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"ABSTRAKPenelitian ini bertujuan untuk mengetahui apa penyebab dan dampak dari turnover karyawan terhadap manajerial perusahaan di Hotel Crowne Plaza Jakarta. Menggunakan data turnover karyawan dari tahun 2013 sampai 2015, hasil penelitian menunjukkan bahwa penyebab turnover yang terjadi di hotel Crowne Plaza Jakarta cenderung mengarah pada jenis voluntary turnover. Hasil penelitian juga menunjukkan bahwa dampak yang dirasakan manajerial perusahaan dari hotel Crowne Plaza Jakarta cenderung mengarah pada jenis dysfunctional turnover.

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ABSTRACTThe purpose of this study is to investigate what is the antecedent and the consequence of employee turnover to the managerial in Hotel Crowne Plaza Jakarta. Using the turnover data from 2013 to 2015, this study find evidence that the antecedents of employee turnover that happen in Hotel Crowne Plaza Jakarta is tend to be voluntary turnover. This study also find that the consequences of employee turnover that sensed by managerial of Hotel Crowne Plaza Jakarta is tend to be dysfunctional turnover;;;"

"ABSTRAKSkripsi ini bertujuan untuk mengetahui pengaruh dari masing-masing bagian dari lending technology dan jenis lembaga keuangan terhadap besar jumlah utang loan size UKM. Penelitian dilakukan pada UKM di Kota Depok. Hasil penelitian ini menunjukkan pengaruh signifikan dari variabel fixed asset dan account receivable terhadap loan size. Variabel lain yaitu : audited financial statement, personal asset collateral, dan type of finacial intermediaries ditemukan tidak signifikan mempengaruh loan size.

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ABSTRACTThe purpose of this research is to analyze the influence of each part of lending technology and type of financial institution to loan size of SMEs. The study was conducted on SMEs in Depok City. This research use ordinary least square OLS method . The results of this study indicate significant influence of fixed asset and account receivable to loan size. Other variables audited financial statement, personal asset collateral, and type of finacial intermediaries were found to have no significant effect on loan size."

"The pressure from non marketing to the company getting bigger as public society and world awareness about big part of the company to human life getting higher. This pressure in later on push the development of application of Corporate social responsibilities (CSR) concept as one of company's strategy to guarantee its business. The development of Corporate social responsibilities (CSR) has been assumed to existed along time ago but the definition of its concept start in 1950 (Carol], 1999). The development of Corporate social responsibilities (CSR) create Corporate social responsibilities (CSR) definition that has its meaning from carivative activities to the one that integrated to business. But there are some similarities which is balance between looking for the profit and concerning social activities and environment (SWA 2005; 46). The development of Corporate social responsibilities (CSR) in Indonesia has been in discussion since 1995.The purpose of this research are to know: (I) company's understanding of Corporate social responsibilities (CSR) ; (2) how far CSR application has been implemented, (3) factors that influenced CSR implementation. This research is expected to catch diversity of pattern of Corporate social responsibilities (CSR) that can contribute to the knowledge in mapping of Corporate social responsibilities (CSR) practice in Indonesia.Type of research in Qualitative research method is explorative with study case research strategy. Companies that being researched are four companies with different industry background but all of them been operated in Indonesia as also the main player in each industry. Four companies that been selected are PT. NEWMONT INDONESIA in mining field, PT Astra Agro Lestari Tbk in agriculture business, PT PLN Jakarta and Tangerang (Persero) and KOMPAS-GRAMEDIA Group in services. Data that been collected is analized by using comparative study to see comparative to see the similarities and differencies in CSR implementation between companies.The result of this research shown that the four companies have different pattern in understanding and maintain CSR implementation. Newmont understood CSR as a form of responsibility for having privilege to operate and develop (threatened demand). PT PLN and AAL understood as a care form to the society around the company in order to be part of the society as in the end they can support its operation (profit). Different that the three companies earlier, KKGN not really take CSR to company's profit. KKG understood CSR as a form of care that comes from moral obligation and to answer society expectation (moral).The similarities from the four companies are they realize the importance of CSR implementation in their operation process. Generally, the companies understood the CSR concept as an effort of the company to have society support by giving them positive contribution to external stakeholder company. There is a similarity in Respondent definition in four companies, confidence in existence of take and give law.CSR definitions in four companies in general have three propositions where CSR are:1. Company's obligation, which can be seen from company's commitments in its policy, programs, resources allocation (funding, human resources, time and energy), organizational structure, evaluation and reporting process as a responsible manner to its operation to society.2. To improve the welfare of society, for example through improvement in economic, education, health, infrastructure, etc. 3. To support company's operation, such as resources supply, asset protection, consumer creation, etc.From CSR implementation side, this research concluded that (I) CSR policy still in general form of company's Code of Conduct; (2) trend to choose CSR issues that appropriate with company's competency and resources. (3) trend to use CSR in charity form; (4) put CSR in external relation function; (5) except Kompas, company use internal funding for CSR initiatives; (6) CSR evaluation and reporting tend to be internally conducted. Based on Malkasian (2004) Newmont has the higher level of commitment then the other three companies.Factor that seem to be influencing CSR understanding and implementation are context, operational impact, and internal condition of company.Suggestions for managerial in implementing CSR are (I) give attention on internal CSR; (2) give attention also in minimalize negative impact on operation; (3) integrating CSR with business process; (4) increasing transparency in evaluating and reporting CSR to external stakeholders.Suggestions for next research are (1) conduct explanative study in proofing factors that influence CSR understanding and implementation; (2) deep research in the real process of CSR in the field; (3) historical study to find CSR motives; (4) deeper examination about CSR and business process and value chain management."

"Perubahan adalah hal yang alamiah terjadi dan tidak dapat dihindari, hal ini terjadi pada setiap waktu dan dialami oleh semua makhluk hidup dan juga organisasi. Namun perubahan di suatu organisasi tidak akan berhasil atau sukses jika individu di dalam organisasi tersebut tidak melakukan perubahan. Sedangkan perubahan individu tidak dapat efektif apabila individu tersebut tidak memiliki persiapan dan kesiapan dalam melakukan perubahan. Sehingga organisasi perlu berperan serta aktif dalam upaya meningkatkan kesiapan anggota organisasi unmk melakukan perubahan. Melihat arti pentingnya kesiapan berubah anggota organisasi, untuk itu penulis melakukan penelitian mengenai determinan readiness for change (IUC). Dalam melakukan penelitian penulis membagikan kuesioner secara langsung kepada responden yang mempakan karyawan di PT. Tanamas Industry Comunitas yang bekcrja di pabrik Tanamas Cirebon Factory (TCF) unit 1, 2, dan 3 yang berlokasi di Jalan Nyi Gede Cangkring no.l0 Plered, Cirebon, Jawa Barat. Dari hasil penelitian yang dilakukan dapat diketahui bhwa kesiapan untuk berubah (R.fC) dipengaruhi secara positif oleh kualitas hubungan antara atasan dengan bawahannya dan juga dipengaruhi secara positif oleh tekanan atau dorongan dari eksternal melalui mekanisme coercive. Selain itu dari hasil penelitian juga dapat diketahui bahwa RfC dipengaruhi secara negatif oleh tekanan eksternal dalam mekanisme normatif. Dari hasil temuan tersebut maka manajemen organisasi perlu meyakinkan para atasan terlebih dahulu akan tujuan dan manfaat perubahan, Serta mernbckali mercka dengan keterampilan membangun hubungan baik dan mempengaruhi bawahan masing-masing agar mendukung perubahan, dan membekali mereka dengan sumberdaya untuk menyukseskan perubahan. Selain itu, manajemen organisasi juga harus memperhatikan dan mengamati tekanan-tekanan coercive (misalnya peraturan pemerintah) dan normative (misalnya; norma-norma agama dan adat istiadat), khususnya yang relevan dengan para karyawan, dan memahami dampaknya pada perilaku mereka. Yang terpenting adalah bahwa tekanan-tekanan tersebut harus selaras atau diselaraskan dengan perubahan yang akan atau sedang berlangsung di organisasi sehingga tidak kontra produktifi.

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Change is something natural happens and it can not be avoided, this condition happens at any time and it also happened in all organism and including organization. However change in an organization will not succeed or success if individual in organization does not make a change. Whereas individual change can not be etfective if individual have no preparation and readiness in making a change, so that organization must play role and active in effort to increase readiness of organization member to make a change. See the importance readiness of change in organization member, for that writer make a research about determinant readiness for change (RfC).

In doing the research, writer distribute questioners directly to responden who is work in PT. Tanamas Industry Comunitas, that work in Tanamas Cirebon Factory (TCF) unit 1, 2, and 3 which located in Nyi Gede Cangkring no.l0 Plered, Cirebon, West Java. From research result can be known that readiness for change (RiC) have positive influenced from relation quality between management (leader/superiors) and employee, and also have positive influenced trom external pressure in coercive mechanism. In other hand Hom research result also can be known that Rf() have negative influenced fiom external pressure in normative mechanism.

From that research result referred then organization management must first assure superiors (manager/leader) about target and change benefit, and supply them with skill to develop good relation and influence each employee (members/subordinate) in order to support change, and supply them with resources for success the change. In other hand, organization management also must concemed and perceive about coercive pressures (for example: government ordinance) and normative (for example: religion nouns and mores), specially relevant with employees, and comprehend the impact at their behavior. The most important thing is that pressures must harmony or harmonized with change that will or happen in organization so it is not contra productive."

"Program Magang ini bertujuan untuk mempelajari dan memahami proses Talent Acquisition pada PT Pfizer Indonesia, serta perbandingannya dengan Staffing Organizations Model dari Herbert G. Heneman. Dalam program magang ini ditemukan bahwa pada praktiknya saat ini kebutuhan akan sumber daya manusia yang handal dan kompeten sangat dibutuhkan organisasi untuk mendapatkan Competitive Advantage dalam industrinya. Oleh sebab itu Pfizer Inc.sebagai salah satu perusahaan multinasional farmasi terbesar di dunia membuat sebuah unit khusus yang bertugas untuk mengidentifikasi dan menarik sumber daya manusia yang kompeten dan mampu beradaptasi secara cepat dengan lingkungan bisnis yang terus berubah. Sumber daya manusia ini sering disebut dengan istilah Talent. Unit khusus yang dibuat oleh Pfizer Inc. dinamakan Talent Acquisition. Selama program magang dilakukan penulis ditempatkan di areaTalent AcquisitionPT Pfizer Indonesia, dan banyak melakukan proses General Recruitmentuntuk berbagai macam posisi yang terdiri dari tahap : Preposting/posting, Sourcing, Selection, Offer development, dan Offer Management. Berdasarkan Staffing Organizations Model dari Herbert G. Heneman terdapat 2 aktifitas utama dalam proses General Recruitmentyaitu : Support Activities dan Core Staffing Activities. Langkah ? langkah yang ada pada Support Activities dan Core Staffing Activities sebagian besar terdapat pula pada proses General Recruitment yang dilakukan oleh PT Pfizer Indonesia. Sehingga pada akhir program magang dapat disimpulkan proses Talent Acquisition pada PT Pfizer Indonesia sejalan dengan Staffing Organizations Model dari Herbert G. Heneman. Namun terdapat beberapa penambahan bagi PT Pfizer Indonesia agar hasil dari proses General Recruitment semakin efektif dan efisien yaitu untuk membuat sebuah Recruitment Guide sehingga Hiring Manager mempunyai panduan dalam proses Recruitment tersebut dan perlu adanya sosialisasi terkait dengan system yang kompleks yang digunakan oleh Talent Acquisition kepada pihak yang terkait selama proses General Recruitment berlangsung.

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This internship program aims to study and learn about Talent Acquisition Process in PT Pfizer Indonesia and compare with Staffing Organizations Model from Herbert G. Heneman. In this program it was found that the needs of good and competent human resource needed by the organization to gain competitive advantages in the industry. Pfizer inc. as one of the biggest multinational pharmacy company in the world have special unit which have a duty to identify and attract a competent person who can easily adapt with the changing business environment. This person is often called Talent, and the special unit from Pfizer Inc. named Talent Acquisition.

In this internship program the writer is placed at PT Pfizer Indonesia in Talent Acquisition area and often doing General Recruitment Process for many positions. The Process is divided by 5 steps: Pre-posting/posting, Sourcing, Selection, Offer development, and Offer Management. Staffing Organizations Model from Herbert G. Heneman explained that in recruitment process there are 2 main activities, the activities are : Support Activities and Core Staffing Activities. The steps in both Support Activities and Core Staffing Activities mostly found also in PT Pfizer Indonesia?s General Recruitment Process.

So at the end of the internship program, it can conclude that Talent Acquisition Processin PT Pfizer Indonesia is mostly same with Staffing Organizations Model from Herbert G. Heneman. But there are a few suggestions to PT Pfizer Indonesia in order to make the recruitment process more effective and efficient. The first is to make a Recruitment Guide for the hiring manager and the company must makes a socialization program about the systems which used by Talent Acquisition to the stakeholders in General Recruitment Process"

"Penelitian ini bertujuan untuk mengetahui pengaruh emotional labor dan emotional exhaustion terhadap kepuasan kerja dan komitmen organisasional afektif pada flight attendant di perusahaan Garuda Indonesia. Responden penelitian berjumlah 203 flight attendant yang berpusat di Cengkareng. Penelitian ini menggunakan analisis regresi pada SPSS versi 20.Hasil penelitian ini menunjukan bahwa emotional labor secara positif dapat mempengaruhi kepuasan kerja dan komitmen organisasional afektif, sedangkan emotional exhaustion memilki pengaruh negatif terhadap kepuasan kerja dan komitmen organiasasional afektif.

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This study aims to evaluate the effect of emotional labor and emotional exhaustion toward job satisfaction and affective organization commitment of flight attendants of PT Garuda Indonesia Tbk. 203 flight attendants based in Cengkareng headquarter were involved in this study. The data collected was analyzed by regression method in SPSS version 20th.

The results of this study indicate that emotional labor has positive effect toward job satisfaction and affective organization commitment, meanwhile the emotional exhaustion has negative effect toward job satisfaction and affective organizational commitment."

"Penelitian ini bertujuan untuk mengetahui pengaruh dari self-oriented perfectionism dengan mediasi identified regulation dan introjected regulation terhadap perilaku kerja workaholism. Responden dari penelitian ini adalah staf salah satu bank asing Jepang yang ada di Jakarta berjumlah 114 orang. Analisis mediasi menggunakan causal step yang dikembangkan oleh Baron dan Kenny (1986). Hasil penelitian ini adalah self-oriented perfectionism memberikan pengaruh terhadap workaholism melalui identified regulation dan introjected regulation. Identified Regulation memediasi secara penuh (complete mediation) pengaruh self-oriented perfectionism terhadap workaholism. Introjected Regulation memediasi secara penuh (complete mediation) pengaruh self-oriented perfectionism terhadap workaholism. Pengaruh Self-oriented Perfectionism berhubungan negatif terhadap Workaholism.

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This study aims to determine the effect of self-oriented perfectionism mediated by identified regulation and introjected regulation towards workaholism. The respondents of this study was employee in XYZ japan bank at Jakarta branch office with total 114 employee. Mediation analysis use causal step by Baron and Kenny (1986). The result self-oriented perfectionism give impact toward workaholism mediated by identified regulation and introjected regulation. Identified Regulation completely mediated the impact of self-oriented perfectionism toward workaholism. Introjected Regulation completely mediated the impact of self-oriented perfectionism toward workaholism. The impact of Self-oriented Perfectionism have negative relationship toward Workaholism."

"Penelitian ini bertujuan untuk mengetahui pengaruh penerapan perubahan terencana dan darurat terhadap keinginan karyawan untuk berubah dengan kepemimpinan transformasional dan tingkat birokrasi sebagai variabel moderasi. Sampel penelitian ini terdiri dari 260 responden karyawan di PT. Kereta Api Indoensia (Persero). Hasil penelitian ini menunjukkan bahwa kepemimpinan transformasional dari atasan langsung tidak memberikan kontribusi terhadap penerapan perubahan terencana dan darurat. Penerapan perubahan terencana juga tidak dipengaruhi oleh tingkat birokrasi, tetapi tingkat birokrasi mempengaruhi penerapan perubahan darurat.

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his study aims to determine the effect of the implementation of planned and emergent changes towards willingness to change with transformational leadership and level of bureaucracy as moderating variables. The study sample consisted of 260 respondent?s employees at PT. Kereta Api Indonesia (Persero).

The results showed that transformational leadership of immediate supervisor does not contribute to the implementation of planned and emergent changes. Implementation of planned change is also not affected by the level of bureaucracy, but the level of bureaucracy affecting the implementation of emergent changes."