Hasil Pencarian  ::  Simpan CSV :: Kembali

"Perkembangan museum di Provinsi Jambi dapat dikatakan sangat lamban dan memprihatinkan dalam kreativitas di bidang program publik, padahal museum adalah tempat pembelajaran dan sumber informasi yang menyimpan beragam warisan dan sejarah yang perlu dikomunikasikan melalui program publik khususnya Jambi. Museum memiliki potensi untuk kemajuan dan perkembangan bangsa ini karena menjadi jembatan antara berbagai kepentingan, serta informasi yang dapat mendidik. Selain potensi yang dimiliki museum berupa koleksi, lokasi strategis, ruangan aula, dan halaman museum yang luas, penting untuk diperhatikan adalah pengelolaan dan pengemasan program publiknya. Namun, program publik yang ada pun masih bersifat umum dan belum memaksimalkan peran museum untuk masyarakat. Program-program publik museum yang telah dilaksanakan belum menunjukkan keterlibatan masyarakat secara aktif dalam bentuk partisipasi program publik. Keterlibatan masyarakat masih berupa peserta bukan sebagai mitra yang turut merencanakan program yang akan dilaksanakan. Sehingga, tujuan penelitian ini adalah untuk memberikan masukan kepada pihak Museum perjuangan rakyat Jambi dalam pengembangan sebuah program publik yang diharapkan untuk memunculkan rasa nasionalisme dikalangan masyarakat Jambi. Sedangkan, metode penelitian ini menggunakan metode kualitatif. Pada hasil penelitian ini diketahui bahwa proses pengembangan program publik harus melakukan beberapa tahap untuk bisa menghasilkan program publik yang baik, serta peran dalam koleksi yang akan disampaikan, yaitu 1) menghasilkan ide, 2) menetapkan ide dasar, 3) cura ide (Brainstorming), 4) menguji dan membuat sketsa ide, 5) pelemparan (Pitching) Ide, 6) pemilihan dan penetapan ide. Selain itu, keterlibatan partisipasi harus dilibatkan dalam program publik di Museum Perjuangan Rakyat Jambi, di mana partisipasi atau peran masyarakat pada museum diatur dalam Peraturan Pemerintah (PP) Nomor 66 Tahun 2015. Dengan demikian, dalam pengembangan museum harus melakukan sebuah kolaborasi dengan mitra yang melakukan kerja sama di museum.......The development of museums in Jambi Province can be said to be very slow and concerning in terms of creativity in the field of public programs, even though museums are places of learning and sources of information that store various heritages and histories that need to be communicated through public programs, especially Jambi. Museums have the potential for the progress and development of this nation because they are a bridge between various interests, as well as information that can educate. In addition to the museum's potential in the form of collections, strategic locations, hall rooms, and a large museum courtyard, it is important to note the management and packaging of its public programs. However, the existing public programs are still general in nature and have not maximized the role of the museum for the community. Museum public programs that have been implemented have not shown active community involvement in the form of public program participation. Community involvement is still in the form of participants not as partners who participate in planning the program to be implemented. Thus, the purpose of this research is to provide input to the Jambi people's struggle Museum in developing a public program that is expected to bring out a sense of nationalism among the people of Jambi. Meanwhile, this research method uses qualitative methods. From the results of this study it is known that the process of developing a public program must carry out several stages to be able to produce a good public program, as well as its role in the collection to be submitted, namely 1) generating ideas, 2) establishing basic ideas, 3) curating ideas(Brainstorming), 4) testing and sketching ideas, 5) pitching(Pitching) Idea, 6) selection and determination of ideas. In addition, the involvement of participants must be involved in public programs at the Jambi People's Struggle Museum, where participation or the role of the community in the museum is regulated in Government Regulation (PP) Number 66 of 2015. Thus, in developing the museum must carry out a collaboration with partners who carry out cooperation in museums."

"ABSTRAKOrganizational Support (POS) terhadap retensi karyawan. Retensi karyawan penting bagi organisasi agar karyawan tetap memilih untuk tinggal di dalam organisasi. POS merupakan bentuk dukungan organisasi berupa investasi pengembangan karir dalam mengembangkan pengetahuan hingga promosi karyawan. Penelitian ini merupakan studi korelasional pada Bank Pembangunan X dengan jumlah partisipan sebanyak 105 partisipan dari level staff, supervisor dan manajer. Hasil analisis korelasi menunjukkan bahwa POS memiliki hubungan korelasi yang positif terhadap retensi karyawan, sedangkan hasil korelasi Pearson menunjukan bahwa pengaruh POS terhadap retensi sebesar 54.6%. Development training dipilih sebagai intervensi yang dilakukan pada penelitian ini untuk meningkatkan POS di bank Pembangunan X dengan 8 orang karyawan sebagai partisipan intervensi. Metoda penyampaian training menggunakan teletraining. Evaluasi pelatihan dilakukan hingga tahap II dengan peningkatan pengetahuan dengan nilai rata-rata sebesar 52,78 (pre-test01) menjadi 75,56 (post-test01). 46,25 (pre-test02) menjadi 78,13 (post-test02), dan 43,75 (pre-test03) menjadi 70 (post-test03). Evaluasi post-program dilakukan 2 minggu setelah pemberian pelatihan dengan hasil tidak terdapat peningkatan POS dan skor retensi secara statistik. Dapat disimpulkan, meskipun POS berpengaruh terhadap retensi karyawan, teletraining yang diberikan tidak cukup mampu untuk membantu meningkatkan retensi.

---

ABSTARCTThis research aimed to explain the relationship between Perceived Organizational Support (POS) on employee retention. Employee retention is important for organizations on maintaining employees to remain in the organization. POS is a form of organizational support in the form of career development investments either developing knowledge or employee promotion to improve retention. This research was a correlational study at Development Bank X with a total of 105 participants from the staff, supervisor and manager levels. Correlation analysis results showed that POS had a significant and positive relationship with employee retention, that accounted for 54.6% of variance. Development training was chosen as an intervention to improve POS in Development Bank X for 8 employees using teletraining method. Training evaluation was carried out up to stage II with an increase in knowledge with an average value of 52.78 (pre-test01) to 75.56 (post-test01). 46.25 (pre-test02) to 78.13 (post-test02), and 43.75 (pre-test03) to 70 (post-test03). Post-program evaluation was carried out two weeks after the training, with the result that there was no statistically increased retention score and POS. to conclude, although POS influenced employees retention, teletraining given to the sample was not able to increase retention scores."

"Reflects the collaboration and knowledge of working project managers, providing the fundamentals of project management as they apply to a wide range of projects. This internationally recognized standard provides the essential tools to practice project management and deliver organizational results. Updates include: Addition of a 10th Knowledge Area: Project Stakeholder Management; refined project data information and information flow; and the addition of four new planning processes: Plan Scope Management, Plan Schedule Management, Plan Cost Management and Plan Stakeholder Management."

"Pharmaceutical and Biomedical Portfolio Management in a Changing Global Environment explores some of the critical forces at work today in the complex endeavour of pharmaceutical and medical product development. Written by experienced professionals, and including real-world approaches and best practice examples, this new title addresses three key areas, small molecules, large molecules, and medical devices, and provides hard-to-find, consolidated information relevant to and needed by pharmaceutical, biotech, and medical device company managers. "