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"Managers of multinational organizations are struggling to win the strategic competition for the hearts and minds of external stakeholders. These stakeholders differ fundamentally in their worldview, their understanding of the market economy and their aspirations and fears for the future. Their collective opinions of managers and corporations will shape the competitive landscape of the global economy and have serious consequences for businesses that fail to meet their expectations. This book argues that the strategic management of relationships with external stakeholders i.e. Corporate Diplomacy, is not just canny PR, but creates real and lasting business value. Using a mix of examples, practically relevant tools and considered perspectives, the book hones in on a fundamental challenge that managers of multinational corporations face as they strive to compete in the 21st century. As falling communication costs shrink the distance between external stakeholders, shareholder value is increasingly created and protected through a strategic integration of the external-stakeholder-facing functions. These include government affairs, stakeholder relations, sustainability, enterprise risk management, community relations and corporate communications. Through such integration, the place where business, politics and society intersect need not be a source of nasty surprises or unexpected expenses. Most of the firms profiled in the book are now at the frontier of corporate diplomacy but they did not start there. Initially, they experienced delays or disruptions to their operations, higher costs, angry customers, or thwarted attempts at expansion. Eventually, the managers of these companies developed smarter strategies for stakeholder engagement. They became corporate diplomats. This book draws on their experiences to take the reader to the forefront of stakeholder engagement and to highlight the six elements of Corporate Diplomacy."

"Summary:This book provides a complete treatment of the theory of repeated games and reputations, beginning with the elementary concepts required to work with repeated games and coninuing to research frontier. Detailed theoretical arguments are complemented by copious exmaples and economic applications of the theory"

"ABSTRAKDue to build a competitive market of airline industry, the government loose theirtight control in giving license to new companies entering into aviation business. Sincethe government has opened new regulation on open-air market, new airlines companiesare mushrooming. This emerging of new airlines companies will definitely increasecompetition between old players and the new ones. New Airlines Company seems to be of highly efficient and effective, in runningtheir business. Moreover, they operate a slim organizational structure, and dare toimplement brave marketing strategy such as selling ticket fare under standard price. Oldplayers with bureaucratic structure of organization will be wobbly in entering the battle ofcompetition. To be surviving, old state-owned company should maintain its reputation inthe public opinion. This study has the aim in order to analyze the stakeholders? opinion on MerpatiNusantara Airlines corporate reputations, besides to propose the role of corporate PublicRelations in building good reputations at Merpati Nusantara Airlines. Corporate Reputations is the reflection of an organization over time, as seenthrough the eyes of its stakeholders. Image factors will express that a company isuniquely developed with positive traits such as innovative, honesty, and competentmanagement. Public Relations is a division which has a duty to maintain a goodreputation in public opinion. To get the public opinion about Merpati Nusantara current reputation, here thepresent writer makes a research about public opinion through media analysis. Thecompany gave her all news being published during the year of 2000-2001, and thepresent writer tries to make an analysis about the Public Relations role in building thereputation in Merpati Nusantara Airlines. Merpati Nusantara Airlines is famous to its inability to provide good services tothe passengers. Such a poor service in ticket handling by the front liners, especially inEast Indonesia the place where actually Merpati Nusantara has influential brandawareness. Furthermore, the company delivers the greatest routes in lndonesia Thecompany?s greatest segment is business to communication business, with short haulbusiness characteristics, and about 62% passengers are the civil servant and officialemployees. The present writer makes several interviews to middle managements to see theinternal relations between divisions. The aim is to propose the role of Public Relations atMerpati Nusantara Airlines. In those previous conversations, complaints occur from themarketing division. As a market leader in new invention of preflight services like call andfly, mir@ (buying ticket from the internet) these products do not reach the target market.Hence financial distress caused these new services cannot be advertised regularly.Human Resources of division emphasized about unsatisfied employee, strategic planningdivision pointed out about employee lack awareness of planning program and the PublicRelations Division which on the perspective of the present writer has not played theimportant role in building good reputation, especially in building good communicationwith media which is an implementation of both external and media relations. This thesis will show the importance of integrated marketing in inter divisions?context. To realize it, the Public Relations Division has to play a good mie by gettinginvolved in every division. The aim is to get a better understanding about everythinghappened in the company consequently the Public Relations Officers are able to use itreal function which is a gate keeper between internal and external stakeholders. ThePublic Relations Officer can use the tools of values driven process, as a guide toImplementation. The other important thing is that the Public Relations Officer should also bealways aware of current public opinion about company?s reputation. The present writerdoes a simple research about company?s news in the media. The media analyses toolsanalyze the result, from the research it is seen that there is duration of length betweenonce the complaint was published and the time of answering it. Nevertheless the mostsignificant thing here is not only answering complaints but also integrated with HumanResources Divisions in handling disobedient employees."

"Pembahasan karya akhir ini khususnya berfokus kepada mismanaged crisis (krisis diluar kendali) dan reputation assaults (serangan terhadap reputasi) yang dihadapi oleh Newmont Minahasa Raya (NMR) dari sudut pandang external stakeholder. NMR cukup dibuat terkejut, dan tampak tidak siap karena di ?serang? bertubi-tubi dengan tudingan-tudingan yang dilakukan oleh para kelompok aktivis dari organisasi nirlaba (Non-Government Organizaiton). Hal-hal kontroversial seperti ini menarik perhatiau media massa baik nasional maupun internasional, dan mereka memuat berita negatif secara besar-besaran yang menyudutkan NMR, hal ini merupakan serangan terhadap reputasi NMR.NMR dituduh telah mencemari lingkungan dan menygbabkan tenjadinya isu menyangkut gangguan kesehatan terhadap penduduk di komunitas lokal serta hilangnya penghasilan dari para nelayan yang selama ini mendapat penghasilan dari penangkapan ikan dari perairan di teluk Buyat, Minahasa, Sulawesi Utara. Walau dikenakan denda sebesar US$700 juta karena telah mencemarkan air, merusak lingkungan dan ekosistem, Serta memberi dampak buruk terhadap kesehatan penduduk lokal, NMR terus membantah tuduhan-tuduhan yang ditujukan kepadanya.Hingga saat ini, NMR secara konsisten mengkomunikasikan bantahan-bantahan bahwa mereka tidak melanggar peraturan termasuk pencemaran terhadap perairan di teluk Buyat. Perjanjian kesepakatan (goodwill agreement dalam bentuk pembayaran ?diluar sidang? sebesar US$30 juta, menurut NMR bukan merupakan pengakuan NMR bersalah, hal ini dipertegas lagi oleh manajemen Newmont saat NMR menyatakan kesediaanya membayar good will agreement di media. Nada yang dikomunikasikan media terhadap NMR bernada negatif, dan oleh para external stakeholder lontaran jawaban dari NMR dinilai arogan, kurang peduli dan tidak sensitif.Tujuan karya akhir ini adalah untuk lebih memahami, mendalami serta mencari tahu apa penyebab terjadinya krisis yang tidak terkendali (mismanaged crisis) ini, apakah NMR memiliki sistem kendali dan mengembangkan strategi penanganan manajemen krisis untuk kedepannya. Untuk mendapat konifirmasi tentang studi ini, penulis merasa perlu untuk mengumpulkan data dan opini publik terhadap NMR, reputasinya dan citranya setelah krisis berlangsung. Pengumpulan data didukung dengan riset secondary dan qualitative. Metoda untuk riset qualitative, penulis memilih in-depth interview.Dalam menganalisa subjek ?krisis yang tidak terkendali dan serangan-serangan terhadap reputasi organisasi' (mismanaged crisis and assaults on an organization 's reputation?) dari perspektif stakeholder diluar organisasi, penulis melakukan eksplorasi dengan memakai berbagai model krisis dan mengambilnya dari sumber-sumber seperti dari: Argenti (1994), Campbell (1999), Lerbinger (1997), Caponigro (2000), dan etika bisnis dari de George (1982), model reputasi dari Fombrun (1996), kekuatan media dari Adiprigandari Adiwoso (2005), dan hubungan masyarakat dari Baskin et al (1992).Hasil dari riset lapangan mengkonfirmasikan bahwa NMR telah mendapatkan berbagai macam julukan dari ?The Big Ugly American Corporation' yang memiliki kekuatan ibarat ?Goliath ', perusahaan yang kurang peka terhadap peringatan-peringatan dalam bentuk isu-isu yang meningkat menjadi musibah atau malapetaka buat NMR. Hasil in-depth interview mengkonfirmasikan adanya isu-isu dimana NMR tidak mematuhi etika bisnis terutama diseputar lokasi dimana mereka beroperasi.Sudah merupakan hal yang wajar dimana semua organisasi dituntut untuk turut berperan serta dalam rnembangun dan mengembangkan standard hidup masyarakat lokal dimana mereka beroperasi, oleh karena iiu studi karya akhir ini tidak membicarakan isu ini, NMR memang seharusnya komit dengan Corporate Social Responsibility/CSR (Tanggung Jawab Sosial Korporasi). Satu hal yang perlu diperhatikan oleh NMR, bahwa selayaknya semua kegiatan CSR untuk disosialisasikan kesemua stakeholder NMR, terdiri dari: komunitas lokal, para activist, lembaga swadaya masyarakat/LSM (NGOs), media massa, pemerintah, shareholder dan masyarakat umum, guna untuk membuktikan bahwa NMR secara konsisten komit dalam kegiatan-kegiatan CSR, yang manfaatnya diperuntukan untuk masyarakat lokal.Dengan telah ternodanya reputasi dan terlukanya citra NMR, dimana pemulihan akan memakan waktu bertahun-tahun, saat untuk memulai pemulihan nama baik dan Iuka citra ini harus dimulai saat ini juga Yaitu memulainya dengan keterbukaan manajemen, lebih transparan, tidak ?bersembunyi? dibalik pemerintah yang mana selarna ini kesannya pemerintah telah di ?sogok? oleh NMR, guna untuk mendapatkan kelancaran berjalannya operasi perusahaan terutama di masa permerintahan yang lalu. Dengan telah berubahnya jarnan dan lingkungan bisnis, saatnya buat NMR untuk mengikuti perubahan-perubahan dan perkembangan yang berjalan selama ini.Untuk tidak diam bungkam, karena diam bungkam bukan lagi emas atau 'silent is not anymore golden ', justru diam bungkam itu mernbahayakan. Dengan tidak adanya keterbukaan, media massa dan para activis akan selalu curiga terhadap gerak gerik NMR. Dengan tidak atau kurangnya berkomunikasi kepada para stakeholder, atau dengan mengabaikan lontaran-lontaran atau protes-protes yang bernada negatif dari media dan activist mengenai perbuatan NMR, NMR dengan penuh resiko mempertarungkan diri bahwa mereka dengan mudah dapat diekspos dengan berita-berita negatif, perlakuan NMR yang ?telah? mencemari kesehatan dan Iingkungan. Tulisan-tulisan yang menyerang reputasi dan citra NMR di media massa dengan sendirinya membentuk cerita tersendiri. Inforrnasi-informasi yang diberitakan oleh media rnassa merupakan sumber-sumber yang justru membentuk opini dibenak para srakeholder NMR. Salah satu cara untuk mengurangi terjadinya negative media coverage adalah keterbukaan dalam berkomunikasi, dengan menciptakan komunikasi dua arah. Tidak ada salahnya untuk NMR berkomunikasi langsung dengan stakeholder yang paling kena dampaknya langsung, dengan melakukan dialog dialog. Tidak ada salahnya untuk lebih menampilkan atau menonjolkan manajmen NMR di khalayak umum, untuk membuktikan bahwa NMR terdiri dari orang-orang yang bertanggung jawab, dan NMR yang bertanggung jawab sebagai good corporore citizen.Pelajaran yang dapat dipetik dari krisis teluk Buyat ini untuk kedepannya, supaya NMR dapat mendeteksi tanda-tanda akan adanya isu-isu ditahap awal, dan untuk tidak membiarkan isu-isu berkembang menjadi krisis. Untuk NMR supaya lebih paham bahwa masyarakatpun mengalami perubahan-perubahan, dimana secara demokratis mereka dapat menyuarakan Serta mengekspresikan isi suara hati mereka, terutama jika menyangkut kesejahteraan masyarakat. Untuk supaya NMR lebih mengerti bahwa setiap stakeholder mempunyai agenda masing-masing. Oleh karena itu selain re-active, NMR dituntut untuk lebih pro-active, selalu dalam keadaan siap. Untuk rnenghadapi krisis, diperlu perencanaan yang matang, oleh karena itu 'expect the unexpected!

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This study focuses on mismanaged crisis and reputation assaults on Newmont Minahasa Raya (NMR) from the perspective of external stakeholders. Taken by surprise, NMR seemed unprepared when attacked by protests made by groups of activists / non-governmental organizations (NGOs). The controversy attracted key national and international media who gave NMR major headline news, with negative publicity, which assaulted NMR?s reputation.

NMR had been alleged to have polluted the environment that caused serious health issues to the local villagers and significant losses of income for the fishermen who used to make a living from fishing around the Buyat Bay waters, in Minahasa, north of Sulawesi. Although charged with an amount of US$700 million for polluting the water, destructing the ecosystem, impacting on economic and health to local residents, NMR was adamant and denied the charges.

Until to-date, how NMR communicated through the media, they consistently denied that they had done any misdeeds in Buyat Bay. The goodwill agreement of a US$30 million, as an ?out-of court? settlement was in no way NMR?s submission of guilt, this was clearly emphasized by Newmont?s top management in the media recently. The communication tone in the media on NMR issue was negative, while NMR?s response was perceived to be arrogant, uncaring and aloof.

The paper intends to explore in-depth to find out the root of causes of the ?mismanaged? crisis, whether NMR had control system in place and subsequently to develop crisis management strategy, on how the company can take control over crisis in the future. In order to reinforce the findings of the study, it is necessary for the author to gather data and public opinion on NMR, its reputation and image post crisis. Tools to be used are the use of a secondary research and qualitative research, using in-depth interviews as a method.

On analyzing the subject of ?mismanaged crisis and assaults on an organization 's reputation? from the perspective of outside stakeholders, the author explores on various relevant crisis models drawing sources such as Argenti (1994), Campbell (1999), Lerbinger (1997), Caponigro (2000), business ethics from de George (1982), reputation model from Fombrum (1996), the power of media from Adiprigandari Adiwoso (2005), and public relations from Baskin et al (1992).

The field research of this study confirms that NMR had been given a number of ?nick-names? from the Big Ugly American Corporation, with its power resembling Goliath, an organization who stonewalled towards early warning issues which then escalated into a catastrophe. The in-depth interviews confirm issues that NMR did have ethical issues in business in place in where they operate.

All organizations now are expected to take part in the community development, therefore it is not necessary for the study to discuss about this issue, NMR is obliged to commit to Corporate Social Responsibility. The only thing they must bear in mind is that they ought to communicate and prove it to their stakeholders (all of them), ranging from: the community, the activists, non-governmental organizations, the media, the government, shareholders and public at large, that NMR does have CSR and consistently commit to the programs, which will be of benefit to the most affected constituents, i.e. the local community.

Having their reputation damaged and image hurt, although it would take NMR years to repair the damage, the time must start from now to start repairing it. That is by starting to perform openly, transparently, by not hiding behind the ?governments? with whom NMR might have ?bribed? for smooth operation in the past. The era and the business environment have changed, it is time for NMR to keep track of these changes and go along with the changes.

Rather than to remain silent, when silent is not anymore ?golden?, but now is ?deadly?, media or activists suspect that NMR is up to something suspicious. By not communicating to these stakeholders, NMR is putting themselves at risk in getting explosive and extensive negative media coverage concerning health or environment destructions. The explosive media coverage has its own life, NMR?s stakeholders will form their own opinions about what they perceive NMR, such as its performance within the community. One of the ways in reducing negative media coverage is for NMR to be more open for communications, for example, to have a two-way communication. There is nothing wrong with communicating directly by forming a dialogue with the affected constituents. There is nothing wrong with increasing the visibility of NMR strong top management and make them accountable.

In conclusion, NMR must learn from the Buyat Bay crisis, to detect early signs of issues by not letting issues converted into crisis. Understand that societies are changing, with citizens speaking-up and expressing their deep-felt concerns when there is an issue about the community. Understand that every stakeholder has their own agendas. In which case, NMR ought to be proactive and reactive at the same time. NMR to be prepared, to plan for a crisis, to expect the unexpected !"

"ABSTRAK

Penelitian ini bertujuan untuk menganalisis kekuatan stakeholder dan karakteristik perusahaan terhadap pengungkapan sosial dan lingkungan lewat penilaian menggunakan GRI G3.1 Guidelines pada perusahaan yang terdaftar di indeks SRI-KEHATI yang dirilis oleh Bursa Efek Indonesia tahun 2009 s/d tahun 2012. Terdapat 44 observasi (11 perusahaan sampel per tahun) yang digunakan dalam penelitian ini yang berdasarkan metode purposive sampling. Hasil uji statistik dengan metode Fixed Effect menunjukan bahwa kepemilikan pemegang saham mayoritas, ukuran perusahaan, dan profitabilitas perusahaan memiliki pengaruh positif terhadap GRI G3.1 Guidelines Scoring. Komponen lainnya, yakni kepemilikan pemerintah, kekuatan kreditur, reputasi auditor, dan jenis industri tidak memiliki pengaruh signifikan terhadap pengungkapan sosial dan lingkungan.

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ABSTRACT

The objective of this study is to analyze the impact of stakeholders power and corporate characteristic towards social and environmental disclosure by scoring method using GRI G3.1 Guidelines of firms listed in SRI-KEHATI index released by Indonesia Stock Exchange from 2009 to 2012. There are 44 observations (11 sample companies per year) used in this study based on purposive sampling method. Statistical test, based on Fixed Effect method, shows that shareholders power, firm size, and profitability are positively related to GRI G3.1 Guidelines Scoring. Other components such as government power, creditor power, audit quality, and industry type have no significant effect on social and environmental disclosure.

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"Selama bertahun-tahun, pelanggan fesyen lebih memperhatikan keberlanjutan sebagai bagian dari CSR (Corporate Social Responsibility) perusahaan fesyen. Namun, keberhasilan upaya CSR ini tidak hanya bergantung pada perusahaan fesyen itu sendiri, tetapi juga pada pemangku kepentingan eksternal. Oleh karena itu, tinjauan literatur ini, yang mencakup 75 studi, akan berfokus pada bagaimana pelanggan, pemasok, dan pemerintah, memengaruhi upaya CSR berkelanjutan perusahaan fashion, baik secara individual maupun saling terkait. Dari temuan dari 3 individu pemangku kepentingan eksternal, dibuat kesimpulan tentang bagaimana mereka saling berhubungan. Tinjauan ini kemudian diakhiri dengan implikasi bagi manajer untuk mengatasi masalah tersebut.

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Over the years, fashion customers have put more attention on sustainability as part of fashion firms’ CSR (Corporate social responsibility). However, the success of this CSR effort does not rely solely on the fashion company itself, but also on the external stakeholders. Therefore, this review, which includes 75 studies, will focus on how customers, suppliers, and government, affect fashion companies’ sustainable CSR efforts, both individually and interconnectedly. From the individual findings of the 3 external stakeholders, conclusion about how they are interconnected is made. This review then ended with implications for managers to overcome these problems."

"ABSTRAKTujuan penelitian ini adalah untuk menilai apakah iklan yang digunakan untuk membangunkembali reputasi perusahaan setelah mengalami krisis apakah sudah memenuhi prinsip danunsur storytelling dengan baik. Konsep yang dipakai adalah rasionalitas naratif dari WalterFisher dan unsur storytelling dari Ffion Lindsay. Rasionalitas naratif terdiri dari dua prinsiyaitu koherensi (coherence) dan keterapan (fidelity). Sedangkan unsur storytelling terdiri daritujuh poin yakni emosi (emotion), alur (plot), struktur (structure), suara (voice), hero, villain,dan konflik (conflict). Metode penelitian yang digunakan yaitu riset evaluasi. Iklan yangdievaluasi yakni iklan Blue Bird Berbenah untuk Berubah milik PT. Blue Bird Tbk. Hasilpenelitian memperlihatkan secara keseluruhan iklan Blue Bird Berbenah untuk Berubahtelah memenuhi prinsip dan unsur storytelling dengan baik.

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ABSTRACTThe purpose of this study is to assess whether the advertisement used to rebuild the company sreputation after experiencing a crisis has met the principles and elements of storytelling well.The concept used is narrative rationality from Walter Fisher and storytelling elements fromFfion Lindsay. Narrative rationality consists of two principles, namely coherence and fidelity.While the storytelling element consists of seven points namely emotion, plot, structure, sound,hero, villain, and conflict. The research method used is evaluation research. The evaluated adis the advertisement called Blue Bird Berbenah untuk Berubah owned by PT. Blue Bird Tbk.The results showed that overall the advertisement Blue Bird Berbenah untuk Berubah hadmet the principles and elements of storytelling well."

"Penelitian ini menggunakan metode studi kasus untuk menganalisis Integrasi Strategi Implementasi Corporate Social Responsibility dengan Perencanaan Strategis Perum LPPNPI yang merupakan perusahaan yang bergerak di bidang pelayanan navigasi penerbangan. Penelitian ini melakukan penyusunan program-program CSR tahun 2016 sampai dengan 2017 yang diintegrasikan dengan standar Global Reporting Initiative GRI dan hubungan program-program tersebut yang diukur melalui Key Performance Indicators. Data primer dalam penelitian ini bersumber dari hasil wawancara dengan key informant Perum LPPNPI. Key informant untuk proses wawancara adalah para pejabat yang berdasarkan dokumen internal perusahaan memiliki tanggung jawab dan kapabilitas sesuai dengan pertanyaan. Sedangkan data sekunder dalam penelitian ini bersumber dari Laporan Tahunan, RKAP, Dokumen Internal Perusahaan dan literatur lain sebagai penunjang. Hasil dari penelitian ini memperlihatkan bahwa program-program terkait CSR yang dilakukan oleh Perum LPPNPI sebagian besar sesuai dengan standar GRI dan memiliki hubungan dengan KPI Perum LPPNPI.

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This study was a case study to analyze Integration of Corporate Social Responsibility Implementation Strategic with Perum LPPNPIs Strategic Plan which a company in air navigation service industry. This study created CSR programs in 2016 to 2017 which was integrated with Global Reporting Initiative GRI standards and the relation of those standards which was measured with Key Performance Indicators. Primary data collected through interview with Perum LPPNPIs key informant.

Key informant in interview process was functionaries who have responsibilities and capabilities to the question. Secondary data obtained from Annual Report, RKAP, Perum LPPNIs Internal Document and other literatures. This study showed Perum LPPNPIs CSR programs had accomplished most of GRI standards and have a relation with Perum LPPNPIs KPI."

"Pada masa pemulihan ekonomi saat ini karyawan dituntut untuk dapat memberikan kontribusi lebih baik yang pada akhirnya meningkatnya distress kerja pada karyawan. Banyak faktor yang dapat memicu terjadinya distress kerja pada seorang pekerja salah satunya adalah faktor psikososial.  PT. X melakukan survey pada setiap direktorat untuk mengetahui tingkat motivasi karyawan dan peningkatan distress kerja karyawan. Hasil survey terebut menunjukkan direktorat Corporate & External Affairs memiliki motivasi kerja paling rendah yang didukung dengan adanya aspirasi terkait meningkatnya distress kerja. Tujuan penelitian ini adalah untuk menganalisis hubungan faktor risiko distres kerja terhadap tingkat distres kerja pada karyawan di direktorat Corporate & External Affairs di PT X.  Metode penelitian taitu deskriptif kuantitatif, desain studi cross-sectional, dengan jumlah total populasi 40 orang.  Terdapat 7.5% karyawan tidak mengalami distress kerja, 47.5% distress kerja rendah, 42.5% distress kerja sedang, dan 2.5% distress kerja tinggi.  Faktor risiko distress kerja yang berhubungan yaitu beban kerja dan kecepatan kerja, pengendalian, pengembangan karir, hubungan antara pekerjaan dan rumah, tuntutan psikologis, dan perundungan dan kekerasan. PT. X sebaiknya melakukan risk assessment yang komprehensif dan menindak lanjuti hasil survey pada Direktorat & Corporate & External Affairs di PT. X serta membuat media pengawasan untuk mendeteksi terjadinya perundungan dan kekerasan khususnya dalam bentuk verbal seperti kritik yang tidak adil.

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During the current economic recovery, employees are required to give better contribution, which can increase work distress of employees. Many factors can trigger work distress, one of which is psychosocial factors. PT. X conducted a survey to determine the level of employee motivation and work distress. The survey results show that the Directorate of Corporate & External Affairs has the lowest work motivation supported by aspirations related to increased work distress. The purpose of this study was to analyze the relationship between risk factors for work distress and levels of work stress for employees at the Directorate of Corporate & External Affairs at PT X. The research method is quantitative descriptive, the study design is cross-sectional, sample from total population of 40 people. There are 7.5% employees are categorized as no work distress, 47.5% low distress, 42.5% middle distress and 2.5% high distress.  The risk factors that have association with work distress are workload and pace of work, control, career development, the relationship between work and home, psychological demands, and bullying and violence. PT. X should conduct a comprehensive risk assessment and follow up on survey results and create a program to identify bullying and violence, especially in verbal forms such as unfair criticism."

"Penelitian ini bertujuan untuk menganalisis pengaruh mekanisme corporate governance yang diproksi dengan persentase kepemilikan saham terbesar, ukuran dewan komisaris, dan efektivitas komite audit terhadap pemilihan auditor eksternal pada perusahaan non jasa keuangan yang terdaftar di Bursa Efek Indonesia. Penelitian ini menggunakan klasifikasi auditor Top 10 dan non Top 10 sebagai proksi dari kualitas audit yang akan dipilih perusahaan. Penelitian menggunakan 434 observasi selama periode 2009-2010. Hasil penelitian menunjukkan adanya pengaruh positif signifikan antara persentase kepemilikan saham terbesar, ukuran dewan komisaris, dan efektivitas komite audit terhadap pemilihan auditor eksternal oleh perusahaan.

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This study aimed to analyze the impact of corporate governance mechanism, proxied by largest shareholder, board size, and audit committee's effectiveness on external auditor choice in non financial service companies listed on the Indonesia Stock Exchange. This study used Top 10 and non Top 10 auditor classification as a proxy of audit quality that will be chosen by the company. This study used 434 observations over the period 2009-2010. The results showed that there are significant positive effects of largest shareholder, board size, and audit committee's effectiveness on external auditor choice by the company."