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Jann Hidajat Tjakraatmadja, Jann
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Decision Sciences, Operations Research & Management

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Knowledge managament strategy for application team in PT. CSP Widanta Kristyo Adhy, Ignatius; Hidajat Tjakraatmadja, Jann
The Indonesian Journal of Business Administration Vol 8, No 1 (2019)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT. CSP is a local business partner of PT. ERS in Indonesia, which engaged in the field of advanced and smart industrial technology in sensors, field instrumentation, and integrated process and safety automation control system. The automation product that become focus in this research is in DeV product which sold to its client under Solution and Control Division as sales division that faces a business challenge to increase the working efficiency in coordination and communication for submitting project proposal to meet customer expectation and increase the opportunity to win the project. The problem is low efficiency project proposals submission that can have an impact on reducing opportunities for selling and decreasing company profits, this is not good because it has an impact on the performance of the sales force and can result in layoffs. The research is using qualitative methods to identify the problems and adopts the Nonaka’s SECI model in knowledge transformation cycle and the Jann model knowledge management framework as the underlying theory and conceptual framework. The outcome of this research is to get knowledge and initiatives needed to close the gap with knowledge management implementation plan to solve the problem also to increase the efficiency to improve project submission proposal from 14 to 10 working days. Implementation plan cover the 3 enablers of knowledge management of people, process, and technology which every member shall adopt and continuously doing it in order to strengthen application engineer team.  Keywords: Knowledge Management, Jann Model, SECI Model, Sales Division, Application Engineer
Employee Satisfaction Analysis of Emerald Bank Indonesia Branch Andina, Meity; Hidajat Tjakraatmadja, Jann
The Indonesian Journal of Business Administration Vol 6, No 3 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract – Problems that arise in the Emerald Bank of which is that firms face greater difficulties in obtaining the necessary human resources to meet individual goals and objectives of the company. The existence of employee dissatisfaction is characterized by a lack of positive respond to staff’s achievements. It may affect their loyalty, dedication and honesty if no proper appreciation from the institution. Purpose - This study was to examine the relationship of job characteristics toward job satisfaction in Emerald Bank Indonesia. Therefore, a correlational study is engaged to identify the relationship between significant factors (as independent variable) and the problem (as dependent variable). The data collection refers to the observation of such relationship was using a quantitative method. The reason of using quantitative method due to its allow statistical analyzes to verify the data collected are reliable and valid. Questionnaire has been sent to 57 respondents were employed as an instrument for this study. Findings – the outcomes of this study came with eight factors of job characteristics which are workplace environment, supervision, cooperation from peers, work discrimination, employee acceptance, work allocation, job security, and remuneration. Based on the observations result, this study has formulated HRM implementation practices focusing in these objects: 1.Supervisor improvement; 2.Situational leadership; 3.Carrier Development; 4.Benefit equality; 5.Management improvement (rewards and recognition); 6.Peer to peer attachment & cross division; 7.Promotion; 8.Workstation rotation.Keywords: job satisfaction, effectiveness of supervision, employee acceptance, work allocation, cross division, rewards and recognizing
Implementation Knowledge Management in X Division Case Study : PT. Bank XYZ Wiguna, Prayuda; Hidajat Tjakraatmadja, Jann
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - IT Division at PT. Bank XYZ is one of the company’s backbones and its performance will affect the achievement of PT. Bank XYZ. PT. Bank XYZ relies heavily on technology in running business. Knowledge management can improve a company's competitive advantages. Combination between IT and Knowledge Management will be a good combination to increase the competitive advantages for PT. Bank XYZ. This study aims to improve the achievement of X Division by implementing Knowledge Management in order to anticipate losing knowledge in X Division, decreasing dependencies on key persons, increasing externalization knowledge in X Division, optimize Knowledge Management Documentation and Knowledge Management system. Exploration of business issues that occur in X Division seen by four components of Knowledge Management named people, process, technology and governance. By using SWOT analysis and Fishbone methodology this research found a strategy that can be implemented in X Division. The strategy is to apply the Knowledge Management by following five steps include KM determining objectives, 9 answering questions, defining KM strategy, obtaining management and implementation plan. This implementation is expected to enhance the achievement of X Division and has positive affect to the performance of PT. Bank XYZ. Key words: Competitive Advantages, Knowledge Management, Achievement, Improvement, Implementation of Knowledge Management
Knowledge Retention Strategy for Dealing with Knowledge Loss at Bank Bisnis Headquarters Kiki, Kiki; Hidajat Tjakraatmadja, Jann
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. One of major challenges for organizations nowadays is the aging and shortening of experienced workforces. As experienced or senior staff retire, then critical knowledge and their experience will leaving the company and will be a threat to company unless that knowledge can be successfully retained and transferred to other existing workers which less experienced. Due to high turnover, the retention of valuable organizational knowledge from senior and experienced workers has been recognized as an urgent need. Due to high employee turnover rate in the last two years at Bank XYZ Headquarters, will increase the possibility of critical knowledge leaves the company. In 2015, headquarters recorded the turnover rate was 24.39%, increase almost 3 times from the previous year, and most of them are experienced and senior staff. The goal of this research is to deal with knowledge loss at Bank XYZ by formulating Knowledge Retention Strategy by using the suitable Knowledge Retention framework. By using the Analytic Hierarchy Process (AHP) of Prof. Thomas L. Saaty (2001), acquired knowledge retention framework suitable for this study, which is selected from three alternative models of knowledge retention. With the selected framework of knowledge retention from Deller and Burmeister, this research finding out first what critical knowledge that posses by employee in Bank XYZ Headquarters and how to retain them.4 factors which help to formulate the strategy are critical knowledge, individual characteristic, relationship characteristic, and contextual characteristic. Based on the result of this analysis, the company have so many critical knowledge that need to be retain. This caused by lack of monitoring about knowledge retention and too formal interaction among employees that less support the retention activities.The result of this research is Bank XYZ Headquarters will implement Knowledge Retention Strategy to prevent knowledge loss in the future. The implementation run through 3 kind of activities: skill development and training, informal activities, and exit management. Based on knowledge retention framework analysis, all the retention activities will exactly as needed by Bank XYZ Headquarters employee.
Provose Workforce Competency Verification and Validation Process for Heavy Oil Operation to Achieve Zero Incident and Fatality Supriatna, Cucu; Hidajat Tjakraatmadja, Jann
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Heavy Oil Operational Unit (HOOU) is one of business unit in PT Chevron Pacific Indonesia, located in Duri Field Sumatra which well known for its Duri Steam Flood (DSF) project, The biggest Steam Flood Project in the World. HOOU has a strong commitment and fully aware to develop new operational culture in implementing Operational Excellent (OE) focuses on personal safety, process safety, and environment.  Since 2012 IBU overall numbers Incidents have decreased significantly but in Heavy Oil Operation Unit (HOOU) those number remain unchanged significantly year over year, in 2015 Heavy Oil Operation recorded 6 cases of Day Away From Work (DAFW), 94 cases of Motor Vehicle Crash (MVC), and 5 cases of Oil Spill, it clearly much work remains ahead of us and there are a lot of challenges for doing some improvement in effort how to reduce those numbers of incidents. HOOU consists of several main Water and Oil Treating Facilities, hundreds of Steam Generators and thousands of Oil wells and Pump Unit scattered in around 13 Production areas. A large number of vehicles are another challenges, HOOU operates almost 2,000 vehicles both light and heavy vehicle with average miles driven per year reaches 17,485,006 miles/year. Safeguard is another critical issue to be addressed to ensure all safeguards are in place and functioning. Based on current condition as mentioned above HOOU need applying a new program to improve all workforce competencies in Motor Vehicle Safety (MVS) and Managing Safe Work through Verification and Validation Program (V&V) to achieve our objective “zero incidents and fatalities”.  Keywords: Heavy Oil, Operational Excellent, Personal Safety, Process Safety, Motor Vehicle Safety, Managing Safe Work, Verification and Validation
Co-Authors Andina, Meity Kiki, Kiki Supriatna, Cucu Widanta Kristyo Adhy, Ignatius Wiguna, Prayuda