Hasil Pencarian  ::  Simpan CSV :: Kembali

"Tesis ini membahas tentan hubungan antara aspirasi karir terhadap proses pengembangan kepemimpinan pemuda dengan menjadikan objek penelitian pada empat Organisasi Kemasyarakatan Pemuda (OKP), yaitu Kesatuan Aksi Mahasiswa Muslim Indonesia (KAMMI) Pusat, Youth Leadershp Center (YLC), Himpunan Mahasiswa Islam (HMI) Depok, dan Jaringan Pemuda Remaja Masjid Indonesia (IPRMI). Dengan menggunakan pendekatan penelitian kuantitatif dan metode pengumpulan data dengan menggunakan kuesioner ditemukan bahwa hubungan hubungan aspifasi karir dalam proses pengembangan kepemimpinan adalah signiiikan. Sehingga dalam menciptakan kepemimpinan yang terus berkesinambungan peneliti menyarankan agar penerapan aspirasi karir dapat diperhatikan oleh para pemimpin OKP.

---

This thesis discuss the relation of the career aspiration toward the process of the youth leadership development program by using four youth organizations as the research object, which are the national- board of the Kesatuan Aksi Mahasiswa Muslim Indonesia (KAMMI), Youth Leadership Center (YLC), Himpunan Mahasiswa Islam (HMI) in Depok, and Jaringan Pemuda Remaja Masjid Indonesia (JPRMD. With quantitative approach and questionnaire method in gathering the data, it is concluded that the relation of the career aspiration toward the process of the youth leadership development program is significant. Therefore, in creating a sustainable leadership, the researcher suggests that the application of the career aspiration can be concerned by the leaders of the youth organizations."

"One of the signs of organizational destruction was the low level of its employees' work satisfaction. This is a challenge to the organization on how to increase the employees' work satisfaction. The organization's success in maintaining and developing human resources depended an the leader. Leadership is an ability to influence people in order to achieve the organizational aims with high spirit. Henceforth a leader should play double role, as a supervisor and also a colleague in giving support to others. This opinion goes parallel with Locke (1976: 192 - 193) that leader or supervisor also acts as a fellow colleague and therefore leaders' attitude is one of dominant factors in determining work satisfaction. A good leadership in maintenance and development of human resources can give equal chance for employees to develop their career. Gilley and Eggland (1989: 93) stated that organization using career development to increase productivity, repair attitude and increase work satisfaction. This research conducted to (1) know the relationship between leadership and work satisfaction, (2) relationship of career development and work satisfaction, (3) relationship of leadership and career development to work satisfaction of employees at Directorate General of Immigration. This research is. a descriptive and correlation research-using-survey-method. Research instrument is using questioner in Likert Scale. Validity test of variables is conducted by using correlation technique of Product Moment, while reliability used Alpha Cronbach technique. The sample collected by Stratified Purposive Sampling. Analyses of each independent variable's relation to dependent variable is using simple correlation analysis with Spearman's Rho technique, while the relationship of both independent variables to dependent variable is using multiple correlation analysis of Product Moment. From this research can be concluded that: I. There is a significant and positive relation between leadership to work satisfaction. Better leadership can guarantee higher level of work satisfaction. 2. There is a significant and positive relation between career development to work satisfaction, Better career development can ensure higher work satisfaction. 3, There is a significant and positive relation between leadership and career development to work satisfaction. The better quality of leadership and career development, the higher work satisfaction of employees. The conclusion of this research is that leadership and career development both individually or together related to the level of work satisfaction, although there are still some weaknesses of variables from the frequency distribution. Suggestion that can be put forward is improvement and increase to ensure an optimal variables of leadership and career development to ensure better work satisfaction of employees."

"Penelitian ini bertujuan untuk mengetahui pengaruh dari gaya kepemimpinan, proses kerja, dan komitmen karyawan terhadap kinerja karyawan pada satuan kerja M dan N di Lembaga ABC. Responden dari penelitian ini adalah sejumlah 150 orang karyawan di satuan kerja M dan N lembaga ABC yang sudah menjadi karyawan tetap dengan lama bekerja minimal 1 tahun dari level jabatan Staf sampai dengan Direktur. Penelitian ini merupakan penelitian kuantitatif dengan desain deskriptif, data dikumpulkan melalui penyebaran kuesioner kepada karyawan di satuan kerja M dan N di Lembaga ABC dan diolah menggunakan analisis regresi linier berganda menggunakan SPSS on Mac. Hasil dari penelitian ini menunjukkan bahwa adanya pengaruh antara gaya kepemimpinan, proses kerja, dan komitmen karyawan terhadap kinerja karyawan.

---

This study aims to determine the relationship of leadership style, work processes, and employee commitment to employee performance in M and N work units in ABC. Respondents from this study were 150 employees in the work units of M and N ABC institutions who have been permanent employees with a minimum of 1 year working from staff level to director level. This research is a quantitative study with a descriptive design, data collected through the distribution of questionnaires to employees in the M and N work units at ABC and processed using multiple regression analysis using SPSS on Mac. The results of this study indicate that there is a relationship between leadership style, work processes, and employee commitment to employee performance."

"[ABSTRAKPenelitian ini dilakukan dengan latar belakang bahwa pemuda memiliki peran strategis dalam pembangunan bangsa dan negara. Sebagai bagian dari SDM, penduduk usia muda atau pemuda tidak bisa diabaikan., karena dalam struktur demografis, penduduk usia muda (16-30 tahun) merupakan segmen paling besar dan masih berada pada usia produktif. Salah satu program untuk meningkatkan karakter pemuda yang diselenggarakan oleh Kementrian Pemuda dan Olahraga RI adalah Program Pendidikan TANNASDA (Ketahanan Nasional untuk Pemuda). Prograrn yang telah dilaksanakan sejak Tahun 2007 dan dilaksanakan secara intensif setiap tahun.Penelitian ini menggunakan pendekatan paradigma Post Positivist atau pendekatan kualitatif untuk mendapatkan faktor-faktor yang dapat dilakukan untuk mengernbangkan program tersebut, sehingga bisa ditemukan strategi- strategi baru dalam mengelola program. Untuk proses analisa data yang diperoleh maka digunakan analisisa SWOT dalam pengambilan faktor internal dan eksternal dari program TANNASDA. Masing-masing faktor ini ditentukan oleh dua variabel utama, yaitu kekuatan dan kelemahan sebagai faktor internal, serta kesempatan dan ancaman sebagai faktor eksternal. Berdasarkan hasil penelitian dirumuskan dua strategi yang terdiri dari strategi prioritas 1 atau strategi makro dengan empat faktor utama yaitu : kepemimpinan, nasionalisme, ketahanan nasional dan daya saing. Sedangkan strategi prioritas 2 atau mikro terdiri dari perumusan strategi berdasarkan faktor- faktor : kepesertaan, kurikulum, kemitraan, pola pembinaan, alumni dan post program.

---

ABSTRACTThis study was conducted with a background that youth have a strategic role in the development of the nation and the state. As part of the HR, young people or youth can not be ignored., Because the demographic structure, young people (16-30 years) constitute the largest segment and is still in the productive age. One of the program to improve the character of youth organized by Kemenpora RI is Tannasda (National Defense for Youth). Prograrn conducted since 2007 and carried out intensively every year.This study uses post positivist paradigm approach or qualitative approach to obtain the factors that can be done to mengernbangkan the program, so they can find new strategies in managing the program. For the analysis of the data obtained is used in the analysis of SWOT making internal and external factors of the program TANNASDA. Each of these factors is determined by two main variables, namely the strengths and weaknesses as internal factors, as well as the opportunities and threats are external factors. Based on the results of the research are formulated 2 strategy consists of strategic priority 1 or macro strategy with four main factors, namely: leadership, nationalism, national security and competitiveness. While the priority 2 or micro strategy consists of formulating strategies based on these factors: participation, curriculum, partnerships, development patterns, alumni and post-program.;This study was conducted with a background that youth have a strategic role in the development of the nation and the state. As part of the HR, young people or youth can not be ignored., Because the demographic structure, young people (16-30 years) constitute the largest segment and is still in the productive age. One of the program to improve the character of youth organized by Kemenpora RI is Tannasda (National Defense for Youth). Prograrn conducted since 2007 and carried out intensively every year.This study uses post positivist paradigm approach or qualitative approach to obtain the factors that can be done to mengernbangkan the program, so they can find new strategies in managing the program. For the analysis of the data obtained is used in the analysis of SWOT making internal and external factors of the program TANNASDA. Each of these factors is determined by two main variables, namely the strengths and weaknesses as internal factors, as well as the opportunities and threats are external factors. Based on the results of the research are formulated 2 strategy consists of strategic priority 1 or macro strategy with four main factors, namely: leadership, nationalism, national security and competitiveness. While the priority 2 or micro strategy consists of formulating strategies based on these factors: participation, curriculum, partnerships, development patterns, alumni and post-program., This study was conducted with a background that youth have a strategic role in the development of the nation and the state. As part of the HR, young people or youth can not be ignored., Because the demographic structure, young people (16-30 years) constitute the largest segment and is still in the productive age. One of the program to improve the character of youth organized by Kemenpora RI is Tannasda (National Defense for Youth). Prograrn conducted since 2007 and carried out intensively every year.This study uses post positivist paradigm approach or qualitative approach to obtain the factors that can be done to mengernbangkan the program, so they can find new strategies in managing the program. For the analysis of the data obtained is used in the analysis of SWOT making internal and external factors of the program TANNASDA. Each of these factors is determined by two main variables, namely the strengths and weaknesses as internal factors, as well as the opportunities and threats are external factors. Based on the results of the research are formulated 2 strategy consists of strategic priority 1 or macro strategy with four main factors, namely: leadership, nationalism, national security and competitiveness. While the priority 2 or micro strategy consists of formulating strategies based on these factors: participation, curriculum, partnerships, development patterns, alumni and post-program.]"

"Tesis ini membahas pengaruh servant leadership terhadap komitmen berorganisasi pengurus organisasi kepemudaan IPM, Peradah, dan FIM. Pengukuran servant leadership menggunakan instrumen Barbuto dan Wheeler (2006) dan komitmen berorganisasi menggunakan instrumen Meyer dan Allen (2004). Dari lima dimensi servant leadership terdapat empat yang dikategorikan tinggi yaitu altruistic calling, wisdom, persuasive mapping, dan organizational stewardship, sedangkan emotional healing dikategori sedang. Diketahui juga bahwa komitmen afektif pengurus berada pada kategori tinggi, sedangkan komitmen berkelanjutan berada pada kategori sedang. Hasil uji multi korelasional diketahui bahwa terdapat pengaruh servant leadership terhadap komitmen berorganisasi. Komitmen afektif memiliki hubungan positif yang signifikan dengan dimensi wisdom, dan organizational stewardship. Sedangkan komitmen berkelanjutan memiliki hubungan positif yang signifikan dengan dimensi altruistic calling, dimensi emotional healing, dimensi wisdom, dan dimensi persuasive mapping.

---

This thesis discuss about the influence of servant leadership on organizational commitment of the Youth Organizations in IPM, Peradah, and FIM. The research uses Barbuto and Wheeler (2006) questionnaire for servant leadership instrument, and Meyer and Allen (2004) questionnaire for organizational commitment instrument. The result, from five dimensions of servant leadership, four dimensions in high category such as altruistic calling, wisdom, persuasive mapping, organizational stewardship, only emotional healing in average category. For the organizational commitment, affective commitment in high category, but continuance commitment in average category. Moreover, from the multi correlational test, this research found that wisdom and organizational stewardship have a positive influence to affective commitment, and altruistic calling, emotional healing, wisdom, and persuasive mapping, have a positive influence to continuance commitment."

"Latar belakang penelitian ini muncul dari kenyataan, bahwa dalam sistem keorganisasian pegawai negeri sipil diatur berdasarkan peraturan tentang kepegawaian. Sistem ini di dalamnya tercakup peraturan tentang kepangkatan/golongan dan jabatan pegawai negeri sipil. Sistem pegawai negeri sipil tersbut mengatur aturan tata kerja pada unit-unit kerja dalam organisasinya untuk berbagai keahlian, sehingga tugas setiap pegawai negeri dalam jabatan tertentu dapat dikelompokkan, seperti jabatan struktural dan jabatan fungsional.Sehubungan dengan sistem organisasi pegawai negeri yang telah disebutkan di atas, baik itu sistem kepangkatan/golongan atupun jabatan, pada dasarnya berhubungan langsung dengan pekerjaan. Selain itu diatur pula tata cara pembagian kerja dalam struktur pegawai negeri sipil bertujuan atau dirancang untuk mencapai kinerja tertentu. Tujuan pekerjaan (job) biasanya bersifat ideal dan realistis.Hasil penelitian menunjukkan, bahwa adanya korelasi antara pengembangan karir dan pemberdayaan karyawan terhadap kepuasan kerja pegawai, di lingkungan Dinas Dikmenti DKI Jakarta.Selain itu dari hasil penelitian ditemukan juga pertama, bahwa sebagian besar pendidikan pegawai di lingkungan Dinas Dikmenti berpendidikan S1 dan 82 yang umumnya bergolongan III dan IV yang rata-rata sudah bekerja 15 tahun ke atas. Kedua, sebagian besar pegawai di lingkungan Dinas Dikmenti memiliki kepuasan kerja tinggi. Ketiga, sebagian besar pegawai di lingkungan Dinas Dikmenti setuju ada pengembangan karir, baik pada jabatan fungsional maupun pada jabatan struktural. Keempat, sebagian besar pegawai di lingkungan Dinas Dikmenti setuju atas pemberdayaan karyawan, baik pada jabatan fungsional maupun pada jabatan struktural, Kelima, penelitian ini menunjukkan adanya korelasi antara pengembangan karir dan pemberdayaan karyawan terhadap kepuasan kerja karyawan di lingkungan Dinas Dikmenti DKI Jakarta. Keenam, bahwa penelitian ini ternyata tidak terdapat perbedaan antara kepuasan kerja jabatan fungsional dan jabatan struktural.Berdasarkan hasil temuan ini disarankan, untuk meningkatkan kepuasan kerja karyawan di lingkungan Dinas Dikmenti perlu ada upaya dari pimpinan memberikan kebebasan dan kesempatan baik karyawan yang memiliki jabatan fungsional maupun jabatan struktural untuk melaksanakan pekerjaan sesuai dengan kemampuan dan harapan mereka.

---

The background of this research starts out of the fact that in an organizational system, civil service is regulated based on the personnel regulations. The system includes regulations about rank/grade and civil service position. The civil service system regulates rules of procedures in each working unit in their organization for various skills. Therefore the tasks of each civil service in certain jobs can be classified into structural and functional positions.

In relation with the aforementioned civil service organizational system, both systems of rank/grade and position are basically directly related with the jobs. Apart from that the procedures of jobs distribution in the structure of civil service are regulated with the purpose of achieving certain performance. The purpose of the jobs is usually idealistic and realistic.

The results of the research show that there is a correlation between career development path and personnel empowerment towards personnel work satisfaction in service office of dikmenti, special province of Jakarta.

Besides, the results of the research also find that firstly majority of the personnel education level in this office is strata one and masters degree, which means that they are generally in grades III and 1V with an average of above 15 years of service. Secondly, majority of the personnel in this office has high jobs satisfaction. Thirdly, majority of the personnel in this office agrees that there is career development path, both in structural and functional positions. Fourthly, majority of the personnel in this office agrees that there is personnel empowerment, both in structural and functional positions. Fifthly, the research shows that there is a correlation between career development path and personnel empowerment towards personnel work satisfaction in service office of dikmenti, special province of Jakarta. Sixthly, the research also shows that there is no difference between work satisfaction of structural and functional positions.

Based on these results, it is suggested that to increase the personnel work satisfaction in service office of dikmenti, it is necessary for the management to make some efforts to give the freedom and opportunity to those in structural and functional positions to carry out the jobs in line with their competency and hopes."

"Tesis ini membahas Analisis Perencanaan dan Pengembangan Karir Pegawai pada pengisian Formasi Jabatan Pengawas di Badan Kepegawaian Negara (BKN). Dengan hasil penelitian: perencanaan karir pegawai pada manajemen karir di BKN belum ada keselarasan, perencanan karir pegawai tidak terarah dan tidak memiliki tujuan karir yang jelas karena manajemen karir di BKN tidak menetapkan jalur karir pegawai sesuai dengan kualifikasi dan kompetensi. Manajemen karir di BKN belum menyusun pola karir pegawai sesuai dengan potensi yang dimiliki pegawai dan kebutuhan organisasi. Kesimpulan: Perencanaan dan pengembangan karir pegawai pada pengisian formasi jabatan pengawas di BKN belum sesuai antara perencanaan karir individu dengan perencanaan karir organisasi, pegawai tidak merencanakan karirnya tetapi hanya mengikuti kesempatan yang ada sehingga perencanaan organisasi untuk pengisian formasi jabatan pengawas tidak terpenuhi.

---

This analysis focus on career planning and development to compliance the formation of Supervisor position at National Civil Service Agency(BKN) with the results of research that between a career planning with a career management in BKN has been no alignment, career planning of the employee is unfocused and do not have a clear career goals for management BKN career does not define a career path of the employees with appropriate qualifications and competence. BKN career management in employee career patterns have yet to develop in accordance with its potential employees and the needs of the organization. Conclusion: career planning and development of the employees to compliance the formations of supervisor position in BKN not fit between career planning of individuals with career planning organization, employees are not planning they career but simply follow the opportunities that exist so that the planning organization for compliance the formation of supervisor position not fullfil yet."

"Pemuda merupakan komponen penting bagi Indonesia saat memasuki fase bonus demografi. Menurut Ngurah (2013), peran pemuda adalah untuk mempersiapkan kepemimpinan masa depan. Kepemimpinan sangat erat kaitannya dengan sebuah organisasi atau komunitas. Pada tahun 2015, di Kota Bandung berdiri sebuah komunitas yang fokus pada pembinaan pemuda yakni Komunitas Gerakan Pemuda Hijrah atau Komunitas Shift yang didirikan oleh Tengku Hanan Attaki. Penelitian ini bertujuan menganalisa perkembangan seperti apa yang terjadi pada Komunitas Shift dan juga Gaya Kepemimpinan seperti apa yang diterapkan oleh Tengku Hanan Attaki di Komunitas Shift  ini. Thoha (2001) berpendapat bahwa istilah gaya kepemimpinan adalah cara yang dipergunakan oleh seorang pimpinan dalam mempengaruhi para pengikutnya. Penelitian menggunakan metode kualitatif pendekatan studi kasus dengan menggunakan teknik wawancara, observasi dan dokumentasi. Hasil analisa, penulis menyimpulkan bahwa saat ini Komunitas Shift mengalami perkembangan yang baik dalam waktu yang tidak terlalu lama sejak didirikan. Terlihat dari jumlah program kerja yang cukup banyak dan terlaksana dengan baik yang selalu mampu menarik jumlah peserta yang hadir di setiap program yang mereka adakan serta dinilai dari jumlah pengikut di sosial media khususnya Instagram dan Youtube. Faktor kepemimpinan Tengku Hanan Attaki sangat berpengaruh dalam hal ini.  Tengku Hanan Attaki telah menjalankan Gaya Direktif, Gaya Partisipatif dan Gaya Orientasi Prestasi menurut Teori House serta Gaya Konsultasi menurut Teori Hersey dan Blanchard. Kepemimpinan Tengku Hanan Attaki juga telah menjalankan beberapa prinsip dalam empat dimensi kepemimpinan transformasional menurut Teori Bernard Bass.

---

Youth is an important component for Indonesia when entering the bonus demographic phase. According to Ngurah (2013), the role of youth is to prepare for future leadership. Leadership is very closely related to an organization or community. In 2015, in Bandung City stood a community that focused on youth development namely the Hijrah Youth Movement Community or Shift Community founded by Tengku Hanan Attaki. This study aims to analyze developments such as what happened to the Shift Community as well as the Leadership Style as applied by Tengku Hanan Attaki in this Shift Community. Thoha (2001) argues that the term leadership style is a method used by a leader in influencing his followers. The study used a qualitative method of case study approach using interview, observation and documentation techniques. The results of the analysis, the authors conclude that the Shift Community is currently experiencing good development in short time since it was founded. It can be seen from the number of work programs that are quite numerous and well implemented which are always able to attract the number of participants participated in each program they hold and are judged by the number of followers on social media especially Instagram and Youtube. The leadership factor of Tengku Hanan Attaki was very influential in this matter. Tengku Hanan Attaki has carried out the Directive Style, Participatory Style and Achievement Orientation Style according to House Theory and Consultation Style according to Hersey and Blanchard Theory. Tengku Hanan Attaki's leadership has also carried out several principles in the four dimensions of transformational leadership according to Bernard Bass's Theory."

"Tesis ini membahas tentang perumusan kompetensi kepemimpinan pemuda dan rancangan pelatihan kepemimpinan pemuda. Pendekatan penelitian ini menggunakan metode kualitatif yang mengidentifikasi kunci yang diharapkan stakeholder pada kepemimpinan pemuda dengan menggunakan alat Glasgow Leadership Competencies Framework. Rancangan kepemimpinan pemuda dirumuskan menggunakan konsep pelatihan berbasis kompetansi yang bertujuan memenuhi kompetensi pemuda yang dihasilkan dari penelitian. Data dikumpulkan menggunakan instrumen wawancara dan instrumentasi.

---

This study examined the formulation of youth leadership competency and the design of youth leadership training. The approach involved qualitative research methods whereby the competencies identified and explored. Glasgow Leadership Competencies Framework used as the conceptual basis of analysis. Youth leadership training design reviewed as a Competency Based Training/CBT, the way ini which to mediate the youth competencies. Data are gathered using in depth interview and documentation instruments."

"Program revitalisasi gerokan Pramuka yang telah digulirkan sejak 2006, belum mampu memberikan perubahan yang signifikan dalam gerakan Pramuka itu sendiri pada kenyataannya di lapangan. Hal ini dapat dilihat dari masih kurangnya minat para pemuda dan pellljar di Indonesia untuk aktif dalam kegiatan kepramukaan, walaupun secara tertulis jumlab anggota Pramuka adalah 16.374.299 orang. Fokus penelitian ini adalah posisi gerakan Pramuka di dalam benak stakeholders, dan strategi untuk mereposisi gerakan Pramuka sebagai wadah pengembangan kepemimpioan pemuda. Berdasarka penelitian melalui pendekatan kualitatif dengan menggunakan teori Kriteria Positioning dan Alasan Reposisi oleh Hermawan Kertajaya (2004), diperoleh kesimpulan bahwa stakeholders memposisikan Gerakan Pramuka hanya sebagai kegiatan ekstrakurikuler di sekolah ataupun di perguruan tinggi dan mereka meni!ai tidak ada kepentiogan bagi mereka untuk berpartisipasi aktif didalamnya. Gerakan Pramuka perlu melakukan reposisi dengau strategi PNU3P (!. Pasar. Perluas target pasar sarnpai pra siaga, fokus pasar Penegak dan Pandega pada basis pembioaan di masyarakat, 2. Nilai. Tarnbabkau nilai-nilai modernisme, 3. Unggul. Tunjukkan keunggulan dengan membuat tagline, 4. Unik. Tunjukkan keunikan, 5. Ubah. Lakukan perubahan pada atribut dan buat positioning statement yang menarik6. Promosi. Lakukan promosi melalui keJja sama dengan berbagai pihak).

---

The scout revitalization program which has been done since 2006in realityhas not yet given a significant change for the scout movement itself. This fact can be seen from the declining of interest of the youth and students in Indonesia to actively take a part in the scout activities; yet, it is claimed that there are 16. 374.299 members of Indonesia scout The focus of this research is the position of scout in stakeholders' perspective, and the strategy to reposition the scout movement as a media of youth leadership development Based on the research conducted in qualitative approach by using Positioning Criteria and Reposition Reasons Theory by Hem1awan Kertajaya (2004).

It is concluded that the stakeholders position scout movement only as an extracurricular activity at school or university, and they think that there is no importance for them to be actively involved in it The scout movement needs to do a reposition by applying PNU3P strategy (I. Pasar- Market; Enlarge the market target up to pre- 'siaga'' focus on "penegak" and "pandega" in educational base within society; 2. Nilai -Value; add the modernism ·values; 3. Unggul- Strong, show the streng by making a tagline; 4. Unik - Unique, demonstrate the uniqueness; 5. Ubah - Change, make changes on the attributes and create an interesting positioning statement; 6. Promosi - Promotion. do promotion through cooperation with other stakeholders). "