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ANALISIS KEBUTUHAN PELATIHAN KARYAWAN DIVISI PERBENGKELAN DI PERUSAHAAN KOMPONEN OTOMOTIF BAHAN KARET Abidi, Aulia Rizqi Nur; Pandjaitan, Nurmala K; Affandi, Joko
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 12 No. 1 (2017): Manajemen IKM
Publisher : Institut Pertanian Bogor

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (599.998 KB) | DOI: 10.29244/mikm.12.1.1-14

Abstract

OBK is the company's acquisition in 2013. This acquisition led to a change in the managerial rank that influence new policies were implemented company. New policy of employee development as an effort to increase the performance of the company. This study aimed to analyze the perception of Workshop division employee of accomplished trainings at OBK Company and their improved performance after the training. This study analyze the relationship between the respondents perceptions towards accomplished training activities and the perceptions towards performance after the training. The perception data were processed using an average test score, the correlation using Pearson?s rank test and training Need Assessment Tool (TNA-T) to analyze the employee training needed. The results showed that the perception of production and PPIC subdivisions are satisfied with the training organized by the company and the perception of Maintenance and QC subdivision are quite satisfied. Perception on the improved performance of Production, QC and PPIC subdivisions after the training is increased on the average. Meanwhile the performance of Maintenance subdivision is enough. The relationship between the variables of training and improved performance in Production, PPIC, QC and Maintenance subdivision has a positive direction. This shows that the higher the perception of the training, the higher the perception of improved performance. A strong and significant relationship between training and improved performance are on Production, QC and PPIC subdivisions. Respondent perceptions on these subdivisions are high on the average. On the Maintenance subdivision, the relationship is low and not significant between training and performance. Low relationship is assumed to occur because the assessments of respondents tend to vary on the training variable. The result of TNA tools that  training is required by all respondents but not urgent.
PENINGKATAN EFEKTIVITAS SISTEM INSENTIF PEGAWAI DIVISI RETAIL BANKING PADA BANK XY Indrawati, Renny; Hutagaol, Parulian; Affandi, Joko
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 10 No. 2 (2015): MANAJEMEN IKM
Publisher : Institut Pertanian Bogor

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (829.459 KB) | DOI: 10.29244/mikm.10.2.112-122

Abstract

Bank XYZ is bank that  already  launched credit card in 2007. In their operations, Bank XYZ applying the provision of insentive for the sale of a credit card with the aim that can improve employee motivation to high performing better. Basically every company hopes to reach the target of predetermined sales. But in reality the sale of a credit card to the Bank XYZ Bogor branch has not yet reached the set target. Not achieve the target that is supposed to identify that there is a problem in the achievements of employee performance whereby the employee has not been motivated to work optimally. While Bank XYZ strategy are already making the provision of incentives for retail banking staff who performs the sale of the credit card.The purpose of this research is: 1. Indentify the influence of incentives on employee motivation retail banking division in Bank XYZ in the target of credit card sales. 2. Indentify the influence of an incentive against the employee performance retail banking division. 3. Formulate efforts to improve the effectiveness of incentive system in order to increase the employee performance retail banking division. The process of data analysis begins with some of the stage where the first stage is a test of validity and reability instrument. Descriptive statistic analysis conducted to determine how perceptions of respondents to statements in the questionnaire through analysis rataan score. Through descriptive of statistical analysis can be seen how perceptions of respondents to incentives, motivation and performance. Next after the statistical analysis descriptive done testing SEM (Structural equation model) operated through the LISREL program. The results of the analysis show that the incentive effect significantly against the major motivation of employees. Motivational variables on performance demonstrates that a significant effect on performance the motivation of employees. When compared to the value of the charge factor of motivation on performance, different values looks at factors variable charge directly on performance incentives that show the influence of the small and insignificant. This incentive has the role of small shows a factor in improving the performance of staff Bank XYZ retail banking division. This is shows that employees incentive to affect the performance of retail banking division through motivation, demonstrable of indirect influence more motivation than through direct influence on the performance.
SWA-PERIKSA PENGELOLAAN BUDAYA PERUSAHAAN MENGGUNAKAN SISTEM AUDIT MANAJEMEN SUMBER DAYA MANUSIA MODEL GENERAL SYSTEM AUDIT Susilo, Willy; Eriyatno, -; Affandi, Joko; Goenawan, D Agoes
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 7 No. 1 (2012): Manajemen IKM
Publisher : Institut Pertanian Bogor

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (384.243 KB) | DOI: 10.29244/mikm.7.1.37-43

Abstract

This article is about self assessment of corporate culture management, using system of audit for Human Resource Management  (HRM) GSA model.  The  assessment  process was  done in two stages. The first stage  was  developing a customized assessment questionaire (tool), using semantic differential scale, involving  some senior staff through Focus Group Discussion (FGD).  The second stage was application of the developed devices (questionaire) to assess corporate culture management, involving a group of  30 respondents. Data obtained from the  questionaire was analysed using  the Importance Performance Analysis (IPA), and the result was plotted into the Cartesius diagram for interpretation. The output of the assessment was  an audit report, which was prepared using the formula: True, Valua, Attractive, Policy, Location, Activity, Clauses, Evidences, Scale of Criticality, Recommendation and Time schedule (TVA PLACES ART)  as a guide in the report writing. The audit report was the output of the self assessment and  to be used as reference in improving HRM policy and its implementation in general and corporate culture in particular. Finally, an opinion survey was conducted to verify if the audit model  was perceived to be important, beneficial, practical, feasible, and recommendable for application in the company.  The  result of the survey indicated that 14,2% of respondents disagree, 25,5 neutral, and 59,3 agree.  These statistic figures indicate  that the audit model was agreed  to be important, useful, practical, feasible and recommendable for application  in companies.  Key words: audit report/model,corporate culture, self assessment
FAKTOR-FAKTOR YANG MEMENGARUHI KINERJA PEGAWAI PUSDIKLAT ANGGARAN DAN PERBENDAHARAAN SETELAH REFORMASI BIROKRASI DITERAPKAN Hermawan, Irwan; Hutagaol, M. Parulian; Affandi, Joko
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 9 No. 2 (2014): Manajemen IKM
Publisher : Institut Pertanian Bogor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29244/mikm.9.2.150-157

Abstract

This study examined the influence of bureaucratic reform policies that have been implemented at Training and Education Center of Budget and Treasury, Ministry of Finance since 2007 on employee performance. Bureaucratic reform in its implementation using the concept of two-way social approach, ie persuasive and coercive. Persuasive approach to drive performance through improved remuneration. While the approach of coercion restriction or supervision, and strict punishment to avoid attitudes and behaviors that can be detrimental to the organization through the dimensional change of mindset, structuring the organization and business process, and discipline improvement and human resource management. This study used a quantitative approach with a survey method. The results showed that the bureaucratic reform give an effect and improve the employee performance. Base on the result, it is recommended that bureaucratic reform policy can be implemented to other ministries and institutions to improve the employee performance.
Analisis situasional kinerja dan kompetensi profesi manajemen sumber daya manusia di indonesia Ekananta, Arry; Maarif, Syamsul; Affandi, Joko; Sukmawati, Anggraini
JURNAL MANAJEMEN Vol 10, No 1 (2018)
Publisher : Faculty of Economics and Business Mulawarman University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29264/jmmn.v10i1.2500

Abstract

Penelitian ini bertujuan untuk menganalisis kontribusi dan standar kompetensi praktisi Manajemen Sumber Daya Manusia (MSDM) di Indonesia saat ini. Analisis situasional dilakukan secara statistik deskriptif dengan melibatkan 177 praktisi MSDM dan pengguna jasa layanan praktisi MSDM melalui kuesioner daring dan dokumen fisik menggunakan non-random purposive sampling. Kuesioner analisis situasional berhasil memetakan persepsi praktisi MSDM dan pengguna jasa layanan praktisi MSDM yang menyatakan (1) pentingnya kontribusi praktisi MSDM terhadap kinerja organisasi; (2) peran praktisi MSDM yang diharapkan di masa depan yang menekankan pada peran strategis sebagai Strategic Partner; (3) pentingnya standar sasaran kinerja dan sertifikasi profesi; serta (4) usulan penyempurnaan Standar Kompetensi Kerja Nasional Indonesia (SKKNI) MSDM berupa enam kompetensi tambahan yaitu kemampuan memahami kegiatan operasional proses bisnis organisasi, kemampuan menggunakan media sosial dalam menunjang peran sebagai praktisi SDM, kemampuan berhubungan dan meyakinkan orang lain, kemampuan mendapatkan kepercayaan orang lain melalui pencapaian hasil, manajemen proyek, dan audit SDM.
Peningkatan Kapabilitas Karyawan dan Penerapan Budaya Baru Perusahaan dalam Mewujudkan Daya Saing Sudirlan, Iwan; Maarif, M Syamsul; Affandi, Joko; Arkeman, Yandra
JKBM (JURNAL KONSEP BISNIS DAN MANAJEMEN) Vol 5, No 2 (2019): JURNAL KONSEP BISNIS DAN MANAJEMEN MEI
Publisher : Universitas Medan Area

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (621.551 KB) | DOI: 10.31289/jkbm.v5i2.2274

Abstract

The rapidly changing world environment requires companies to adjust to existing conditions. Environmental changes that occur include technology, information systems, economic and political causes of the emergence of new regulations and derivatives so that industry and industry players in the implementation can run well. One telecommunication company in Indonesia in maintaining revenue and profit growth improves employee capability and application of new corporate culture in realizing competitiveness. A vision and mission change with complete comprehensive transformation with a strategy embodied in employee-driven programs based on company values. The company in transformation years periode from 2011 until 2016 hold engagement survey with main result the majority of opinions like the changes that occur. Researcher use survey method questionnaires to gather information after reborn launched from Indosat Ooredoo employees as respondents that distributed to a level of staff, managers, division heads and group heads. Descriptive statistical analysis methodology is used to analyze information that has been collected. The results data analysis of the questionnaire showed that 7 (seven) variables assessing the improvement of employee capabilities and the application of the company's new culture in realizing competitiveness showed that the seven variables affected the level of security and comfort of employees and middle management.