Ditemukan 231425 dokumen yang sesuai dengan query
Alissa Baby Safiera
"Salah satu cara pengembangan karier pegawai adalah melalui promosi pegawai. Namun dalam pelaksanaannya syarat-syarat yang ditetapkan untuk pengangkatan pegawai tidak murni berdasarkan penilaian atas bobot tugas, tanggung jawab dan wewenang tetapi kadang lebih ditentukan karena faktor diluar hal tersebut, antara lain kedekatan pegawai dengan pimpinan. Di lingkungan Kementerian Hukum dan HAM saat ini sedang dilaksanakan peningkatan kualitas sumber daya manusia yang transparan dan obyektif di lingkungan Kementerian dengan menggunakan sistem open bidding dan fit and proper test untuk mendapatkan calon pejabat eselon I dan II yang sesuai kompetensi di bidangnya.
Penelitian ini bertujuan untuk menganalisa pelaksanaan pengangkatan pegawai dalam Jabatan Struktural di Kementerian Hukum dan HAM RI, dan mengetahui faktor-faktor yang mempengaruhi pelaksanaan pengangkatan pegawai dalam Jabatan Struktural di Kementerian Hukum dan HAM RI. Penelitian ini menggunakan pendekatan kualitatif, dengan teknik pengumpulan data berupa wawancara mendalam dan studi kepustakaan. Hasil penelitian membuktikan bahwa pelaksanaan pengangkatan pegawai di Kemenkumham terdapat factor penghambat, yaitu subyektivitas pimpinan, ketidakjelasan peraturan pengangkatan, dan hasil ujian yang bersifat rahasia. Selain itu, penambahan materi yang diujikan bagi beberapa pegawai justru menimbulkan demotivasi.
In order to get qualified personnel is through promotion. However, the conditions set for the hiring was not purely based on an assessment of the weight of the duties, and responsibilities but sometimes more determined because of factors beyond that, among other civil proximity with the leaders. In the Ministry of Law and Human Rights is currently being implemented to improve the quality of human resources in a transparent and objective to use open bidding system and the fit and proper test for candidates according to its competence in the field. This study aims to analyze the implementation of the Title Structural appointments in the Ministry of Law and Human Rights, and determine the factors that affect the implementation of the Title Structural appointments in the Ministry of Law and Human Rights. This study uses a qualitative approach, with data collection techniques such as interviews and literature study. The results prove that the implementation of employment in Kemenkumham are inhibiting factors, subjectivity leadership, unclear rules, and the test results are confidential. "
Depok: Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2012
S44320
UI - Skripsi Membership Universitas Indonesia Library
Fauzia Maurizka Khayrunnisa
"
ABSTRAKSkripsi ini membahas mengenai analisis persepsi dari pegawai Direktorat Jenderal Kekayaan Intelektual Kementerian Hukum dan HAM RI (DJKI Kemenkumham RI) terhadap penerapan reformasi birokrasi di bidang pengelolaan sumber daya manusia di lingkungan DJKI Kemenkumham RI. Berlandaskan kepada teori pengelolaan sumber daya manusia yang dikemukakan oleh Faustino Cardoso Gomes, penelitian ini akan melihat bagaimana pengelolaan sumber daya manusia yang dilakukan oleh DJKI Kemenkumham RI setelah diterapkannya reformasi birokrasi jika dilihat dari persepsi pegawai di lingkungan DJKI Kemenkumham RI. pendekatan penelitian yang digunakan adalah pendekatan positivist dengan tujuan deskriptif melalui teknik pengumpulan data melalui penyebaran kuesioner dan studi literatur. Hasil dari penelitian ini menunjukkan bahwa berdasarkan persepsi pegawai DJKI, pengelolaan sumber daya manusia setelah reformasi birokrasi sudah mengalami perubahan menjadi tergolong baik jika dibandingkan dengan kondisi sebelum reformasi birokrasi.
ABSTRACTThis thesis discusses about the analysis of employees perceptions of implementation bureaucratic reform in the field of human resource management at the Directorate General of Intellectual Property Ministry of Law and Human Rights of the Republic of Indonesia (DJKI Kemenkumham RI). Based on the theory of human resource management that put forward by Faustino Cardoso Gomes, this research will look at how human resource management after bureaucratic reforms that carried out by the DJKI Kemenkumham RI that viewed from the perception of DJKI employees. The approach of this research is used by positivist with descriptive objectives through data collection techniques through questionnaires and literature studies. The results of this research indicate that the management of human resources implementation after bureaucratic reforms has changed to be classified as good while compared to the conditions before the bureaucratic reform."
Depok: Fakultas Ilmu Administrasi Universitas Indonesia, 2020
S-pdf
UI - Skripsi Membership Universitas Indonesia Library
Bhasir Azhzhahiri
"Dalam rangka mendapatkan pegawai yang berkualitas dibutuhkan berbagai tahap kegiatan manajemen sumber daya manusia. Pada tahap awal manajemen sumber daya manusia dimulai pada tahap rekrutmen yang dapat menghasilkan calon-calon pegawai yang berkualitas. Saat ini proses pengangkatan jabatan pada instansi pemerintah seperti kementerian pendayagunaan aparatur negara dan reformasi birokrasi telah menerapkan suatu sistem pengangkatan jabatan terbuka yang disebut dengan istilah open bidding.
Open bidding merupakan suatu proses pengangkatan jabatan yang membuka kesempatan bagi pegawai yang berada di luar instansi agar dapat menjabat di instansi tersebut. tujuannya adalah agar memperluas cakupan sumber pegawainya. Oleh karena itu proses rekrutmen dalam open bidding ini yang menentukan banyak tidaknya kandidat yang dapat masuk dalam tahap seleksi. Karena apabila rekrutmen dapat berjalan dengan baik maka hasilnya akan mendapatkan banyak pelamar yang sudah memiliki kualitas yang baik pula.
In acquiring qualified personnel needed various stages of human resource management activities. In the early stages of human resource management begins at the stage of recruitment that can generate candidates qualified personnel. Currently the process of filling positions in government agencies have implemented a system of filling the position openly termed open bidding. Open bidding is an appointments process that provides an opportunity for employees outside the agency to be able to hold office in the organization. The goal of this system is to expand the scope of employee resources. Therefore the recruitment process in open bidding that determines the success of candidates that can be included in the selection phase. Because if it can run properly then the result will get a lot of applicants who already have good quality as well."
Depok: Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2012
S-Pdf
UI - Skripsi Membership Universitas Indonesia Library
Nur Adi Prayogo
"Pengembangan sumber daya manusia merupakan salah satu bagian dari manajemen sumber daya manusia yang harus dilaksanakan oleh organisasi. dalam organisasi publik, Pengembangan SDM dilakukan untuk meningkatkan
knowledge, skill dan
abilities PNS di maksud. Di dalam Peraturan Pemerintah Nomor 11 Tahun 2017 tentang Manajemen PNS yang menyatakan bahwa setiap PNS memiliki hak untuk memperoleh pengembangan kompetensi selama dua puluh jam pelajaran dalam satu tahun. Pengembangan kompetensi dilakukan untuk meningkatkan kompetensi setiap PNS melalui berbagai kegiatan, salah satunya dengan melaksanakan pendidikan dan pelatihan (Diklat). Diklat dapat dilaksanakan dengan berbagai metode baik secara klasikal maupun non-klasikal. Penelitian ini dilakukan dengan pendekatan kualitatif yang bersifat deskriptif dengan jenis penelitian terapan yang bertujuan untuk memberikan solusi terhadap strategi pengembangan SDM yang di lakukan oleh Kementerian Hukum dan Hak Asasi Manusia melalui Badan Pengembangan Sumber Daya Manusia Hukum dan HAM dan Balai Pendidikan dan Pelatihan Hukum dan HAM. Teknik pengumpulan data dalam penelitian ini dilakukan melalui wawancara terhadap informan internal dan eksternal yang berjumlah sebanyak sepuluh informan. Informan internal di antaranya Sekretaris Badan, Kepala Bidang Program di Pusat Pengembangan Diklat Teknis dan
Kepemimpinan dan Pusat Pengembangan Diklat Fungsional dan HAM serta Kepala Pusat Penilaian Kompetensi. Sedangkan, informan eksternal BPSDM Hukum dan HAM di antaranya, Kepala Kantor Wilayah, Kepala Divisi Administrasi dan Kepala Bagian Pengembangan Karir di Biro Kepegawaian. BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM memiliki tugas dan fungsi untuk melaksanakan pengembangan SDM terhadap seluruh PNS di lingkungan Kementerian Hukum dan Hak Asasi Manusia. BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM saat ini menyelenggarakan pengembangan SDM dengan melaksanakan pendidikan dan pelatihan (Diklat) melalui daring dengan metode Pembelajaran Jarak Jauh (PJJ) dan e-learning. Diklat dilaksanakan sesuai dengan sasaran strategis BPSDM Hukum dan HAM yang berpedoman pada rencana strategis Kementerian Hukum dan HAM. Dalam pengembangan SDM yang dilakukan oleh BPSDM dan Balai Diklat Hukum dan HAM terdapat faktor penghambat, sehingga perlu adanya strategi pengembangan SDM yang sesuai dan dapat dilaksanakan oleh BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM. BPSDM Hukum dan HAM telah mencanangkan Kementerian Hukum dan HAM Corporate University, yang diharapkan mampu menjawab permasalahan yang berkaitan dengan pengembangan SDM
Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources developmentHuman resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development."
Depok: Fakultas Ilmu Administrasi Universitas Indonesia, 2021
T-pdf
UI - Tesis Membership Universitas Indonesia Library
Bisatyo Yudi Wicaksono
"Skripsi ini bertujuan menjelaskan pengaruh kompensasi terhadap kinerja pegawai di Bagian Pengembangan SDM Kementerian Keuangan. Penelitian kuantitatif ini bersifat eksplanatif yang menjelaskan pengaruh kompensasi terhadap kinerja di Bagian Pengembangan SDM Kementrian Keuangan. Dalam menganalisis data primer diperoleh dari penyebaran survey dan wawancara mendalam. Hasil pada penelitian ini membuktikan bahwa kompensasi mempunyai korelasi cukup kuat terhadap kinerja pegawai di Bagian Pengembangan SDM Kementerian Keuangan.
The purpose of this thesis is to explain the effect of compensation towards employee's perfomance at HRD Division of Ministry of Finance. This quantitative research is a explanative research that mainly discuss about the effect of compensation towards employee's perfomance at HRD Division of Ministry of Finance. During the primary sample research, the author acquired the data with survey and depth interviews. The result of this research proved that compensation has a strong correlation to the performance of employees in the Human Resources Development Section in the Ministry of Finance."
Depok: Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2013
S47395
UI - Skripsi Membership Universitas Indonesia Library
Briane Hayugusti
"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."
Depok: Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2012
S-Pdf
UI - Skripsi Open Universitas Indonesia Library
Ganjar Satrio Nugroho
"Skripsi ini bertujuan untuk untuk menganalisis perencanaan kebutuhan pegawai dan menganalisis kendala yang dihadapi dalam proses penyusunan perencanaan kebutuhan pegawai pada Sekretariat Direktorat Jenderal Perbendaharaan Kementerian Keuangan RI. Penelitian dilakukan pada Sekretariat Direktorat Jenderal Perbendaharaan Kementerian Keuangan RI. Metode penelitian ini menggunakan metode penelitian kualitatif. Hasil penelitian menunjukan bahwa Sekretariat Direktorat Jenderal Perbendaharaan dalam merencanakan kebutuhan pegawai hanya berdasarkan kuantitas dan kualitas. Hasil analisis beban kerja tidak berpengaruh langsung kepada kebutuhan pegawai. Kemudian masih terdapat kendala-kendala yang timbul di dalam proses penyusunan perencanaan kebutuhan pegawai.
The aim of this reasearch is to analyze the planning needs of employee and to analyze the obstacles faced in the process of drafting the planning needs of employee in Sekretariat Direktorat Jenderal Perbendaharaan Kementerian Keuangan RI. The reasearch was conduct to Sekretariat Direktorat Jenderal Perbendaharaan Kementerian Keuangan RI. This minor thesis used qualitative reasearch method. The result showed that in planning needs of employee based solely on the quantity and quality. The results of workload analysis does not affect directly to the needs of employee. Then there are still constraints arising in the process of drafting the planning needs of employee."
Depok: Universitas Indonesia, 2013
S44904
UI - Skripsi Membership Universitas Indonesia Library
Utami Dewi
"Laporan magang ini membahas tentang perhitungan kebutuhan tenaga kerja pada PT PLN (Persero) Distribusi Jakarta Raya dan Tangerang Bidang Sumber Daya Manusia dan Organisasi. Pentingnya pelaksanaan perhitungan kebutuhan tenaga kerja tersebut dilatarbelakangi oleh adanya beban kerja yang tidak merata. Hal tersebut berhasil ditangkap dalam hasil survey kepuasan pegawai atau Employee Engagement Survey (EES) yang dilaksanakan pada PT PLN (Persero) Distribusi Jakarta Raya dan Tangerang pada Triwulan III tahun 2012. Untuk menjawab permasalahan tersebut maka diperlukan adanya perhitungan beban kerja yang kemudian akan menjadi dasar perhitungan kebutuhan tenaga kerja pada PT PLN (Persero) Distribusi Jakarta Raya dan Tangerang Bidang Sumber Daya Manusia dan Organisasi. Perhitungan beban kerja menggunakan metode Full Time Equivalent (FTE). Metode ini mengukur beban kerja pegawai melalui lama waktu pengerjaan tugas, kemudian dikonversikan ke dalam indeks nilai FTE. Pengumpulan data berasal dari pengisian form beban kerja pegawai, wawancara dan sistem daily activity online.
Daily activity online adalah suatu sistem yang diterapkan oleh perusahaan untuk mengetahui pekerjaan yang dilakukan masing-masing pegawai dalam rentang waktu tertentu. Setelah data terkumpul dan beban kerja pegawai telah diketahui, selanjutnya dilakukan analisis silang menggunakan data daily activity demi mendapatkan nilai beban kerja yang lebih akurat. Nilai indeks FTE digunakan untuk menentukan jumlah kebutuhan tenaga kerja pada PT PLN (Persero) Distribusi Jakarta Raya dan Tangerang Bidang Sumber Daya Manusia & Organisasi. Hasil perhitungan menunjukkan bahwa jumlah pegawai saat ini sudah tepat dan tidak membutuhkan tambahan pegawai, namun terjadi ketidakmerataan terhadap beban kerja akibat minimnya pengetahuan tentang deskripsi pekerjaan pegawai, kebijakan anajemen dan adanya faktor kepercayaan atasan yang berlebih kepada pegawai tertentu.
This internship report discusses about the calculation of workforce requirement on Human Resource Division PT PLN (Persero) Distribusi Jakarta Raya dan Tangerang. The importance of the calculation of workforce requirements are motivated by the uneven workload among the employee. It was captured in an employee satisfaction survey or Employee Engagement Survey (EES), which was held on PT PLN (Persero) Distribusi Jakarta Raya dan Tangerang in the third quarter of 2012. To answer these problems, it is necessary to calculate employee workload that would later become the basis for workforce requirements calculation on Human Resource Division PT PLN (Persero) Distribusi Jakarta Raya dan Tangerang. Full Time Equivalent (FTE) method was used to calculate employee workload. This method measures the workload of employees with long work assignment, then converted it into FTE index value. Data collection was carried on using employee workload form filling, interviews and data of daily activity online system. Daily activity online is a system implemented by the company to acknowledge employees activity within some range of time. After the data is collected and employee workloads are known, further analysis was carried on using crosscheck analysis on daily activity data in order to get he more accurate value of employee workload. FTE index value is used to determine the number of workforce requirements on Human Resource Division PT PLN (Persero) Distribusi Jakarta Raya dan Tangerang. The Calculation result shows that the existing employee number is appropriate and does not require additional employees, but there are still inequality on the employees workload due to the lack of knowledge about the job description, management policies and the manajement excessive reliance on certain employees."
Depok: Fakultas Ekonomi dan Bisnis Universitas Indonesia, 2013
S54692
UI - Tugas Akhir Universitas Indonesia Library
Ricky Lukman
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ABSTRAKTesis ini membahas mengenai pengaruh peran strategis dari bagian sumberdaya manusia terhadap persepsi investasi pengembanga pegawai PT.X. Penelitian ini melakukan studi pengaruh sub variabel peran bagian sumberdaya manusia (HR role) merujuk pada HR Champion karangan dari Dave Ulrich yang menjabarkan peran bagian sumberdaya manusia terdiri dari 4 sub variabel yaitu : strategic partner, administrative expert, employee champion dan change agent terhadap variabel percieved investment in employees’ development dari Lee & Brufold (2003) .Pengumpulan data menggunakan kuesioner yang diberikan kepada Karyawan PT X pada level Manajer. Analisis data menggunakan bantuan toolSPSS –regresi berganda (multiple regression). Hasil dari penelitian ini menunjukkan bahwa dari keempat sub variabel peran dari bagian sumberdaya manusia, dari keempat peran terdapat satu yang memiliki pengaruh yang paling signifikan terhadap percieved investment in employees’ development. Peran sebagai strategic partner,administrative expert, employee champion dan change agent memiliki pengaruh sebesar 53.4% terhadap percieved investment in employees’ development. Sedangkan sebesar 46.6% dipengaruhi oleh variabel lain diluar model penelitian ini.
ABSTRACTThe focus of the thesis is about the influence of strategic human resource role on percieved investment in employees’ development in PT. X. This study investigated how each sub variables of human resource role (strategic partner, administrative expert, employee champion and change agent) has influenced variabes of percieved investmen in employees’ development. Data was collected using questionnaires given to the employees at manager level in PT.X. Data was analyzed using SPSS– multiple regression. The results of this study indicate that from the all sub variables of human resource role, from all the role there is one role that have most significant influence on percieved investment in employees’ development. Role as a strategic partner, administrative expert, employee champion and change agent have influence 53.4% on percieved investmen in employees’ development. And about 46.6% was influence by other variables outside this research model."
Fakultas Ekonomi dan Bisnis Universitas Indonesia, 2012
T34787
UI - Tesis Membership Universitas Indonesia Library
Fajar Astuti Wulandari
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ABSTRAKPenelitian ini bertujuan untuk mengetahui tingkat employee engagement, gaya kepemimpinan, dan pengaruh gaya kepemimpinan terhadap employee engagement di Sekretariat Jenderal Kementerian Pendidikan dan Kebudayaan (Setjen Kemdikbud). Penelitian ini menggunakan Multifactor Leadership Questionnaire (MLQ-Form 5X) untuk mengukur gaya kepemimpinan, dan untuk mengukur employee engagement digunakan Utrecht Work Engagement Scale (UWES). Metode analisis data yang digunakan adalah analisis deskriptif dan general linear model.
Hasil penelitian terhadap 274 pegawai menunjukkan tingkat employee engagement di Setjen Kemdikbud dikategorikan sedang. Gaya kepemimpinan yang diterapkan di Setjen Kemdikbud adalah kepemimpinan transformasional dan transaksional dengan kategori sedang dan laissez-faire dengan kategori rendah.
Dari hasil penelitian ini diketahui kepemimpinan transformasional berpengaruh secara signifikan dan positif terhadap employee engagement, termasuk juga terhadap dimensi employee engagement yaitu vigor, dedication, dan absorption. Sedangkan kepemimpinan laissez-faire tidak berpengaruh terhadap employee engagement, namun berpengaruh secara signifikan dan positif terhadap dimensi absorption. Saran untuk penelitian lebih lanjut juga disajikan dalam karya akhir ini.
ABSTRACTThe purpose of this research is to find out the employee engagement level, leadership styles, and the influence of leadership styles on employee engagement in Secretariate General of the Ministry of Education and Culture (Setjen Kemdikbud). This research utilize the Multifactor Leadership Questionnaire (MLQ-Form 5X) to measure the leadership styles, and to measure employee engagement, this research utilize Utrecht Work Engagement Scale (UWES). Data was analyzed with descriptive analysis method and general linear model.Result of the research (n=274) showed that the engagement level of Setjen Kemdikbud?s employees are moderate. The leadership styles applied in Setjen Kemdikbud are transformational leadership and transactional leadership in moderate category, while laissez-faire in low category.This research found that transformational leadership significantly and positively impact on employee engagement, as well as the dimensions of employee engagement, namely vigor, dedication and absorption. Laissez-faire leadership has no effect on employee engagement, but significantly and positively affect the absorption dimension. Suggestions for further research were presented in this final report."
Depok: Fakultas Ekonomi dan Bisnis Universitas Indonesia, 2013
T34726
UI - Tesis Membership Universitas Indonesia Library
