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Abstrak :
ABSTRACT The economic crises in Indonesia bring the significant impact on business sectors activity. In the cement industry this condition has Lead to high competitive domestic cement market. PT Semen Gresik was able to maintain its 45% market share by keep innovate and investing a significant amount in their production activities. To maintam its position in the market, PTSG also have to compete on the human resource area as the company? s most critical assets. The human assets and their performance need to be well-managed due to its contribution in the company competitive advantage as they need to placed a greater attention to human resource department . Human Asset and Performance Management issues emphasized on the development and deployment of human asset skills (Accenture, 2001). It means engineering excellent human competency. The development itself consist of several major activities: Training and Development; . Career Planning and Discipline (Invancevich, 2001). Performance Management used to explain the performance cycle of planning, performance execution, performance evaluation and then back to the beginning (Brennan, 1989). Before the company pursue to the next step of developing human resource, it need first to determine and to understand about the employee performance by evaluating their performance. Performance evaluation is a tool to give company a description about their workforce condition and as a basis for further necessary developmental activity. It?s the reason why the evaluation have to be able to assess the performance as objective as possible. The analysis on PTSG human resource department activities show that the company still implemented a traditional human resource management, which the activities only focused in administering the human resources data. In some area indicate severe problems perceive in the cause of it. PTSG have suffer from its long period of recruitment inactivity from 1997 that will cost them a skills and generatior gap. To minimize this, company must have a accurately designed training programs and must be able to trace good talent to place it in the right place. Above of all, these program must be able to improve things, persons and skills that need to be improved and subjected to gain a more effective and productive human resource. But the present performance evaluation seems didn?t able to support since its subjectivity and seniority climate still exist. During the internship session, writer tried to develop a model of performance evaluation based on competencies that might can be implemented along with company?s objective to start a competency based human resource. The model consist of four step evaluation which are: determine the Job Iàret for each individual; Perfbrmance Evaluation and Consultation as a downward evaluation; Employee Development Report as a self-evaluation, and Discussion and Consultation to giving employee a feedback based on the evaluation result and make a future job target to be evaluated next period. To support the talent-building challenge, the role of human resources should be redefined and its capabilities strengthened. HR executives need to be effective, proactive. counselor with personal and business credibility and strong relationship with business units.

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ABSTRAIT Les crises économiques en Indonésie apportent l?impact considérable sur activité des secteurs de l?affaire. Dans l?industrie du cement cette condition a le rôle principal àu marché du cement domestique qui deviens très compétitif. Le PT Semen Gresik était capable de maintenir ses 45% part du marché par leur innovation et investir un montant considérable dans leurs activités de la production. Pour maintenir sa place dans le marché, PTSG ont aussi devoir rivaliser sur latégion de la ressource humaine comme l?aspect plus critique pour l?entreprise. Les ressource humains et leur performance ont besoin d?être bien- dirigé dû à sa contribution dans la compagnie avantage compétitif comme ils ont besoin à placé une plus grande attention à la département de la ressource humain. L?approche de Human Asset & Performance Management est accentué sur le développement et déploiement des habiletés de ressource humaines (Accenture, 2001 ). Il veut dire construire la compétence de l?être humain excellente. Le développement lui-même consiste en les plusieurs activités majeures: Former et Développement ; Çarrière Plannifi cation et Dî sc¡pune (Invancevich, 2001). Gestion de Performance expliquait au cycle de la performance d?organisation, exécution de la performance, évaluation de la performance et aiors en amere au commencement (Brennan, I 989). Avant la compagnie poursuivez au prochain pas de développer la ressource Immaine, il a besoin de déterminer et comprendre au sujet de la performance de l?employé en évaluant leur performance en premier lieu. L?évaluation de la performance est un outil pour donner une description à compagnie au sujet de leur condition du workjòrce et comme une base pour effectuer les activité developmental nécessaire supplémentaire. Ii est la raison pourquoi l?évaluation doit être capable de répartir la perfonnance comme objectif comme possible. L?analyse sur PTSG exposition des activités du département de la ressource humaine que la compagnie a encore rendu effectif une gestion cte la ressource humaine traditionnelle que les activités ont concentré seulement dans I?administration des données des ressources humain. Dans quelque région indiquez les problèmes sévères perçoivent dans la cause de lui. PTSG a souffrent de sa longue période d?inactivité du recrutement de 1 997 cela les coûtera Un habiletés et intervalle de la génération. Pour minimiser ceci, la compagnie doit avoir un former correctement conçu programmes et doit être capable de tracer le bon talent pour le placer dans la bonne place. Au-dessus de tout, ce programme doit être capable d?améliorer choses, personnes et habiletés qui ont besoin d?être amélioré et ont soumis pour gagner une ressource humaine plus efficace et productive. Mais l?évaluation de la performance présente paraît n?a pas fait capable à support depuis sa subjectivité et le climat de la priorité d?âge existe encore. Pendant la session du stage, l?écrivain a essayé de développer un modèle d?évaluation de la performance basé sur compétences qui pèuvent peut être rendu effectif avec I?objectif de compagnie pour commencer une competence base la ressource humaine. Le modèle consiste en quatre évaluation du pas qui est: déterminez la Cible du Travail pour chaque individu, Evaluation de la Performance et Consultation comme une evaluation descendante; Rapport du Développement de l?Employé comme une moi-même-évaluation, et Discussion et Consultation à employé donnant une réaction a basé sur le résultat de l?évaluation et fait une cible du travail future être évalué prochaine période. Pour supporter le défi du talent-bâtiment, le rôle des ressources humaines devrait être redéfini et ses capacités ont fortifié. Les cadres HR ont besoin d?être efficace, conseiller du proactive avec personnel et crédibilité de l?affaire et rapport fort avec les unités de l?affaire.

Abstrak :
ASI eksklusif merupakan pemberian ASI saja sampai bayi berusia 6 bulan Pemberian ASI Eksklusif merupakan hak anak. Di Indonesia pencanangan PP-ASI telah dimulai sejak tahun 1990. Sampai sekarang hasil program PP-ASI tidak mengalami kemajuan. Hal ini ditandai dengan masih kecilnya cakupan pemberian ASI Eksklusif. RSB X sejak tahun 1991 - 1995 merupakan RS Sayang bayi yang ditandai dengan telah berhasilnya meraih berbagai piagam baik lokal, nasional dan internasional. Namun sekarang RS ini tidak lagi merupakan RS Sayang bayi yang ditandai tidak adanya pemberian ASI eksklusif pada bayi. Penelitian ini dilakukan untuk memperoleh informasi tentang kepatuhan Penatalaksanaan ASI eksklusif di Rumah Sakit Bersalin X Secara khusus penelitian ini bertujuan untuk mengetahui gambaran kepatuhan pimpinan dari faktor: pengetahuan, sikap, motivasi. Kepatuhan juga dilihat dari RSB X dari factor Kebijakan, perubahan sosial dan financial serta pengawasan dari Dinas Kesehatan Kota Padang. Penelitian ini menggunakan pendekatan kualitatif, melalui pengamatan dan wawancara mendalam. Triangulasi dilakukan dengan sumber dan data. Informan dari penelitian ini adalah: Penanggung jawab bidan, Pimpinan, bagian keuangan, dan pasien RSB X. Informan dari Dinas kesehatan Kota Padang: Kasie Kesga dan Kasie Rumah Sakit Pemerintah dan Swasta Dinas Kesehatan Kota Padang. Penelitian ini dilaksanakan oleh peneliti sendiri pada tanggal 1 - 18 Februari 2004. Hasil penelitian menunjukkan bahwa ketidakpatuhan RSB X dalam penatalaksanaan ASI eksklusif disebabkan karena tindak kebijakan dari Pimpinan, adanya perubahan sosial dan finansial serta tidak adanya pengawasan oleh pimpinan RSB X. Hal ini ditandai dengan tidak adanya SOP, tidak perlu memberikan penghargaan kepada Staf dan adanya pemberian susu formula kepada bayi. Susu Formula juga diberikan kepada ibu ketika akan pulang ke rumah. Hal ini bertentangan dengan SK Menkes No: 4501 MBNKES/SK/VI/2004. RSB X dipimpin oleh seorang sarjana ekonomi dan merupakan pemilik modal dari RS tersebut. Disarankan pimpinan rumah sakit lebih profesional untuk melaksanakan tugasnya tidak mencampurkan antara tugas sebagai pimpinan dengan pemilik modal, membuat kebijakan tertulis. Dinas kesehatan Kota Padang juga mengadakan pengawasan yang rutin dengan membuat format laporan bulanan terhadap program ASI eksklusif pada rumah sakit Swasta, pelaksanaan ASI ekskulsif menjadi salah satau syarat akreditasi rumah sakit bersalin. Daftar Pustaka : 41 Buku (1984 - 2004)

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Qualitative Analysis on Compliance of Exclusive Breastfeeding Management Practiced at Maternity Hospital X Year 2004Exclusive breastfeeding is defined as providing breast milk until the baby reaches 6 months old page. Exclusive breastfeeding is child's rights. In Indonesia exclusive breastfeeding program (PP-ASI) was started at 1990. However, the progress is quite slow as reflected by low prevalence of exclusive breastfeeding. Maternity Hospital X in the period of 1991-1995 was baby friendly hospital and had been awarded local, national, and even international certificates. Nevertheless, at the present time, the hospital is in doubt of its entitlement as baby friendly hospital since there is indication of non compliance of exclusive breastfeeding. The study was to obtain information on compliance of breastfeeding management practiced at Maternity Hospital X year 2004, this study aimed to describe the compliance of manager in term of knowledge, attitude, and motivation. Compliance was also measured as policy, social pressure, financial aspect, and inspection from Padang Municipality Health Office. This study used a qualitative approach observation and in-depth interview. Triangulation was made based on sources of data, method and analysis. Informants of this study included midwives supervisor, manager, finance division, and patients. Informants in Padang Municipality Health Office included Head of Family Section and Head of Government and Private Hospital Section This study was conducted within a period 1-18 February 2004. The result indicate non compliance of Maternity Hospital X in practicing exclusive breastfeeding management due to inappropriate policy from manager, social and financial pressure and lack of inspection. This was reflected by no standard operating procedures, no reward for staff, and providing milk formula to babies born in hospital. Milk formula was also given to the mothers when they go home post hospitalization. These werw against Minister of Health Decree No:4541MENKES/SK/IV/404. Maternity Hospital X is managed by a gradute of economics and the capital owner of the hospital. It is recommended to the hospital manager as to be more professional in implementing their job and not to mix the job's demand with interest as capital owner. It is also suggested to the manager to work more closely with midwives and patients. Padang Municipality Health Office is to conduct routine inspection on exclusive breastfeeding management practices in private hospitals. References : 41 ( 1984 - 2004)

Abstrak :
The purpose of this research was to analyze the influence of strategic management practice on the intrapreneurship intensity and its impact on the co-operative performance; a survey at the secondary co-operative of Koperasi Pegawai Republik Indonesia (KP-RI) in Indonesia. The method of research used was explanatory. This method tested the hypothesis about cause and effect among the variables researched. The subject of this research was secondary co-operative KP-RI in Indonesia, They are GKP-RI/PKP-RI province and PKP-RI regency. The population of this research was 204 co-operative. The sample sizes were 102, and were selected based on the simple random sampling. This research has found some important findings. First, strategic management implementation significantly influenced intrapreneurship intensity as of 64%. Secondly, strategic management practice did not significantly influenced the co-operative performance. Its direct influence was only 0,01 %. However, the total influence of strategic management on the co-operative performance was 33%. Thirdly, intrapreneurship intensity significantly influenced the co-operative performance as of 52%. Fourth, strategic management practice and intrapreneurship simultaneously significantly influenced the co-operative performance as of 53%. Based on these findings, it is suggested for the GKP-RI and PKP-RI to conduct management training. This is to enable them to implement the strategic management consistently, which further develop the co-operative intrapreneurship intensity and performance.

Abstrak :
Tesis ini membahas tentang pengaruh keterikatan karyawan terhadap knowledge transfer sebagai faktor identifikasi dalam penelitian. Penelitian ini menggunakan analisa kuantitatif dan kualitatif dengan mengembangkan prinsip-prinsip knowledge management dalam penyusunan program pengembangan intervensi di PT. GYI. Hasil penelitian ini menunjukan adanya hubungan yang positif antara variabel penelitian dengan hasil kategorisasi responden dari kowledge transfer berada pada kategori sedang dan hasil uji konstruk yang dihasilkan menunjukan knowledge codification dengan nilai rata-rata terendah. Bentuk rekomendasi yang diusulkan adalah perubahan struktur organisasi guna memfasilitasi komunikasi horizontal yang dibantu dengan KM-Tools PDCA (Plan Do Check Action) dalam meningkatkan knowledge transfer dan knowledge codification di divisi manufaktur PT. GYI guna meningkatkan kinerjanya dengan berfokus pada intervensi Human Resources Management Practice. ......This thesis focused on the influence of employee engagement on knowledge transfer as the identification factor of this research. Quantitative and qualitative study used to develop intervension program at PT. GYI with knowledge management principles. Result of this research showed a positive relationship between variables with the categorization of the respondents on knowledge transfer in medium rate and constructs analysis shown knowledge codification in the lowest mean. Proposed recommendations is change in organization structure to facilitate horizontal communication and using KM-Tools PDCA (Plan Do Check Action) method to improve knowledge transfer and knowledge codification in manufacturing division PT. GYI to improve it's performance by focusing on interventions in Human Resources Management Practice.

Abstrak :
This book presents the skills required in business and management careers. The management tools provided within this text can be very useful for beginners in the study of management area, as well as to those pursuing a managerial career in different types of organization. It serves as a refreshment in the management sciences foundations. Subjects such as accounting, marketing, human resources, operations, finance are treated in detail, giving the reader the background that can be applied to a variety of real world business situations. The book also covers the latest developments in management research activity, promoting discussion and the exchange of information on principles, strategies, models, techniques, methodologies and applications in the management and business area.

Abstrak :
Setiap harinya, Apotek Kimia Farma 0628 Sukahati dapat melayani kurang lebih 70 hingga 80 pasien BPJS Kesehatan dan sekitar 20 hingga 30 pasien non- BPJS Kesehatan. Melihat banyaknya jumlah resep pasien BPJS Kesehatan yang diterima, menjadikan kecepatan dan ketepatan pelayanan BPJS Kesehatan penting untuk diperhatikan dan dimaksimalkan. Penerapan Lean Management Practice (LMP) di pelayanan kefarmasian dengan cara meminimalisir waste yang ada di apotek dapat meningkatkan efisiensi di setiap tahapan praktik pelayanan kefarmasian. Penyususnan tugas khusus ini bertujuan untuk mengevaluasi penerapan LMP yang berfokus pada proses minimalisasi waste atau hal-hal yang tidak memberikan nilai tambah guna meningkatkan efisiensi sistem pelayanan BPJS Kesehatan di Apotek Kimia Farma 0628 Sukahati. Penerapan LMP dilakukan dengan beberapa proses, yaitu diawali dengan menentukan nilai umum dalam proses pelayanan, mengidentifikasi aliran nilai, pembuatan aliran nilai, implementasi pull based system, dan evaluasi berbagai usaha perbaikan yang telah dilakukan. Pada tahap identifikasi aliran nilai, diketahui bahwa terdapat 5 jenis waste, yaitu defects, unnecessary inventory, excessive transportation, waiting, dan unnecessary motion. Selain itu, berdasarkan hasil observasi, terdapat beberapa jenis tantangan yang ditemukan pada Apotek Kimia Farma 0628 Sukahati, diantaranya adalah hanya terdapat satu loket pengambilan nomor antrean BPJS Kesehatan, ketidakjelasan tulisan pada resep dan data pasien, ketersediaan obat yang terbatas, dll. Oleh karena itu, LMP penting diterapkan di Apotek Kimia Farma 0628 Sukahati, khususnya pada bagian pelayanan BPJS Kesehatan, karena dengan adanya LMP dapat memungkinkan tercapainya sistem pelayanan BPJS Kesehatan yang lebih efektif dan efisien, terutama dalam hal kecepatan dan ketepatan pelayanan (efisiensi waktu dan tenaga/effort dari SDM). ......Every day, Kimia Farma 0628 Pharmacy, Sukahati serves approximately 70 to 80 patients with BPJS Kesehatan and around 20 to 30 patients without BPJS Kesehatan coverage. Considering the high number of prescriptions received from BPJS Kesehatan patients, the speed and accuracy of BPJS Kesehatan services are crucial and need to be maximized. The implementation of Lean Management Practice (LMP) in pharmaceutical services by minimizing waste within the pharmacy, can enhance efficiency at every stage of pharmaceutical service practice. The purpose of this special task report is to evaluate the implementation of LMP, which focuses on the process of minimizing waste activities, to improve the efficiency of the BPJS Kesehatan service system at Kimia Farma 0628 Pharmacy, Sukahati. The application of LMP involves several processes, beginning with defining the value, identifying value streams, creating value flow, implementing a pull-based system, and strive for perfection continuously. In the value stream identification phase, there are 5 types of waste, which are defects, unnecessary inventory, excessive transportation, waiting, and unnecessary motion. Additionally, based on observations, several challenges have been identified at Kimia Farma 0628 Pharmacy, Sukahati, including having only one counter for BPJS Kesehatan queue numbers, unclear handwriting on prescriptions and patient data, limited availability of medication, etc. Therefore, the application of LMP is vital at Kimia Farma 0628 Pharmacy, Sukahati, particularly around BPJS Kesehatan services. The implementation of LMP can lead to a more effective and efficient BPJS Kesehatan service system, especially in terms of speed and accuracy of service.