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Penerapan Manajemen Perubahan pada Sumber Daya Manusia (SDM) di Rumah Sakit "X" Engga Purnama; Arizky Winahyu; Kornelis Aribowo; vip Paramarta
COMSERVA : Jurnal Penelitian dan Pengabdian Masyarakat Vol. 4 No. 3 (2024): COMSERVA : Jurnal Penelitian dan Pengabdian Masyarakat
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/comserva.v4i3.1382

Perubahan atau berubah secara etimologis dapat bermakna sebagai usaha atau perbuatan untuk menjadikan sesuatu berbeda dari sebelumnya. tujuan dari penulisan penelitian ini, yaitu: 1. Menjelaskan pengertian, konsep-konsep dasar serta proses dalam Manajemen Perubahan 2. Mengetahui tujuan-tujuan serta sasaran dari manajemen perubaham. 3. Mengetahui tantangan yang dihadapi dalam manajemen perubahan serta strategi yang dapat digunakan dalam menghadapi penolakan terhadap perubahan. 4. Mengetahui dan menganalisis contoh studi kasus implementasi manajemen perubahan pada organisasi “X” dan dampak yang dirasakan dari manajemen perubahan dari dua sudut pandang. Metode penulisan adalah studi literatur dan studi kasus singkat pada organisasi “X”. Penerapan manajemen perubahan atau Change Management pada SDM RS “X” memberikan manfaat yang sangat dirasakan oleh direksi dan jajaran manajemen rumah sakit karena dapat membantu perusahaan dapat selalu bertumbuh dan berkembang ke arah yang lebih baik

Knowledge Transfer Strategies for Sustainable Community Entrepreneurship Programs Vip Paramarta
KRIEZ ACADEMY : Journal of development and community service Vol. 2 No. 10 (2025): Kriez Academy - October
Publisher : Yayasan Kreatif Indonesia Emas

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Background: Knowledge Transfer Strategies for Sustainable Community Entrepreneurship Programs has practical relevance for communityfacing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In sustainable community entrepreneurship programs, managers must coordinate experience, tacit knowledge, documented practices, external advice, lessons learned, and decision routines while responding to expectations from managers, employees, mentors, partner institutions, and community entrepreneurs. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or loss of lessons after staff turnover. Aims: This article develops a capability-based framework explaining how knowledge transfer strategies may contribute to knowledge retention, capability, and innovation. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: knowledge acquisition, translation into local practice, sharing and coaching, and institutionalization and renewal. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.

Strategic Marketing Communication for Village-Owned Enterprises (BUMDes) Kosasih; Vip Paramarta
KRIEZ ACADEMY: Journal of Development and Community Service Vol. 2 No. 6 (2025): Kriez Academy - June
Publisher : Yayasan Kreatif Indonesia Emas

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Background: Strategic Marketing Communication for Village-Owned Enterprises (BUMDes) has practical relevance for community-facing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In village-owned enterprises (bumdes), managers must coordinate brand promises, product information, customer journeys, campaign messages, service encounters, and feedback while responding to expectations from customers, local enterprises, marketing teams, service staff, and community intermediaries. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or misleading claims. Aims: This article develops a capability-based framework explaining how strategic marketing communication may contribute to brand credibility, customer response, and retention. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: relevant value proposition, experience consistency, credible social communication, and market learning loop. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.

Customer Experience Management in Community-Based Retail Cooperatives Vip Paramarta; Sri Rochani Mulyani
KRIEZ ACADEMY: Journal of Development and Community Service Vol. 3 No. 02 (2026): Kriez Academy - February
Publisher : Yayasan Kreatif Indonesia Emas

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Background: Customer Experience Management in Community-Based Retail Cooperatives has practical relevance for community-facing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In community-based retail cooperatives, managers must coordinate brand promises, product information, customer journeys, campaign messages, service encounters, and feedback while responding to expectations from customers, local enterprises, marketing teams, service staff, and community intermediaries. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or misleading claims. Aims: This article develops a capability-based framework explaining how customer experience management may contribute to brand credibility, customer response, and retention. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: relevant value proposition, experience consistency, credible social communication, and market learning loop. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.

Relationship Marketing Strategy for Long-Term Community Stakeholder Engagement Vip Paramarta; Fitriana
KRIEZ ACADEMY: Journal of Development and Community Service Vol. 3 No. 05 (2026): Kriez Academy - May
Publisher : Yayasan Kreatif Indonesia Emas

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Background: Relationship Marketing Strategy for Long-Term Community Stakeholder Engagement has practical relevance for communityfacing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In long-term community stakeholder engagement, managers must coordinate shared objectives, resources, roles, benefits, decision rights, data, and disputeresolution arrangements while responding to expectations from enterprises, community organizations, local government, suppliers, funders, and residents. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or unclear roles. Aims: This article develops a capability-based framework explaining how relationship marketing strategy may contribute to engagement, participation, and commitment. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: goal and value alignment, complementary resource design, joint governance and voice, and shared learning and adjustment. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.

Strategic Human Resource Practices in Community Development Foundations Vip Paramarta; Adang Haryaman
KRIEZ ACADEMY: Journal of Development and Community Service Vol. 3 No. 9 (2026): Kriez Academy - September
Publisher : Yayasan Kreatif Indonesia Emas

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Background: Strategic Human Resource Practices in Community Development Foundations has practical relevance for community-facing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In community development foundations, managers must coordinate roles, workloads, skills, performance expectations, career opportunities, leadership routines, and employee voice while responding to expectations from employees, supervisors, managers, volunteers, and partner organizations. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or symbolic participation. Aims: This article develops a capability-based framework explaining how strategic human resource practices may contribute to capability, engagement, and commitment. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: role and expectation clarity, capability through practice, supportive leadership and voice, and recognition and continuity. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.

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