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Abstrak :
Pusdiklat adalah unsur pelaksana tugas di bidang pendidikan dan pelatihan pegawai mempunyai peranan penting dalam menyiapkan sumber daya manusia agar menjadi aparatur yang professional, berkepribadian dan berdisiplin. Keberhasilan suatu program pelatihan dipengaruhi oleh berbagai aspek. yaitu : kebutuhan diklat, kurikulum, peserta, penyelenggara, widyaiswara serta sarana dan prasarana. Oleh karena itu penelitian ini bertujuan untuk mengkaji efektifitas program pelatihan yang dilakukan oleh Pusdiklat Departemen Kehakiman dan HAM Republik Indonesia. Populasi dan sample ini adalah Para peserta diklat yang mengikuti di diklat di Pusdiklat Departemen Kehakiman dan HAM RI yaitu peserta diklat Administrasi Umum dan diklat Pengusutan dan Pengungkapan Kasus pada tahun 2002 yang diharapkan dapat mengungkap pendapat tentang pelaksanaan diklat yang dilakukan oleh Pusdiklat. Responden berjumlah 40 orang peserta diklat Administrasi Umum dan 29 orang peserta diklat Pengusutan dan Pengungkapan Kasus. Penelitian yang digunakan untuk ini adalah Deskriptif Statistik dengan pengujian data melalui label Distribusi Frekuensi. Hasil Penelitian menunjukkan bahwa pada diklat dan aspek kebutuhan diklat, aspek kurikulum, aspek peserta diklat, aspek penyelenggaraan dinyatakan efektif dan aspek sarana dan prasarana dinyatakan efektif Sedangkan aspek widyaiswara dinyatakan kurang efektif sehingga perlu peningkatan. Pada diktat Pengusutan dan Pengungkapan Kasus aspek-aspek yang dinyatakan efektif adalah aspek kebutuhan diktat, kurikulum, peserta diktat, penyelenggaraan diktat dan widyaiswara. Sedangkan aspek yang dinyatakan sangat efektif adalah aspek sarana dan prasarana. Secara umum pelaksanaan diktat Adum dan Pengusutan dan Pengungkapan Kasus dinyatakan efektif.

Abstrak :
ABSTRAIT


ll y a le temp quand wte organization devient grande. Dans cet moment-la, il y a beacoup des gens en fonctions differents, faisent beaucoup des choses dans cette organization. Parfois, les structures des positions, les responsabilites de chaque position, les remunerations dans cette organization devient pas tres claire. Les responsabilites de chaque position et les differenciation entre chaque position et les autres devient tres varies et complexes.

Pour connaitre le condition de structure des positions d 'organization, et pour construire un meillure structure des positions et de remuneration dans cette organization, une organisation doit faire une evaluation des positions.

II y a quelques methods d'evaluation des positions. John M. Ivancevich, dans son livre Human Resource Management (Gestion de Resource Humaines), montre quatre methods d'evaluation:

1. The Rating method

2. Classification method

3. Tite Point system

4. The Factor method

PT. Schneider Indonesia and PT. Schneider Ometraco, membre du Groupe Schneider, ont decide de faire wte projet d'evaluation de position pour toutes les positions dans les organisations. Cette projet-la a commence a octobre jusqu'a Ia fm de decembre. lls ont invite le consultant du management International qui s'appelle William M. Mercer Indonesia (il ete connu le Corporate Resource Group/CRG) pour faire d'evaluation des positions sur Schneider.

William M Mercer offre son method d'evaluation des position, qu'il s'appele International Position Evaluation (IPE). William M. Mercer International est ie proprietaire de cette method d' evaluation des positions.

Je m'interesse de montre dans cette mernoire qu-est que ce le method International Position Evaluation (IPE). Je montre le definition de IPE, les fonctions, et les demarches d' evaluation des positions sw1out l' evaluation des positions qui a eu a Schneider. Je montre de comparaison entre le method de IPE avec les autres methods d'evaluation des positions mentione avant A Ia fin de cette memoire, je montre les avantages et les inconvenients de chaque method d'evaluation. ABSTRACT
When an organization was created, perhaps it will consist of only several positions doing several different functions. The creation of the tittles or positions and the definition of duties and responsibilities (job description) perhaps was in the hand of one person or several people tmder the Human Resource function. When the organization was not complicated, it wouldn't be too complicated to construct the job description and to create the positions grading within the organization. When the organization evolves, the needs for the positions doing more and more functions develop along the development of the organization. At this point, the definition of job description, the def"mition of the roles and responsibilities, and the differentiation of the salary structure become very complicated. There will be time when the organization needs to know its effectiveness and condition.

To check the integrity of the organization and to create a better organization structure, the organization needs to do the evaluation on jobs or positions which exist in the organization. There are some methods on the job evaluation. Four of them are mentioned by John M Ivancevich, in his book "Human Resource Management". The methods mentioned are:

1. The Rating method

2. The Classification method

3. The Point System

4. The Factor method

PT. Schneider Indonesia and PT. Schneider Ometraco, as one of a multinational company operating in Indonesia, feels the urge to do Job/position evaluation within the organization. They have decided to invite an International Manageruent consultant, William M Mercer Indonesia, to be involved in doing the position evaluation. William M Mercer offers its own method of job/position evaluation known as International Position Evaluation to be applied on the job evaluation in Schneider. In doing the evaluation, they will be able to know:

1. Whether its structure is good. The organization may be able to construct better organization structure. The structure will be based on the worth of each position for the organization.

2. The salary structure will be improved by having the salary structure which is based on the position worth for the organization.

3. The roles, responsibilities and the duties of the positions will be clarified. Then the relation between fimctions will be clear.

4. The Schneider has found out that the position tittles in the OIBaniz.ation can be simplified. Therefore it will simplify the works of the Human Resource Management.

5. The career planning will be based on the more good-structured position rankings.

By comparing the International Position Evaluation (IPE) method with the other job evaluation methods mentioned above, the IPE method offers more factors to be considered. So it is obvious that the IPE method is the most sophisticated than the other evaluation methods.

Abstrak :
Evaluasi proyek merupakan bahasan kompleks. Evaluasi dapat dilakukan dalam berbagai aspek, serta ruang lingkup yang berbeda tergantung pada pihak-pihak yang terkait dengan benefit dan cost dari proyek yang bersangkutan. Sebagai distributor semen utama di daerah Sumatera bagian Selatan, PTSB memiliki tanggung jawab tidak hanya kepada para pemegang sahamnya, tetapi juga kepada masyarakat. Dalam kasus PTSB ini, evaluasi dilakukan pada pertengahan proyek. POPT, demikian proyek tersebut disingkat, merupakan proyek survival bagi PTSB. Pelaksanaan tahap pertama dari proyek ini, atau POPT I, berjalan dengan lancar. Target proyek dapat dicapai dengan hasil yang memuaskan, bahkan tanpa sengaja ditemukan suatu inovasi baru yang memberikan kontribusi berharga bagi industri semen. Saatnya untuk merampungkan proyek ini. Namun, badai krisis moneter memaksa manajemen PTSB untuk menghentikan POPT II di tengah jalan. Manajemen dihadapkan pada kenyataan, jika proyek tidak dilanjutkan perusahaan dapat terancam bangkrut, karena tidak mampu melunasi hutang proyek yang membengkak. Di samping itu, Social & Economic cost yang cukup besar harus ditanggung masyarakat dan pemerintah jika perusahaan ditutup. POPT harus dilanjutkan. Namun, membengkaknya biaya proyek menyebabkan kondisi keuangan perusahaan menurun. Restrukturisasi finansial perlu dilakukan untuk memperbaiki kondisi keuangan perusahaan. Dengan demikian proyek dapat dilanjutkan dengan proyeksi yang menguntungkan.

Abstrak :
[Skripsi ini membahas efektivitas pemantauan dan evaluasi pelaksanaan anggaran pembangunan yang dilakukan Kementerian PPN Bappenas dan Kementerian Keuangan terhadap kinerja K.L. sebagai upaya meningkatkan kualitas perencanaan dan penganggaran. Penelitian ini menggunakan konsep sistem pemantauan dan evaluasi berkelanjutan yang dikemukakan Kusek Rist 2004. Penelitian ini dilakukan secara Post Positivis dengan desain deskriptif Berdasarkan hasil penelitian dapat disimpulkan bahwa pemantauan dan evaluasi yang dilakukan kedua lembaga tersebut belum berjalan seperti yang diharapkan yang dipengaruhi oleh kriteria kriteria berikut kurangnya koordinasi antar K.L. evaluator hasil pemantauan dan evaluasi yang tidak mendukung prinsip penganggaran berbasis kinerja hasil pemantauan dan evaluasi yang tidak ditindaklanjuti sistem yang sering bermasalah terbatasnya kualitas dan kuantitas SDM serta tidak adanya pemberian insentif. ......This thesis discussed about the effectiveness of monitoring and evaluation of budget implementation by the Ministry of National Development Planning and Ministry of Finance as an effort to improve the quality of planning and budgeting. This thesis uses the concept of sustainable monitoring and evaluation system by Kusek Rist 2004 Research is done in Post Positivist with a descriptive design. The results showed that monitoring and evaluation of both institutions has not gone as expected which is affected by the following criteria a lack of coordination between evaluator the results which does not support performance based budgeting the results which were not followed up the system which do not support the limited quality and quantity of human resources and the lack of incentives.; This thesis discussed about the effectiveness of monitoring and evaluation of budget implementation by the Ministry of National Development Planning and Ministry of Finance as an effort to improve the quality of planning and budgeting This thesis uses the concept of sustainable monitoring and evaluation system by Kusek Rist 2004 Research is done in Post Positivist with a descriptive design The results showed that monitoring and evaluation of both institutions has not gone as expected which is affected by the following criteria a lack of coordination between evaluator the results which does not support performance based budgeting the results which were not followed up the system which do not support the limited quality and quantity of human resources and the lack of incentives , This thesis discussed about the effectiveness of monitoring and evaluation of budget implementation by the Ministry of National Development Planning and Ministry of Finance as an effort to improve the quality of planning and budgeting This thesis uses the concept of sustainable monitoring and evaluation system by Kusek Rist 2004 Research is done in Post Positivist with a descriptive design The results showed that monitoring and evaluation of both institutions has not gone as expected which is affected by the following criteria a lack of coordination between evaluator the results which does not support performance based budgeting the results which were not followed up the system which do not support the limited quality and quantity of human resources and the lack of incentives ]

Abstrak :
Himpunan Psikologi Indonesia (Himpsi) is the only organization for psychologists in Indonesia. After almost 50 years since it was founded in 1959, Himpsi shows limited improvement to its members. Himpsi Jaya is the "Jakarta chapter of the organization. The lack of significant activities in raises issues whether the organization benefits to its member. Most complains include slow membership process and difficulties in paying annual fee. This study attemps to evaluate the organization based on the perspectives of members, ex, members, and those who want to be members. It is a descriptive quantitative study and the sample of the population was taken non-randomly. It was a joint peoject between Atma Jaya Catholic University and Himpsi Jaya. The sampling technique was convenience sampling. Questionnaire was distributed directly when Himpsi Jaya held activities and indirectly through beranda@himpsijaya.org mailing list. Of the expected 150 sample size (about 10% of total members who pay annual fee regularly), 83 respondents returned the questionnaires.Most respondents aged between 21 and 30 years old, not married, had been psychologists and graduated at the master level. Some were fresh graduates and in the process of looking for jobs. This indicates that ypung members pay attention seriously to the improvement of the organization, especially because they expect Himpsi helps their careers improved. Members though that the performance of the organization is very limited. The need to develop professional competency and certification should make Himpsi Jaya improve its performance.