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All Journal Journal of Business and Management The Indonesian Journal of Business Administration Budapest International Research and Critics Institute-Journal (BIRCI-Journal): Humanities and Social Sciences Jurnal Pajak dan Bisnis (Journal of Tax and Business) Jurnal Riset dan Aplikasi: Akuntansi dan Manajemen Jurnal Sistem Informasi Journal Integration of Social Studies and Business Development
John Welly
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Religion Arts Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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Analysis of Talent Development Influence on Employee Productivity At HR Centre Bandung PT Telekomunikasi Indonesia 2011 Ningrum, Yuni Eka Pradipta; Welly, John
The Indonesian Journal of Business Administration Vol 1, No 1 (2012)
Publisher : The Indonesian Journal of Business Administration

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An asset of the company’s that is most important and valuable is its employees, and on the basis of these considerations PT. Telekomunikasi Indonesia designing a new training program called the Talent Development. Talent Development is intended for training employees in PT. Telekomunikasi Indonesia and held for 6 months. This final paper is focus to find the degree of influence on talent development towards the level of employee productivity and to find the backwards in the implementation of talent development at PT. Telekomunikasi Indonesia, and provide new solutions and implementation plans for improvements to the talent development program. Research methodology used in this study is quantitative and qualitative by distributing questionnaires to 100 employees and also through interviews with some of the relevant manager. In this case, the main problem lies in the methods of talent development that according to questionnaires, the participants felt boring and monotonous so they cannot absorb the material that had been presented well. And the proposed solution is to add talent mapping program and also add some new learning methods such as role play, case studies, rolling assignment, and others which the learning process is not only done in the classroom but also outside the classroom or in work situation directly. Key words: PT. Telekomunikasi Indonesia, Talent Development, Employee Productivity
Strategy and Culture Alignment by Means of an Organizational Model at PT Pos Indonesia Rural Logistic Project Wismakumara, Ratri Vibhuti Widyasari; Welly, John
The Indonesian Journal of Business Administration Vol 1, No 9 (2012)
Publisher : The Indonesian Journal of Business Administration

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PT Pos Indonesia is going to develop a new project in order to reposition their current core business, called The Rural Logistic Project. This project will integrate all of the PT Pos Indonesia core business. One of the thing that might support The Rural Logistic Project performance is the culture transformation. Here, by using the organizational model which is the 7-S Framework, it can be defined what type of culture that will fit The Rural Logistic Project. Other tools which also help to measure the identification of the culture are the strategy map and the OCAI. The tools giving the result that the suitable culture is the Market culture. There are also several additional values that can be combine with the existing corporate values which is the CINTA POS.  Keywords : culture, business reposition, organizational model, PT Pos Indonesia, rural logistic project
Analyzing The Effect of Human Capital Drivers on Company Performance Through Employees Perspective Case Study: LKBN PERUM ANTARA Zakaria, Adyssa Riska Larasati; Welly, John
The Indonesian Journal of Business Administration Vol 4, No 6 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract. In Indonesia, the rapid growth of media industry has become undisputed fact all over the last ten years. The researcher conducted this research to get deeper insights that focused on organizational condition in ANTARA, one of the leading news agency in Indonesia, particularly about its human resource practices in order to increase the company’s performance. The research objective is to capture and identify human capital practices using a self-developed survey based on SHRM Foundation Effective Practice Guidelines Series titled “Human Resource Strategy: Adapting to The Age of Globalization” by Patrick M. Wright and the human capital measurement tool developed by Laurie Bassi and Daniel McMurrer. The survey was spread to employees that work in ANTARA offices in Jakarta during August to October 2014.The results of this research shows that ANTARA still needs to do some effort in order to maintain and develop their performance by improving their human capital practices, particularly to focus in increasing their employee engagement, knowledge accessibility, workforce optimization, and learning capacity.Keywords: human capital, assessment tool, company performance, employee perspective, news agency
Change of Culture to Achieve Better Performance: Case at PT Sinkona Indonesia Lestari Jatnika, Noviatni Dwi Utami; Welly, John
The Indonesian Journal of Business Administration Vol 2, No 13 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT. Sinkona Indonesia Lestari is a limited company (Ltd) or incooperation (Inc.). The share owned by two Badan Usaha Milik Negara (BUMN) and one foundation. They are: PT. (YKEP) . PT Sinkona Indonesia Lestari (SIL) have core business of quinine salts and is the only company in Indonesia who run in this business. PT. Sinkona Indonesia Lestari (SIL) corporate values are costumer focus, quality, and service. In mid-2012, majority share composition in PT. Sinkona Indonesia Lestari (SIL) owned by PT Kimia Farma. PT. Kimia Farma demand to PT. Sinkona Indonesia Lestari (SIL) to make a  cultural transformation because PT. Sinkona Indonesia Lestari (SIL) can not reach  performance target.  By using Competing Values Framework and its instrument OCAI to diagnose type of  culture that company and every division want. Competing Values Framework divided into clan culture, adhocrasy culture, marker culture, and hierarchy culture.  Here the authors analyze how to implement the desired culture relate to values incompany. All analyzes and solutions use OCAI, 7S, and Total Quality Management.  Based on the analysis and solutions, the PT Sinkona Indonesia Lestari preferred culture are hierarchy culture and followed by market culture.  Based on the analysis, PT. Sinkona Indonesia Lestari (SIL) must do the development in the staff, skills, style, system and work in accordance with the company's existing value. Keywords: culture, corporate culture, OCAI, 7S Framework, Total Quality Management.
Design and Implementation Plan of Process and Team Based Organization in Information Technology Division in Bank Central Asia Pramudita, Angga; Welly, John
The Indonesian Journal of Business Administration Vol 4, No 7 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract – Bank Central Asia is one of the biggest private bank in Indonesia and is known for the its most innovative information technology service. Future banking competition will definitely require information technology as the main element. Branchless banking, digital channel, mobile banking are all IT related banking service which will be the next trend. In todays business, competitive advantage and technology are easily imitated by the competitors, and change happens very frequent and fast. Bank Central Asia should invest in its organization capabilities instead of gaining competitive advantage in its business model and strategies to adapt the very fast changing business environment. In the future, innovation in IT banking services will not dominantly be totally new products but in the form of process or service innovation. With the high demand of process based IT projects, more demand from business units to deliver variative, parallel, and complex IT related projects, GSIT as the IT division in Bank Central Asia has to adapt itself with the upcoming business needs and business environment. To grow and adapt itself with the process innovation environment, GSIT as an organization has to place itself in the business process level mindset, not the functional or products based organization structure. To absorb abundant IT projects with specific requirements and characteristics and to be self directed with minimal intervention from managements, GSIT needs to adopt team based organization concept with balanced and proper team and job design. The holistic framework of process and team based organization is hoped  to accommodate resources management in GSIT which is now growing into a massive IT organization. For the transformation to process and team based organization be successful and effective, strategic and sound implementation plan with short implementation duration and proper evaluation framework is designed along with skilled, competent, and experienced agent of changes such as senior IT managers, senior HCM managers, external OD consultants, business solution unit, and project management unit. The entire transformation process is covered by DICE framework and General Model Of Planned Change which are tools to guide and measure organization intervention process. Keywords: team based organization, process based organization, business process, project management, organization resources management, organization development, process innovation, process based IT projects
Human Resources Intervention Impact on Badan Pemeriksa Keuangan Auditors' Motivation Aryanto, Muhammad Reza; Welly, John
The Indonesian Journal of Business Administration Vol 2, No 14 (2013)
Publisher : The Indonesian Journal of Business Administration

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Bureaucracy reform that happens in BPK is intended to create high performing government. However, BPK still have issues on HR management system, especially on performance appraisal process or MAKIN. MAKIN in BPK hasn’t been a base for compensation for an employee and hasn’t adopted the best practice. Good organizational performance comes from the auditors’ positive behavior. The behavior can be built by improving motivation, enhancing ability, and conquer environmental obstacle. This research will focus on improving employee motivation and try to apply HR interventions as a solution. The research shows that performance appraisal, coaching and mentoring, management and leadership development, reward system, and career planning and development interventions which have 40.96%, 6.45%, 4.43%, 2.30%, and 1.84% effect on auditors’ motivation. Therefore the solutions’ implementation are policy formulation for performance appraisal process improvements, career development based on performance appraisal, compensation and promotion based on performance appraisal, and improvements for employee participatory in organizational goal setting; develop IT database system for MAKIN; create training for performance appraisal raters; career counseling program; and coaching and mentoring program. Keywords: organizational effectiveness, bureaucracy reform, performance appraisal, motivation
Renewing corporate culture through strategy alignment analysis a study case of pt. Dirgantara indonesia Raharja, Septian Budhi; Welly, John
The Indonesian Journal of Business Administration Vol 3, No 1 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. PT. Dirgantara Indonesia (PT.DI) is one of the aircraft manufacturing companies in the world. They facing threats, problems and challenges caused by dynamic environment that pressure this company to change. In order to change and improving its performance also reshaping their company, they initiate restructurization and revitalization program. The program is a large-scale implementation of self-improvement to deal with business challenges also maximizing the opportunities in the present and in the future. Strategy created for successful implementation of the program. In order to substantiate, PT. DI also need to create circumstances in term of culture that will support those strategy. In relation to those changes, the research aims to help harmonize corporate culture and strategy through strategy alignment analysis. This research conducted at PT. Dirgantara Indonesia (PT.DI) located in Bandung particularly on directorate of production as pilot project. Culture can be defining it into a way of group peoples behave. The challenge for organizational leader is to find ways to ensure that the way of people prefer to behave is supportive of what is needed to successfully deliver the company strategy. Using strategy map approach, are first step to examine out strategy and mission and determine what result that company targeted. Then this research expand the strategy map results it into balance scorecard, to define a set of management action that support the attainment of those result. The next step is, define company culture using OCAI and In-depth interview to acquire existing and preferred condition of company culture. After previous analysis an organizational alignment model can be performed and it used to define the operational values that shape the culture of the company. The Final step is implementation plan, divided into three phases, each phases are build to achieve an sustainability condition for the new corporate culture cycles in the company. Keywords: Aircraft Manufacturing, Corporate Culture, Organizational Alignment
Managing High Performance in an Organization by Means of Employee Value Proposition (Case Study in PT ISS indonesia) Anastasia, Anastasia; Welly, John
The Indonesian Journal of Business Administration Vol 2, No 2 (2013)
Publisher : The Indonesian Journal of Business Administration

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ISS Indonesia is a part of one of the world’s largest facility service groups. Established in 1996 in Jakarta, ISS Indonesia has now become a leading cleaning and facilities service company. ISS Indonesia has five main business namely property services, cleaning, office support, catering, and security services. With more than 57.00 employees at total and cleaning services area as the biggest business of the company, the concern at the moment is to gain better performance. An engaged employee is the key to gain performance. When the employees did not perform at their best, we have to assess the lacking point from the employees.. As this research focuses in non- financial measurement, Employee Value Performance is the proven model that could determine employee engagement. The idea of this model is to search for an improvement in various employee expectation areas : leadership, job, development opportunity, rewards, fair value performance, culture and values.The result shows that all areas of the six variables need improvement. In the end, the improvement needed falls into Five Areas of Improvements: assignment improvement, evaluation and rewards improvement, team improvement, leader improvement, and training improvement. Keywords: performance, Employee Value Proposition, improvement
Revitalizing Performance Management System Using Process, Purpose, Effectivenes Theory and Competing Values Framework at PT Kereta Api Indonesia (Persero) Kusumowiwoho, Pradipto; Bangun, Yuni Ros; Welly, John
The Indonesian Journal of Business Administration Vol 2, No 11 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT. Kereta Api Indonesia is one of Indonesia’s state owned company which operate in transportation industry. With a series of past failures, such a financial loss in 2007 and 2008, PT. KAI starts to conduct transformation. “Anda adalah prioritas kami” is emerged as a new main slogan followed by “5 nilai utama” as a new organizational culture. This transformation should be followed by several changes, including performance management system as a support system. Management of PT. KAI may play a role in creating, maintaining, and providing compensation for the efforts and programs to support the implementation of core values.This research used two models study to assess the performance system in the company. First is the theory of process, purpose, and effectiveness to assess the system itself based on those three theories. Second is the competing values framework which is used to assess culture and define proper appraisal system based on three aspects of leadership, effective organization, and TQM. In this final project, the research was carried out through questionnaire. For system assessment, questionnaires were randomly distributed to PT KAI employees in Bandung headquarter, while for cultural assessment was conducted in two divisions, which are marketing and strategic business development division using Organization Culture Assessment Instrument. Keywords: PT Indonesia Railway, performance management systems, competing values framework, organization culture assessment instrument
Improving an Organization Declining Performance Anzalna, Raden Akbar; Welly, John
The Indonesian Journal of Business Administration Vol 2, No 5 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT Nusantara Turbin dan Propulsi (NTP) is one of trusted excellence center leading in South East Asia in the field of engineering, maintenance, repair and overhaul of gas turbines and rotating equipment. PT NTP has two strategic business units, namely Aero Engine Services and Industrial Turbine Services. PT NTP facing a problem in achieving the target in terms of revenue and timeliness of project completion that led to customer dissatisfaction and also there is geopolitical issue that affects the company financial performance. Those problems are the overcome challenges of the company in the future. In accordance with those problems, this final project will discuss improvements an organization declining performance. Two methods were used to find out problem that occurred at NTP, first is quantitative; by distributed questionnaires among fulltime employees, and second is qualitative; by conduted interviews with managers and employees. Questionnaires spread to Managers, Supervisor, and Staffs were aims to analyze level of organization, groups, and individual. Organization criteria (by Mckinsey) are strategy, structure, system, skill, staff, style, and shared values. Group (by Thomas Cummings and Cristopher Worley) are task structure, group composition, team functioning, and group norms. Individual (by McShane and Von Glinow) motivation, ability, role of perception, and situational factors. To improve an organization declining performance, organization can be diagnosed at three different levels, namely individual level, group level, and organizational level. Those three levels are the main factor to improve an organization declining performance. Based on this analysis, it can be determined the level of organization that led to a declining performance of organization. The result of the analysis of the information obtained from PT NTP concluded that the level of organizational is the causes of the organization declining performance. The analysis that conducted is by improving the elements that derived from the Mckinsey 7-S framework, namely strategy, system, structure, skill, staff, style, and shared values. The implementation plan of those improvements is applied using the eight-step model of change from John P. Kotter. Keywords: Organization declining performance, organizational level, Mckinsey 7-S framework
Co-Authors Abi Dzarr Alghifari Wijanarko, Abi Dzarr Alghifari Abid Abdurrahim Adyssa Riska Larasati Zakaria, Adyssa Riska Larasati Al Fakhry, Achmad Ja'far Anastasia Anastasia Angga Pramudita Anugrah Nindya Putra, Anugrah Nindya Dewi Arianti Diah Kartika Irawati, Monica Rahayu Siska Dwina Febria Friska Putri Pratiwi Ginting, Monica Sry Bina Br Gultom, Naomi Theresia I Gusti Bagus Wiksuana Ismail Aulia Pradifa Jann H Tjakraatmadja Kaisiepo, Anthonius Karnova, Sarach Marlon Novie Akay Mochamad Arief Rahman Ramadhian Muhammad Reza Aryanto Noviatni Dwi Utami Jatnika Nurochman . Pradipto Kusumowiwoho Putri Wardhani, Yashinta Raden Akbar Anzalna Ratri Vibhuti Widyasari Wismakumara Reza Kurnia Rio Lukman Tawekal, Rio Lukman Rugaya, Sulalah Sadar Adi Pratomo, Dian Septian Budhi Raharja, Septian Budhi Surya Dwiartha Suryawan, Dedy Unggaran Febriana Vivi Linda Putri Yoanes Bandung Yuni Eka Pradipta Ningrum Yuni Ros Bangun