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All Journal EBBANK: Jurnal Ilmiah Bidang Ekonomi, Bisnis dan Perbankan
Titiek Mulyaningsih
STIEBBANK Yogyakarta
Economics, Econometrics & Finance

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Aplikasi Program Peningkatan Kualitas Kehidupan Kerja (Quality of Work Life) Dalam Upaya Meningkatkan Kinerja Karyawan Titiek Mulyaningsih
EBBANK Vol 3, No 2 (2012): EBBANK Vol.3 No.2 Desember 2012
Publisher : Sekolah Tinggi Ilmu Ekonomi Bisnis dan Perbankan

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Abstract

A high quality of work life is essential for organizations to continue to attract and retain employees. Quality Of Work Life (QWL) is a process in which organizations recognize their responsibility to develop job and working conditions that are excellent for the employee and organization. The interventions of QWL will effectively utilize the employee potentials by ensuring great participation and involvement of workers. This paper focuses and analyses the application of QWL to improve employee productivity that leads to organization productivity. They are 10 factors of QWL that influence the improvement of employee productivity: (1) attitude; (2) environment; (3) opportunities; (4) nature of job; (5) people);(6) stress; (7) career; (8) challenges; (9) growth and development; (10) risk and compensation
Studi Persepsi Terhadap Hambatan Glass Ceiling, Strategi Pengembangan Karir dan Tingkat Promosi Pejabat Perempuan di Daerah Istimewa Yogyakarta Titiek Mulyaningsih
EBBANK Vol 5, No 1 (2014): EBBANK Vol.5 No.1 Juni 2014
Publisher : Sekolah Tinggi Ilmu Ekonomi Bisnis dan Perbankan

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Abstract

This study aimed to explore which of five strategies   had most positively affected women’s career advancement into senior executive positions. Career advancement identified by the frequencies of formal promotion,   and the five strategies are: (1) Internal Networking; (2) Career Mentoring; (3) Advanced Education and Training; (4) Career Tracking; and (5) Exceeding Performance Expectations. Contrary to this strategies women are faced to some constraints as a Glass Ceiling problem: (1) Gender; (2) Discrimiation; (3) Organization policies; (4) Individual values and (5) Social values. This Research conducted in Yogyakarta Province with 62 respondents, government servant and private company employees.The multiple regression methodology used in this study determined which strategies had most positively correlated and affected women’s career advancement and in contrast to the constraints. As a result of multiple regression analysis, Internal Networking was identified as the most effective promotional strategy. On the other hand, the gender issu was identified as the biggest problem faced to women’s career advancement.
Pemberdayaan Karyawan Sebagai Alternatif Membangun Keunggulan Kompetitif Titiek Mulyaningsih
EBBANK Vol 1, No 1 (2010): EBBANK Vol.1 No.1 Juni 2010
Publisher : Sekolah Tinggi Ilmu Ekonomi Bisnis dan Perbankan

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Abstract

The new paradigm of Human Resource Management put employees as working partner of the company instead of production factor of the company. As a working partner, employees have some added values compared to other production factors. These added values consist of feelings, creativity, and motivation. The empowerment of these added values would bring competitive advantages to the company.There are four main strategies in employee empowerment, which are; 1) Growing the consciousness, willingness and management commitment to implement employee empowerment strategies. The core activity of employee empowerment is sharing trust and authority with such risks and the result would not be instantly gained. 2) Developing organizational structure and instruments to support employee empowerment. 3) Developing supporting system to employee empowerment. 4) Developing Human Resource and Organization behavior as the subjects of empowerment.Employee empowerment is a strategy that runs as a process, so, it is needed to be understood that the result might come in a long period of time. Moreover, employees and management would experience error learning. Therefore, patience and understanding is needed.
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