Hasil Pencarian  ::  Simpan CSV :: Kembali

Abstrak :
Untuk mencapai tujuan organisasi, Bank Indonesia, telah mencanangkan program inisiatif manajemen pengetahuan (knowledge management) dengan berusaha membentuk perilaku berbagi pengetahuan di antara pegawai. Setelah berjalan 2 tahun, pada Direktorat Sumber Daya Manusia (DSDM) mulai terlihat gejala bahwa pegawai mulai kehilangan motivasi ikut dalam kegiatan tersebut dengan ditandai oleh kehadiran pegawai yang mulai menunjukkan penurunan. Hal ini disebabkan karena budaya berbagi pengetahuan belum masuk dalam sistem organisasi sehingga perilaku yang diharapkan belum maksimal terbentuk. Selanjutnya fungsi Manajemen Sumber Daya Manusia (MSDM) sangatlah dibutuhkan dalam membentuk perilaku pegawai sesuai keinginan organisasi. Oleh sebab itu ditempuhlah survey melalui penyebaran kuesioner pada Direktorat Sumber Daya Manusia (DSDM) di Bank Indonesia untuk mengetahui persepsi pegawai akan fungsi MSDM yang berpengaruh terhadap petnbentukan budaya berbagi pengetahuan. Analisa yang dilakukan adalah dengan statistika deskriptif melalui pcndckatan central tendency dengan memperhatikan dan memperbandingkan rata-rata (mean) antar variable. Adapun fungsi yang dicoba ditelaah adalah deskripsi pekerjaan, rekrutmen dan seleksi, rewards, pelatihan, penilaian kinerja, dan sistem pengembangan karir. Berdasarkan hasil kuesioner didapatkan hasil bahwa sistem pengembangan karir ternyata paling berpengaruh dibandingkan fungsi lainnya, sedangkan fungsi reward hanya merupakan faktor hygiene. Selanjutnya disiapkan rekomendasi terhadap perubahan sistem promosi pegawai yang telah ada, di mana lebih mengedepankan mempersiapkan peran bagi pegawai dalam bentuk pengetahuan (knowledge) dan ketrampilan (skill), mempersiapkan jalur karir yang berbeda (dual track career system), sistem point bagi pegawai yang ikut dan aktif berbagi pengetahuan, dan mempersiapkan individu untuk merancang sistem karir bagi dirinya sendiri.

---

Bank Indonesia, the central bank of Republic of Indonesia, has launched a Knowledge management program as one of its strategic objectives in achieving organizational mission. The Knowledge Management program was introduced to establish a sharing culture among employees. However, the implementation of the Knowledge Management program has shown slow progress. This can be concluded in the decreasing number of participants of Knowledge Management activities i.e. knowledge sharing in some directorates, including HR directorate. One of the possible causes of this phenomenon is the fact that Bank Indonesia has not included knowledge sharing program in its HR Management system. This, among other things, has caused the sharing culture not been internalized or institutionalized. Based on this assumption, this paper attempts to answer two main problems; First, "Does HR Management system has some influences in establishing sharing culture?" Second, "Which HR Management sub-system has the most significant role in establishing sharing culture?" To answer these, this paper used a survey methodology in collecting data by distributing a designed questionnaire to employees in HR directorate. The questionnaire is designed, mainly, to gather employees' perceptions on the role of HR Management system in creating sharing culture. After data has been collected, a descriptive statistics is used to analyze the result by using central tendency method i.e. using mean average to compare significances of variables. This paper focuses on job description, selection and recruitment, rewards, training, performance appraisal, career management. The result shows that career management has the most significant influence in creating sharing culture. Therefore, based on this result this paper recommends Directorate of Human Resource to develop career system that prepared employee in their knowledge, skill, and build dual track career system to accommodated employee, point system for employee who attended and active in formal knowledge sharing program, and prepare every individual to create their own career track. Otherwise, the rewards system function is just like hygiene factor that can't motivate employee to behave and to build in knowledge sharing culture in their work life.

Abstrak :
Perumahan Cinta Kasih Tzu Chi merupakan suatu perumahan yang menampung warga gusuran Kali Angke akibat dicanangkannya Program Kali Bersih oleh Pemda DKI Jakarta. Komunitas perumahan tersebut mempunyai tingkat kompetensi yang rendah. Dengan salah satu aspek rendahnya pengetahuan tentang creative problem solving process. Untuk membantu komunitas meningkatkan kompetensinya dilaksanakan serangkaian kegiatan untuk meningkatkan pengetahuan mengenai creative problem solving process. Target intervensi yang dituju adalah kalangan pemuda. Landasan yang digunakan dalam intervensi sosial ini adalah Lima Elemen dari Social Action yaitu cause, change agency, change targets, channels, dan change strategy. Sedangkan untuk proses perubahan perilaku individual menggunakan Trans-theoretical Model of Behavior Change dari Prochaska et al. Serta digunakannya Social Cognitive dari Bandura sebagai landasan proses perubahan perilaku kelompok. Prinsip dari teori ini adalah reciprocal determinism bahwa komponen kognisi, tingkah laku, dan lingkungan saling mempengaruhi. Program dirancang menjadi 13 langkah dimulai dan lobbying sampai dengan pemantauan berkala. Tulisan ini hanya menjabarkan langkah 1 sampai dengan kelima dilanjutkan dengan langkah ke sembilan sampai dengan tigabelas dengan fokus tulisan pada pelatihan peningkatan pengetahuan creative problem solving process. Hasil evaluasi menunjukkan bahwa pelaksanaan program berjalan sesuai rancangan yang telah dibuat. Tujuan kegiatan terpenuhi, ditandai dengan tercapainya indikator keberhasilan. Pelatihan ini mendapat tanggapan yang positif dari target intervensi.

---

Tzu Chi Housing Complex is provided for the people of Kali Angke who lost their houses when DKI Jakarta regional government implemented "Clean River Program". The community in Tzu Chi Housing Complex has a relatively low competency. This had led I to develop a program to deepen their knowledge in creative problem solving process in order to increase community competency. The intervention target of our program is the youth. This social intervention is based on five elements of Social Action which are cause, change agency, change targets, channels, and change strategy. While individual changing behaviour is based on Prochaska et al Trans-theoretical Model of Behavior Change. Furthermore, group changing behaviour is based on Bandura's Social Cognitive. The main argument of this theory is reciprocal determinism which says that cognition, attitude and environment are interconnected. This program was consisted of 13 phases, started from lobbying up to periodically monitoring. This thesis only describes step 1 up to step 5, followed by step 9 up to step 13, focusing on training of deepening knowledge in creative problem solving process. The result of our evaluation showed that this program has run smoothly as was planned. It successfully accomplished its objective as shown by the accomplishment indicator. Furthermore, it received a positive respond from the intervention target.