Manajemen Sumber Daya Manusia

* Starting from Need* Evolution of the Toyota Production System* Further Development* Genealogy of the Toyota Production System* The True Intention of the Ford System* Surviving the Low-Growth Period

Toyota production system : beyond large-scale production

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The New Meaning Of Educational Change

Transformational Leadership: Industrial, Military, and Educational Impact

Part One: Initial Considerations Chapter 1: Motivation in Organizations Mitchell, Terence R., and Daniels, Denise. Observation and Commentary on Recent Research in Work Motivation. Chapter 2: Conceptual Approaches to Motivation at Work Ryan, Richard M., and Deci, Edward L. 2000. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1): 68-78. Mowday, Richard, and Colwell, Kenneth A. Employee reactions to unfair outcomes in the workplace: The contributions of Adams' equity theory to understanding work motivation. Cropanzano, Russell, and Rupp, Deborah. An overview of organizational justice: Implications for work motivation. Komaki, Judith. Reinforcement theory at work: Enhancing and explaining what employees do. Locke, Edwin A. 1996. Motivation through conscious goal setting. Applied and Preventive Psychology, 5: 117-124. Stajkovic, Alexander D., and Luthans, Fred. Social cognitive theory and self-efficacy: Implications for motivation theory and practice. Part Two: Central Issues in Motivation at Work Chapter 3: The Role of Cognitions, Beliefs, and Attitudes in Motivation Staw, Barry M. 1986. Organizational psychology and the pursuit of the happy/productive worker. California Management Review, 28(4): 40-53. Rousseau, Denise M., and Tijoriwala, Snehal A. 1999. What's a good reason to change? Motivated reasoning and social accounts in promoting organizational change. Journal of Applied Psychology, 84(4): 514-528. Luthans, Fred. Positive Organizational Behavior: Implications for Leadership and HR Development and Motivation. Chapter 4: The Role of Goals and Intentions in Motivation Klein, Howard J., Wesson, Michael J., Hollenbeck, John R., and Alge, Bradley J. 1999. Goal commitment and the goal-setting process: Conceptual clarification and empirical synthesis. Journal of Applied Psychology, 6: 885-896. O'Leary-Kelly, Anne M., Martocchio, Joseph J., and Frink, Dwight D. 1994. A review of the influence of group goals on group performance. Academy of Management Journal, 37(5): 1285-1301. Crown, Deborah F., and Rosse, Joseph G. 1995. Yours, mine, and ours: Facilitating group productivity through the integration of individual and group goals. Organizational Behavior and Human Decision Processes, 64(2): 138-150. Chapter 5: The Role of Affect in Motivation Raghunathan, Rajagopal, and Pham, Michel T. 1999. All negative moods are not equal: Motivational influences of anxiety and sadness on decision-making. Organizational Behavior and Human Decision Processes, 79(1): 56-77. Venkatesh, Viswanath, and Speier, Cheri. 1999. Computer technology training in the workplace: A longitudinal investigation of the effect of mood. Organizational Behavior and Human Decision Processes, 79(1): 1-28. Chapter 6: The Role of Social Influences in Motivation Porter, Lyman W., Lawler, Edward E. III, and Hackman, J. Richard. 1975. Ways groups influence individual effectiveness. (Holdover from previous edition) Vardi, Yoav and Wiener, Yoash. 1996. Misbehavior in organizations: A motivational framework. Organization Science, 7(2): 151-165. Whyte, Glen. 1998. Recasting Janis's groupthink model: The key role of collective efficacy in decision fiascoes. Organizational Behavior and Human Decision Processes, 73(2/3): 185-209. Chapter 7: The Role of Cross-Cultural Influences in Work Motivation Hofstede, G. 1993. Cultural constraints in management theories. Academy of Management Executive, 7(1): 81-94. Sanchez-Runde, Carlos J., and Steers, Richard M. Cultural influences on work motivation and performance. Frese, Michael, Kring, Wolfgang, Soos, Andrea, Zempel, Jeannette. 1996. Personal initiative at work: Differences between east and west Germany. Academy of Management Journal, 39(1): 37-63. Meek, Christopher B. 1999. Ganbatte: Understanding the Japanese employee. Business Horizons, January-February, 27-36. Chapter 8: The Role of Individual Differences in Motivation O'Reilly, Charles A. III and Chatman, Jennifer A. 1994. Working smarter and harder: A longitudinal study of managerial success. Administrative Science Quarterly, 39: 603-627. Pilegge, Anthony J. and Holtz, Rolf. 1997. The effects of social identity on the self-set goals and task performance of high and low self-esteem individuals. Organizational Behavior and Human Decision Processes, 70(1): 17-26. Part Three: Applications of Motivational Approaches Chapter 9: Rewards Lawler, Edward L. 1987. The design of effective reward systems. In J. W. Lorsch (ed.), Handbook of Organizational Behavior. Englewood Cliffs, NJ: Prentice Hall, pp, 25-271. Kerr, Steven. 1995. On the folly of rewarding A, while hoping for B. Academy of Management Executive, 9(1): 7-14. Pearce, Jone L. 1987. Why merit pay doesn't work: Implications from organizational theory. In D. B. Balkin and L. R. Gomez-Mejia (eds.), New Perspectives on Compensation, pp. 169-178. Pfeffer, Jeffrey. 1998. Six dangerous myths about pay. Harvard Business Review, May-June, 109-119. Duncan, W. Jack. 2001. Stock ownership and work motivation. Organizational Dynamics, 30(1): 1-11. Chapter 10: Punishment George, Jennifer M. 1995. Asymmetrical effects of rewards and punishments: the case of social loafing. Journal of Occupational and Organizational Psychology, 68: 327-338. Butterfield, Kenneth D., Trevino, Linda K., and Ball, Gail A. 1996. Punishment from the manager's perspective: A grounded investigation and inductive model. Academy of Management Journal, 39(6): 1479-1512. Chapter 11: Motivating Creativity aand Innovation Amabile, Teresa. 1997. Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review, 40(1): 39-58. Cummings, Anne and Oldham, Greg R. 1997. Enhancing creativity: Managing work contexts for the high potential employee. California Management Review, 40(1): 22-38.

Motivatiom and work behaviour

Bekerja sambil kuliah atau kuliah sambil bekerja bukanlah hal baru di kalangan mahasiswa karyawan. Beragam sebab telah menjadi alasan yang melatarbelakanginya. Tantangan bagi mahasiswa karyawan adalah membagi waktu antara kuliah dan bekerja. Salah satu kompetensi utama untuk sukses manjalani peran sebagai karyawan sekaligus mahasiswa adalah kemampuan self management. Penelitian ini bertujuan untuk mengkaji perspektif self management di kalangan karyawan mahasiswa etnis Jawa yang bekerja di Kota Seribu Industri Tangerang. Penelitian ini menggunakan pendekatan kualitatif dalam situasi ilmiah di STMIK Insan Pembangunan Tangerang. Tipe penelitian yang digunakan adalah etnografi. Penelitian ini melibatkan 5 orang narasumber. Data penelitian dikumpulkan melalui observasi partisipan, analisis dokumen, wawancara mendalam, dan focus group discussion (FGD). Penelitian etnografis dilaksanakan dengan mengikuti tahapan dan proses penelitian kualitatif yang bersifat induktif, yang terdiri dari tahapan alur penelitian maju bertahap (the developmental research sequence). Hasil penelitian ini menunjukkan bahwa karyawan yang bekerja sambil kuliah dari etnis Jawa mampu mengatasi problem akademik dan non-akademik. Karyawan etnis Jawa mampu menggunakan cara yang dianggapnya paling efektif untuk mengatur dirinya (self management), meliputi manajemen perasaan (affective), perilaku (behavior) dan pikiran (cognitive). Penelitian ini juga menyimpulkan bahwa daya dorong terbesar karyawan etnis Jawa untuk terus kuliah adalah keinginan untuk memperbaiki kehidupan diri dan keluarganya, dalam filosofi Jawa adalah dadi wong. Rute untuk mencapainya adalah dengan melalui urutan tahapan 5E, yakni: enjoy, easy, excellence, expert dan earn.

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Bekerja Sambil Kuliah dalam Perspektif Self Management : Studi Etnografi pada karyawan Etnis Jawa di Kota Seribu Industri Tangerang

We compare two different scenarios at relativistic quantum heat engine by considering three-level energy, and two non-interacting fermion in one-dimensional potential well. The difference between the scenarios is about mechanism to get into excited state by two fermions. We apply iso-energetic cycle that consists of two iso-energetic and two iso-entropic processes, and then compute and compare the efficiency at both scenarios. We also compare it with non-relativistic case. The result is that one scenario has larger efficiency than the other that does not happen at non-relativistic case.

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Two Scenarios on the Relativistic Quantum Heat Engine

The aim of this study is to analyze the correlation between concept perceptions and people’s attitudes in halal tourism, development perceptions and people’s attitudes, attitude and people’s interest, concept perceptions and people’s interest, development perceptions and people’s interest, concept perceptions and people’s interest, and development perceptions and people’s interest. The method used in this research is SEM (Structural Equation Modeling) method. The population in this study was all Banten people. The samples in this study were respondents in five districts/cities in Banten, namely Tangerang (127 respondents), Serang (63 respondents), Pandeglang (97 respondents), Lebak (69 respondents), and Tangerang City (62 respondents). The sampling technique used is cluster random sampling. The data collection method used by researchers is a survey through filling out an online questionnaire. Based on regression test results shows concept perceptions has a significant effect on people’s attitudes Development perceptions has no significant effect on people’s attitudes, the attitude has no significant effect on people’s interest, concept perceptions have no significant effect on people’s interest, development perceptions have no significant effect on people’s interest. Concept perceptions have no significant effect on people’s interests through people’s attitudes. Development perceptions have no significant effect on people’s interests through people’s attitudes.

Perceptions, Attitudes, and Interests of Halal Tourism: An Empirical Study in Indonesia

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Pendidikan Pendekatan Multikultural Untuk Membentuk Karakter dan Identitas Nasional di Era Revolusi Industri 4.0 : A Literature Review

Decrease profits, decreased sales turnover and the customer complaint and the number of brands that compete with each other in the snack food beverage market, encourage PT. X to find out the attributes desired by consumers, PT. X conducted research on the development of snack products using the QFD (Quality Function Deployment) method. The main objective to be achieved in this research is to provide a Product Design proposal, process planning and production planning to improve the competitiveness of PT. X by using the 4-phase Quality Function Deployment (QFD) tool. This study used respondents of 130 distributors who collaborated with PT. X. After the data processing the questionnaire was continued by compiling the four Quality Function Deployment matrices generated from the house of quality matrix namely Main Raw Materials in the form of Corn, direct prizes in the form of cash Rp 8,000 per carton, seasoning composition by 10 persen, moisture content by 3 persen, carton size 42x23x22cm, packaging size 14x10cm, OPP 30 packaging material, orange packaging color, cartoon packaging images, yellow food color, round food dimensions, food age 12 mth, Number of Contents per carton 40 pcs. The critical part that results from the preparation of the design deployment matrix are snack weight. Amount of water content, number of spices, type of base, weight of the base. The selected process stages that are generated from the process planning matrix are Mixing of Raw Materials, Adding Dyes, Making Base, Reducing Moisture Content, Add Seasonings. Production stages that are produced from the production planning matrix are procedures, operator training, Mistake Proofing, Failure Prevention Action Required, Operator Instruction, Work Analysis, Supplier Conference, Supplier Agreement, Maintenance Instruction, Gauge Design, Machine Qualification, Gauge Requirements. To produce quality products and in accordance with customer requirements, PT.X must focus on the requirements resulting from the preparation of the four Quality Function Deployment matrices.

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Agus Purwanto

Papers

Bekerja Sambil Kuliah dalam Perspektif Self Management : Studi Etnografi pada karyawan Etnis Jawa di Kota Seribu Industri Tangerang

Two Scenarios on the Relativistic Quantum Heat Engine

Perceptions, Attitudes, and Interests of Halal Tourism: An Empirical Study in Indonesia

Pendidikan Pendekatan Multikultural Untuk Membentuk Karakter dan Identitas Nasional di Era Revolusi Industri 4.0 : A Literature Review

Design of Food Product Using Quality Function Deployment in Food Industry