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"Penelitian ini membahas tentang hubungan antara hasil Evaluasi Pelatihan Service Excellent dan Kepuasan Kerja dengan tipe kepribadian Marston. Responden 111 pegawai pelayanan pelanggan dari PLN Distribusi Jakarta Raya & Tangerang Unit Pelayanan Mampang, Serpong dan Bintaro. Evaluasi Pelatihan Service Excellent ini menggunakan evaluasi model Kirkpatrick. pada level pertama yaitu tingkat reaksi terhadap kebutuhan pelatihan, materi pelatihan, metode, trainer dan media.Sementara kepuasan kerja menggunakan Teori Spector yang mendefinisikan kepuasan kerja sebagai perasaan seseorang terhadap pekerjaan dan aspek aspek didalam pekerjaannya, yaitu gaji, kesempatan promosi, atasan, tunjangan, penghargaan perusahaan, peraturan dan prosedur keja, rekan kerja, sifat kerja, dan komunikasi.Peneliti menduga faktor kepribadian berhubungan dengan hasil evaluasi Pelatihan Service Excellent dan kepuasan kerja. Tipe kepribadian Marston menggunakan konsep DISC untuk meihat hubungan tersebut.Hasil perhitungan menunjukkan hanya Tipe kepribadian Influence memberikan nilai yang tinggi terhadap hasil evaluasi pelatihan (r-0,312, p=0,001) dan kepuasan kerja (r-0,370, p=O,OOO)."

"Dengan dikeluarkannya Undang-undang No. 20 Tahun 2002, sektor pembangkit tenaga listrik yang sebelumnya dimonopoli oleh PLN Disjaya dan Tangerang, saat ini terbuka untuk swasta. Dengan iklim persaingan industri yang ada, tidaklah mustahil jika nantinya pemerintah Republik Indonesia menghapus monopoli dalam sektor distribusi tenaga Iistrik. Untuk dapat bersaing dengan industri lain, PLN Disjaya dan Tangerang hams meningkatkan keunggulan bersaingnya. Salah satu cara untuk meningkatkan keunggulan bersaing adalah dengan meningkatkan kualitas pelayanan pelanggan. Peningkatan kualitas pelayanan juga diperlukan untuk mengurangi jumlah keluhan pelanggan yang tidak puas dengan pelayanan saat ini. Kemungkinan penyebab belum memuaskannya pelayanan saat ini adalah elemen pelayanan belum dikembangkan secara tepat.Service Quality Function Dcpioyment (Service QFD) adalah salah satu metode yang cocok untuk pengembangan pelayanan pelanggan. Service QFD mampu menenjemahkan apa yang dibutuhkan pelanggan menjadi pelayanan yang memuaskan. Dalam Service QFD terdapat 2 elemen penting yaitu tingkat kepentingan pelanggan dan kinerja pelayanan. Ada satu elemen lagi yang juga signifikan dalam peningkatkan kepuasan pelanggan yaitu kemampuan perusahaan dalam memberikan elemen pelayanan. Penelitian ini bertujuan untuk mengembangkan pelayanan pelanggan dengan memperhatikan tingkat kepentingan pelanggan, kinerja pelayanan, dan kemampuan perusahan dalam memberikan elemen pelayanan. Tujuan spesifik penelitian ini adalah untuk mengidentifikasi elemen pelayanan yang dibutuhkan dan prioritas pengembangan masing-masing elemen pelayanan.Dari penelitian ini didapat 20 elemen pelayanan yang dianggap berkontribusi dalam usaha memuaskan pelanggan. Elemen-elemen pelayanan yang mendapat prioritas perlama dalam pengembangannya adalah pengembangan website dan survey pelanggan.

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Andhyka Socnrarsono Service Development of PT PLN (Persero) Distribusi Jakarta Raya dan Tangerang Using Service Quality Function Deployment Methodology xvi + 90 pages, 27 tables,l3 pictures, 5 appendices ABSTRACT As the issuance of Electricity Act No. 20 in 2002, electricity generating sector, formerly monopolized by PLN Disjaya dan Tangerang, is now open for private companies. Conceming industrial competitive atmosphere, it is likely for Government of Indonesia to abrogate monopoly in electricity distribution sector in the future. To compete with other industries in the future, PLN Disjaya dan Tangerang must improve their competitive advantage. One way to improve competitive advantage is by improving the service quality. The improvement of service quality is needed to reduce numbers of complaints from customers who are not satisfied with the recent service performance- The reason why they are not satisfied might be improper service elements development.

Service Quality Function Deployment (Service QFD) is one of the appropriate methods for service development. It is able to translate what the customers need (voice of customers) into the satisfactory service. In service QFD, there are two important elements, customer importance and service perfonnance. There is another element which is also significant in satisfying customers. It is the enterprise ability in providing service elements.

This study aims to develop the service by considering customer importance, service performance, and enterprise ability in providing service elements- The specific goals are to identify service elements needed and the development priority for each service element.

There are twenty service elements, which contribute in customer satisfaction, obtained from this study. The service elements which get the tirst development priority are website development and customer survey."

"[Kegiatan usaha di bidang ketenagalistrikan tidak akan terlepas dari value chain aktivitas ketenagalistrikan yang dimulai dari pembangkitan, transmisi, distribusi sampai dengan ritel. Dalam siklus aktivitas ketenagalistrikan tersebut, selalu timbul adanya susut energi listrik akibat dari selisih antara jumlah energi listrik yang diproduksi dengan jumlah energi listrik yang dicatat sebagai penjualan kepada pelanggan. PT PLN (Persero) sebagai BUMN di bidang ketenagalistrikan, sejak Desember 2007 telah memiliki kebijakan perusahaan dalam rangka pengendalian susut jaringan distribusi yang dituangkan dalam buku berjudul Pedoman Peta Kegiatan dan Identifikasi Proses Bisnis Distribusi.Karya akhir ini meneliti bagaimana upaya pengendalian susut energi listrik pada jaringan distribusi yang dilakukan di PT PLN (Persero) area distribusi Jakarta Raya dan Tangerang, dampaknya terhadap subsidi listrik Pemerintah pada PT PLN (Persero). Faktanya, aktivitas pengendalian susut energi listrik pada jaringan distribusi dibagi menjadi aktivitas pengendalian karena penyebab faktor teknis dan faktor non teknis.;Electricty business value chain consist of power generation activities, transmission and distribution network activities, and retail activities. Usually energy losses happen, due to the calculation gap between electricity produced by power plants and recorded as sales to the customer. Since December 2007, regarding to the Board of Director Decree, PT PLN (Persero) has developed corporate policy to control energy losses, particularly energy losses on distribution network.This thesis examines what are the efforts conducted by PT PLN (Persero) distribution area Jakarta Raya and Tangerang and how effective they were to control energy losses on distribution network and also its impact to the electricity subsidy provided by the government. In fact, the activities to control the losses divided into technical factors and non technical factors.;Electricty business value chain consist of power generation activities, transmission and distribution network activities, and retail activities. Usually energy losses happen, due to the calculation gap between electricity produced by power plants and recorded as sales to the customer. Since December 2007, regarding to the Board of Director Decree, PT PLN (Persero) has developed corporate policy to control energy losses, particularly energy losses on distribution network.This thesis examines what are the efforts conducted by PT PLN (Persero) distribution area Jakarta Raya and Tangerang and how effective they were to control energy losses on distribution network and also its impact to the electricity subsidy provided by the government. In fact, the activities to control the losses divided into technical factors and non technical factors., Electricty business value chain consist of power generation activities, transmission and distribution network activities, and retail activities. Usually energy losses happen, due to the calculation gap between electricity produced by power plants and recorded as sales to the customer. Since December 2007, regarding to the Board of Director Decree, PT PLN (Persero) has developed corporate policy to control energy losses, particularly energy losses on distribution network.This thesis examines what are the efforts conducted by PT PLN (Persero) distribution area Jakarta Raya and Tangerang and how effective they were to control energy losses on distribution network and also its impact to the electricity subsidy provided by the government. In fact, the activities to control the losses divided into technical factors and non technical factors.]"

"PLN merupakan salah satu BUMN yang mendapat sorotan mengenai kinerjanya yang dinilai masih rendah. Salah satu faktor yang dapat mempengaruhi kinerja ialah komunikasi organisasi. Komunikasi organisasi yang efektif diyakini dapat meningkatkan kinerja karyawan dalam suatu perusahaan. Penelitian ini bertujuan untuk mengetahui pengaruh efektifitas komunikasi organisasi terhadap kinerja karyawan di PT PLN Kantor Disjaya. Penelitian ini merupakan penelitian kuantitatif. Data dikumpulkan melalui survei dengan teknik sampel stratifikasi proporsional terhadap karyawan di Kantor Disjaya berjumlah 76 orang. Hasil penelitian menunjukkan bahwa efektifitas komunikasi organisasi memiliki pengaruh yang positif dan signifikan terhadap kinerja karyawan. Pengaruh positif yang terbentuk adalah semakin efektif komunikasi organisasi berakibat semakin baik kinerja karyawan di PT PLN Kantor Disjaya.

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PLN is one of state-owned enterprises whose performance is still low. One of the factor that affect the employee performance in organization is organizational communication. An effective organizational communication is believed can improve the employee?s performance in organization. The purpose of this study is to understand the impact of effectiveness organizational communication on performance among employees in Distribution Region Jakarta Raya and Tangerang (Disjaya) Office of PT PLN. This research is quantitative research. The data were collected by means of survey with proportionate stratified random sampling technique to employees in Disjaya office of PT PLN. The result showed that effectiveness organizational communication positively influences performances among employees. The positive impact that is formed in this study is the more effective organizational communication is the better performance showed by the employees in Disjaya office of PT PLN ."

"In era of globalization this time, to realize professional officers, responsive and adaptive, hence the officers require to be constructed as well as possible. PT. PLN (Persero) Distribution of Jakarta Raya and Tangerang as a big enough state ownership and important of its role, also conduct construction to all employees. One of effort is taken construction through position promotion. A program promotion of effective position in the end will give big contribution for attainment of company target. Futhermore, hence becoming fundamental problems is "how position promotion implementation in PT. PLN (Persero) Distribution of Jakarta Raya and Tangerang?" and "What kind of resistance that happened in position promotion implementation in PT.PLN (Persero) Distribution of Jakarta and Tangerang?" Thereby hence this writing script target is to know how position promotion implementation and what kind of resistance that happened in position promotion implementation in PT. PLN (Persero) Distribution of Jakarta and Tangerang. This research was conducted with qualitative approach. Data collecting of research was conducted by hand in glove bibliography study of its bearing with human resource management and position promotion, Data seeking from document supporting research, interview with functionary official and spreading questionnaire to some of responders which have got position promotion. In determining sample, researcher use Purposive sample and research sample elected use snowball technique. During research some data were obtained, for example promotions of position represent one of form of appreciation given by company to officer for ability of good job. Other finding is promotion of position conducted as according to organizational requirement especially to fill vacant position pursuant to position formation and labour formation. Its something else found in this research that is in implementation of position promotion still be coloured by element of subjectivity of head caused because not any information guidance of existing promotion and the assessment which is not objective. Other finding again, promotion of position give various benefit among other things the promotion can improve work productivity, can improve the spirit of job and can gratify_requirement of officer in the case of self actualization. Although basically this promotion gives benefit for officer experiencing of it and company, however in its implementation promotion of officer not yet earned is conducted by suppose because of existence of resistor factors that is for example: existence discrimination of personal characteristic officer, collegiate of certain university and contiguity of relation among officers as subordinate with his superior. Existence resistor factors can result postponement of lifting of officer position! Result of research show that position promotion implementation in PLN Disjaya does not take place well. It does not take place well because there is no promotion guidance, promotion assessment which is not objective and less information about position promotion and also the promotion implementation in PLN Disjaya still be coloured with bad element subjectivity. Implementation position promotion is also caused by its resistor factors that are personal characteristic discrimination existence of officer, certain university collegiate equality and the relation contiguity among officers as subordinate with his superior. Position promotion can improve work productivity, can improve the spirit of and the enthusiasm work and also can gratify officer requirement in the case of self actualization. Others, officer placed as according to organizational requirement and the basis for promotion implementation in PLN Disjaya is solidarity between merit system (achievement system) and seniority system (career system) where merit system more dominant. Suggestion which offering, company shall announce openly to position promotion opportunity through Job Posting and develop build center officer performance assessment (Assessment Center). Company require to improve and equip existing promotion guidance and more consider according to between ability owned officer with organizational requirement. Other suggestion, besides test fit and proper promotion implementation test better in PLN Disjaya is also based for merit system so that all competition employees can with other in its labour capacity, and also completion of execution of promotion pursuant to merit system with eliminated resistor factors."

"Outsourcing merupakan bentuk strategi baru yang sedangberkembang dalam dunia usaha sebagai salah satu efek dariperubahan cara pandang bisnis. Dilakukannya outsourcingdikarenakan agar perusahaan dapat lebih berkonsentrasi padapekerjaan utamanya. Dalam pelaksanaannya, outsourcingdiatur dalam UU No.13 Tahun 2003 pasal 64 yang menyebutkanbahwa terdapat 2 jenis outsourcing, yaitu outsourcingpekerjaan yang menggunakan perjanjian pemborongan pekerjaandan outsourcing pekerja/buruh yang menggunakan perjanjianpenyediaan jasa pekerja/buruh. Pada sistem outsourcing,tenaga kerja outsource terikat hubungan kerja denganperusahaan penyedia jasa di dalam perjanjian kerja. Sebagaiakibat adanya hubungan kerja antara tenaga kerja outsourcedengan perusahaan penyedia jasa tersebut, maka muncul hakdan kewajiban bagi masing-masing pihak yang harusdiperhatikan. Hak dari tenaga kerja outsource yang wajibdipenuhi oleh perusahaan penyedia jasa adalah kepastianadanya pemberian program jaminan sosial tenaga kerja,khususnya dalam hal ini adalah program jaminan kecelakaankerja. Hal ini penting mengingat dalam menjalankanpekerjaannya, tenaga kerja outsource dihadapkan pada resikotertimpa kecelakaan kerja. Tetapi pada prakteknya, tidakjarang ditemukan adanya pelanggaran terhadap pemenuhan haktenaga kerja outsource tersebut. Hal ini dikarenakan tenagakerja outsource tidak bekerja di lokasi perusahaan penyediajasa melainkan ditempatkan lagi di perusahaan penggunajasa, sehingga pengawasan terhadap pelaksanaan programjaminan kecelakaan kerja pada tenaga kerja outsourcetersebut tidak dapat dilakukan secara maksimal. UndangundangNo.3 Tahun 1992 tentang Jaminan Sosial Tenaga Kerjamembebankan tanggung jawab atas pelaksanaan program jaminankecelakaan kerja kepada pengusaha."

"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.

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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."