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"ABSTRAKIndustri garmen merupakan industri padat karya sehingga memiliki bentuk pengelolaan sumber daya manusia yang berbeda karena sebagian besar operasional kerja menggunakan tenaga tradisional atau manusia. Penelitian ini bertujuan untuk mengetahui kondisi kerja dan upaya yang perlu dilakukan dalam mengelola dan meningkatkan kualitas kehidupan kerja karyawan di industri garmen Indonesia. Variabel kualitas kehidupan kerja yang diteliti adalah kesempatan untuk bertumbuh dan berkembang, dasar sumber daya manusia, keikutsertaan dalam perserikatan, dan komunikasi dengan pengaduan keluhan. Metode penelitian yang digunakan adalah metode deskriptif single cross section. Hasil yang diperoleh dari penelitian ini adalah perusahaan di bidang garmen masih kurang memperhatikan pada aspek kesempatan karyawan untuk bertumbuh, dan berkembang. Selain itu, perlu ditingkatkan kegiatan komunikasi antara atasan dan karyawan dalam menyelesaikan masalah kerja. Hal ini didukung dengan tingginya minat karyawan untuk mengetahui informasi tentang masalah ketenagakerjaan.

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AbstractThe garment industry is classified as a traditional industry. This fact explains why its human resources management has to differ from other kinds of industry, since most of its operation is solely powered by human. This study aims to observe the work conditions as well as to evaluate how to improve the quality of worker?s life (QWL) in Indonesian garment industry. The QWL mentioned above comprises of the chances of growth and development, participation in unions and ability to communicate and resolution of conflicts. This study was conducted using the descriptive single cross section method. Based on this research, it was found that companies that run in the garment industry have not paid enough attention on the growth and development of their workers. Another issue that needs to be highlighted is the fact that the companies still have to improve the quality of communication between supervisors and workers in order to solve problems that occur in the workplace. This research has shown that workers commonly have a high intention to be well-informed about human resources management issues"

"Tesis ini membahas tentang rekrutmen dan seleksi yang dilaksanakan oleh Staf Deputi Sumber Daya Manusia Polri (Sde SDM Polri) untuk memperoleh personel Polri yang akan ditugaskan sebagai police advisor pada misi perdamaian PBB di Sudan (misi UNMIS). Permasalahan yang dihadapi adalah bahwa basil rekrutmen dan seleksi Polri belum memenuhi standar kualifikasi PBB. Personel yang dinyatakan memenuhi syarat oleh Polri dan dipanggil mengikuti tes UNSAT tahun 2008 temyata 50% yang dinyatakan lulus. Padahal persyaratan seleksi Polri telah mengacu pada kriteria yang ditetapkan oleh PBB. Penelitian dilakukan secara kualitatif, melalui pengamatan, wawancara dengan pedoman, dan telaah dokumen. Informan penelitian adalah pihak-pihak yang berwenang dalam kegiatan rekrutmen dan seleksi penugasan PBB, serta personel Polri yang pernah mengikuti proses seleksi. Konsep dan teori yang digunakan adalah teori manajemen sumber daya manusia khususnya yang berkaitan dengan masalah rekrutmen dan seleksi personel serta job spesi.fication yang mengacu pada persyaratan Polri, dan UN minimum recruitmen requirements. Teori pendukung lainnya adalah teori motivas teori ·komunikasi dalam organisasi, serta pengorganisasian dalam teori manajemen. Hasil penelitian menunjukkan bahwa pedoman yang digunakan oleh Sde SDM Polri yaitu Surat Keputusan Kapolri No. Pol. : Skep/9911XII/2004, tidak menjelaskan secara spesifik prosedur rekrutmen dan seleksserta persyaratan untuk penugasan misi PBB, sebab Skep ini berlaku umum untuk penugasan di luar organisasi Polri. Pelaksanaan rekrutmen oleh Sde SDM Polri juga belum mampu menjaring personel berpotensi sebanyak-banyaknya untuk dipilih pada proses seleksi. Akibatnya, proses seleksi internal Polri, Satuan Kerja pelaksana seleksi masih mengacu pada pedoman dan standar masing-masing, sehingga faktor subyektifitas tidak dapat dihilangkan dalam proses penilaiannya. Hasil penelitian menyarankan, ke depan, kegiatan rekrutmen perlu diinformasikan dan disosialisasikan dengan lebih efektif, sehingga semakin banyak personel yang berminat dan berpotensi untuk mendaftar. Jenis seleksi yang dilaksanakan internal Polri disesuaikan dengan seleksi yang akan dilakukan oleh PBB. Selain itu, untuk menghasilkan personel sesuai kriteria PBB, disarankan Polri menyiapkan personel melalui kegiatan pelatihan dan pembekalan termasuk kursus bahasa lnggris, yang bertujuan meningkatkan kemampuan calon yang dipersiapkan bertugas di PBB.

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This thesis discusses the recruitment and selection process conducted by the Deputy Staff of Human Resources Development of INP, to obtain INP personnel who will be assigned as a police advisor at the United Nations Mission in Sudan (UNMIS). The problem faced is that the results of recruitment and selection of qualified personnels do not meet UN standards. Personnel who otherwise meet the requirements by INP and called to follow the United Nations Selection Assistance Team (UNSAT) test in 2008, only 50% of them passed. Though INP recruitment and selection requirements have been referring to the criteria established by the United Nations.

Qualitative research was conducted through observations, interviews with the guidelines, and document review. The informants were the parties in charge of recruitment and selection activities for United Nations assignment, as well as INP personnel who attended the selection process. Concepts and theories used is the theory of human resource management, particularly those related to the problem of recruitment and selection of personnel and the job specification which refers to the minimum requirements of INP and UN recruitment requirements. Other supporters of the theory are a theory of motivation, theories of communication in organizations and organizing in management theory.

The results showed that the guidelines of Chief of the Indonesian National Police decree No. Pol.: Skep/991XII/2004 used by the staff of Deputy Human· Resources Development of INP, does not specifically explain about the recruitment and selection procedures, and requirements for the assignment of UN missions. This Skep is generally accepted for an assignment outside the police organization. Implementation of the recruitment by the Deputy Staff of INP Human Resources Development was not able to recruit potential personnel as many as possible to be selected through a selection process. As a result, the unit of selection team in the internal selection process of INP still refers to the implementation of their own guidelines and standards so that subjectivity factors can not be eliminated in the assessment process.

The results of the observation suggest that the recruitment activities in the future should be well informed and disseminated more effectively so that there will be more potential personnel who are interested in joining the United Nations mission. The selection types carrying out by internal INP should be adapted to the selection which will be done by the UN. In addition, to generate appropriate criteria for United Nations personnel, it is suggested that INP should prepare the personnel through training and debriefing activities including joining an English."

"Riset yang berfokus pada kompetensi MSDM (human resource competency) ini,mempunyai dua tujuan, yaitu: problem solving interest dan research interest. Subjek penelitian, Bank BTN dianalisis dari sisi regulasi, struktur, tata kelola, serta dinamika internal human capital management menghadapi situasi kompleks problematis era ASEAN Economic Community 2015 dan ASEAN financial integration 2020. Metode penelitian yang digunakan adalah serba sistem lunak berbasis riset tindakan. Hasilnya, Bank BTN tidak melakukan tindakan sistemik dalam sistem kepemimpinan dan sistem kerja kinerja unggul. Kompetensi MSDM sebagai leverage dapat tercapai melalui efikasi individu dan efikasi organisasi. Sebagai riset akademik, refleksi teoritis memberikan kebaruan berupa disain ulang kompetensi MSDM. Disain alternatif tersebut dihasilkan melalui integrasi sistem pemosisi strategis dengan sistem kerja kinerja unggul melalui sistem proaktivis kredibel empat tingkat. Rekomendasi: organisasi bank perlu mengadopsi desain alternatif, Sistem Kompetensi Modal Manusia, sehingga menjadi center of excellence dalam bidangnya melalui dialog serta tindakan nyata sistemik yang inklusif, holistik dan strategis.

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The Research, that focuses on human resource competency, has two objectives, namely: problem solving interest and research interest. Bank BTN, subject of the research, were analyzed in terms of regulation, structure, governance, and the internal dynamics of human capital management in facing a problematic situation in ASEAN Economic Community 2015 and ASEAN financial integration 2020.

Soft systems methodology based action research was used as the approach. As a result, Bank BTN has not performed systemic action in their leadership system and superior performance work systems yet. Human resource competencies, as leverage, can be achieved through personal efficacy and organizational efficacy.

As an academic research, theoretical reflections provide novelty in the form of human resource competency redesign. The alternative design was produced by an integration of strategic positioner system with high performance work systems through proactivists credible four-level systems.

Recommendation: a bank organization needs to adopt the concept of human capital competency systems to be a center of excellence in its field through systemically inclusive, holistic, and strategic dialogue and real action."

"ABSTRAKHMI adalah organisasi yang melakukan investasi sumber daya manusia human investment melalui perkaderan yang bertujuan melahirkan kader umat dan kader bangsa sebagai insan cita HMI. Tantangan yang dihadapi oleh HMI saat ini dan masa-masa mendatang adalah pengelolaan SDM yang diperluas dengan menyesuaikan dinamika lingkungan eksternal. Kehadiran dan eksistensi HMI harus diperkuat dengan human capital untuk mempersiapkan diri memasuki era globalisasi dengan segala dampaknya. Agenda strategis bangsa Indonesia dalam era globalisasi menuntut HMI dapat merumuskan strategi manajemen SDM untuk mewujudkan kader umat dan kader bangsa yang memiliki keunggulan kompetitif demi mempertahankan eksistensi HMI, baik secara organisatoris, aktivitas, pemikiran dan pengaruhnya sesuai mission dan tujuan HMI.Penelitian ini bertujuan untuk menganalisis strategi manajemen SDM HMI dalam proses kaderisasi kepemimpinan melalui peran strategis perkaderan HMI dalam menjalankan model peran ganda Multiple Role Model . Penelitian ini menggunakan jenis penelitian deskriptif melalui pendekatan kualitatif. Data yang diperoleh dalam penelitian ini bersumber dari wawancara mendalam dan studi dokumentasi. Informan dipilih dengan cara tekhnik purposive sampling untuk menentukan informan awal dan selanjutnya menggunakan teknik snowball sampling. Informan tersebut berasal dari unsur Pengurus Besar PB HMI dan Korps Alumni HMI KAHMI .Hasil penelitian mendapatkan data dan fakta bahwa peran strategis perkaderan HMI menggunakan konsep Multiple Role Model sehingga unit perkaderan menjadi bussiness partner organisasi melalui peran strategic partner, administrative expert, employee champion, dan change agent. Strategi manajemen SDM HMI mengkombinasikan seluruh peran dalam Multiple Role Model sehingga perkaderan dapat menjadi ldquo;mitra rdquo; HMI dalam mewujudkan tujuan HMI. Perwujudan Multiple Role Model tersebut didukung dengan doktrin ideologi HMI yaitu Nilai-Nilai Dasar Perjuangan NDP dan Independensi HMI sehingga dapat membentuk watak kader yang memiliki karakter sebagai kader umat dan kader bangsa yang memiliki keunggulan kompetitif demi mempertahankan eksistensi HMI, baik secara organisatoris, aktivitas, pemikiran dan pengaruhnya sesuai mission dan tujuan HMI

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ABSTRACTHMI is an organization that invests human resources through a madamad that aims to give birth to cadres of the nation and cadres of the nation as human beings of HMI. The challenge faced by current and future HMIs is the expanded human resource management by adjusting the dynamics of the external environment. The presence and existence of HMI must be strengthened with human capital to prepare to enter the era of globalization with all its impact. Indonesia 39 s strategic agenda in globalization era requires HMI to formulate human resource management strategy to realize cadre of nation and cadre of nation that have competitive advantage in order to maintain HMI existence, organizational, activity, thought and influence according to mission and purpose of HMI.This purpose of this research to analyze HR management strategy of HMI in the process of leadership cadreization through strategic role of HMI irrigation in running multiple role model. This research uses descriptive research type through qualitative approach. The data obtained in this study comes from in depth interviews and documentation studies. The informant was chosen by means of purposive sampling technique to determine the initial informant and then using the snowball sampling technique. The informant is from the elements of the Executive Board PB HMI and HMI Alumni Corps KAHMI .The results of this research show data and the fact that the strategic role of HMI utilizes the concept of Multiple Role Model so that the unit becomes bussiness partner of the organization through the role of strategic partner, administrative expert, employee champion, and change agent. Human Resource Management Strategy HMI combines all roles in Multiple Role Model so that Perkaderan can become partner HMI in realizing the purpose of HMI. Multiple Role Embodiment The model is supported by the doctrine of HMI ideology namely Basic Values of Struggle NDP and HMI Independence so as to form the character of cadres who have the character as cadres of the nation and cadres of the nation that have a competitive advantage in order to maintain the existence of HMI, both organisatically, thought and influence according to mission and purpose of HMI"

"ABSTRAKPenelitian bertujuan untuk mengetahui pengaruh efikasi diri dalam bekerja terhadap work engagement dengan mediasi iklim pengembangan sumber daya manusia di Sekretariat Kabinet. Metode analisis data yang digunakan dalam penelitian adalah analisis deskriptif dan diolah dan dianalisis menggunakan metode partial least squares-structural equation modelling. Hasil penelitian menunjukkan efikasi diri dalam bekerja dan iklim pengembangan sumber daya manusia memiliki pengaruh positif yang signifikan terhadap work engagement. Iklim pengembangan sumber daya manusia ditemukan tidak memiliki peran yang signifikan sebagai mediator hubungan efikasi diri dalam bekerja terhadap work engagement di Sekretariat Kabinet. Saran bagi organisasi adalah organisasi perlu mempertimbangkan perbaikan mekanisme pengembangan sumber daya manusia dengan memperbaiki kualitas sistem penilaian kinerja dan mengaitkan capaian kinerja pegawai dengan pemberian penghargaan. Efikasi diri dalam bekerja pegawai dapat ditingkatkan melalui berbagi pengetahuan, untuk itu dibutuhkan hubungan komunikasi yang baik antara atasan dan bawahan maupun dengan rekan kerja. Hal tersebut dapat diwujudkan melalui penerapan coaching, mentoring, konseling, dan rapat informal seperti coffee morning.

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ABSTRACTThis study aims to determine the influence of occupational self efficacy on work engagement with human resources development climate mediation in Sekretariat Kabinet. Methods of data analysis have been used in this research is descriptive and partial least squares structural equation modelling. This study found that the occupational self efficacy and human resources development climate has significant positive influence on work engagement. The human resource development climate is found to have no significant role as a mediator of self efficacy and work engagement relationships in Sekretariat Kabinet. The research gives suggestions that the organization need to consider improving human resource development mechanisms through improving the quality of performance appraisal systems and linking employee performance outcomes to rewards. The level of employees rsquo occupational self efficacy can be improved through knowledge sharing, so that required good communication relationship between superiors and subordinates as well as between colleagues. These can be realized through the application of coaching, mentoring, counseling and routine informal meeting such as coffee morning."