Hasil Pencarian  ::  Simpan CSV :: Kembali

"Kemampuan organisasi dalam mendayagunakan potensi sumber daya manusia sangat dibutuhkan dalam era persaingan yang semakin kompetitif sekarang ini. Hal ini sangat disadari bahwa salah satu faktor keberhasilan/kegagalan suatu organisasi sangat ditentukan oleh kualitas sumber daya manusia (SDM) yang dimilikinya. Oleh karena itu penanganan sumber daya manusia (SDM) yang ada, harus dilakukan secara menyeluruh dalam kerangka sistem pengelolaan SDM yang semakin meningkatkan kemampuan dan keterampilan sehingga mempunyai kinerja yang baik. Motivasi kerja merupakan suatu variabel yang harus mendapat perhatian dari pimpinan organisasi, dengan motivasi yang tinggi diharapkan akan karyawan akan memberikan kontribusi yang tinggi terhadap organisasi. Motivasi kerja sendiri dipengaruhi beberapa faktor antara lain iklim organisasi dan gaya kepemimpinan. Iklim organisasi adalah mengacu pada satu set kondisi yang terukur dari lingkungan kerja, yang dirasakan oleh orang-orang yang tinggal dan bekerja didalamnya, dan mempengaruhi motivasi dan perilakunya. Pendekatan pengukuran iklim organisasi dengan 8 dimensi, yaitu: struktur, tanggungjawab, reward, resiko, konflik, standar, dukungan interaksi, dan identitas organisasi. Dimensi-dimensi tersebut memberikan kontribusi tertentu dengan motivasi kerja. Gaya kepemimpinan adalah pola tindakan pemimpin yang melibatkan hubungan sosial antara pemimpin dan anggota manajer. Pengukuran terhadap gaya kepemimpinan tersebut melalui dimensi: directive, supportive dan partisipative. Dimensi-dimensi tersebut juga memberikan kontribusi terhadap motivasi kerja.Permasalahan yang dijawab melalui penelitian ini adalah persepsi karyawan terhadap iklim organisasi, persepsi karyawan terhadap gaya kepemimpinan, adakah hubungan antara iklim organisasi dengan motivasi kerja, adakah hubungan gaya kepemimpinan dengan motivasi kerja, serta adakah hubungan antara iklim organisasi dan gaya kepemimpinan dengan motivasi kerja Data penelitian didapat melalui penyebaran kuesioner untuk masing masing variabel, yaitu: kuesioner untuk variabel iklim organisasi, kuesioner untuk variabel gaya kepemimpinan, dan kuesioner untuk variabel motivasi kerja. Kuesioner tersebut disebarkan kepada karyawan di jajaran Sekretariat Direktorat Jenderal Pendidikan Islam Departemen Agama RI. Pengolahan data dengan menggunakan seperangkat software antara lain SPSS for windows versi 13.0, Minitab versi 15.0.Hasil penelitian menunjukkan bahwa persepsi responden terhadap iklim organisasi di Sekretariat Direktorat Jenderal Pendidikan Islam Departemen Agama RI sudah tercipta kondisi yang kondusif. Sementara persepsi responden terhadap gaya kepemimpinan yang dilakukan oleh para pemimpin rata-rata dinilai positif. Hasil penelitian juga menunjukan terdapat hubungan antara iklim organisasi dengan motivasi kerja menunjukkan hubungan yang signifikan diantara keduanya. Sementara jika ditinjau dari setiap dimensi iklim organisasi, ternyata hanya dimensi standar yang tidak menunjukkan hubungan yang signifikan dengan motivasi kerja pegawai. Tinjauan untuk hubungan gaya kepemimpinan dengan motivasi kerja, ternyata memberikan kontribusi yang signifikan. Sementara jika ditinjau dari setiap dimensi gaya kepemimpinan dengan motivasi kerja, dimensi partisipatif menunjukkan porsi terbesar secara signifikansinya berdasarkan persepsi karyawan.Berdasarkan hasil penelitian tersebut, kondisi iklim organisasi yang sudah tercipta patut dipertahankan bila perlu ditingkatkan sehingga kondisi tersebut semakin menambah tinggi motivasi kerja, sehingga meningkatkan kinerja pegawai dan kinerja organisasi. Sementara dari sisi kepemimpinan, diperlukan peningkatan kualitas leadership, sehingga akan menghasilkan pemimpin pemimpin yang mampu menerapkan gaya kepemimpinan yang sesuai dengan kondisi di unit kerjanya.

---

Organizational ability to empower human resource potency is hardly required in emulation era that is increasingly very competitive at this moment. One of success factor or collapse factor in organization is determined by quality of human resource (HR) who owned it. Therefore human resource (HR) handling must be done across the board in management system framework. Human Resources handling can grow and increase ability and skill which make a very good performance. Job motivation is a variable which must get attention from organization leader, with high motivation is expected that the employee will give high contribution to organization. Job motivation is influenced by some factors for example organizational climate and leadership style. Organization climate refer to a set of measurable properties of the work environment, perceived directly or indirectly by the people who live and work in the enviroment and assumed to influence their their motivation and behavior. Measurement approach of organizational climate with 8 dimension, that is: structure, responsibility, reward, risk, conflict, standard, interaction support, and organization identity. These dimensions give certain contribution to job motivation. Leadership style is action pattern of leader involves the social relationship between the manager and the members of the group. Measurement to the leadership style through dimension: directive, supportive and participative. These dimensions also give contribution to job.Problems to be answered in this research are perception of employee to organization climate, perception of employee to leadership style, is there any relationship between organizational climate to job motivation, is there any the relationship between leadership style to motivation, and is there any relationship between organizational climate and leadership style to job motivation. Research data is gotten distributing of questionaire for each variable, that is: questionaire for organization climate variable, questionaire for leadership style variable, and questionaire for motivation variable of job activity. The questionaire propagated to employee in the line of Secretariat Directorate General Islamic Education of MORA. Data processing by using a set software for example SPSS for windows version 13.0, Minitab version 15.0.Result of research indicates that perception of responder to organizational climate in Secretariat Directorate General Islamic Education of MORA have been created a condition more conducive. Whereas perception of responder to leadership style done by the leaders average of assessed to be positive.Result of research also give a fact there is relationship between organizational climate to job motivation and shows significance relationship between both. While if it is evaluated from every organization climate dimension, simply only standard dimension that is not shows relationship that significance to job motivation. Review for the relationship between leadership style to job motivation, simply gives significant contribution. While if it is evaluated from every leadership style dimension to job motivation, partisipative dimension shows the biggest portion in its (the significance based on perception of employee).Based on result of the research, condition of organization climate which have been created properly must be defended and needed to be improved so that the condition increasingly of job motivation, so that is increase performance and organization performance. While from leadership side, it is required improvement quality of leadership, so that will yield leaders which will lead with leadership style of matching with condition of in its (the job activity unit)."

"Dimasukinya era globalisasi mengharuskan organisasi menghadapi tantangan persaingan yang bersifat global sehingga organisasi dituntut memiliki keunggulan bersaing. Salah satu unit yang memegang peran penting dalam memenangkan persaingan adalah Unit Sumber Daya Manusia (SDM), karena wajib mengelola SDM. Pengelolaan SDM penting dilakukan mengingat SDM merupakan aset yang dapat menjadi keunggulan bersaing apabila dikelola secara tepat. Untuk itu Unit SDM perlu diberi peran yang lebih besar dan strategis bukan lagi hanya mengurus kegiatan administratif serta harus dijadikan mitra organisasi dalam mengelola SDM. Unit SDM memegang peranan penting dan strategis, karena dituntut mempunyai pandangan dan orientasi ke depan serta mampu menjawab tantangan yang dihadapi organisasi. Unit SDM selayaknya diberi peran lebih besar dengan menunjukkan kemampuan untuk menciptakan nilai dan menghasilkan kontribusi yang membanggakan agar dapat menjadi rekan kerja manajemen, pemain yang tangguh, dan pendobrak bagi perubahan (Ulrich:1997:viii).Peraturan Pemerintah (PP) No. 63 Tahun 2005 tentang Sistem Manajemen Sumber Daya Manusia Komisi Pemberantasan Korupsi (KPK), menjadi landasan hukum yang kuat bagi Biro SDM dalam mengelola SDM. Biro SDM KPK diberi kewenangan mengelola SDM dengan ruang lingkup Manajemen Sumber Daya Manusia (MSDM) KPK. Ditinjau dari konsep peran ganda Unit SDM (multiple role model), Biro SDM KPK diduga telah diberikan peran yang strategis dalam mendukung pencapaian tujuan organisasi. Hal ini tampak dalam PP No. 63/2005, dimana persyaratan pengelolaan SDM KPK harus dapat mendukung visi dan pencapaian misi sasaran organisasi dengan berupaya memadukan antara strategi pengorganisasian dengan strategi MSDM, menumbuhkan komitmen Pimpinan dan seluruh Pejabat Struktural, memposisikan MSDM sebagai aspek strategis dan terpadu dengan visi, misi dan sasaran organisasi, serta mengikuti perkembangan yang terjadi-fleksibilitas SDM berbasis kompetensi dan kinerja. Apabila konsep Multiple Role Model (Model Peran Ganda)diterapkan dan dijalankan secara seimbang, akan lahir KPK yang mampu menjawab tantangan yang semakin berat dihadapi serta memenuhi harapan masyarakat yang semakin keras disuarakan.Pokok permasalahan yang diangkat dalam penelitian ini adalah mengenai bagaimana penerapan peran sebagai mitra strategis, peran sebagai ahli administrasi, peran sebagai pendorong semangat pegawai, peran sebagai agen perubahan, dan model peran ganda dijalankan Biro SDM KPK dari sudut pandang konsep Multiple Role Model (Model Peran Ganda). Hal lain yang ingin dianalisis adalah terdapat atau tidaknya persamaan persepsi antara pegawai Biro SDM KPK dan pegawai Non Biro SDM tentang peran yang dijalankan Biro SDM.Penelitian ini bertujuan menganalisis dan menjelaskan pokok permasalahan diatas. Penelitian menggunakan pendekatan kuantitatif dan merupakan penelitian deskriptif sekaligus penelitian survei dengan mempergunakan kuesioner sebagai instrumen penelitian. Teknik pengumpulan data dilakukan dengan wawancara berstruktur melalui kuesioner dan studi kepustakaan. Teknik penarikan sampel mempergunakan rumus Frank Lynch dan teknik probabilita. Jenis penarikan sampel menggunakan teknik proportionate stratified random sampling. Untuk pengolahan data dipergunakan program SPSS. Pengujian validitas mempergunakan rumus Spearman Rank dan pengujian reliabilitas mempergunakan rumus Cronbach Alpha. Teori yang dijadikan pedoman dalam menganalisis adalah Multiple Role Model (Model Peran Ganda) dari Dave Ulrich.Secara umum hasil penelitian menunjukkan bahwa setiap peran dan peran model peran ganda (multiple role model) telah dijalankan biro SDM KPK dengan cukup baik. Hasil penelitian juga menunjukkan terdapatnya persamaan persepsi antara pegawai Biro SDM dengan pegawai non Biro SDM untuk setiap dimensi peran dan model peran ganda (multiple role model).Berdasarkan hasil penelitian, maka saran yang dapat diberikan adalah Biro SDM sebaiknya meningkatkan penerapan setiap peran dan model peran ganda (multiple role model) dalam rangka pencapaian peran strategisnya. Terdapatnya persamaan persepsi antara pegawai Biro SDM dengan pegawai non Biro SDM, perlu dipertahankan dengan senantiasa mensosialisasikan program Biro SDM kepada seluruh pegawai karena persamaan persepsi dapat mengkomunikasikan nilai-nilai akan Biro SDM dan mampu memperbaiki pandangan, kredibilitas, dan diterimanya Biro SDM.

---

Globalization era has set the organization to face the global competition that makes it should have a competitive advantage. One unit that holds the important role in winning the competition is Human Resources (HR) Department, whose duty is handling HR matters. Managing HR is being an important thing to do since HR is an asset which can be a competitive advantage if it is handled carefully. That?s why the organization should give the HR Department more role and more strategic role, not only an administrative one, it also has to be an organization?s partner in handling HR. HR Department holds an important and strategic role since it must have a good and strategic point of view to the future and must be able to answer the challenge the organization faces. HR Department must be held to a higher standard than they have been up until Now. They must move their HR professionals beyond the roles of policy police and regulatory watchdog to become partners, players, and pioneers in delivering value. (Ulrich:1997:viii).The government regulation (PP) No. 63/2005 regarding HR management in Komisi Pemberantasan Korupsi (KPK) is a strong base for KPK HR Department in handling HR. HR Department is given a large authority in handling HR in the scope of KPK HR management. Viewed in multiple role model concept, it seems that KPK HR Department has been given a strategic role to support the achievement of the organization?s goal. PP No. 63/2005 states that the qualifications of handling HR must support the organization?s vision and achieve the organization?s mission by running the organization?s strategy with HR Department?s strategy in balance, to grow the commissioner?s commitment as well as the structural, positioning HR management as a strategic aspect and to balance organization?s vision and mission as well as organization?s target, to follow the development which happens?flexibility of system change, policy and regulation, and the implementation of HR handling concepts based on competence and performance. If the Multiple role model concept is being implemented and being run in balance, there will be an new KPK which can face the bigger challenge as well as the society demand.The point of view of the problems in this research is on how the four dimensions of roles, strategic partner role, administrative expert role, employee champions role, change agent role, and multiple role model have been carried out roles carried out by KPK HR Department from the Multiple Role Model concept. Another problem to be analyzed is if there is the same perception between HR Department employee and non HR Department employee regarding the HR Department role.The research goal is to analize and explain the above problems. The research uses the quantitative approach and also called a descriptive research as well as a survey research which uses questionnaire as a research instrument. Data collection technique uses structured interviewed in form of questionnaire and literature study. The sample decision method uses the Frank Lynch and probability technique as well as proportionate stratified random sampling. For data processing, it uses SPSS program. Validity test uses the Spearman Rank and reliability test uses the Cronbach Alpha. The Theory used as an analysis guidance is the Multiple Role Model of Dave Ulrich.In general, the research result shows that each role and multiple role model have been carried out good enough. It also shows that there is no difference perception between HR Department employee and non HR Department employee regarding each role and multiple role model of the HR Department.Based on the research result, there are some suggestions to be given, they are: The HR Department should raise implementing each role and multiple role model in achieving it?s strategic roles. As the effort to have the same perception between HR Department employee and non HR Department employee, the HR Department should keep socializing effectively it?s programs to the whole employee since it will communicate the values of HR Department as well as to improve the point of view and credibility of HR Department and HR Department will be welcome with open arms."

"Saat ini, departemen HR memiliki peran yang lebih konsultatif dalam mengelola karyawan di dalam organisasi. Fungsi Departemen HR di PT. AI selain sebagai tim pendukung juga sebagai agen perubahan sekaligus partner strategis yang berperan sebagai pendorong kemajuan karyawan dan organisasi. Program HR yang, dijalankan merupakan strategi pengelolaan SDM untuk jangka panjang agar dapat menghadapi perubahan dari waktu ke waktu. Tim di dalamnya dituntut memiliki kompetensi yang sesuai untuk memenuhi peran dan tanggung jawabnya agar program kegiatan HR secara menyeluruh dapat dijalankan dengan bailc. Sebagai agen pemsahaan, hal ini diperlukan agar mereka bisa melakukan perbaikan dan perubahan diri sendiri terlebih dahulu sebelum bcrperan pada perubahan secara luas bagi organisasi. Berdasarkan hal tersebut, penelitian ini mengembanglcan model kompetensi untuk Departemen HR PT. AI dan melakukan pengukuran kompetensi pemegang jabatan untuk mengetahui profil kompetensi karyawan sehingga dapat mengidentifikasi kesenjangan kompetensinya. Dalam menyusun kompetensi, digunakan teknik behavioral event interview (BEI) untuk mengetahui critical incident terkait mengenai pekerjaan yang dilakukan. Dari penyusunan model kompetensi, diperoleh 10 so# competency yaitu Analvtical Drinking, Planning Organizing & Monitoring Decision Making, Initiative, Building Trust, Customer Focus, Follow and Develop SOR Communication Skill, Intetpersona1Ski1L dan Strategic & Business Acumen. Sedangkan dari sisi keahlian teknis mengenai HR diperoleh 8 keahlian teknis yaitu Compensation & Beneft, HR I1y'ormation System, HR Strategic Management, Industrial Relation, Organizational Development, Personnel Administration, Recruitment, clan Training & Development. Model kompetensi dilengkapi dengan tingkat kepentingan dan standar minimum tingkat kemahiran kompetensi untuk setiap jabatan. Pengukuran kompetensi dilakukan menggunakan indikator perilaku yang telah disusun dalam model kompetensi, Metode skala rating menggunakan multi-rater dipilih clalam melakukan pengukuran kompetensi pemegang jabatan.

---

Currently, HR department have a more consultative role in managing employees in the organization. HR Department on PT. AI not only limctions as a support team, but also as agents of change and strategic partners for organization that contribute on employee and organizational development. HR programs have a role as a human resources management strategy for the long term. HR team are expected to have competencies that required to tiilfill they roles and responsibilities, so they can perform well in running all HR programs. Also, as agent of change, they need to improve and change their self before involved on the widespread changes to the organization. Based on that reason, this study develops a competency model for HR Department in PT. AI. This study also conduct employee’s competency assessment to know individual competency profiles so could identified competency gaps of employees.

In developing competency model, behavioral event interview technique (BEI) used to determine critical incident related to the job to identifying competencies. This competency model resulting 10 soft competencies, Anabftical Thinking, Planning Organizing, & Monitoring Decision Making, Initiative, Building Trust, Customer Focus, Follow and Develop SOP, Communication Skill, Interpersonal S/riIL and Strategic & Business Acumen. It also obtain 8 technical skill, Compensation & Benefits; HR ltjormation System, Strategic HR Management, Industrial Relations, Organizational Development, Personnel Administration, Recruitment, and Training & Development. Also, competency model included with an important level and minimum requirement of proficiency level in each competency for all position. Competency assessment conducted using behavioral indicators that are contained in the competency model. A multi-rater scale method is selected to employee’s competency assessment."

"Concentrating on the Russian model, this book reflects the leading practical experience of decision making in modern business systems and presents innovative technologies and perspectives to optimize this process."

"HR Outsourcing (Alih Daya SDM) diidentifikasikan sebagai pendelegasian tugas non- inti (non-core tasks) maupun tugas inti (core-tasks) SDM melalui perjanjian di mana suatu perusahaan mempekerjakan perusahaan lain (outsourcing) untuk bertanggung jawab atas aktivitas pelayanan yang direncanakan dan terkadang melibatkan transfer karyawan dan asset, dari satu perusahaan ke perusahaan lain. Penelitian ini bertujuan untuk menggali isu dan tantangan manajemen SDM, faktor yang mempengaruhi keputusan perusahaan menggunakan produk HR outsourcing, aktivitas (fungsi) HR outsourcing apa saja yang dapat dialihdayakan, efektivitas HR outsourcing dari perspektif kualitas layanan dan loyalitas atau hubungan kontrak HR outsourcing dengan perusahaan klien, serta manfaat dan risiko penggunaan HR outsourcing dalam industri di Indonesia, dan lain- lain. Metodologi penelitian ini adalah studi kuantitatif berlandaskan konseptualisasi teoritis, literatur dan informasi yang dikumpulkan melalui kuesioner survey serta kumpulan data kualitas kinerja dan kepuasan layanan HR Outsourcing. Semua variabel diukur dengan skala Likert menggunakan kuesioner yang disirkulasikan kepada 101 responden perusahaan sektor swasta di Indonesia yang telah mengalihdayakan fungsi SDM mereka. Program Smart PLS- SEM digunakan untuk konfirmasi dan validasi skala. Temuan menunjukkan bahwa manfaat fungsi HR outsourcing, kepercayaan berorientasi sosial HR outsourcing, kekhususan kontrak HR outsourcing, dan perilaku komunikasi HR outsourcing berpengaruh secara positif terhadap kepuasan kerja HR outsourcing dan loyalitas klien dari sudut pandang para praktisi HR level manajerial pengguna HR outsourcing pada organisasi sektor swasta di Indonesia, di mana pengaruh dukungan kualitas layanan fungsi HR outsourcing dan kepuasan kerja HR outsourcing menunjukkan peningkatan siginifikan terhadap loyalitas klien (kualitas-kepuasan-loyalitas) walaupun masih memerlukan beberapa perbaikan kualitas operasional dan penyelarasan sumber daya.

---

HR outsourcing is identified as the delegation of non-core tasks as well as core-tasks of HR through an agreement whereby one company hires another company (outsourcing) to take responsibility for planned service activities and sometimes involves transfers of employees and assets, from one company to another companies. This study aims to explore the issues and challenges of HR management, the factors that influence the company's decision to use HR outsourcing products, what HR outsourcing activities (functions) can be outsourced, the effectiveness of HR outsourcing from the perspective of service quality and loyalty or HR outsourcing contractual relationships with client companies, as well as the benefits and the risks of the using HR outsourcing in Indonesia industries, and others. The methodology of this research is a quantitative study based on theoretical conceptualization, literature and the information collected through survey questionnaires and data collection of the quality of performance and satisfaction of HR outsourcing services. All variables were measured using a Likert scale and using questionnaires that were circulated to 101 respondents from private sector companies in Indonesia that had outsourced their HR functions. The Smart PLS-SEM program system was used for the scale confirmation and validation. The findings have shown that the benefits of HR outsourcing functions, socially-oriented trust, contractual specificity, and communication behavior have a positive effect on HR outsourcing job satisfaction and client loyalty from the point of view of HR practitioners of managerial level are using HR outsourcing in private sector organizations in Indonesia, where the support influence of service quality for HR outsourcing functions and HR outsourcing job satisfaction have shown a significant increase in client loyalty (quality-satisfaction-loyalty) although it still requires some improvements in operational quality and alignment of resources."

"In his landmark book, "The ROI of Human Capital", Jac Fitz-enz presented a system of powerful metrics for quantifying the contributions of individual employees to a company's bottom line. "The New HR Analytics" is another such quantum leap, revealing how to predict the value of future human capital investments. Using Fitz-enz's proprietary analytic model, readers learn how to measure and evaluate past and current returns. By combining those results with focused business intelligence and applying the exclusive analytical tools in the book. Brimming with real world examples and input from thirty top HR practitioners and thought leaders, this groundbreaking book ushers in a new era in human resources and human capital management."

"Skripsi ini bertujuan menggambarkan perbedaan persepsi pegawai yang bekerja pada bidang kerja yang berbeda yaitu Sumber Daya Manusia (SDM) dan operasional mengenai pelaksanaan penilaian kinerja di PT PLN (Persero) P3B Jawa Bali. Penelitian kuantitatif ini bersifat deskriptif dengan menggunakan perhitungan SPSS versi 17 serta aplikasi Mann Whitney untuk uji beda. Hasil pada penelitian ini membuktikan bahwa terdapat perbedaan signifikan mengenai persepsi pegawai SDM dan bidang operasional atas pelaksanaan penilaian kinerja.

---

This paper aims to describe the differences in perceptions of employees who work in different areas which is Human Resources (HR) and operations area on the implementation of performance appraisal in PT PLN (Persero) P3B Jawa Bali. This is a descriptive quantitative research using SPSS version 17 and the application of the Mann Whitney for testing the differences. Results in this research proves that there are significant differences on perceptions of HR and operational areas on the implementation of performance appraisal."