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"Penelitian ini membahas mengenai Pelaksanaan Program Pembinaan Kemandirian Bimbingan kerja di Lembaga Pemasyarakatan kelas III Cikarang. Penelitian Ini menggunakan pendekatan Post-positivis, dengan teknik pengumpulan data kualitatif melalui wawancara mendalam untuk kebutuhan analisis sehingga membutuhkan pandangan dari para narasumber yang berkaitan dengan kebijakan pelaksana pembinaan kemandirian, melalui pertanyaan terbuka seputar masalah tersebut. Penelitian ini bertujuan menggambarkan pelaksanaan bimbingan kerja pada pembinaan kemandirian pada Lembaga Pemasyarakatan Kelas III Cikarang, mengingat bahwa masih banyaknya pengulangan kejahatan terhadap narapidana yang sudah bebas, untuk itu Lembaga Pemasyarakatan mengeluarkan program bimbingan kerja pada Pembinaan Kemandirian. Penelitian ini memperoleh hasil bahwa masih adanya masalah dalam pembinaan kemandirian di dalam Lembaga Pemasyarakatan Cikarang yaitu, kurangnya kualitas Sumberdaya, masih kurangnya peran pemerintah dalam mendukung program Bimbingan kerja guna memberdayakan wargabinaan, Kurangnya pemasaran dalam mengenalkan produk Lapas, sehingga harus menjadi perhatian agar nantinya program Bimbingan kerja di Lembaga Pemasyarakatan bisa lebih dioptimalkan lagi.

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This research program for small-scale farmers and talk about independence of guidance to labor in a penal institution class III cikarang. Post-positivis was used in the study, to technique the collection of qualitative data through interviews to the needs of analysis that calls for the views of of the implementing guidance on the policy of independence, open through questioning the looking for any trouble. This research discuss challenges guidance pembandengan independence in a correctional institution class III cikarang, as much repetition to convict who been free, for that a correctional institution give assistance programs work on guidance independence. This research get a problem still existed for developing independence in a correctional institution in cikarang namely, resources insufficient quality, there is a lack of role of government in support the program to empower recidivist guidance, a lack of marketing in introduce lapas products, so that should be paid attention to the program guidance to labor in a penal institution can be more optimized again."

"ABSTRAK Skripsi ini membahas mengenai Transmisi kebudayaan yang menciptakan karir kriminal kepada para jagal sapi Glonggong-an di Kampung Bakalan. Kampung Bakalan merupakkan sebuah lokasi yang unik karena hampir semua jagal sapi disana melakukan pengglonggong-an. Penelitian ini melihat apa yang terjadi di kampungBakalan merupakan sebuah bentuk transmisi budaya. Penelitian ini menggunakan pendekatan kualitatif, dengan metode pencarian data penelirian lapangan. Penelitian ini membahas bagaimana proses penggelonggongan itu terjadi mulai dari masa pembelajaran hingga masa pemberhentian. Penulis melihat fenomena peng-glonggong-an sapi terus ada karena adanya transmisi kebudayaan tersebut.

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ABSTRACT This mini-thesis studying about Cultural transmission that established Criminal Career for jagal sapiglonggongan in Kampong Bakalan Boyolali. Kampong Bakalan is an unique location because almost all butchers practicing penggelonggongan. This research studying this practice as a form of cultural transmission. Using qualitative approach and field research data collection. This research talksabou how thepenggolongan process started, learned, and stopped. Researcher sees this phenomenon always exist because cultural transmission."

"This article examines the relationship between career system and ability developmentof candidates for next generation business managers. Two research questionsare set, and they are as follows; 1) Are there abilities unique to business managersthose are irrelevant to any specific function and those are not expected byIntellectual Skills Theory? If they are, then their contents and development processshould be identified. 2) Do the candidates pursue their specialists' careers with wideranging careers or develop their generalists' one through multi-functional jobs experiencesamong which there is no complementarity, or both of the two exist? An interviewresearch on the relationship between the learning contents through the 22candidates' careers in a large electronic component company and opportunities tolearn is conducted for the purpose of finding the answers to the two research questions.The results are as follows; The 129 learning contents are found and almost twothirds of the contents are abilities irrelevant to a specific function such as managerialone in spite of their wide range careers within one or two functions. Identified managerialabilities are for coordinating with other departments, understanding situationsof entirety of their firm, judging based on their firm's strength and weakness, andbearing trust from other employees and networks within their firm. The process ofmastering management abilities identified in this research is analogical learning basedon comparison that is triggered by difference recognition to their work triggered bya personnel move. And this process is not expected by Intellectual Skills Theory.Then the concurrent learning hypothesis is proposed that recognition of differencetriggers by a personnel move encourages two types of learning. One of those iscause-effect learning that develops uncertainty processing ability unique to a specificjob which is supposed by Intellectual Skills Theory, and the other is analogical learningbased on comparison between the two jobs that a personnel move brings in thatis not relevant to any specific function."

"Sementara kuantitas partisipasi perempuan Indonesia pada sektor produktif terus meningkat, kualitas partisipasinya masih jauh dari cukup. Perempuan lebih banyak menempati posisi manajerial bawah, sedangkan angkanya terus berkurang seiring dengan kenaikan level manajerial. Hal ini mengakibatkan hanya terdapat sedikit perempuan di posisi manajerial atas jika dibandingkan dengan laki-laki. Fenomena ini kemudian dikenal sebagai Female Leadership Deficit. Penelitian ini bertujuan untuk mengeksplorasi fenomena Female Leadership Deficit di Indonesia. Penyebab dari sedikitnya pemimpin perempuan, faktor yang berkontribusi pada fenomena ini, serta bagaimana solusi untuk mengatasinya. Pendekatan pada Penelitian Kualitatif ini menggunakan metode Fenomenologi dengan mengumpulkan data melalui wawancara semi-structured dari 24 responden. Responden terdiri dari perempuan di posisi manajerial atas serta pihak SDM di Indonesia. Analisis data dilakukan dengan reduksi data lewat coding dan interpretasi peneliti. Hasil temuan pertama menunjukan penyebab terjadinya fenomena Female Leadership Deficit adalah karena terdapat sedikitnya tenaga kerja perempuan pada industri tertentu sebagai akibat dari stereotip gender pada industri/pekerjaan, stagnasi karier perempuan, dan keluarnya perempuan dari dunia kerja. Hasil temuan kedua adalah faktor yang berkontribusi pada fenomena ini terbagi menjadi faktor internal dari diri perempuan sendiri dan faktor eksternal dari lingkungan perusahaan dan masyarakat. Hasil temuan ketiga penelitian adalah solusi untuk mengatasi fenomena ini, diantaranya dengan perubahan mindset perempuan Indonesia, sosial budaya yang suportif dan mendorong partisipasi perempuan, dan lingkungan dan budaya perusahaan yang suportif serta mengedepankan keragaman gender.

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While the quantity of Indonesian female's participation in the productive sector continues to increase, the quality of participation is still far from enough. More females occupy lower managerial positions, while the numbers continue to decrease with the increasing of managerial levels. This results in fewer females in top managerial positions compared to males. This phenomenon became known as the Female Leadership Deficit. This study aims to explore the phenomenon of Female Leadership Deficit in Indonesia. What are the causes, what factors contribute to this phenomenon, as well as how the solution to overcome it? The approach used in this qualitative study is the method of phenomenology by collecting data through semi-structured interviews from 24 respondents. Respondents consisted of females in top managerial positions as well as the HR Department in the company in Indonesia. Data analysis was performed by data reduction through coding and interpretation of researchers. The first findings show the cause of the phenomenon of Female Leadership Deficit is because there are a small number of female workers in certain industries as a result of gender stereotypes in the industry/job, career stagnation of females, and the exit of females from the professional world. The second finding is that the factors contributing to this phenomenon are divided into internal factors originating from females themselves and external factors originating from the corporate and community environment. The last findings of this study are solutions to overcome this phenomenon, including by changing the mindset of Indonesian females, a supportive social culture that encourages female's participation, and a supportive corporate environment and culture that prioritizes gender diversity"

"Implementasi Kebijakan Assessment Center dalam tubuh organisasi Polri di tingkat Polda khususnya, dianggap bermasalah dalam hal pelaksanaan operasional MSDM dalam organisasi Polri itu sendiri. Di satu sisi, dalam hal peningkatan karir personel, Assessment Center dijadikan salah satu alat untuk dapat mengungkap kompetensi sebenarnya dari anggota personel Polri dimana Assessment Center ini dapat menjembatani kesesuaian antara kompetensi yang dimiliki oleh kandidat yang akan menduduki jabatan tertentu dengan kebutuhan yang diharapkan. Akan tetapi di sisi lain, implementasi kebijakan Assessment Center tersebut menemui kendala-kendala seperti kurang pahamnya anggota personel pada Assessment Center itu sendiri dalam proses komunikasi dan sosialisasi dan anggaran yang terbatas untuk pelaksanaan kebijakan tersebut. Kebijakan Assessment Center ini didukung oleh Peraturan Kapolri yaitu Perkap No.5 Tahun 2016. Kendala implementasi Kebijakan Assessment Center ini terjadi pada Polda Metro Jaya, khususnya Polres Metro Jakarta Barat. Dari 8 Kapolsek di wilayah Polres Metro Jakarta Barat, hanya terdapat 1 orang Kapolsek yang melakukan prosedur proses Assessment Center sementara sisanya 7 Kapolsek belum mengikuti prosedur proses Assessment center. Alhasil, keberadaan kebijakan Assessment Center hanyalah menjadi sebuah formalitas belaka. Penelitian ini menelusuri alasan mengapa implementasi Kebijakan Assessment Center hanya menjadi sebuah formalitas yang disebabkan oleh beberapa faktor penentu berhasilnya sebuah implementasi kebijakan seperti kurang baiknya proses komunikasi diantara personel dan anggaran yang tidak memadai. Penelitian ini mengadopsi metode kualitatif untuk melacak mengapa faktor tersebut menjadi penghalang keberhasilan implementasi Kebijakan Assessment Center. Temuan penelitian ini adalah benar bahwa implementasi Kebijakan Assessment Center belum optimal dan hanya menjadi sebuah formalitas belaka karena faktor-faktor yang mempengaruhi tersebut diatas. Sebagai kesimpulan dapat dinyatakan bahwa implementasi Kebijakan Assessment Center untuk pembinaan karir personel polri perlu dikaji lebih mendalam, khususnya di Polda Metro Jaya dalam unit Polres Metro Jakarta Barat untuk bisa diakui sebagai alat untuk mengungkap kompetensi yang sebenarnya anggota personel polri.

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The implementation of Assessment Center Policy in the National Police organization body is considered to be a troublesome-side-issue to the operation of human resources management within the National Police organization. To some extent, in terms of upgrading the personnel career, Assessment Center is one of the important elements to discover the real competence of the police personnel to be promoted to the higher position where the higher position expects compatible competences. On the other hand, to some other extent, the implementation of the policy encounters with several handicaps such as the lack of knowledge amongst the personnel and the budgets. This policy is backed up by the Police Head regulation (Perkap) no 5, year 2016. This happens to the Jakarta local police office (Polda), particularly in the West Jakarta office (Polres). Out of 8 Police Sector Heads in the West Jakarta office, there is only one Police Sector Head personnel who commits the process of Assessment Center whereas the rest do not. As a result, the existence of the Assessment Center is just a formality. This research is to trace the extent to which the reasons why Assessment Center in the West Jakarta Police office becomes only a formality due to several determining factors such as bad communication amongst the personnel and the budgets needed. The research adopts qualitative methods to track the determining factors of why this happens. The research finds that it is true that the implementation of Asssessment Center is not optimal yet and becomes a formality because of the aforementioned determining factors. In sum, it can be concluded that the implementation of Asssesment Center needs a further investigation in the Jakarta local police office (Polda Metro Jaya) of West Jakarta region to be admitted as a tool to discover the real competence of the police personnel."