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"This book provides researchers and students in all disciplines of management with a wide-ranging reference, as well as will provide new insights of developing and managing talent in the the new networked economy that could be applied by interested advanced practitioners to augment company success."

"ABSTRAKTujuan dari penelitian ini adalah untuk memahami sejauh mana perencanaanstrategis, keselarasan organisasi, dan kepemimpinan dilaksanakan sebagai bagian darimanajemen sumber daya manusia di PT. XYZ. Metodologi penelitian yangdigunakan dalam penelitian ini adalah metodologi kualitatif. Dalam melakukanpenilaian, wawancara dilakukan dengan pemegang saham, seluruh direksi tingkattertinggi, dan staf di PT. XYZ. Budaya kerja, hubungan yang kompleks antarapemegang saham dan top manajemen, dan kurangnya kompetensi dalam humancapital, membuat kinerja karyawan tidak sesuai dengan tujuan perusahaan.Berdasarkan hasil penelitian, PT. XYZ bisa mendapatkan keuntungan lebih bilamereka meneliti perencanaan strategis mereka, keselarasan organisasi, dankepemimpinan secara lebih komprehensif dan berkesinambungan dalam rangka untukmenilai dan mengembangkan manajemen sumber daya manusia mereka.

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Abstract The purpose of this research was to understand to what extent strategic planning,organizational alignment, and leadership were implemented as part of human capitalmanagement in PT. XYZ. The research methodology used in this study is qualitativemethodology. In doing the assessment, interviews were conducted with theshareholder, all the highest level directors, and staffs in PT. XYZ. Working cultureissue, complex relationship between shareholder and top management, and lack ofcompetency in human capital, made the employees? performance cannot align withthe company?s objective. Based on the study results, PT. XYZ can gain more benefitif they examined their strategic planning, organizational alignment, and leadership inmore comprehensive and continuous manner in addition to assess and develop theirhuman capital management"

"Perusahaan rintisan mengalami banyak perubahan untuk menghadapi perubahan kondisi ekonomi dan memenangkan persaingan di pasar. Kemampuan karyawan untuk beradaptasi dan meningkatkan keterampilan menjadi faktor yang penting untuk dapat mencapai kesuksesan. Penelitian ini menggabungkan faktor struktural organisasi yaitu penerapan high involvement human resource, learning culture, serta faktor pegawai social informal learning. Analisis data dilakukan terhadap 290 pegawai perusahaan rintisan di Indonesia dengan menggunakan structural equation modelling. Hasil penelitian menunjukkan bahwa pengakuan, pemberdayaan, pengembangan kompetensi, pembagian informasi, dan budaya yang mendukung pembelajaran mendorong munculnya pembelajaran secara sosial informal dan meningkatkan kemampuan pegawai untuk dapat beradaptasi dalam pekerjaannya. Imbalan finansial dapat menghambat pembelajaran dan mengurangi keterampilan kerja. Perusahaan rintisan dapat mengadopsi praktik untuk meningkatkan pembelajaran informal sosial, seperti pengakuan, pemberdayaan, pengembangan kompetitif, dan berbagi informasi untuk meningkatkan daya saing mereka di pasar.

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Startup companies undergo many changes to deal with changing economic conditions and win competition in the market. The ability of employees to adapt and improve their skills is an important factor in achieving success. This study combines organizational structural factors, namely the application of human resources with high involvement, learning culture, and employee factors, namely social informal learning. The research employed a structural equation model to analyze data obtained from 290 employees in Indonesian startups. The results of the study show that recognition, empowerment, competence development, information provision, and a culture that supports learning encourage the emergence of informal social learning and increase the ability of employees to be able to adapt in their work. Financial rewards can hinder learning and employability. Startups can apply practices to enhance social informal learning, such as recognition, empowerment, competence development and information sharing to increase their competitiveness in the marketplace."

"Contents : WHAT IS A LEADERSHIP STRATEGY?- LINK BUSINESS STRATEGY TO LEADERSHIP CAPABILITY - ASSESS THE TALENT PORTFOLIO - DEVELOP STRATEGY AND IMPLEMENT PLAN - MEASURE AND SUSTAIN TRACTION - ENSURING A SUCCESSFUL LEADERSHIP STRATEGY - REFERENCES & RESOURCES - JOB AID: UNDERSTANDING THE BUSINESS LANDSCAPE - JOB AID: DYNAMIC TALENT GRID "

"The Ninth Edition of Human Resource Management: Gaining a Competitive Advantage was developed to teach students how to face and meet a variety of challenges within their organizations and how to gain a competitive advantage for their companies. "

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Penelitian ini bertujuan melakukan estimasi pengaruh eksternalitas aglomerasi berupa knowledge spillovers (MAR/spesialisasi, Jacobs/diversity, dan Porter/kompetisi) serta eksternalitas modal manusia terhadap pertumbuhan tenaga kerja berdasarkan tingkat intensitas teknologi dalam industri dan melakukan estimasi pengaruh modal manusia dalam meningkatkan pengaruh knowledge spillovers. Penelitian ini menggunakan data ISIC 2-digit industri manufaktur  kabupaten dan kota seluruh Indonesia tahun 2010 dan 2015, menggunakan metode Ordinary Least Square (OLS).  Hasil estimasi menunjukkan bahwa spesialisasi berdampak negatif terhadap pertumbuhan tenaga kerja sedangkan diversity berdampak positif namun tidak signifikan di semua tingkat intensitas teknologi industri. Terdapat perbedaan dampak kompetisi dan modal manusia berdasarkan intensitas teknologi dalam industri. Modal manusia dapat menahan dampak negatif kompetisi dan menurunkan dampak positif diversity terhadap pertumbuhan tenaga kerja.

 

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This study aims to estimate the effect of agglomeration externalities in the form of knowledge spillovers (MAR / specialization, Jacobs / diversity, and Porter / competition) and human capital externalities on employment growth based on the level of technological intensity in the industry and estimating the effect of human capital on increasing the influence of knowledge spillovers . This research uses ISIC 2-digit manufacturing industry in districts and cities throughout Indonesia in 2010 and 2015, using the Ordinary Least Square (OLS) method. The estimation results show that specialization has a negative impact on employment growth while diversity has a positive effect but is not significant at all levels of industrial technology intensity. There are differences in the impact of competition and human capital based on the intensity of technology in the industry. Human capital can resist the negative impact of competition and reduce the positive impact of diversity on employment growth."

"ABSTRAKPenelitian ini adalah tentang sumber daya manusia peneliti lembagapenelitian dan pengembangan pemerintah di Indonesia, yang menemui tantangankondisi keluaran litbang yang minim menyentuh pasar. Tujuan penelitian iniadalah menganalisis pengembangan SDM peneliti masa depan yang tepat.Penelitian ini menggunakan paradigma post-positivisme dengan metodepengumpulan data kualitatif. Temuan penelitian menunjukkan bahwa lembagalitbang memiliki kesadaran yang baik terhadap konsep pengembangan SDMdengan memberikan kesempatan peneliti untuk belajar. Namun, dari hasilpenelitian ini, terbukti lembaga litbang tidak di jalur yang tepat dalam melakukaanpengembangan SDM, yang meliputi pelatihan dan pengembangan, pengembangankarir dan pengembangan organisasi. Penelitian ini merekomendasikan perlunyadibentuk pimpinan (leader) baik sebagai ketua program/ ketua kelompok sebagaitim perubahan serta suatu kerangka pengembangan SDM yang terintegrasi yangmencakup aspek-aspek pengembangan individu, karir, dan organisasi yangdilaksanakan secara teliti menggunakan tahapan mulai dari analisis, desain,implementasi, dan akhirnya evaluasi. Penelitian ini juga berkontribusi secarateoritis dengan menunjukkan adanya perubahan metode pengembangan SDMkhas lembaga litbang, perlunya analisis kebutuhan pelatihan dan pengembanganteridentifikasi bahwa sebelum melakukan analisis pelatihan dan pengembangandiperlukan terlebih dahulu rekam jejak masing-masing peneliti, bisnis denganberbagai database serta adanya aktivitas pengembangan dan evaluasi sebagaimasukan kepada tim perubahan dalam teori pengembangan SDM yang telah ada.Studi ini mengusulkan langkah-langkah proses pengembangan SDM yang cocokuntuk kebutuhan lingkungan lembaga penelitian dan pengembangan berdasarkanpendapat yang disampaikan beberapa pakar dan berdasarkan teori pengembanganSDM.

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ABSTRACTThis study focuses on researcher human resources of government researchand development institutions in Indonesia, who are facing the issues of lowresearch and development outputs and minimum impacts to the market.Employing post-positivism paradigm and qualitative data collection method, itaims to examine the ideal development of future researcher HRs. The findingsindicate that the research and development institutions had good awareness of theconcept of human resource development, giving opportunities for researchers tolearn. However, it is also revealed that the institutions were not on the right trackin developing human resources, which includes trainings and development, andcareer and organization development. This research recommends theestablishment of leader (management), both as the head of the program/team thatacts as a team of change and a framework of integrated human resourcedevelopment, comprising individual development aspects, career, andorganizations accurately implemented using particular stages from analysis,design, implementation and evaluation. Theoretically, this research also indicatesthe change of method of human resource development which commonlycharacterizes research and development institutions, the need to conduct needsanalysis of training and development. It has been identified that prior to theanalysis of training and development, track records of researchers, businesseswith their databases, and activities of development and evaluation are needed asfeedback for the team of change in the available human resource developmenttheory"

"ABSTRAKKemajuan perusahaan diantaranya ditentukan oleh sumber daya manusia(SDM) yang dimilikinya. Kuantitas dan kualitas SDM atau karyawan perusahaanditentukan oleh manajemen sumber daya manusia. Dalam hal ini SDM ataukaryawan perusahaan ditentukan oleh manajemen sumber daya manusia. Dalamhal ini manajemen SDM melalui program strategisnya berusaha membangunkualitas SDM agar kontribusinya dapat meningkat. Skripsi ini membahas strategiManajemen SDM PT. MBF dalam membangun komitmen karyawannya.Penelitian ini adalah penelitian kualitatif dengan desain deskriptif. Hasil daripenelitian ini menunjukan bahwa strategi Manajemen SDM dalam membangunkomitmen karyawannya yang dilakukan PT. MBF sudah dimulai dari tahappenerimaan pegawai. Terlepas dari pelaksanaan strategi tersebut benar atau tidak,pada akhirnya implementasi dari strategi tersebut telah membuat para karyawancukup berkomitmen dengan tanggung jawabnya.

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ABSTRACTCompany advancement among others are determined by their humanresources. Human resources quantity and quality determine by human resourcesmanagement. In this case, company human resources determine by their ownhuman resources management, so by their strategic program, their try to buildtheir human resources quality so the employee contribution would be increase.This thesis try to reveal the human resources management strategic of MBF. Incto build their employee commitment. This research is qualitative research bydescriptive design. By this research, shown that human resources managementstrategic of MBF. Inc were done from employee acceptance. Regardless of theimplementation is right or wrong, but the result of strategy was success to makeemployee more commit with their job and their responsbility."