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INDONESIA
Jurnal Ilmiah Binaniaga
Published by STIE Binaniaga
ISSN : 02164094     EISSN : -     DOI : -
Core Subject : Economy,
Economics, Econometrics & Finance
Jurnal Ilmiah Binaniaga (J.I Binaniaga) is an international peer-reviewed and open access journal that focuses on the fields of management fields such as Office Management, Production Management, Marketing Management, Financial Management, Personnel Management, Strategy Management.
Arjuna Subject : -
Articles 5 Documents
 1 
Search results for , issue "Vol 3, No 01 (2007): June 2007" : 5 Documents clear
KAITAN PELATIHAN DALAM UPAYA MENINGKATKAN KUALITAS KERJA KARYAWAN PT BOGOR AGRO LESTARI TAHUN 2007 Dedy Mulyadi; Kartika .
Jurnal Ilmiah Binaniaga Vol 3, No 01 (2007): June 2007
Publisher : STIE Binaniaga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33062/jib.v3i01.190

Abstract

Considering the major role of human resource in achieving the company’s goal the company should provide an operational skill or knowledge directly from manager to employee’s levels. The company should give the employees a better understanding that the training is provided not only to execute the pre-determined program smoothly, but also to increase the quality of their achievement in their own field that in turn will influence their income, performance and future career planning. Comparing the statistical scores gained by the employee before and after the training proves the significant difference. After the training the score was higher (3.87%) than before the training (3.08%), which means that the training gave good impact. Other statistical computation using t – paired samples with α = 0.005 and degree of freedom (df = 29) also proved the difference where t counted (-38.445) is bigger than t table (-1.669). The training was basically aiming at formulating the expected ability from the employees to change their behavior. Such a change was formulated in terms of behavioral change and a short-term educational program by using systemic and organized procedures, so that operative employees learn technical and skill knowledge for specific purpose.
ANALISIS SISTEM PENILAIAN KOMPETENSI PEMEGANG JABATAN DENGAN KOMPETENSI KERJA DI KELUARGA JABATAN UMUM PADA PT JASA MARGA (PERSERO) Ismulyana Djan; Ida Juraida
Jurnal Ilmiah Binaniaga Vol 3, No 01 (2007): June 2007
Publisher : STIE Binaniaga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33062/jib.v3i01.191

Abstract

The purpose of the research was to know whether the implementation of Human resource competency at Jasa Marga (Ltd) has been run well in terms of employee recruitment. The two variables being compared in this study were the competency of the employees who hold positions and the work competency itself. The study focuses on analyzing the existing employees competency with the needed job requirements.  The research used descriptive method with qualitative approach by interviewing related parties and conducting a field observation concerning the problem being researched. From measuring competency of the employees who hold positions at Jasa Marga (Ltd) it was found that there were still a few employees whose qualification were below the job requirements. It was proposed that Jasa Marga (Ltd) should continuously increase the quality of the human resources through development training in short term and long-term programs in order to fulfill the predetermined job requirements. The application of the employees competency training should be conducted interactively to produce professional and transparent human resource because it function as initial filter from the early employees recruitment and selection programs.
Pengaruh Budaya Organisasi Terhadap Prestasi Kerja Karyawan Bagian Corporate Administrasion pada PT. NITTOH Presisi Indonesia Ismulyana Djan; Siti Hindun
Jurnal Ilmiah Binaniaga Vol 3, No 01 (2007): June 2007
Publisher : STIE Binaniaga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33062/jib.v3i01.184

Abstract

The evaluation of performance is one of the important tasks done by a manager or a leader. In evaluating employees’ performance like and dislike is one factor that should be avoided by an evaluator to maintain the objectivity of the evaluation. The evaluation is necessary because it can be used to improve decision concerning personnel or to give feedback regarding the employees’ performance. There are two variables that can influence performance the first one is individual variable including attitude, characteristics, interests and motivation, experience, age, sex, education and other factors. The second one is situational variable that consists of physical and work factor, types of training and evaluation, wage system and social environment. Thus, it can be concluded that organization culture and employee’s performance are interdependent factors. The importance of organization culture in the organization life will increase employees’ performance. The organization culture that is employed at PT. Nittoh Presisi Indonesia are: Seiri (orderly), Seiton (neatness), Seiso (cleanliness), Seiketsu (eternal) and Sitshuke (discipline). The criteria in evaluating employee’s performance at PT Nittoh Presisi Indonesia among other things are: attendance sheet, obeying company’s rules, understanding of order, work diligence, partnership among colleagues, the quantity of target goal, the quality of the target work and capability and potential development. From ANOVA results on experiment variables it was found that F counted was 62.966 while the value of F table with degree of freedom (df = 2 and 56) on the α = 0.005 was 2.80. Therefore, since the value of F counted is bigger than F table (62.966 > 2.80), it can be concluded that the organization culture influences the employee’s performance at PT Nittoh Presisi Indonesia.
Pengaruh Pengawasan Melekat dan Kepuasan Kerja Terhadap Etos Kerja Pegawai Pada Badan Perencanaan dan Pembangunan Daerah Kabupaten Bogor Tahun 2007 Ramlan Ruvendi; Devy Erisandi
Jurnal Ilmiah Binaniaga Vol 3, No 01 (2007): June 2007
Publisher : STIE Binaniaga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33062/jib.v3i01.186

Abstract

Work ethics means as an evaluative aspect that owns by individual or group in giving evaluation about a work activity. While close controlling is a kind of steering activity done by supervisor of each employee in improving work performance in order to achieve company’s goal effectively and efficiently. On the other hand, job satisfaction is an emotional condition that reflects someone’s feeling towards his/her job in a positive scope impact and employees attitudes on the job and all aspects they face in their work environment. The research study on the influence of close controlling on job satisfaction and work ethics shows that respondents graded the accomplishment of close controlling at Bappeda Bogor Regency averagely as good. Whilst the job satisfaction and work ethics scores at Bappeda Bogor Regency was interpreted as quite good. From Linear Regression squared analysis conducted on respondent’s data, it can be concluded that there is no or little impact between close controlling and job satisfaction at government local office, agency and district in Bogor Regency.
ANALISIS MODEL SISTEM KOMPENSASI DALAM MOTIVASI KERJA PADA RUMAH MAKAN MINANG RAYA BOGOR Priyo Wismantoro; Intan Mezeki
Jurnal Ilmiah Binaniaga Vol 3, No 01 (2007): June 2007
Publisher : STIE Binaniaga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33062/jib.v3i01.187

Abstract

Compensation is a reward in forms of money that was given by the head of a company to his/her employees in order the employees to maintain their high motivation to reach the company’s goal. In this research the writer would like to know to what extend the compensation analysis model can increase the motivation of employees at Rumah Makan Minang Raya Bogor. The application of suitable compensation for each employee is the most crucial problem. Therefore, the right handling of the human resource management is needed. If this were done improperly it would lead to a dissatisfaction of the employees. The nature of compensation is to give a base to decide a decision and act to the employee involved in the administration process. The compensation (incentive) for every one is given once in every 3 months by the owner of the restaurant. The incentive is not flat and is based on workload, attendance, and type of job done by employees. The incentive is roughly ranges from 6% to 38% from the monthly compensation. The difference of incentive for each employee is decided on the expertise of each employee. From the results analysis by regression model it can be concluded that there was a significant result between satisfying compensation with the employee’s work motivation as shown by t counted (8.811) is bigger than t table (2.16). This means that X coefficient is significant with the regression equation Y = 12.043 + 0.673 X, if the satisfaction score increases 1 point then the employee’s motivation will increase 0.673. The incentive awarded to the employee as a supplement is aimed at maintaining employees in the long run as an attempt to create comfortable work condition and environment so that the employees can increase their performance.

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