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Eva Efrita Destianti
"ABSTRAK
Penelitian ini bertujuan untuk menganalisis langkah-langkah yang dilakukan PT Telkom Indonesia dalam membentuk Good Corporate Culture dan hambatan apa yang dihadapi dalam membentuk Good Corporate Culture. Penelitian ini menggunakan pendekatan pos positivist dengan jenis penelitian deskriptif. Hasil penelitian ini menunjukkan bahwa secara garis besar PT Telkom Indonesia telah melaksanakan setiap langkah dalam membetuk Good Corporate Culture dengan cukup baik. Hampir semua indikator dalam tujuh variabel telah terpenuhi. Indikator yang belum terpenuhi adalah tanggap terhadap masalah eksternal dan internal. Hal tersebut disebabkan karena karyawan belum dapat mengatasi masalah eksternal secara maksimal. Sedangkan, hambatan yang dihadapi adalah penolakan. Namun, PT Telkom Indonesia memiliki cara untuk mengatasi hambatan tersebut, yaitu melalui komunikasi yang intens. Komunikasi
yang dilakukan adalah dengan meyakinkan karyawan bahwa nilai-nilai budaya The Telkom Way dapat memberi manfaat dan dampak positif terhadap karyawan itu sendiri maupun perusahaan.

ABSTRACT
This study aims to analyze the steps taken by PT Telkom Indonesia in forming Good Corporate Culture and what obstacles are faced in forming Good Corporate Culture. This study uses a positivist postal approach with descriptive research types. The results of this study indicate that broadly speaking PT Telkom Indonesia has carried out every step in setting up Good Corporate Culture quite well. Almost all indicators in seven variables have been fulfilled. Indicators that have not been met are responsive to external and internal problems. This is because employees have not been able to overcome external problems to the fullest. Meanwhile, the obstacles faced are rejection. However, PT Telkom Indonesia has a way to overcome these obstacles, namely through intense communication. Communication is done by convincing employees that The Telkom Ways cultural values can provide benefits and positive impacts on the employees themselves and the company."
2019
S-Pdf
UI - Skripsi Membership  Universitas Indonesia Library
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Djokosantoso Moeljono
Jakarta: Elex Media Komputindo, 2005
658.4 DJO g
Buku Teks  Universitas Indonesia Library
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Bahari Priyatna
"Corporate culture applying in Bank Indonesia is not quit of human resources being element. Officers as human resources being have special things cover job satisfaction, attitude, behavioral activity, and habit, which grow and formed pursuant to environmental situation. Job satisfaction influenced by various factors, which is on this research, will limit by perceiving relationship between corporate culture and compensation as factor influencing of job satisfaction.
This research is conducted among officers in Bank Indonesia's monetary sector in light of testing the relationship between corporate culture, compensation and job satisfaction of Bank Indonesia's employee in monetary sector. Among 638 employees as the population are 76 employees of research sample, consist of some sample from each faction taken by proportional sampling random, in order to get all the factions be represented.
This thesis is conducted to be able to give answer through research, whether the relationship between corporate culture, compensation and job satisfaction exists for Bank Indonesia's employee in monetary sector, related to the corporate culture that has been implemented in Bank Indonesia environment.
Corporate culture aspect influenced many by some theory like 7's from McKinsey and some other theory, whereas compensation in Bank Indonesia constituted by pay base aspect, pay base seniority, and pay base performance. While job satisfaction pursuant to theory social needs of human being and some other theory.
Data collecting in this research uses questionnaires submitted by respondents either directly or by e-mail. The questionnaire consists of 4 parts: (I) four questions about general condition, (2) nineteen questions about employee's perception of corporate culture (X,),(3) sixteen questions about compensation, each in 2 sub-parts of financial compensation (X2) and non financial compensation(X3), and (4) twenty questions about job satisfaction (Y).
The data processing is completed by using the SPSS software 11.0. Tabulation traverse (cross tab) is used in order to know the tendency of socio demographic variables in job satisfaction used, while Pearson correlation is used in order to test the relationship between corporate culture, compensation and job satisfaction.
Result of research shows that relationship of corporate culture (Xl), financial compensation (X2), and non financial compensation (X3) have positive value relationship and significant with employee's job satisfaction (Y). This statement was proved by the correlation value of 0,699 between corporate culture and job satisfaction, the correlation value of 0,479 between financial compensation with job satisfaction and the correlation value of 0,682 between non financial compensation and job satisfaction. Meanwhile, the R-square value between corporate culture, financial compensation, and non financial compensation with job satisfaction is 0,529."
Depok: Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2004
T14213
UI - Tesis Membership  Universitas Indonesia Library
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Marsha Anjanie
"Manajemen dan pekerja merupakan dua bagian penting dalam sebuah perusahaan. Kedua bagian ini terbagi atas spesialisasi kerja berbeda yang menciptakan pola pikir dan tindakan yang juga berbeda. Human Capital dan Asosiasi Pilot Garuda (APG) merupakan dua divisi berbeda dalam maskapai penerbangan Garuda Indonesia. Human Capital merupakan divisi yang mengelola sistem kerja perusahaan, sedangkan APG merupakan serikat pekerja para pilot. Penelitian ini fokus pada interaksi kedua divisi tersebut dalam satu kerangka kebudayaan perusahaan.
Human Capital dan APG mendapat banyak hambatan dalam sosialisasi dan implementasi kebudayaan perusahaan karena sulitnya menyamakan interpretasi terhadap corporate values. Hambatan tersebut kemudian terakumulasi sehingga memicu ketidakharmonisan di antara keduanya saat program Quantum Leap dianggap lemah perencanaan dan tidak memiliki antisipasi jangka panjang. Penelitian ini juga akan membahas etnografi konflik yang terjadi antara Human Capital dan APG akibat pola pikir dan tindakan yang berbeda antara kedua belah pihak.

Management and workers are two important parts of a company. The difference of work specialization between these two parts creates different paradigm and action. Human Capital and Asosiasi Pilot Garuda (APG) are two different divisions inside the Garuda Indonesia Company. Human Capital is the division which manages the working system of the company, while APG is a worker union of the Garuda Indonesia pilots. This research focuses on the interaction between those different divisions inside one frame of corporate culture.
Due to the different interpretation toward corporate values, Human Capital and APG have encountered so many obstacles in term of socializing and implementing the corporate culture. The obstacles then accumulated and slowly triggered disharmony between Human Capital and APG when the Quantum Leap Program was considered as a poorly-planned program. This research also discusses about the ethnography of conflict between Human Capital and APG because of the different paradigm and action.
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Depok: Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2012
S-Pdf
UI - Skripsi Open  Universitas Indonesia Library
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Lubis, Delfri Zain
"Budaya organisasi perusahaan merupakan seperangkat pengetahuan yang terdiri dari nilai-nilai, norma, serta aturan yang dijadikan pedoman bagi seluruh anggota perusahaan dalam berperilaku pada kehidupan perusahaan tersebut. Budaya organisasi perusahaan menjadi sangat penting dalam mengatur bagaimana setiap anggota perusahaan melakukan kegiatan kerja guna mencapai tujuan perusahaan tersebut. PT. Dapur Cipta Utama sebagai perusahaan event organizer yang berpengalaman juga memiliki budaya organisasi perusahaan dalam kehidupan perusahaan mereka. Event pameran Indonesia Mining Exhibition 2015 merupakan event pameran skala internasional untuk alat-alat berat konstruksi dan pertambangan yang diselenggarakan secara rutin setiap tahunnya. Tulisan ini akan melihat melalui penyelenggaraan event pameran Indonesia Mining Exhibition 2015, PT. Dapur Cipta Utama sebagai event organizer pelaksana acara untuk perusahaan Sumitomo dan sebagai kontraktor event untuk perusahaan Yutong akan memberikan gambaran mengenai budaya organisasi perusahaan yang dimiliki perusahaan tersebut dalam kinerja para karyawan ketika melakukan kegiatan kerja penyelenggaraan event. Tulisan ini juga akan memberikan gambaran mengenai tipe budaya organisasi perusahaan yang dimiliki oleh PT. Dapur Cipta Utama. @page margin: 2cm p margin-bottom: 0.25cm; direction: ltr; line-height: 120 ; text-align: left; orphans: 2; widows: 2 Kata Kunci: event, event organizer, budaya organisasi perusahaan, tipe budaya organisasi.

Corporate culture is a set of knowledges consist of values, norms, and rules used as guidelines for all the company member in the life of the company. Corporate culture becomes significant in regulating every member to do work activities in order to achieve compony goals. PT. Dapur Cipta Utama, as an experienced event organizing company also have corporate culture in the life of their company. Event Indonesia Mining Exhibition 2015 is an exhibition event in international scale for construction and mining equipments which held annually. This essay will look through the organization of Indonesia Mining Exhibition Event 2015, PT. Dapur Cipta Utama as event organizer implementing event for Sumitomo Company and as the contractor event for Yutong Company will provide overview of the corporate culture which owned by the company in the performance of the employees when performing work activities organizing the events. This essay will also describe about the type of corporate culture owned by PT. Dapur Cipta Utama. page margin 2cm p margin bottom 0.25cm direction ltr line height 120 text align left orphans 2 widows 2 Keywords event, event organizer, corporate culture, types of corporate culture."
Depok: Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2016
S66655
UI - Skripsi Membership  Universitas Indonesia Library
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Ramdan, Andalusia
"Penelitian ini bertujuan untuk menjelaskan gap yang terjadi
antara corporate culture yang sengaja ditanamkan top level management
(intended) dengan corporate culture yang berkembang saat ini dalam level
manajer (deliberate) dan level karyawan (emergent) serta menjelaskan
pengaruh dari gap tersebut terhadap basis daya saing. Penelitian ini
dilakukan dengan metode survei dengan mengambil studi kasus pada PT
Perkebunan Nusantara VIII (Persero) salah satu Badan Usaha Milik
Negara (BUMN) yang bargerak di bidang agrobisnis dan agroindustri.
Sampel diambil secara random yang berstrata secara tldak
proporsional (disproportionate stratined random sampling) darl tiga
wilayah sebanyak 180 Sampel yang terdiri dari 22 manajer dan 158
karyawan. lnstrumen yang digunakan dalam melakukan penelitian adalah Organréational Culture Profile (OCP), untuk mengetahui corporate culture
yang saat ini berkembang pada level karyawan dan manajer (emergent
versus deliberate). Untuk mengukur variabel-variabel tersebut digunakan
t-test dan Analysis Of Variance (ANOVA). Sedangkan untuk top level
management (Intended) tidak dilakukan pengujian dengan OCP, namun
menggunakan corporate culture yang sudah sengaja ditanamkan.
Dart hasil penelitian, diketahui bahwa karyawan dan manajer di
PT Perkebunan Nusantara VIII (Persero) menyatakan bahwa dari 7 (tujuh)
faktor yang ada dalam nilai-nilai corporate culture yang sengaja
ditanamkan oleh top level management (intended), hanya terdapat 3 (tiga)
faktor yang sudah tertanam kuat dalam level manajer dan karyawan. 3
(tiga) faktor yang sudah tertanam kuat tersebut adalah faktor 1 (inisiatit),
faktor 3 (kejujuran) dan faktor 5 (onentasl kerja tim). Sedangkan gap yang
tedadi sebanyak 4 (empat) faktor yaitu pada: faktor 2 (orientasi pada
kepentingan pegawai), faktor 5 (kemauan bereksperlmen), faktor- 6
(penekanan pada kualitas) dan faktor 7 (orientasi pada peraturan).
Secara umum dapat dinyatakan bahwa dengan adanya 4
(empat) gap faktor yang terjadi tersebut maka usaha top level
management PT Perkebunan VIII (Persero) untuk membangun corporate
culture masih memlliki kelemahan-kelemahan yang mendasar sebagai
basis daya saing."
Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2001
T6520
UI - Tesis Membership  Universitas Indonesia Library
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Medda Heptriasti Suharno
"This research is aimed to test two hypotheses: (a) the strength of division cultures effects the reliability of the performances of PT Telkomsel's divisions and (b) the effects of the strength of division cultures on the performances of PT Telkomsel's divisions decline after the implementation of changes in the key performance indicators ("KPI") and targets. Since PT Telkomsel's corporate targets are detailed into divisional targets, it is important for PT Telkomsel to be able to predict its company-wide performances through the reliability of its divisional performances.
Based on organizational theories suggesting the importance of variability in firm performance and prior researches evidencing that strong cultures can enhance the reliability of firm performances, the writer conducted a research in PT Telkomsel using the following research methodology. Primary data for the independent variable of the strength of the division cultures were collected through questionnaires distributed to employees stationed minimum one semester in the same division.
The questionnaires used Likert scale of one to five, indicating the weakest to the strongest cultures. Data for the dependent variable of the reliability of divisional performances are obtained from reports on each division monthly performance scores, produced by Department of Performance Management of PT Telkomsel. The reliability of division performance is indicated by the calculated standard deviation of each division monthly score during the observed periods. The smaller the standard deviation, the more reliable the performance. These data of the two variables were then analyzed using statistical tools of regression and Pearson Co-relation coefficient.
The results of this research concluded that there is a strong relation between the strength of division culture and the reliability of 2003 divisional performances. The effect of the strength of division culture on the reliability of performance declined during the first quarter of 2004, after the changes in KPI. Even though the reasons why the effect declined still need to be verified by further researches, the writer suggests that PT Telkomsel provide sufficient time for learning and socialization processes for divisions with strong cultures, before the company imposes on changes."
Depok: Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2004
T13936
UI - Tesis Membership  Universitas Indonesia Library
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Annisa Trisia
"Penelitian ini bertujuan untuk menganalisis pengaruh budaya organisasi terhadap organizational citizenship behavior (OCB) serta menganalisis faktor-faktor lain yang mempengaruhi organizational citizenship behavior (OCB). Penelitian ini dilakukan pada kantor pusat PT Garuda Indonesia (Persero) Tbk dengan jumlah responden sebanyak 83 orang yang berstatus sebagai pegawai tetap. Metode pengumpulan data primer dilakukan melalui survei dengan menggunakan kuesioner dan wawancara mendalam. Data yang diperoleh dianalisis dengan menggunakan teknik regresi linier sederhana dengan menggunakan program aplikasi SPSS 19.0. Hasil penelitian ini menunjukkan bahwa budaya organisasi memiliki pengaruh yang signifikan terhadap organizational citizenship behavior (OCB) pegawai tetap di kantor pusat PT Garuda Indonesia (Persero) Tbk.

This study aims to analyze the influence of organizational culture on organizational citizenship behavior (OCB) and analyze other factors that affect organizational citizenship behavior (OCB). This research was conducted at the head office of PT Garuda Indonesia (Persero) Tbk with the total of 83 permanent employees as the respondents of this research. The primary method of data collection is done through a survey using a questionnaire and indepth interview. The data obtained were analyzed using simple linear regression techniques using the SPSS 19.0 program. The results of this study indicates that organizational culture has significant influence on organizational citizenship behavior (OCB) permanent employees at the head office of PT Garuda Indonesia (Persero) Tbk."
Depok: Fakultas Ilmu Administrasi Universitas Indonesia, 2014
S54960
UI - Skripsi Membership  Universitas Indonesia Library
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Finia Ilmyanti
"ABSTRAK
Penelitian ini bertujuan untuk mengetahui bagaimana penerapan budaya
organisasi di unit PT PLN. Nara sumber sebanyak 11 orang dari 95 jumlah
pegawai di bidang SDM dan Umum, teknik pengumpulan data melalui
wawancara. Berdasarkan hasil wawancara, budaya organisasi sudah ada sejak PT
PLN baru berdiri, dan di berikan secara turun temurun untuk di implementasikan
sesuai dengan keinginan bersama agar terwujud suatu organisasi yang baik bagi
anggota organisasi, pelanggan, mitra kerja, dan masyarakat. Budaya organisasi
pada unit PT PLN mengandung nilai-nilai yang sudah ditanamkan sejak dahulu,
sehingga pada pelaksanaannya anggota organisasi dapat mengimplementasikan
budaya dengan baik. Pada akhirnya dapat disimpulkan bahwa implementasi
budaya organisasi sudah berjalan cukup baik dengan adanya nilai- nilai yang ada
pada budaya organisasi seperti saling percaya, integritas, peduli, dan pembelajar.

Abstract
This study aims to determine how the implementation of organizational culture in
unit PT PLN. Informants as much as 11 people from 95 the number of employees
in the field of Human Resources and Public, techniques of collecting data through
interviews. Based on the interviews, organizational culture has existed since the
newly established PT PLN, and provide for generations to be implemented in
accordance with a common desire to manifest a good organization for members of
the organization, customers, partners, and society. Organizational culture in unit
PT PLN contains the values that have been planted long ago, so the
implementation can implement the culture of the organization's members as well.
In the implementation of cultural implementation will certainly face a variety of
inhibiting factors, such as the lack of thought will open new things and the
different character of each employee. In the end it can be concluded that the
implementation of organizational culture has been running quite well with the
existing values in the culture of an organization such as trust, integrity, caring, and
learners."
2012
S-Pdf
UI - Skripsi Open  Universitas Indonesia Library
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Ratih Kismie
"Penelitian ini mengenai komunikasi korporat dengan program transformasi PT Pertamina (Persero) sebagai objek penelitian. Tujuan penelitian untuk menggambarkan tentang proses perumusan dan implementasi Strategic Vision kaitannya dengan Corporate Brand PT Pertamina (Persero) pada Pogram Transformasi 2006-2016; menggambarkan tentang keterkaitan antara Corporate Culture dengan Corporate Brand PT Pertamina (Persero) pada Pogram Transformasi 2006-2016; menganalisis tentang keterkaitan secara kualitatif antara Corporate Image dengan Crporate Brand PT Pertamina (Persero) pada Pogram Transformasi 2006-2016.
Paradigma penelitian interpretatif, metode penelitian kualitatif. Data bersifat primer melalui wawancara mendalam, dan observasi; serta data sekunder dengan studi kepustakaan. Teknis analisis data menggunakan teori ?segitiga? corporate branding dari Hatch & Schultz (2001).
Hasil penelitian menunjukkan masih terjadi gap antara Vision & Culture, tampak dari tema fundamental maupun bisnis PT Pertamina (Persero) yang belum terpenuhi, masih terdapat gap antara Vision & Image, apa yang diinginkan dalam visi PT Pertamina (Persero) dipersepsikan berbeda oleh stakeholders dari luar perusahaan, baik di dalam maupun di luar negeri. Sedangkan antara Image & Culture, gap-nya tidak terlalu lebar, bahkan semakin menyempit jaraknya, karena tata-nilai PT Pertamina (Persero) cenderung kuat, integrated, disosialisasikan kepada pekerja secara sistematis, berkesinambungan dan menyeluruh mulai dari Pusat hingga ke unit-unit daerah.

This study was about corporate communication with transformation program of PT Pertamina (Persero) as the study object. This study aimed to describe about the formulation process and implementation of Strategic Vision related to the corporate brand of PT Pertamina (Persero) at Transformation Program 2006-2015; describe about the relation between Corporate Culture and Corporate Brand of PT Pertamina (Persero) at Transformation Program 2006-2015; analyze about the qualitative relation between Corporate Image and Corporate Brand of PT Pertamina (Persero) at Transformation Program 2006-2016.
The paradigm of this study was interpretative, and this study used qualitative research method. The primary data was obtained through deep interview, and observation; and the secondary data was obtained through literature study. Data analysis technique used the triangle corporate branding theory from Hatch & Schultz (2001).
The results showed that there was still a gap between Vision & Culture,it was shown from the fundamental and business theme of PT Pertamina (Persero) which hadn?t been fulfilled. There was still a gap between Vision & Image, what was wanted in the vision of PT Pertamina (Persero) was differently perceived by stakeholders outside the company, in national and international level. There was a not-too-wide gap between Image & Culture, the distance became narrower, because the value system at PT Pertamina (Persero) tended to be strong, integrated, and socialized systematically to all employees, continuous, and thorough starting from the central to the regions.
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Depok: Fakultas Ilmu Sosial dan Ilmu Politik Universitas Indonesia, 2016
T46281
UI - Tesis Membership  Universitas Indonesia Library
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