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IMPLEMENTASI STANDAR OPERASIONAL PROSEDUR WAITER/ WAITRESS DALAM MENYAJIKAN PESANAN TAMU DI OPI INDAH HOTEL PALEMBANG Atiyah, Atiyah; Liana, Wendy
SEMHAVOK Vol 1 No 1 (2018): Prosiding Semhavok 2018
Publisher : Fakultas Vokasi

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (282.639 KB)

Perkembangan keramahtamahan semakin meningkat dengan cepat karena tidak memerlukan bantuan manusia terutama untuk layanan makanan dan minuman untuk melakukan pekerjaan sebagai SOP (Prosedur Operasional Standar) di Opi Indah Hotel Palembang. SOP (Prosedur Operasional Standar) adalah cara atau langkah aturan untuk melakukan pekerjaan. Dalam pembahasan ini, ada 3 (tiga) sisi poin, implementasi, pekerjaan dan tanggung jawab pelayan / pelayan dan prosedur operasional standar Opi Indah Hotel Palembang. Deskripsi Opi Indah Hotel dimulai dari sejarah, visi dan misi, penggunaan produk oleh mereka. Fasilitas pendukung hingga pengorganisasian struktur yang telah menjadi objek dalam skrip ini. Data menggunakan observasi, hasilnya adalah kita bahwa seorang karyawan pelayan / pelayan melakukan pekerjaan mereka sebagai SOP di Hotel Opi Indah Palembang ketika memberikan layanan untuk meningkatkan layanan.

PERANAN ROOM ATTENDANT PADA OPERASIONAL PELAYANAN HOUSEKEEPING DEPARTMENT DI WYNDHAM OPI HOTEL PALEMBANG Liana, Wendy; Chemu, Oh
SEMHAVOK Vol 1 No 1 (2019): November 2019
Publisher : Fakultas Vokasi

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (185.127 KB)

Tanda dari hotel yang benar-benar terkemuka adalah layanannya. Apa layanannya? Meskipun ada banyak definisi kata, kami percaya bahwa itu adalah "proses melakukan sesuatu untuk seseorang". Layanan adalah tindakan menangani suatu tugas. Ini adalah barang tak berwujud yang dimiliki industri tertentu, termasuk industri perhotelan. Layanan kebersihan atau departemen tata graha bertanggung jawab atas kebersihan dan ketertiban di hotel. Tergantung pada status hotel, pembersihan kamar dapat dilakukan sekali atau beberapa kali sehari. Sebuah hotel tidak akan berjalan mulus tanpa orang yang tepat dan sumber daya yang tepat di departemen yang tepat. Departemen tata graha adalah salah satu layanan hotel yang diatur secara ketat. Setiap positon memiliki instruksi yang jelas. Personil departemen tata graha termasuk pembantu, kepala departemen tata graha, pengawas dan pembantu senior.

PERANAN VIRTUAL HOTEL OPERATOR (VHO) UNTUK MENINGKATKAN OKUPANSI HOTEL NON BINTANG DI NEW CARRISSIMA HOTEL PALEMBANG Chemu, Oh; Liana, Wendy
SEMHAVOK Vol 3 No 1 (2021): Januari - Juni 2021
Publisher : Fakultas Vokasi

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Kota Palembang berkembang pesat dalam sepuluh tahun terakhir. Penelitian ini bertujuan untuk mengetahui pengaruh virtual hotel operator terhadap tingkat hunian di Palembang. Metode pengumpulan data dalam penelitian ini adalah dengan menggunakan data sekunder mengenai tingkat okupansi di New Carrissima Hotel Palembang. Metode analisis data menggunakan analisis regresi sederhana. Saat ini, kita dapat menemukan banyak Virtual Hotel Operator. VHO mencoba untuk mengakomodasi permintaan pasar saat ini. Penelitian ini akan berfokus pada salah satu akomodasi yang ditawarkan oleh VHO yakni hotel. VHO membuat sistem yang efektif dan efisien. Temuan dari penelitian ini adalah VHO akan positif dan signifikan terhadap tingkat okupansi. Perbedaan posisi persaingan akan mempengaruhi strategi pemasaran yang digunakan dalam bersaing dengan para pesaingnya. Hotel Non Bintang memberi bersih, nyaman, aman dengan harga terjangkau. VHO memiliki peran besar dalam Hotel Non Bintang dan menjual kamar yang berbasis online. Hotel Non Bintang mempunyai pelayanan dan fasilitas yang sederhana.

Hubungan Motivasi Kerja dan Sistem Pengembangan Pegawai Terhadap Kinerja Pegawai di Koperasi Dharmayukti Pengadilan Tata Usaha Negara Palembang Wendy Liana
Jurnal Ilmiah Ekonomi Global Masa Kini Vol 12, No 1
Publisher : Universitas Indo Global Mandiri

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36982/jiegmk.v12i1.1522

Employees are the most important assets in an agency, so that quality improvement needs to be an important concern in an effort to achieve agency goals effectively and efficiently. In every management activity, efforts should be made to align the goals of employees so that in the end the objectives of the agency can be achieved as much as possible. Performance appraisal is the most reliable tool for managers to control human resources and productivity. Performance appraisal can be used effectively in directing employee behavior, in order to produce high quality and volume of human resources. Managers can use the operational performance process to set the direction of work in selecting, training, guiding career planning, and rewarding competent employees. The essence of employment is basically regulation, potential mobilization, motivation process, and human resource development in fulfilling satisfaction through his work. This is useful for achieving the goals of the individual, organization, or community in which he works. Decisions made regarding manpower are strongly influenced by the philosophy adopted by the leader regarding labor empowerment. For example, views on work motivation, and the concept of labor. From this point of view, an employment pattern will be formed that is adjusted to the image of the leader. Every government and private agency will always try to improve the effectiveness of employees' work. This can be done by developing employee work. Most leaders are very supportive of employee development. The lower the job level, the more labor supply there is. The positions leading to special skills are not filled because of the lack of employees who meet the requirements. A person is trained to carry out the basic arrangements essential for the job, the most common types of training being fieldwork, meetings or discussions.

Usaha Meningkatkan Efisiensi Sumber Daya Manusia Pada Kinerja Karyawan PT Indosat Tbk Palembang Wendy Liana
Jurnal Ilmiah Ekonomi Global Masa Kini Vol 10, No 2
Publisher : Universitas Indo Global Mandiri

ABSTRACTThe company is a form of formal organization and is a place where the system of cooperation is carried out in carrying out various activities as an effort to achieve certain goals. Many factors influence efforts to achieve the goals of a company. These factors are the resources owned by the company. Human resource performance can be measured fromthe quality of work produced, quantity of work that can be completed, timeliness to complete the work, and the effectiveness of employees using organizational resources. he development of science and technology, requires people to act more quickly and precisely by paying attention to efficiency in all fields, because the development of technology will require an organization to work professionally. It is very difficult for a company to achieve success without implementing office management effectively. Office management is very important to show how to go towards the implementation of a better job, namely by reducing barriers that may exist in a company in achieving its predetermined goals. Office management is an implementation process that can expedite the implementation of the leadership duties ofa company in line with the increasing needs of every leader for complete and fast data in the decision making process needed. So the application of office management at any time will also provide a lot of assistance to the leadership. Office management is the pulse of all organizational activities and has a significant role in supporting the progress of a company. Office work means the activity of collecting, recording, processing, copying, sending and storing information.Keywords : Efficiency, Performance, Human Resources, Office ManagementAbstrakPerusahaan merupakan suatu bentuk organisasi formal dan merupakan wadah dimana sistem kerjasama dilakukan dalam melaksanakan berbagai aktivitas sebagai upaya untuk mencapai tujuan tertentu yang telah ditetapkan terlebih dahulu. Banyak faktor yang yang mempengaruhi upaya untuk mencapai tujuan dari suatu perusahaan. Faktor-faktor tersebut adalah sumber daya yang dimiliki oleh perusahaan. Kinerja sumber daya manusia dapat diukur dari kualitas pekerjaan yang dihasilkan, kuantitas (jumlah) pekerjaan yang dapat diselesaikan, ketepatan waktu untuk menyelesaikan pekerjaan tersebut, dan efektifitas karyawan menggunakan sumber daya organisasi. Semakin berkembangnya ilmu pengetahuan dan teknologi, menuntut manusia untuk bertindak semakin lebih cepat dan tepat dengan memperhatikan efisiensi disegala bidang, sebab perkembangan teknologi akan menuntut suatu organisasi harus bekerja secara profesional. Sulit sekali bagi suatu perusahaan untuk mencapai sukses tanpa pelaksanaan manajemen perkantoran secara efektif. Manajemen perkantoran sangat penting untuk menunjukkan cara bagaimana menuju kearah pelaksanaan pekerjaan yang lebih baik, yaitu dengan mengurangi hambatan-hambatan yang mungkin terdapat pada suatu perusahaan dalam mencapai tujuan yang telah ditetapkan terlebih dahulu. Manajemen perkantoran adalah proses penyelenggaraan yang dapat melancarkan pelaksanaan tugas pimpinan dari suatu perusahaan sejalan dengan meningkatnya kebutuhan setiap pimpinan akan data-data yang lengkap dan cepat dalam proses pengambilan keputusan yang dibutuhkan. Maka penerapan manajemen perkantoran setiap waktu juga akan banyak memberikan bantuan-bantuan terhadap pimpinan. Manajemen perkantoran merupakan urat nadi dari segala kegiatan organisasi dan memiliki peranan yang cukup besar dalam mendukung maju mundurnya suatu perusahaan. Pekerjaan kantor berarti kegiatan mengumpulkan, mencatat, mengolah, menggandakan, mengirim dan menyimpan keterangan.Kata kunci : Efisiensi, Kinerja, Sumber Daya Manusia, Manajemen Perkantoran.

PROFESIONALISME PRAMUSAJI DALAM PENINGKATAN KUALITAS PELAYANAN DI 1000 COFFE SHOP THE ARISTA HOTEL PALEMBANG Wendy Liana
Majalah Ilmiah Manajemen STIE Aprin Palembang Vol 11 No 1 (2022): MAJALAH ILMIAH MANAJEMEN
Publisher : Sekolah Tinggi Ilmu Ekonomi (STIE) Aprin

Perkembangan hotel dan coffee shop di Palembang sangatlah pesat, hal ini ditunjukkan dengan banyak berdirinya restoran baru yang merupakan sumber pemasukan bagi pemerintah di mana restoran merupakan salah satu sumber pemasukan bagi negara. Pada saat ini, persaingan antara restoran di sektor pariwisata semakin tinggi, sehingga peningkatan mutu pelayanan dan kualitas harus dilakukan. Mengingat hal tersebut maka, dibutuhkan tenaga kerja yang terampil, profesional dan berkualitas untuk menunjang keberhasilan operasional suatu coffee shop. Jenis produk di coffee shop adalah produk nyata (tangible) dan produk tidak nyata (intangible). Produk nyata (tangible) adalah produk yang dapat dilihat, dirasa dan diraba yaitu makanan dan minuman, lokasi dan faslitas, sedangkan produk tidak nyata (intangible) adalah semua produk yang tidak tampak, tidak dapat diraba, tetapi dibutuhkan dan dirasakan seperti jasa pelayanan, kenyamanan, keramah-tamahan, kebersihan dan sebagainya.

Pengembangan Pemasaran Sektor Kepariwisataan pada Dinas Kebudayaan dan Pariwisata Kota Palembang Wendy Liana
MBIA Vol 16 No 1 (2017)
Publisher : Direktorat Riset dan Pengabdian kepada Masyarakat Universitas Bina Darma

The purpose of this research was to know the development of marketing in Department of Culture and Tourism the City of Palembang. This research used quality methods. The data was the primary data and secondary data. Data collection techniques were interview documentation and observation. The result showed that the development of tourism marketing sector were still not enough based on promotional activities carried out of the advertising and sales support which were not optimal. Human resources had been optimal, but just need to be adapted as well as developing tourist village. The development of new products need to be optimized especially in tourism. This research result recommended that the Department of Culture and Tourism the City of Palembang must increase promotion activities, adding to the amount tour guide, and also development of new tour object.

Implementasi Green Management dalam Meningkatkan Keunggulan Kompetitif Perusahaan Wendy Liana
Jurnal Manajemen Riset Inovasi Vol. 3 No. 1 (2025): Jurnal Manajemen Riset Inovasi
Publisher : Pusat Riset dan Inovasi Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/mri.v3i1.3448

Green Management has become an important strategy for companies to face environmental challenges while increasing competitiveness in the global market. This study aims to analyze the implementation of Green Management as a strategic approach in increasing the company's competitive advantage. The research method used is a literature review of various relevant previous studies, including the concept of Green Management, its impact on operational efficiency, product innovation, and corporate image. The results of the analysis show that the adoption of Green Management contributes significantly to reducing operational costs through energy efficiency and waste management. In addition, companies that implement sustainable practices succeed in creating added value for consumers, increasing customer loyalty, and strengthening market positions. This study also identifies several challenges, including initial implementation costs and organizational resistance, which can be overcome through government policy support and increasing environmental awareness among stakeholders. Thus, Green Management not only supports environmental sustainability goals but also provides strategic advantages for companies in the long term.

REKRUTMEN SUMBER DAYA MANUSIA MENINGKATKAN PRODUKTIVITAS KERJA PEGAWAI DI LINGKUNGAN CABANG PERUM BULOG PALEMBANG: REKRUTMEN SUMBER DAYA MANUSIA MENINGKATKAN PRODUKTIVITAS KERJA PEGAWAI DI LINGKUNGAN CABANG PERUM BULOG PALEMBANG Liana, Wendy; Indriani
Majalah Ilmiah Manajemen STIE Aprin Palembang Vol 12 No 03 (2023): Majalah Ilmiah Manajemen STIE APRIN
Publisher : Sekolah Tinggi Ilmu Ekonomi (STIE) Aprin

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Human resources are the abilities possessed by every human being. Human resources consist of the intellectual and physical powers of every human being, which means that the abilities of every human being are determined by their intellectual and physical powers. Human resources are the first and foremost element in every activity carried out. However, an organization with a perfect work plan and sufficient costs and sophisticated equipment, if run by people with low abilities and inappropriate placement, will be difficult to achieve the desired goals. Human resource development is a long-term investment that is more oriented towards increasing employee work productivity in the future. Because it concerns the future, management must prepare a plan that is as precise as possible in order to achieve the target. Human Resource Planning is a decision-making step for the future taken by management to further ensure that the organization has the right workforce to occupy various positions, positions and the right jobs, at the right time in order to achieve the goals and various targets that have been and will be set.

The Differences In The CompanyÃ¢â‚¬â„¢s Financial Performance Before And After The Acquisition Period 2012-2015 Septiani, Debi; Kisa Putra, Buja Andri; Nozylianty, Nozylianty; Liana, Wendy
GEMA EKONOMI Vol 11 No 6 (2022): GEMA EKONOMI
Publisher : Fakultas Ekonomi Universitas Gresik

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55129/https://doi.org/10.55129/.v12i4.2927

This research is seeks to analyze the differences in the company's financial performance before and after the acquisition of 2012-2015 by using financial ratios such as CR, QR, DER, DAR, TATO, FATO, NPM, ROE, EPS, and PER. There are 8 companies as a sample that were listed on Indonesia Stock Exchange (IDX). To analyze the data, the researcher used paired sample T-test. The result simultaneously showed that there was no significant difference before and after the acquisition. yet, partially the result shows that EPS in 1 year before and 2 years after acquisition; EPS and FATO in 2 years before and 2 years after acquisition; EPS and FATO in 2 years before and 3 years after acquisition; FATO and ROE in 3 years before and 2 years after acquisition; FATO, ROE and Financial Performance in 3 years before and 3 years after, had significant differences but there was no entire significant difference of financial ration within 3 years on trial. It means that the acquisition did not affect the companies. In other words, an economic motif could not be achieved.

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