususnya di Direktorat Teknik PT. Merpati Nusantara Airlines. Dari survey yang dilakukan ditemukan bahwa secara umum karyawan PT. MNA masih cukup puas dengan kondisi kerja di perusahaan. Meskipun demikian, terdapat 2 faktor yang masih dianggap tidak memuaskan karyawan yaitu jenjang karir yang dinilai belum jelas dan ketidakjelasan uraian jabatan dan spesifikasi jabatan. Selain itu, karyawan juga beranggapan bahwa pada saat ini belum ada faktor-faktor (kriteria) yang jelas untuk penjenjangan jabatan dan akibatnya jenjang jabatannya pun belum terstruktur secara sistematis. Atas dasar pemikiran di atas, maka penelitian ini diarahkan untuk mengembangkan suatu model manajemen sumberdaya manusia berdasarkan analisis jabatan. Analisis jabatan dilakukan melalui penyebaran kuesioner secara purposive sampling pada seluruh jabatan di Direktorat Teknik. Selanjutnya berdasarkan hasil analisis jabatan di atas, dilakukan penentuan faktor dan subfaktor jabatan untuk penentuan jenjang jabatan. Faktor-faktor jabatan yang ditetapkan dalarn penelitian ini adalah Intensitas Jabatan, Dampak Pekerjaan, Kompleksitas Pekerjaan, dan Usaha. Faktor-faktor jabatan digunakan untuk melakukan penilaian jabatan. Dari hasil penilaian jabatan berdasarkan faktor-faktor tersebut, seluruh jabatan dikelompokkan dengan menggunakan metoda analisis cluster, yang hasilnya didapatkan bahwa total kelompok yang terbentuk ada 7. Selanjutnya dari ketujuh kelompok ini dilakukan pengklasifikasian jabatari yang dilakukan dengan cara analisis morfologi dan melalui diskusi dengan panel ahli. Hasilnya didapatkan bahwa seluruh jabatan dapat dikaasifikasikan menjadi 4 bidang keahlian yaitu teknisi, engineer (kerekayasaan), inspektor dan planner (perencana). Hasil dari penilaian, pengelompokan dan pengklasifikasian jabatan ini menjadi dasar bagi perancangan jenjang karir."