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"Sebagai perusahaan yang bergerak dalam industri yang sangat kompetitif dan penuh inovasi berkelanjutan, PT. ULI telah menerapkan budaya keragaman dan pelibatan ke dalam agenda organisasinya dengan tujuan memperoleh manfaat-manfaat yang telah dikonfirmasi oleh berbagai penelitian, seperti akses yang lebih luas terhadap pasar dan kekayaan ide dalam proses pengambilan keputusan dan inovasi. Untuk mendukung penerapan budaya keragaman dan pelibatan dalam organisasi, penelitian ini mengkaji hubungan antara penerapan budaya keragaman dan pelibatan dengan tingkat kompetensi pelibatan yang dimiliki oleh karyawan level manajemen di PT. ULI. Dilakukan pengumpulan data mengunakan alat ukur Inclusion Skills Measurement Profile dari Turnbull, Greenwood, Tworoger, dan Golden (2010) untuk mengetahui tingkat kompetensi pelibatan karyawan dan alat ukur Organization Inclusion Indicator dari Pelled, Ledford dan Mohrman (1999) untuk mengetahui penerapan budaya keragaman dan pelibatan di PT. ULI. Ditemukan hubungan yang positif dan signifikan antara kompetensi pelibatan dan penerapan budaya keragaman dan pelibatan. Tiga dimensi dengan korelasi paling kuat adalah berinteraksi dengan perbedaan, menghargai perbedaan, dan menanamkan konsep pelibatan. Penelitian ini mengajukan intervensi berupa program pelatihan untuk meningkatkan kompetensi pelibatan karyawan level manajemen PT. ULI sehingga mereka dapat mendukung penerapan budaya keragaman dan pelibatan di organisasi.

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As a company that operates in a highly competitive industry with continuous innovation, PT. ULI has incorporate diversity and inclusion culture into its organization to achieve the advantages offered by its implementation such as wider access to market, richer ideas in decision making and innovation processes. To enable the company in successfully implementing the diversity and inclusion culture, the present research studied the correlation between the implementation of diversity and inclusion culture with inclusion skills level of management level employees of PT. ULI. Inclusion Skills Measurement Profile by Turnbull, Greenwood, Tworoger, and Golden (2010) was used to measure employees? current inclusion skills, while Organization Inclusion Indicator by Pelled, Ledford, and Mohrman (1999) was used to measure the implementation of diversity and inclusion culture in PT. ULI. Present research confirmed the positive and significant relationship between inclusion skills and its seven dimensions with the implementation of diversity and inclusion culture, with interacting with differences, respecting differences, and embedding inclusion as the three dimensions with the highest correlation. Inclusion skills training was proposed as an intervention program to improve employees? inclusion skills so that they would be able to support the implementation of diversity and inclusion culture in PT. ULI."

"Tesis ini membahas mengenai pengelolaan tenaga kerja penyandang disabilitas (Diversity Management) di PT. Trans Retail Indonesia. Dengan pendekatan kualitatif, pengumpulan data melalui studi literatur, wawancara dan observasi. Hasil penelitian ini menggambarkan pemahaman perusahaan mengenai tenaga kerja penyandang disabilitas, pelaksanaan pengadaan tenaga kerja, pengembangan, pemberian balas jasa dan pemeliharaan tenaga kerja. Faktor pendukung yang ditemukan yaitu kerjasama stakesholders, dukungan rekan kerja, pendampingan serta konseling kerja. Sedangkan faktor penghambatnya yaitu komunikasi, ketersediaan cabang, tenaga profesional dan produktivitas kerja karyawan penyandang disabilitas. Meskipun demikian, perusahaan dianggap telah memiliki modal yang cukup untuk menuju workplace inclusion yang terstruktur di kemudian hari.

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The focus of this study is the managing worker with disabilities as efforts to achieve workplace inclusion in PT. Trans Retail Indonesia. This research used a qualitative approach. While collecting data using literary studies, observation and in-depth interview. The result shows the knowledge level of company on worker with disabilities, the selection of employs, development of employs, the compensation and the maintain of employs. Several key factors such as stakesholders, associate support, mentoring and counseling. At the same time, the obstacles are profesional worker, communication, and productivity of disabled employs which lead to an attempt of firing. In spite of that, company has been known to have what it takes to develop organized workplace inclusion in the future."

"Globalization has influenced changes in many including the changing in a labor composition. This changing of labor composition can be seen in a variety of tribes and nations in a organization....."

"Organizations must learn to embrace and celebrate diversity as a business practice. But how do you ensure that your diversity programs met the demands of the global marketplace? This issue not only presents key demographic and workforce information, but gives you practical tips, techniques, and exercises that you can apply as you design the most appropriate diversity training program for your organization."

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Untuk mewujudkan lingkungan kerja yang setara dan inklusif bagi pegawai disabilitas, perusahaan-perusahaan di Indonesia mulai mengadopsi konsep diversity, equity, dan inclusion. Penelitian ini bertujuan untuk menganalisis bagaimana implementasi dan peran diversity, equity, dan inclusion pada pegawai disabilitas di PT X yang merupakan salah satu perusahaan consumer goods di Indonesia. Pendekatan yang dilakukan dalam penelitian ini adalah pendekatan kualitatif. Data pada penelitian ini dikumpulkan dari wawancara mendalam dengan beberapa narasumber yaitu pegawai disabilitas PT X, pegawai bukan disabilitas PT X, Staf DEI PT X, Staf Khusus Direktorat Bina Penempatan Tenaga Kerja Dalam Negeri, Komisioner Komisi Nasional Disabilitas, dan Perwakilan Perkumpulan Penyandang Disabilitas Indonesia. Hasil penelitian menunjukkan bahwa implementasi diversity di PT X sudah berjalan dengan baik, tetapi masih perlu perbaikan pada aspek equity dan inclusion.

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To achieve an equal and inclusive work environment for employees with disabilities, companies in Indonesia have begun to adopt the concepts of diversity, equity and inclusion. This research aims to find out how the implementation and role of diversity, equity, and inclusion in employees with disabilities at PT X, which is one of the consumer goods companies in Indonesia. The approach taken in this research is a qualitative approach. The data in this study were collected from interviews with disabled employees of PT X, non-disabled employees of PT X, DEI Staff of PT X, Special Staff of the Directorate of Domestic Labor Placement, Commissioners of the National Commission on Disability, and Representatives of the Indonesian Disabled Association. The results show that the implementation of diversity, equity, and inclusion at PT X has gone well, but there is still a need to increase initiatives in the aspects of equity and inclusion."

"Debates continue to multiply on the definition and rationale of Southeast Asia as a region and on the utility of the multidisciplinary field of area studies. However, we have now entered a post-colonialist, post-Orientalist, post-structuralist stage of reflection and re-orientation in the era of globalization, and a strong tendency on the part of insiders to pose these issues in terms of an insider-outsider dichotomy. On the one hand, the study of Southeast Asia for researchers from outside the region has become fragmented. This is for very obvious reasons: the strengthening and re-energizing of academic disciplines, the increasing popularity of other non-regional multidisciplinary studies, and the entry of globalization studies into our field of vision. On the other hand, how has the local Southeast Asian academy addressed these major issues of change in conceptualizing the region from an insider perspective? In filling in and giving substance to an outsider, primarily Euro-American- Australian-centric definition and vision of Southeast Asia, some local academics have recently been inclined to construct Southeast Asia in terms of the Association of Southeast Asian Nations (ASEAN): a nation-state-based, institutional definition of what a region comprises. Others continue to operate at a localized level exploring small-scale communities and territories, while a modest number focus on sub-regional issues (the Malay-Indonesian world or the Mekong sub-region are examples). However, further reflections suggest that the Euro-American-Australian hegemony is a thing of the past and the ground has shifted to a much greater emphasis on academic activity within the region. Southeast Asia-based academics are also finding it much more important to network within the region and to capture, understand, and analyze what Chinese, Japanese, and Korean scholars are saying about Southeast Asia, its present circumstances and trajectories, and their increasingly close involvement with the region within a greater Asia-Pacific rim. The paper argues that the insider-outsider dichotomy requires considerable qualification. It is a neat way of dramatizing the aftermath of colonialism and Orientalism and of reasserting local priorities, agendas, and interests. But there might be a way forward in resolving at least some of these apparently opposed positions with recourse to the concepts of culture and identity in order to address Southeast Asian diversities, movements, encounters, hybridization, and hierarchies."

"Diversity training has been attempting to go ""beyond race and gender"" for years--but a paralyzing fear of tougher issues and a lack of adequate training materials continue to bring the effort to a grinding halt. Finally, there's a resource to help overcome the fear, ease the discomfort, and fill a significant void in training literature. Training Tough Topics is the first book to tackle tough-to-teach, potentially divisive issues, including sexual harassment, transgenderism, the role of spirituality and religion in the workplace, sexual orientation, HIV/AIDS, disabilities, workplace violence, and multiculturalism. Thorough in coverage and written in an easily accessible style, this valuable guide gives trainers a positive, constructive approach to dealing with topics previously thought too tough to talk about. Filled with complete programs on each topic that include specific techniques, overhead masters, scripts, and exercises, Training Tough Topics contains everything needed to build all-inclusive diversity education programs--and create a more honest, open, and productive work environment."

"ABSTRAKEvaluasi program inklusi keuangan Laku Pandai dimaksudkan untuk mengetahui apakah program yang masih relatif baru diluncurkan oleh OJK pada bulan Maret 2015 ini dapat berjalan sebagaimana yang diharapkan, baik oleh pemerintah, bank pelaksana, maupun masyarakat pada umumnya. Penelitian mengambil subyek PT Bank Tabungan Pensiunan Nasional, Tbk BTPN sebagai sebagai salah satu lembaga keuangan pelaksananya. Metode penelitian yang digunakan adalah metode kualitatif, sedangkan sumber data/informasi didapat dari pihak manajemen bank, agen, dan nasabah Laku Pandai BTPN, serta dokumen lainnya yang relevan. Hasil penelitian menunjukkan bahwa Program Inklusi Keuangan secara nasional mendapat sambutan baik dari masyarakat ditandai dengan meningkatnya secara signifikan jumlah bank partisipan dan nasabahnya, meskipun belum diikuti dengan pemerataan sebaran agen/nasabah dan program pemberdayaan. Demikian pula yang terjadi di BTPN, pelaksanaan Laku Pandai berhasil dengan baik ditandai dengan jumlah nasabahnya yang besar dengan tren yang meningkat, meskipun terdapat hal-hal yang perlu diperbaiki dan dikembangkan. Melihat tingginya dukungan pemerintah, BI, OJK, dan sambutan yang baik dari bank pelaksana, agen dan nasabahnya, dapat diharapkan bahwa program inklusi keuangan Laku Pandai ini akan terus berkembang dan berlanjut di masa yang akan datang.

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ABSTRACTEvaluation of implementation of financial inclusion program Laku Pandai is intended to find out whether the newly launched program by OJK in March 2015 can run as expected, either by the government, the executing bank, or the public. The study took the subject of PT Bank Tabungan Pensiunan Nasional, Tbk BTPN as one of the executing financial institutions. The research method used is qualitative method, while the source of data information obtained from the management of bank, agents, and BTPN customers, as well as other relevant documents. The results indicate that the inclusion financial program has been welcomed by banks and the public, marked by the significant increase in the number of participating banks and their customers, although not yet followed by the of distribution of agents customers and empowerment programs. Similarly in BTPN, the implementation of Laku Pandai is well marked by large numbers of customers with an increasing trend, although there are things that need to be improved and developed. Given the high level of government, BI, OJK support, and good reception from executing banks, agents and its customers, it can be expected that this financial inclusion program will continue to grow and sustain in the future."

"International Perspectives on Equality, Diversity and Inclusion examines the complex nature of equality, diversity and inclusion in the world of work through interdisciplinary, comparative and critical perspectives. Authors are encouraged to provide cross-national and multi-dimensional insights through comparative analysis and to bring insights from across the disciplines of social sciences and humanities. The series elicits critical scholarship through its focus on structures of inequality in relations of power in exploring issues of EDI at work."

"Penelitian ini dilakukan untuk mengetahui hubungan antara persepsi karyawan terhadap dukungan organisasi dan kesiapan karyawan untuk berubah pada PT.A. PT. A merupakan perusahaan outsourcing penyedia jasa layanan keamanan yang sedang melakukan perubahan organisasi. Berdasarkan data awal yang diperoleh melalui wawancara, diketahui bahwa kesiapan untuk berubah pada karyawan PT A dalam menghadapi perubahan organisasi masih perlu ditingkatkan. Persepsi karyawan terhadap dukungan organisasi diduga berpengaruh terhadap kesiapan tersebut. Untuk mengetahui apakah dugaan tersebut benar, peneliti melakukan perhitungan statistik melalui uji regresi berganda.Hasil yang ada menunjukkan bahwa ketiga dimensi pada persepsi karyawan terhadap dukungan organisasi, yaitu fairness of treatment, supervisor support, dan organizational rewards and job condition secara bersama-sama berpengaruh terhadap kesiapan karyawan untuk berubah dalam menghadapi perubahan organisasi.Dari ketiga dimensi persepsi karyawan terhadap dukungan organisasi, variabel supervisor support merupakan dimensi yang memiliki sumbangan paling besar terhadap kesiapan karyawan untuk berubah. Oleh karena itu, intervensi yang dilakukan pada penelitian ini dirancang untuk meningkatkan persepsi karyawan terhadap dukungan atasan (supervisor support) yaitu berupa pelatihan dan pendampingan feedback pada atasan.Hasil perhitungan uji signifikansi perbedaan pre-test dan post-test menunjukkan bahwa intervensi yang diberikan mampu meningkatkan persepsi karyawan terhadap dukungan organisasi, namun belum mampu meningkatkan kesiapan karyawan dalam menghadapi perubahan organisasi.

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This study was conducted to find out relationship between employee?s perception of organizational support and readiness for change among employees in PT A. PT.A is an outsourcing company which provide security services and on doing some organizational changes. Based on initial data that were obtained from interviews, the researcher found that readiness for change of employees in PT A due to organizational change still need improvement. Employee?s perceived of organizational support are assumed to affect readiness for change. To know whether that presumption is correct or not, the researcher conducted a statistical calculation through multiple regression test.

The results showed that third dimentions of employee?s perceived of organizational support, such as fairness of treatment, supervisor support, dan organizational rewards and job condition jointly together affect the employees? readiness for change facing of organizational change.

Among the three dimentions of employee's perceived of organizational support, the employee's perception of supervisor support has the most influence and significant impact on the employees readiness for change facing of organizational change. Therefore, the intervention in this study was designed to increase employee perception of supervisor support that was feedback training and supervisory for supervisor.

The result of pre-test and post-test significance difference test indicated that the intervention given had been able to increase employee's perception of organizational support, but had not been able to increase employee?s readiness for change facing of organizational change."