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All Journal Journal of Business and Management The Indonesian Journal of Business Administration Journal of Educational, Health and Community Psychology Jurnal Ilmiah Mahasiswa FEB The International Journal of Accounting and Business Society Journal of Economic, Bussines and Accounting (COSTING) AFEBI Management and Business Review Jurnal Ilmiah Mandala Education (JIME) Action Research Literate (ARL) Journal Of World Science International Journal of Science and Environment International Journal of Management, Entrepreneurship, Social Science and Humanities (IJMESH) Jurnal Pendidikan Indonesia (Japendi) Eduvest - Journal of Universal Studies
Achmad Ghazali
Sekolah Bisnis dan Manajemen, Institut Teknologi Bandung
Aerospace Engineering Agriculture, Biological Sciences & Forestry Arts Humanities Biochemistry, Genetics & Molecular Biology Chemical Engineering, Chemistry & Bioengineering Chemistry Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Engineering Environmental Science Health Professions Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Mathematics Neuroscience Physics Public Health Social Sciences

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EXPLORING ENGAGEMENT COMPONENTS IN STUDENT’S UNION CASE STUDY: KMM-ITB Priyagung, Ahmad; Ghazali, Achmad
Journal of Business and Management Vol 7, No 3 (2018)
Publisher : Journal of Business and Management

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Abstract.Engagement is a desirable condition found to be useful in many types of organization both for the organization itself and for the employees. Engaged workers tend to perform better both at the level of individual and organizational. Organizations who nurture and manage engagement, have the possibility to have “happier” employees who performs better, which makes engagement be a possible source of competitive advantage among organizations. Nowadays, engagement is tightly linked with business-based organizations. However, any type of organization need its worker to perform better. Making organizations, who could not motivate their workers with incentive or financial rewards, find creative practices in keeping their employee engaged. Coming from a business and management student, Keluarga Mahasiswa Manajemen (KMM) of Institut Teknologi Bandung is a student union who does not puts profit as its main goal. Having to keep being organized and existed with limitations that KMM have, there are still members who voluntarily worked for KMM. Thus, KMM may have unique insights on managing engagement through its components.This study aims to explore engagement components in the case of KMM-ITB by using JD-R Model as a reference in defining the components of engagement. The purpose of this study is to provide insights of how engagement components contributes in forming engagement in the case of KMM-ITB.Result of this study shown that 4 components belong to Job Demands and 3 components belong to Job Resources (A and B). This study shows that the interaction between Job Demands and newly classified Job Resources A would result in the member’s decision to be active or not. Whereas the member’s decision to be engaged or not is more likely to happen in the exposure of Job Resources BKeywords: Engagement, JD-R Model, Non-profit Organization, Organizational Development, Student’s Union.
Job Analysis With Comparation Table Methode of Questionaire, Interview and Observation Suhada, Ahmad Adityareza Taruna; Ghazali, Achmad
Journal of Business and Management Vol 4, No 1 (2015)
Publisher : Journal of Business and Management

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Abstract- The main theme of this study is the Human Resource Management and focus on doing the job analysis. The sub - focus of this study is in the job description of an employee in order to achieve the goals and vision of the company. The purpose of this study is to create jobs? according to the distribution of positions within the company and the vision of the PT. ECU. The author uses three approaches to obtain data needed like: using questionnaires, interviews, and observations. The data from job analysis then the author elaborate to create a job description and job specification. Implementation of this research will help employees to work more efficiently and assist in the recruitment of new employees in accordance with company requirements. Keyword: Human Resource Management, Job Analysis, Job Description, Job Specification
Formulating Customer Discovery of Fervor Nutrition in South Jakarta arif, Victor; Ghazali, Achmad
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Fervor Nutrition is a start-up company that was established in 2016 and was found by Victor Arif (as Chief Executive Officer or CEO) and Wanda Pradipta (as Operational Manager). Fervor Nutrition moves in nutrition industries. Fervor Nutrition is focus on human body nutrition and to give people the best experience in use of the Fervor Nutrition products as theirs diet. Fervor Nutrition want to give customers, the solutions of the needs and problems of the customer nutrition, and give customer the best nutrition for people who want improve their body and keep fit. Fervor Nutrition will focus in grab fast protein drink with product name ISOPRO. In this research, Fervor Nutrition as a start-up is using Customer Discovery to search problem-solution fit, i.e. a product market fit, that makes the start-up’s value proposition match the customer segment the start-up envisions reaching. To facilitate the Customer Discovery process and get a shared and clear understanding of the business model throughout the company, Fervor Nutrition begins the first phase by stating the Business Model Canvas hypothesis. The Business Model Canvas represents the company in nine boxes that depict the details of a company’s products, customers, distribution channels, demand creation, revenue model, partners, resources, activities and cost structure. On the second phase, Fervor Nutrition will be testing the problem by preparing customer contact and engagement, the goal is to learn about the problem and not to talk about the product or its features, and The Problem Presentation that is designed to elicit information from customers. After enough interviews Fervor Nutrition should be able to determine what the customer problem is and update the hypothesis accordingly. The third phase is testing the solution which consists of five key steps; create the product / solution presentation with the revised hypotheses that can be presented to customers, test the product solution with the customer by measuring enthusiasm most of all, update the business model again to reflect the latest round of Customer Discovery “solution” findings. In the last phase Fervor Nutrition should have identified a serious problem to have solved by solution and identified a large enough market to create a scalable business model. If these criteria are met and the business model is solid, Fervor Nutrition should continue to the next step, to Customer Validation. If the criteria are not met, go back to Customer Discovery or pivot. In order to solving these issue, the methodological approach would be integrating quantitative and qualitative data. For qualitative data, would be get through interviews, meanwhile the quantitative data would be get through questionnaire. Which in result, according to Business Model Hypothesis, Problem Presentation, and Business Model Canvas Improved.Keywords: Formulating Strategy, Customer Development, Customer Discovery, Business Model, Start-up Company, Nutrition Products, Protein Drink, Protein Shake, Beverage
Evaluation of Talent Management Effectiveness in Upstream Oil and Gas Industry to Achieve Company Business Objective Prawatiningsih, Gesit; Ghazali, Achmad
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract - The current global situation and condition is impact the way business function and organization need to deal with this continuous change. People – intellectual capital and talent – are ever more critical to organizational strategic process. The efficiency in the management of resources must be carried out, expensive and scarce talented person who drives the company to be competitive, easy access to information and integration between countries would allow the search competition to find people. Talent is the fuel of human capital engine and in the organization refers to the core employees and leaders that drive the business forward. To gain competitive advantage and sustainability the demand for human capital drives talent management. Talent Management will help company do selection and identification and developing talent people to fill key position by succession planning to achieve organization business objective.Keyword : talent management, succession planning, employee development.
Developing talent management for organizational excellence: a case study at secretariat general of ministry of energy and mineral resources Rahmani Sugiharto, Reni; Ghazali, Achmad
The Indonesian Journal of Business Administration Vol 7, No 3 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract – In achieving organizational excellence in accordance with the mandate of the President for the people of Indonesia which prioritizes Bureaucratic Reform in the national development goals, it is time for the Secretariat General of the MEMR to focus on talent management to be implemented in the Ministry of Energy and Mineral Resources thoroughly in the future. In order to initialize the application of talent management in service to the general public, the author in this final project examines Strengths, Weaknesses, Opportunities, and Threats of Human Resource Management at the MEMR using SWOT Analysis and Talent Management strategy to answer the research objective, that is to propose Talent Management model that are in accordance with the vision and mission of the Ministry of Energy and Mineral Resources. To achieve the purpose of this writing, there are 3 (three) questions in the final project that are attempted to be analyzed in this final project, they are: (i) what kind of talent management strategy has been applied specifically to the position of Administrator and Supervisor at the Ministry of Energy and Mineral Resources, (ii) what are the strengths, weaknesses, opportunities and threats of the strategy in the position of Administrator and Supervisor at the Ministry of Energy and Mineral Resources, and (iii) what solutions and recommendations that the Ministry of Energy and Mineral Resources could do to minimize threats in implementing talent management strategies in the future will come. In this final project, the author uses qualitative research methods namely literature review and interview. From various sources (books, journals, expert resource persons, applicable government regulations and interviews), the author tries to examine each of the sources of information in detail to obtain the purpose of writing this final project, namely to present examples of Talent Management models that are appropriate to the vision and mission of the Ministry of Energy and Mineral Resources and answer the first question of this final project. SWOT analysis is also used by the author to answer the second question of this final project. While to answer the third question of this final project, the author uses an analysis of 8 (eight) Management Change Steps initiated by J.P. Kotter. Based on the research method and process of analysis in this final project, results are obtained such as (i) talent management strategies have not yet been implemented in the Ministry of Energy and Mineral Resources, although most of the selection process to employee retirement still uses HR Management strategies. This strategy focuses on all employees in the organization, not on "key employees" or "talents" who can be defined as people who routinely exceed expectations while showing correct and appropriate behavior in this research approach, (ii) there are several strengths, weaknesses, opportunities and threats found in HR development strategies at the Ministry of Energy and Mineral Resources. Its strength is selection based on performance measurement data (SKP), integrity (user evaluation), SIPEG application data for daily attendance, Meeting Forum or Baperjakat which is always under the leadership of the Secretary General and an assessment process organized by third parties. The disadvantage is the selection of filling positions that are done according to needs without planning, the comparison between candidates and vacant positions is very large, the process is done in a hurry and the process of harmonization of time that takes a short time in aligning the schedule of Echelon II leaders in organizing Baperjakat. The opportunity to develop talent management patterns at the Ministry of Energy and Mineral Resources is derived from the framework of good governance, workforce growth, organizational reputation, people development, inventory of future leaders, and statements and support of the Deputy Minister of Energy and Mineral Resources regarding Human Capital strategies in this agency. The last is that threats such as apathetic work and the slow achievement of long-term organizational strategies in this organization are a challenge in the development of talent management strategies, and (iii) to minimize these threats, the Ministry of Energy and Mineral Resources needs to start implementing Talent Management in the management of HR development. Focusing on "key-staff" and "talent", talent management strategies can help organizations overcome talent needs to fill strategic vacant positions in the organization.Keywords: human capital, organizational excellent, people development, talent, talent management, talent pool
The Influence of Work Motivation and Leadership Impact to Employee's Jobs Satisfaction at PT. Era Asta Marin Nusantara (PT. EAMN) - A Case Study ., Hendric; Ghazali, Achmad
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Basically human resource is the only resource which had important role to determine the growth of an organization or a company. Human Resource improves the company's bottom line with its knowledge of how human capital affects the success of organizational. Leaders with expertise in human resource strategic management participate in corporate decision making that underlies current staffing assessments and projections for future workforce needs based on business demand.The objective of this study was to analyze and determine: a) the effects of work motivation on employee performance satisfaction, b) the effect of the impact of leadership on employee satisfaction and c) the effects of motivation and leadership impact to the satisfaction of employee performance.The design of this study is descriptive research which describes the information and characteristics of the population or phenomenon being studied at PT. Era Asta Marin Nusantara (PT. EAMN). The description used for statistical calculations, whereas a survey investigation was conducted to measure the variable with the distribution of questionnaires with statement by using a five point Likert scale and interview. The method used to evaluate the results of the survey is multiple regression. Research is based on primary data which are collected from the respondents of PT. EAMN, and also using secondary data to support the information. In order to analyze samples that are used mainly as primary data, purposive sampling is used to determine the sample. Thus, the data were analyzed using correlation method. The results of this study will show that there is a positive and significant relationship between motivation and leadership impact on job satisfaction in PT. EAMN. In addition, this study provides a suggests recommendation as a business solution to improve employee performance for the betterment of the company in the future.Key words: Human Resources; Work motivation; Leadership; Job satisfaction.
Dunn analysis on indonesian energy policy Dwiani, Ery; Ghazali, Achmad
The Indonesian Journal of Business Administration Vol 7, No 2 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract – National Energy Policy and National Energy General Plan have been established. However, after 4 (four) years National Energy Policy was published, there are several problem occurs in energy sector. As a result, the effectiveness of this policy is still remained to be seen. Government needs to make another intervention to follow up the issue. Therefore an objective study is needed on the evaluation of National Energy Policy, National Energy General Plan and the formulation of Regional Energy Plan. This final project is carried out by using the Policy Analysis method according to William Dunn by comparing the policy that has been established with the results of the interview on the condition at this time. The gap is a problem that requires an appropriate solution in implementing the established policy and the preparation of the Regional General Energy Plan as a form of implementation of the National Energy Policy and the National General Energy Plan. The results of the analysis show that there are problems in implementing the National Energy Policy and General Plan of National Energy, among others: 1) After 4 (four) years determined, the electrification ratio of Indonesia which still has not reached 100%; 2) Policies on the Buffer Stock of Energy have not existed; 3) There is still a lack of understanding of both the community and local government regarding the importance of energy roles; 4) The Regional General Energy Plan has not been set; 5) Limited budget and human resources of local government; and 6) Lack of communication and coordination between government and local government. In general, the National Energy Policy and the General Plan of National Energy have a good purpose and should proceed. Based on the analysis, then formulated the solution that must be taken by the Government to improve the situation, among others: 1) The Government assists the Regional Government in the preparation of the General Plan of Regional Energy; 2) Increasing people's understanding of the importance of energy role by implementing socialization on a large scale; 3) Consistency of Regional Government in energy development priority that will be poured in General Plan of Regional Energy; 4) Improved coordination between the Government and Local Government; 5) Changing the energy planning paradigm from supply side to demand side that is based on requirement from region; 6) RUED is expected to increase the industrial sector in the region 7) Review of energy policy.Keywords:  National Energy Policy, National Energy General Plan, Regional Energy Policy, Dunn Policy Analysis.
Business strategy and product development using lean startup: case study at pegasus company Rizky Mubarak, Muhammad; Ghazali, Achmad
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Pegasus is a company which operates in gaming industry in Indonesia. Pegasus produces high quality gaming chair for gamers and people who spent most of their time in front of the computers. Pegasus gaming chair significantly reduce body parts pain for people who are sitting for a long time in front of the computer, thus enabling those people to play computer games or sit in front of the computer for a long time. Today, the gaming industry is in uptrends. According to Polygon, The International Dota 2 gaming tournament is watched by more than 20 million people from all around the world and people who play online game in the world has reach more than 1,2 billion people (McWhertor,Michael ,2014). Growth of the game player in Indonesia also grow in a high rate parallel with the industry uptrends. In order to compete in this growing industry and grab its market share, Pegasus need to have business strategy and correct product design that reflect the preference of the customer. The analysis used are internal, external and combination analysis. After the internal external analysis is done, the factors that Pegasus are lacking and what can be improved are identified. TOWS matrix is a tool that is used to develop strategic options from a combination of external and internal analysis (Doherty, B, 2009).  Data that are gathered from the internal and external analysis then is used to formulate business strategy using TOWS Matrix in the combination analysis. The strategies resulted from the analysis are to increase product awareness, create new product line up for different type of customers, create gaming tournaments for additional revenue stream and product exposure, additional distribution channel via online and offline store, and additional international supplier that can provide the product materials with lower cost. According to (Ries, E, 2011) the lean start-up methodology provides an approach in which to create & managing start-up and get the product to the customer’s faster. Lean start-up itself is an approach to new product development. The methodology was utilized in order to develop product based on customer feedback. Data of the improvement to be made that are gathered from the Internal & external analysis with the strategy formed by using TOWS Matrix then are used to improve the business model of Pegasus through its business canvas. The improved business model canvas then is used as a guideline for Pegasus in order to correctly deliver value proposition to the customer and how to manage cost structure and revenue streams. This rapid growth of gaming industry in Indonesia are very good opportunity for Pegasus to capture high number of customer, increasing profit, and also become market leader in gaming chair.  Keywords: Game, Gaming Industry, Gaming Tournament, Gaming chair. 
Assessment of Human Capital Management (HCM) Implementation and Its Effect on Innovation: Case Study at PT Dirgantara Indonesia Natanael, Wesley; Ghazali, Achmad; Febriansyah, Hary
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. The financial crisis in 1998 requires the state to stop its funding to PT DI. Lack of funds forced PT DI to cut its employees in large numbers in order to sustain the company survival with business turbulence encountered. This massive layoff was followed by experts skill left the company. This condition raises some problems for companies which are lack of expertise, employees age gap and based on previous research there is still a lack of trust in leaders. Improvement of Human Capital Management (HCM) is required considering problems faced is about human resource management, and must be conducted effectively and accurately targeted because of PT DI limited funds. HCM framework used in this study is framework developed by Laurie Bassi and Daniel McMurrer (2007) which states there are five drive (driver) HCM which are leadership, engagement, knowledge accessibility, workforce optimization dan learning capacity. Assessment of HCM implementation in PT DI using questionnaire tool shows that implementation of HCM in PT DI is still at low level and the driver with the lowest score is Engagement. Innovation used as the expected result because PT DI as aircraft manufacturing company is intense company with innovation. HCM correlation analysis with company innovation capability is conducted by Partial Least Square (PLS) using software smartPLS 2.0. PLS analysis generates that Engagement is the driver with the highest correlation to innovation. The series result of research steps indicate that the Engagement is the driver with the highest correlation to the level of innovation as well has the lowest value of implementation level, so that the increase in HCM should be concentrated on the driver Engagement. In this study, the researcher recommends enhancement Engagement with conduct performance management.Keywords: Human Capital Management (HCM), Innovation, PT Dirgantara Indonesia
Knowledge Management Initiatives at Human Resources Development Center at Ministry of Energy and Mineral Resources Susilo, Joko; Ghazali, Achmad
The Indonesian Journal of Business Administration Vol 6, No 2 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract. The Human Resources Development Center of Oil and Gas have a duty to carry out human resource development in the oil and gas sector. One of the very important energy sectors in Indonesia is an oil and natural gas. The management is good against this sector will give to the progress of Indonesia. In the current situation, the quality of Human Resource Development Centre of Oil and Gas declined. There is caused by lack of knowledge management activities, regeneration of lecturers and no activity that accommodates the activities of process knowledge management knowledge sharing activities i.e. mainly between senior and junior, as well as the exchange of knowledge with the workers in the oil and gas industry. This research aims to make a proposal for the design of the implementation model of Knowledge Management (KM) on the lecturers and instructors in Human Resource Development Centre of Oil and Gas. The method used is the study of literature, perform data collection through surveys, and interviews. The proposed design of the implementation model KM will be developed with an emphasis on communication as well as the selection of appropriate technologies so that the implementation of this model of KM will be capable of accommodating knowledge sharing. The important point is the success of the application of KM is the existence of communication as well as a strong leadership skill. It is recommended that this model developed in harmony with the company's strategy in achieving the goals and objectives of the OrganizationKeywords: Knowledge Management Systems, Knowledge Sharing, Communication, Technologies
Co-Authors ., Hendric Adhitya Ferdian Adha, Adhitya Ferdian Adha Ahmad Adityareza Taruna Suhada Amelia Pratiwi Apriyadi, Arif arif, Victor Aruan, Dewi Roybot Vetrauli br Darda Natanegara, Maula Dwiani, Ery Emeralda, Fahrulia Essada Nurachmah, Asri Fauzi, Dani Handayani, Dewi Wahyu Handayani, Heni Yuli Hary Febriansyah Herliyanti, Ririet Herman, Timotius Hidayatullah, Fajar Irawadi, Delano Irawan, Bambang Andri Jann Hidajat Tjakraatmadja Joko Susilo Kencana, Cindy Vera Gita Loudia Anggita, Ingelora M. Wifaq Qadratullah, M. Wifaq Mathew Chellizto Simanjuntak, William Michael Nessi Ovannia Widyaningrum, Nessi Ovannia Nur Budi Mulyono Paramitha, Widya Pramadhanty, Alifia Nuzul Prawatiningsih, Gesit Priyagung, Ahmad Rahmani Sugiharto, Reni Restu Andika, Alvin Dwi Rizky Mubarak, Muhammad Setyo Bimantoro, Yohanes Aldiyasa Silitonga, Alvin Paulus Ulva Datischa, Ulva Vidha Thaashaar, Julyestra Wesley Natanael, Wesley