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All Journal J-MAS (Jurnal Manajemen dan Sains) Jurnal Prajaiswara
Musfarita Affiani
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Economics, Econometrics & Finance Education Environmental Science Social Sciences Other

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Participant’s Perceptions of the Implementation of Basic Training (Latsar) for Civil Servants with the Bleended Learning Model in Batanghari Regency in 2021 Musfarita Affiani
Jurnal Prajaiswara Vol. 2 No. 2 (2021): December 2021
Publisher : Badan Pengembangan Sumber Daya Manusia (BPSDM) Provinsi Jambi

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (465.254 KB) | DOI: 10.55351/prajaiswara.v2i2.23

Abstract

Retire apparatus training aims to prepare several alternative activities for the apparatus that will enter retirement. This research is about the process of implementing retired entrepreneurship training. This research is a qualitative descriptive study; the informants in this study were the Head of the Jambi Province Human Resources Development Agency, the Head of the Core Technical Competency Development Division, the Head of Sub-Division, and the organizing committee. Data were obtained through interviews and activity reports, and observations. The data analysis method uses the data triangulation method by comparing and discussing the data obtained in the field. This research shows that the implementation of Pre-Retirement Entrepreneurship Training at the Jambi Province BPSDM has been going well and systematically. The implementation process is divided into two parts, namely, the planning process and the implementation process. This training planning activity is divided into two parts: program planning and implementation planning. Program planning consists of analyzing the needs of prospective Retired Entrepreneurs Training participants and preparing the Retirement Entrepreneurship Training program module. Meanwhile, planning for the implementation consists of determining partners for the performance of the training, the setting of the place, and the execution time.
Analisis Strategis dan Kunci Keberhasilan Badan Pengembangan Sumber Daya Manusia (BPSDM) Provinsi Jambi Lailatul Isnaini; Musfarita Affiani
J-MAS (Jurnal Manajemen dan Sains) Vol 4, No 1 (2019): April
Publisher : Universitas Batanghari

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (415.313 KB) | DOI: 10.33087/jmas.v4i1.79

Abstract

This paper aims to determine 1) the internal environment BPSDM Prov. Jambi, 2) external environment BPSDM Prov. Jambi, and 3) what strategic alternatives that could be taken after the change in nomenclature BPSDM Prov. Jambi. The main method of this article is a review of the relevant literature and documentation were analyzed using analysis of internal factors (Internal Factor Analysis Summary), the analysis of external factors (External Factor Analysis Summary) and SWOT analysis.
Hubungan Budaya Kerja dan Koordinasi Terhadap Kinerja Organisasi pada Badan Pengembangan Sumber Daya Manusia (BPSDM) Provinsi Jambi Enadarlita Enadarlita; Musfarita Affiani
J-MAS (Jurnal Manajemen dan Sains) Vol 4, No 1 (2019): April
Publisher : Universitas Batanghari

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (342.309 KB) | DOI: 10.33087/jmas.v4i1.81

Abstract

This study aims to analyze the magnitude of the relationship 1) work culture towards organizational performance in BPSDM Jambi Province. 2) Coordination of organizational performance in BPSDM Jambi Province. 3) Work culture and Coordination of organizational performance in BPSDM Jambi Province. This study uses quantitative methods with the type of survey approach. Data collection techniques are carried out by interviews, observations, questionnaires, and documentation. Based on the results of data analysis, the conclusions that can be drawn from this study are 1) Work culture (X1) has an influence on organizational performance because the significance value is 0.041 <0.05 and t count> t table (2.064> 1.66), meaning H0 is rejected and Ha is accepted. 2) Coordination (X2) does not have an influence on organizational performance because the value of Significance is 0.109> 0.05 and seen from the value of t count <t table (1.615 <1.66), means H0 is accepted and Ha is rejected or coordination does not have a significant effect on organizational performance. 3) Based on F count 3.091> F table (2.92) and significance 0.049 <0.05% means Ho is rejected and Ha is accepted or work culture and coordination simultaneously have an influence on organizational performance. So the conclusion is that if the work culture and coordination are carried out together well, then the organization's performance will also increase and vice versa.
Co-Authors Enadarlita Enadarlita Lailatul Isnaini