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"Skripsi ini membahas Analisis Sistem Rekrutmen dan Seleksi Perawat di RS Qadr tahun 2011. Penelitian ini adalah penelitian kualitatif dan menggunakan pendekatan sistem. Hasil dari penelitian ini menunjukkan bahwa kegiatan rekrutmen dan seleksi perawat di RS Qadr sudah cukup baik, namun masih diperlukan beberapa perbaikan untuk meningkatkan kualitas perawat baru. Terdapat beberapa komponen input yang memerlukan perbaikan yaitu, komponen Standar Opersional Prosedur (SOP) serta sarana dan prasarana. Sedangkan, pada komponen proses, ditemukan masalah serta dibutuhkan perbaikan pada komponen sumber rekrutmen, metode penarikan, hambatan pada proses rekrutmen dan seleksi serta evaluasi kegiatan rekrutmen. Masalah-masalah pada komponen tersebut menyebabkan kesempatan rumah sakit untuk mendapatkan perawat yang berkualitasdari segi pengetahuan, kemampuan dan keterampilan menjadi terbatas dan cenderung sulit. Oleh karena itu, diperlukan suatu perbaikan hingga perubahan pada setiap komponen dari masing-masing level.

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This thesis is discussing about system recruitment analysis and nurse selection in Qadr hospital in 2011. This research conducted using qualitative methodology. The result showed that recruitment activity has been good enough. Although, still need to some improvement to better standardizations of nurse. There are several components that need to improve, rae component operational standard procedure called as (SOP) and infrastucture. Meanwhile, in component process, observer discovered problems in recruitment sources are need to be improved, the method of withdrawal, and obstacles in recruitment process and selection and evaluation process in recruitment activity. Problems in each component affect this caused the hospital opportunity to get qualified nurses in terms of knowledge, skills and abilities are limited and hard to achieve. Therefore, we need a repair to change on each component of each level."

"The book approaches the background, history, and major thinkers in the field, but also reassesses the fundamental concept of neuroleadership. The authors look into the fundamental basic needs of human beings, how they are represented in the neural networks, and how this manifests in motivational drives. The book also focuses explicitly on how impactful organisational tools can be from the viewpoint of the brain. By following this methodology, the reader will be able to use the knowledge of neuroscience at the workplace to better address individuals’ brains and hence tap into the full power of brains in business."

"ABSTRAKPenelitian ini membahas mengenai pengaruh kepemimpinan autentik pada intensi keluar pekerjaan dimediasi oleh komitmen afektif pada perawat yang bekerja di rumah sakit A, B, C, dan D di Jakarta Timur. Penelitian ini dilakukan terhadap 105 perawat untuk melihat apakah kepemimpinan autentik memiliki pengaruh signifikan dan negatif terhadap turnover intention dan apakah komitmen afektif memediasi pengaruh antara kepemimpinan autentik terhadap turnover intention tersebut. Penelitian ini adalah penelitian kuantitatif dengan desain konklusif, single cross-sectional dan kausal untuk menguji hipotesisnya dengan causal steps Baron&Kenny (1986). Hasil penelitian menunjukkan adanya pengaruh negatif dan signifikan antara kepemimpinan autentik dengan turnover intention, pengaruh positif dan signifikan antara kepemimpinan autentik dengan komitmen afektif, pengaruh negatif dan signifikan antara komitmen afektif dengan turnover intention, dan komitmen afektif secara parsial memediasi pengaruh antara kepemimpinan autentik pada turnover intention perawat yang bekerja di rumah sakit A, B, C, dan D di Jakarta Timur.

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ABSTRACTThis study discusses the effect of authentic leadership on turnover intention mediated by affective commitment on nurses who work in A, B, C, and D hospitals in Jakarta Timur. This study was conducted on 105 nurses to see whether authentic leadership had a significant and negative effect on turnover intention and whether affective commitment mediating the influence of authentic leadership on turnover intention. This study is a quantitative research with conclusive, single cross-sectional design, and the causal design to test the hypotheses with causal steps by Baron&Kenny (1986). The result shows that there is a negative and significant effects between authentic leadership on turnover intention, positive and significant influence between authentic leadership on affective commitment, negative and significant impact between affective commitment on turnover intention, and affective commitment partially mediates the effects of authentic leadership on turnover intention of nurses who work at A, B, C, and D hospital in Jakarta Timur."

"ABSTRAKKemajuan perusahaan diantaranya ditentukan oleh sumber daya manusia(SDM) yang dimilikinya. Kuantitas dan kualitas SDM atau karyawan perusahaanditentukan oleh manajemen sumber daya manusia. Dalam hal ini SDM ataukaryawan perusahaan ditentukan oleh manajemen sumber daya manusia. Dalamhal ini manajemen SDM melalui program strategisnya berusaha membangunkualitas SDM agar kontribusinya dapat meningkat. Skripsi ini membahas strategiManajemen SDM PT. MBF dalam membangun komitmen karyawannya.Penelitian ini adalah penelitian kualitatif dengan desain deskriptif. Hasil daripenelitian ini menunjukan bahwa strategi Manajemen SDM dalam membangunkomitmen karyawannya yang dilakukan PT. MBF sudah dimulai dari tahappenerimaan pegawai. Terlepas dari pelaksanaan strategi tersebut benar atau tidak,pada akhirnya implementasi dari strategi tersebut telah membuat para karyawancukup berkomitmen dengan tanggung jawabnya.

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ABSTRACTCompany advancement among others are determined by their humanresources. Human resources quantity and quality determine by human resourcesmanagement. In this case, company human resources determine by their ownhuman resources management, so by their strategic program, their try to buildtheir human resources quality so the employee contribution would be increase.This thesis try to reveal the human resources management strategic of MBF. Incto build their employee commitment. This research is qualitative research bydescriptive design. By this research, shown that human resources managementstrategic of MBF. Inc were done from employee acceptance. Regardless of theimplementation is right or wrong, but the result of strategy was success to makeemployee more commit with their job and their responsbility."

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ABSTRACTThe practice of public human resource management has evolved significantly in recent years due to increased outsourcing, privatization, and the diminution of public employee rights. This thoroughly revised and updated edition of the classic reference Handbook of Human Resource Management in Government offers authoritative, state-of-the-art information for public administrators and human resource professionals. The third edition features contributions from noted experts in the field."

"ABSTRAKPerkembangan zaman berkontribusi pada gangguan Kamtibmas yang semakin kompleks, sehingga berdampak pada permasalahan sosial dalam masyarakat dan berpotensi menimbulkan konflik. Hal tersebut tentunya akan menambah beban operasional tugas Polri di lapangan. Hal paling krusial yang dapat mendukung oprasional tugas Polri di lapangan adalah dengan adanya perencanaan sumber daya manusia yang professional dan akuntabel. Polri memiliki sebuah regulasi untuk mendukung pembinaan karier Polri yaitu dengan metode rekam jejak. Penelitian ini menganalisis konsistensi penetapan aturan rekam jejak dengan implementasinya di Polda Metro Jaya. Selain itu juga, penelitian ini menganalisis faktor yang mempengaruhi penggunaan metode rekam jejak dan merumuskan upaya-upaya yang dapat dilakukan agar metode rekam jejak dapat digunakan secara menyeluruh dan konsisten. Pendekatan penelitian ini adalah kualitatif dan pengumpulan data dilakukan dengan wawancara, observasi, dan melakukan studi literatur. Teori dan konsep yang digunakan dalam penelitian ini adalah konsep efektitas, teori manajemen sumber daya manusia, teori penempatan dan teori sistem informasi manajemen. Hasil penelitian ini menunjukkan bahwa metode rekam jejak Perwira Polri belum dilakukan secara menyeluruh di polda Metro Jaya, hal tersebut dikarenakan terbentur dengan kendala-kendala berupa belum jelas mengenai petunjuk pelaksanaan dan ada regulasi yang tidak digunakan sebagaimana mestinya, khususnya mengenai penilaian kinerja dengan sistem manajemen kinerja SMK Polri. Hal tersebut dikarenakan oleh faktor internal yang meliputi latar belakang pendidikan, kinerja, riwayat penugasan, Assessment Center, dukungan kesehatan, dan pengetahuan personel mengenai regulasi yang sedang berjalan. Sedangkan faktor eksternal meliputi struktur organisasi dan kebutuhan organisasi, penilaian sidang dewan kebijakan, kebijakan pimpinan, dan adanya interfensi baik dari pimpinan Polri maupun pimpinan di luar Polri. Selanjutnya upaya yang dapat dilakukan agar metode rekam jejak dapar digunakan secara menyeluruh adalah data rekam jejak harus komprehensif, setiap personel dapat mengakses dan diwajibkan untuk memperbaharui isi dari data rekam jejaknya, rekam jejak digunakan secara konsisten, dan dilakukan evaluasi secara periodik dan berkesinambungan.

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ABSTRACTThe development of the times contribute to the increasingly complex intrusion of security and public order, thereby impacting social problems in society and potentially causing conflict. it will increase the operational burden of Police duties. The most crucial thing that can support the operasional duties Police is with a professional and accountable human resources planning. Indonesia National Police has a regulation to support the development of Police officer rsquo s career by the track record method. This study analyzes at the consistency of setting the rules of the track record with its implementation in Metro Jaya regional police headquarters. In addition, this study analyzes at what are the factors that influence the use of the track record method. and formulated the efforts to ensure that the track record method can be used thoroughly and consistently. This research used qualitative approach and data collection techniques use interview, observation, also conducting literature study. The concept used in this research is concept of effectiveness, the theory of human resource management, placement theory, and information management system theory. The results of this study indicate that the Police Officers track record method has not been done thoroughly in Metro Jaya regional police headquarters. it is because of being confronted with obstacles in the form of not yet clear about the implementation instructions and there are regulations that are not being used properly, particularly on performance appraisals with performance management systems. This is due to internal factors that include educational background, performance, assignment history, Assessment Center, health support, and personnel knowledge of ongoing regulations. While external factors include organizational structure and organizational needs, assessment of the board of policy, leadership policy, and the interference of both the leadership of INP and leaders outside the Police. Further efforts that can be done so that the trace method can be used as a whole is the track record data must be comprehensive, each personnel can access and are required to update the contents of their track record data, track records are used consistently, and periodically and continuously evaluated. "

"Fenomena VUCA merupakan suatu tantangan baru bagi sektor pemerintah. Untuk menghadapi tantangan tersebut diperlukan manajemen organisasi baru yang disebut sebagai konsep agile, pada sektor pemerintah disebut dengan agile government. Untuk dapat menerapkan konsep tersebut, organisasi sektor pemerintah memerlukan beberapa pendekatan pendukung, salah satunya yaitu agile human resource management. Jakarta Smart City merupakan salah satu organisasi sektor pemerintah yang bergerak dalam pengembang smart city kota Jakarta yang menerapkan konsep agile. Jakarta Smart City terdiri dari 17 pegawai ASN dan 200 Tenaga Ahli, juga memiliki status sebagai Badan Layanan Umum Daerah (BLUD) membuat Jakarta Smart City fleksibel dalam melakukan manajemen sumber daya manusia, oleh karena itu peneliti tertarik melihat praktik agile human resource management pada Jakarta Smart City. Penelitian ini menggunakan teori agile human resource management dari Ranasinghe & Sangaradeniya (2021) yang memiliki enam dimensi yaitu agile recruitment, agile performance management, agile coaching, agile compensation, agile learning and development, dan agile career paths and succession management untuk menganalisis manajemen sumber daya manusia di Jakarta Smart City. Penelitian ini menggunakan pendekatan post-positivist dengan pengumpulan data melalui wawancara mendalam dan studi kepustakaan. Hasil dari penelitian ini menunjukan bahwa mamanjemen sumber daya manusia di Jakarta Smart City sudah menerapkan 5 dimensi dan belum menerapkan satu dimensi. Lima dimensi yang berhasil diterapkan yaitu agile recruitment, agile performance management, agile coaching, agile learning and development, dan agile career paths and succession management. Satu dimensi yang dinyatakan belum siap yaitu dimensi agile compensation.

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The VUCA phenomenon is a new challenge for the government sector. To face these challenges, new organizational management is needed which is referred to as the agile concept, In the government sector it is called agile government. To be able to apply the concept, government sector organizations need several supporting approaches, one of which is agile human resource management. Jakarta Smart City is one of the government sector organizations engaged in developing smart cities in Jakarta that applies agile concepts. Jakarta Smart City consists of 17 civil servants and 200 experts, also has the status of a Regional Public Service Agency (BLUD) making Jakarta Smart City flexible in conducting human resource management, therefore researchers are interested in seeing agile human resource management practices in Jakarta Smart City. This research uses the agile human resource management theory from Ranasinghe & Sangaradeniya (2021) which has six dimensions, namely agile recruitment, agile performance management, agile coaching, agile compensation, agile learning and development, and agile career paths and succession management to analyze human resource management in Jakarta Smart City. This study used a post-positivist approach with data collection through in-depth interviews and literature studies. The results of this study show that human resource management in Jakarta Smart City has implemented 5 dimensions and has not implemented one dimension. The five dimensions that have been successfully applied are agile recruitment, agile performance management, agile coaching, agile learning and development, and agile career paths and succession management. One dimension that is declared not ready is the agile compensation dimension."

"Tujuan dari Penelitian ini adalah untuk menguji hubungan antara supervisor negative emotions dan team positive energizing climate terhadap cognitive work engagement baik langsung maupun melalui mediasi serial perceived leader effectiveness dan self-efficacy. Studi ini menggunakan desain penelitian konklusif dengan jenis formal study yang memiliki tujuan penelitian causal-explanatory study. Penelitian ini merupakan penelitian cross-sectional studies dilihat dari dimensi waktunya dan mendapatkan responden sebanyak 303 responden. Dalam pengolahan data, peneliti dibantu SPSS 26 dan Lisrel untuk pengujian hipotesis menggunakan SEM. Temuan penelitian menunjukkan bahwa supervisor negative emotions hanya berpengaruh langsung terhadap cognitive work engagement. Namun, team positive energizing climate berpengaruh baik langsung maupun tidak langsung terhadap cognitive work engagement melalui mediasi serial perceived leader effectiveness dan self-efficacy. Penyebarluasan kuesioner di era COVID-19 yang terhambat sehingga peneliti tidak dapat memberikan pertanyaan lanjutan serta tidak adanya pilihan jenjang jabatan untuk dianalisis uji beda One-Way Anova merupakan keterbatasan penelitian. Dengan menggunakan hasil penelitian ini, praktisi dapat menyadari bahwa organisasi perlu menciptakan lingkungan yang positif dan dinamis karena hal tersebut akan berpengaruh pula terhadap efektifitas pemimpin yang dipersepsikan bawahan dan keterikatan kerja anggota organisasi tersebut. Studi ini adalah salah satu yang menggunakan self-efficacy sebagai sumber daya pribadi bawahan yang terdampak sebagai hasil dari emosi negatif supervisor.

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The purpose of this study was to examine the relationship between supervisor negative emotions and team positive energizing climate to cognitive work engagement either directly or through serial mediation of perceived leader effectiveness and self-efficacy. This study uses a conclusive research design with a formal type of study that has a causal-explanatory study objective. This research is a cross-sectional study in terms of the time dimension and has 303 respondents. In data processing, researchers were assisted by SPSS 26 and Lisrel for hypothesis testing using SEM. The research findings show that supervisor negative emotions only have a direct effect on cognitive work engagement. However, team positive energizing climate has a direct or indirect effect on cognitive work engagement through serial mediation of perceived leader effectiveness and self-efficacy. Dissemination of questionnaires in the COVID-19 era which was hampered so that researchers could not provide further questions and the absence of a choice of position level for analysis in the One-Way Anova test were limitations of the study. By using the results of this study, practitioners can realize that organizations need to create a positive and dynamic environment because this will also affect the effectiveness of leaders perceived by their subordinates and the work involvement of members of the organization."

"Skripsi ini membahas tentang pelaksanaan program Entrepreneurship bagi pegawai dalam mempersiapkan masa pensiun, yang berkaitan dengan teori fungsi manajemen sumber daya manusia dan pelaksanaan pelatihan pegawai. Tujuan penelitian ini adalah untuk mendeskripsikan proses dan faktor-faktor yang mempengaruhi implementasi program Entrepreneurship dalam mempersiapkan masa pensiun pegawai PT. PLN Persero. Penelitian ini merupakan penelitian kualitatif dengan studi deskriptif melalui studi literatur dan wawancara. Hasil temuan lapangan menunjukkan fungsi manajemen sumber daya manusia adalah untuk memberikan pelatihan dan mengembangkan kemampuan pegawai melalui pelaksanaan pelatihan sebagai upaya dalam mempersiapkan masa pensiun. Kesimpulan dari penelitian ini adalah PLN Pusdiklat telah menjalankan beberapa aspek dalam pelaksanaan pelatihan pegawai, walaupun belum dapat memenuhi kebutuhan peserta karena beragamnya kebutuhan seluruh peserta program. Faktor pendukung yang mempengaruhi pelaksanaan program Entrepreneurship adalah dukungan penuh dari PLN Pusat, dukungan dari vendor dan UMKM yang bermitra, pendampingan kepada peserta, dan tempat pelaksanaan program. Sedangkan, faktor penghambatnya adalah kurangnya kesadaran peserta akan pentingnya pelatihan, kekhawatiran mengenai masa pensiun, perubahan narasumber, beragamnya kebutuhan peserta, dan kualitas vendor yang berbeda

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This research aims to explain the implementation of Entrepreneurship program for employees to preparing for retirement. The purpose of this study is to describe the implementation of Entrepreneurship program and also describe the supporting factors and obstacle factors that affect the implementation of entrepreneurship program. This research uses qualitative approach with descriptive method. The main finding of this study indicate that the function of human resource management is to provide training and develop employee capabilities through the employee training as an effort to preparing for retirement. In conclusion, PLN Pusdiklat has implemented several aspects in the implementation of employee training, although it has not been able to meet the needs of participants due to the diverse needs of all participants in the program. Supporting factors that affect the implementation of Entrepreneurship program are support from central PLN, support from vendors and partnered MSMEs, mentoring to participants, and training places. Meanwhile, the obstacle factors are lack of awareness from participants about the importance of training, concerns about retirement, changes in training instructor, diverse needs of participants, and different quality of vendors."

"Sustainable development goals (SDGs) di Indonesia menghasilkan pertumbuhan proyek-proyek berkelanjutan seperti transisi energi terbarukan yang mendorong industri TIC memainkan peran penting dalam memastikan keselamatan, kualitas, dan pemenuhan. Penelitian ini menyelidiki penerimaan dan kesiapan praktik green human resource management (GHRM) antara praktisi dan non-praktisi di perusahaan TIC milik negara di Indonesia. Penerimaan dinilai melalui praktik GHRM (recruitment, training, performance, rewards, and involvement) sedangkan kesiapan melibatkan appropriateness, management support, change efficacy, dan personal benefit. Pengolahan data dibagi menjadi dua, tahap I (penerimaan) dan tahap II (kesiapan). Statistik deskriptif tahap I menunjukkan tingkat penerimaan yang tinggi, sehingga dilanjutkan ke tahap II yang juga menunjukkan tingkat kesiapan tinggi. Pengujian komparatif dengan uji Mann-Whitney U dilakukan untuk membandingkan grup praktisi dan non-praktisi. Hasil penelitian tahap I ditemukan terdapat perbedaan signifikan penerimaan antara kedua grup, sedangkan pada tahap II tidak ada perbedaan signifikan kesiapan antara kedua grup. Dimensi GHRM yang diuji mendapatkan penerimaan dan kesiapan tinggi, sehingga bisa menjadi referensi bagi praktisi dalam mengembangkan kerangka GHRM di perusahaan TIC atau organisasi sejenis.

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Sustainable development goals (SDGs) in Indonesia result in the growth of sustainable projects such as the renewable energy transition, which encourages the TIC industry to play an important role in ensuring safety, quality, and compliance. This research investigates the acceptance and readiness of green human resource management (GHRM) practices between practitioners and non-practitioners in a state-owned TIC company in Indonesia. Acceptance was assessed through GHRM practices (recruitment, training, performance, rewards, and involvement), while readiness involved appropriateness, management support, change efficacy, and personal benefits. The data is processed into Phase I (acceptance) and II (readiness). The descriptive statistics of Phase I showed a high level of acceptance. Thus, it continued to Phase II, which also showed a high level of readiness. Comparative testing with the Mann-Whitney U test was carried out to compare the practitioner and non-practitioner groups. The results of Phase I found a significant difference in acceptance between the two groups, while in Phase II, there was no significant difference in readiness between the two groups. The GHRM dimensions tested obtained high acceptance and readiness; therefore, it can be a reference for practitioners developing a GHRM framework in TIC companies or similar organizations."