scholarly journals MEMBERS AND CULTURE, AN INTERWOVEN DICHOTOMY IN ORGANIZATIONS

2021 ◽  
Author(s):  
Federico de Andreis ◽  
◽  
Federico Leopardi ◽  
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Management Strategies ◽  
Organization Culture ◽  
Internal Environment ◽  
Organization Management ◽  
Continuous Approach ◽  
Real Phenomenon ◽  
Thematic Review ◽  
The One

This thematic review discusses how Organizational Culture can develop and improve Human Resource Management strategies, procedures and tools to support and motivate new staff to meet organization, management and stakeholder expectations in a changing and competitive environment. Organizations are made by people; their value is created by the staff. Strategies involving human resources should have not only a supportive function, but definitely a central one. Organizational culture represents a phenomenon that manifests itself in the fundamental assumptions that guide an organization. It finds fulfilment in the behaviours, values and relationships that characterize the organization itself, both internally and with the external environment. In the modern organization culture represents a topical issue; it is considered an essential ingredient for the success of companies and organizations. It was in the 1980s that definitions of this concept, one of the most complex and articulated in organizational theory, were proposed as a coherent set of fundamental assumptions that a certain group has invented, discovered, or developed within an organization. This research aims to demonstrate how culture could influence the members of organization and, in the same way, that the latter influences culture. Particular attention will therefore be paid to the success of organizations that is also based on this fundamental cultural assumption. Organizational culture, in fact, has to be considered as a real phenomenon, cannot be taken out of context, but must always be related to the internal environment of the organization. The new human resources are in fact involved in the cultural process of the organization, which, even if not desired, develops anyway. For this rea¬son, attention to new resources must include a continuous approach to organizational culture and the promotion and support of the one which is best suited to organizational objectives.

scholarly journals PENGELOLAAN DANAU SITU GEDE DAN HUTAN PENELITIAN DRAMAGA SEBAGAI KAWASAN EKOWISATA

2020 ◽  
Vol 1 (2) ◽  
pp. 2239
Author(s):  
Muthiannisa Umarputri ◽  
Parino Rahardjo
Keyword(s):  
Qualitative Research ◽  
Best Practices ◽  
Human Resources ◽  
Carrying Capacity ◽  
Government Regulation ◽  
Management Strategies ◽  
Tourist Attraction ◽  
Field Surveys ◽  
Organization Management ◽  
Quantitative And Qualitative Research

Situ Gede is a natural lake surrounded by Dramaga Research Forest and has the potential to become an object of ecotourism studies. However, there are still problems in the area, including the management of facilities and infrastructure which if ignored can threaten the balance of the ecosystem. In order for better management of the area, it is necessary to know the potential and problems in the region and then manage it as an ecotourism area so that it attracts people to visit but the ecosystem in it is maintained and becomes a sustainable tourism. There are aspects that are considered for tourism (Fandeli, 1995), namely attractions (attraction), amenities (facilities) and accessibility. For ecotourism, the necessary components related to management are from aspects of conservation, entertainment, economy, community participation, education and local wisdom based on Domestic Government Regulation No.33 of 2009 Article 3 and for basic management principles (Wurtzebach & Miles, 1984) consisting of 3E (Efficient, Effective, Economical) plus 4C (Complementary, Competitive, Comfortable, Convenience) produces MPAM (Profitable, Marketable, Adaptable, Manageable) and considers management elements such as organization, management, human resources, facilities and infrastructure, tourist attraction and promotion. By using quantitative and qualitative research and research methods in the form of field surveys, interviews, and collection of related documents and then analyzing the conditions of existing management, best practices, carrying capacity and management strategies, recommendations can be generated from management aspects and their eco-aspects. AbstrakSitu Gede merupakan situ atau danau alami yang dikelilingi oleh Hutan Penelitian Dramaga dan berpotensi untuk menjadi objek studi ekowisata. Namun masih terdapat permasalahan pada kawasan tersebut, di antaranya pengelolaan sarana dan prasarana yang bila didiamkan dapat mengancam keseimbangan ekosistem. Agar pengelolaan kawasan menjadi lebih baik, perlu diketahui potensi dan masalah pada kawasan untuk kemudian dibuat pengelolaannya sebagai kawasan ekowisata agar menarik minat masyarakat untuk berkunjung namun ekosistem di dalamnya tetap terjaga dan menjadi wisata berkelanjutan. Terdapat aspek yang diperhatikan untuk pariwisata (Fandeli, 1995) yaitu atraksi (daya tarik), amenitas (fasilitas) dan aksesibilitas. Untuk ekowisata, komponen yang diperlukan terkait pengelolaan ialah dari aspek konservasi, hiburan, ekonomi, partisipasi masyarakat, edukasi dan kearifan lokal berdasarkan Peraturan Pemerintah Dalam Negeri No.33 Tahun 2009 Pasal 3 dan untuk prinsip dasar pengelolaan (Wurtzebach & Miles, 1984) terdiri dari 3E (Efisien, Efektif, Ekonomis) ditambah 4C (Complementary, Competitive, Comfortable, Convenience) menghasilkan MPAM (Profitable, Marketable, Adaptable, Manageable) dan memerhatikan unsur pengelolaan seperti organisasi, manajemen, sumber daya manusia, sarana dan prasarana, daya tarik wisatawan dan promosi. Dengan menggunakan penelitian kualiltatif dan kuantitatif serta metode penelitian berupa survei lapangan, wawancara, dan pengumpulan dokumen terkait kemudian menganalisis kondisi pengelolaan eksisting, best practices, daya dukung serta strategi pengelolaan maka dapat dihasilkan rekomendasi dari aspek pengelolaan serta aspek ekowisatanya.

scholarly journals ANTECENDENT FACTORS YANG BERPENGARUH TERHADAP KOMITMEN ORGANISASIONAL DAN KINERJA ORGANISASI

2015 ◽  
Vol 12 (1) ◽  
Author(s):  
Ketut Sudarma
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Career Development ◽  
Human Resources ◽  
Organizational Performance ◽  
Structural Equation ◽  
Organization Culture ◽  
Private Higher Education ◽  
Internal Factors

The organizational performance has not achieved its optimum yet in Private Higher Education inCentral Java due to several factors both the external factors and internal factors. The externalfactors are intense competition going on competition is among private university itself,competition with State University, as well as the possibility of competition with foreignuniversities. The internal factors are derived from the behavior of its own human resources, suchas the tendency of low organizational commitment, ineffective leadership, organizational cultureand career development that is not performing well. The purposes of this study are to describethe organizational culture, transformational leadership, career development, organizationalcommitment and organizational performance, to analyze the influence organization culture,transformational leadership and career development on organizational commitment andorganizational performance, to analyze the influence of organizational culture, transformationalleadership and career development to organizational performance through organizationalcommitment. The study population numbered 396 head of course. Sample of 130 respondentsassigned, according to recommendation of Hair, et al. (1998) that the sample for SEM analysisbetween 100-200 respondents. The data analysis is using SEM (Structural Equation Modelling).The results of this study show that organizational culture, transformational leadership and careerdevelopment are statistically positive and significant impact on organizational commitment; andorganizational performance. Organizational commitment mediates the effect of organizationalculture, transformational leadership and career development to organizational performance.Thus, organizational commitment is very important and needs to be improved as early aspossible so that human resources in universities in Central Java have better responsibility andloyalty to their institutions.Belum maksimalnya kinerja organisasi pada Perguruan Tinggi Swasta di Jawa Tengahdisebabkan oleh beberapa faktor di antaranya adalah faktor eksternal dan faktor internal. Faktoreksternal yaitu ketatnya persaingan yang terjadi, yakni persaingan antar Perguruan Tinggi Swastasendiri, persaingan dengan Perguruan Tinggi Negeri, maupun kemungkinan persaingan denganperguruan tinggi asing. Faktor internal yaitu bersumber dari perilaku sumber daya manusiasendiri, seperti kecenderungan rendahnya komitmen organisasional, kepemimpinan belumberjalan efektif, budaya organisasi dan pengembangan karir belum terlaksana denganbaik.Tujuan penelitian ini adalah: mendiskripsikan budaya organisasi, kepemimpinantransformasional, pengembangan karir, komitmen organisasional dan kinerja organisasi,menganalisis pengaruh budaya organisasi, kepemimpinan transformasional, penegembangankarir terhadap komitmen organisasional dan kinerja organisasi, serta menganalisis pengaruhbudaya organisasi, kepemimpinan transformasional, pengembangan karir terhadap kinerjaorganisasi melalui komitmen organisasional. Populasi penelitian berjumlah 396 ketua programstudi. Sampel ditetapkan 130 responden, sesuai rekomendasi Hair, et al. (1998) bahwa sampeluntuk analisis SEM antara 100-200 responden. Analisis data menggunakan SEM (StructuralEquation Modeling). Hasil penelitian menunjukkan bahwa budaya organisasi, kepemimpinantransformasional dan pengembangan karir berpengaruh positif dan signifikan terhadap komitmen organisasional dan kinerja organisasi. Komitmen organisasional memediasi pengaruh budayaorganisasi, kepemimpinan transformasional dan pengembangan karir terhadap kinerja organisasi.Dengan demikian membangun komitmen organisasional sangat penting dan perlu dilakukansedini mungkin agar SDM di Perguruan Tinggi Swasta Jawa Tengah mempunyai tanggungjawab dan loyal terhadap lembaga dan tidak mudah meninggalkan lembaganya sehingga kinerjaorganisasi dapat meningkat.

scholarly journals IMPLEMENTATION OF ORGANIZATION CULTURE BY FUNCTIONAL WIDYAISWARA ON HUMAN RESOURCES DEVELOPMENT AGENCY OF SOUTH SULAWESI PROVINCE

2018 ◽  
pp. 25
Author(s):  
Hasriana Hasyim
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Research Problem ◽  
Organization Culture ◽  
Team Work ◽  
Human Resources Development ◽  
Research Approach ◽  
Development Agency ◽  
South Sulawesi ◽  
Resources Development

<p>The research problem in generally is how the application of organization culture by functional widyaiswara in implementation of organization goal on Human Resources Development Agency of South Sulawesi Province. The research approach in qualitative descriptive with type of research is phenomenon to illustrate in narrative or textual in observed of application the organizational culture on Human Resources Development Agency of South Sulawesi Province. The technique of data analysis through the gathered of information, reduction, display and preparation of information, take of conclusion or verification. The application of organizational culture by widyaiswara functional on Human Resources Development Agency of South Sulawesi Province showed that the organizational culture such as innovative, attention, result oriented teamwork, aggressive and stability in work to actualization of widyaiswara that increased the organization goal. Widyaiswara must have the ability that innovative in applied of task, appointment of high attention suitable with the competence, widyaiswara able to achieve of result oriented suitable with the goal, able to development of team work with doing of aggressive and achieve of stability in work. The six of organizational culture have the important role in achieved of organization goal.</p><p> <strong>Keywords</strong>: Organizational Culture, Innovative, Attention, Result Oriented, Teamwork, Aggressive and Stability in Work</p>

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

Pengarug Gaya Kepemimpinan, Budaya Organisasi, dan Kepercayaan Pegawai terhadap Komitmen Organisasi pada Suku Dinas Pendidikan Dasar Kota Administrasi Jakarta Barat

2015 ◽  
Vol 3 (3) ◽  
Author(s):  
Soeparlan Kasyadi
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Strategic Planning ◽  
Human Resources ◽  
Path Analysis ◽  
Leadership Style ◽  
Basic Education ◽  
Human Resources Development ◽  
Resources Development ◽  
Unit Analysis

<p>This research is aimed at obtaining information related to the affect of the <br />leadership style, organizational culture, and employees’ trust on organizational <br />commitment. Research has been implemented using path analysis after all variables put into a matrix of correlation. In this research, employees had been chosen as a unit analysis and 65 samples selected randomly. The results of research found out that: (1) there is direct affect of leadership style on employees’ trust; (2) there is direct affect of organizational culture on employees’ trust; (3) there is direct affect of leadership style on organizational commitment; (4) there is direct affect of organizational culture on organizational commitment; and (5) there is direct affect of employees’ trust on <br />organizational commitment. Based on those findings it could be concluded that any changing or variation which occurred to the organizational commitment of Basic Education Office in West Jakarta had been effected by leadership style, organizational culture, and trust to employees. Therefore, leadership style, organizational culture, and employees’ trust should be put into strategic planning of human resources development in increasing the organizational commitment of Basic Education Office in West Jakarta, however other variables are necessary to be taken into account properly. <br /> <br /><br /></p>

MEMBANGUN PENDIDIKAN KARAKTER SEJAK USIA DINI

Edupedia ◽  
2020 ◽  
Vol 5 (1) ◽  
pp. 55-64
Author(s):  
Agus Supriyadi
Keyword(s):  
Human Resources ◽  
Character Education ◽  
Moral Values ◽  
The Other ◽  
Educational Institutions ◽  
Early Age ◽  
National Education ◽  
Other Hand ◽  
The Government ◽  
The One

Character education is a vital instrument in determining the progress of a nation. Therefore the government needs to build educational institutions in order to produce good human resources that are ready to oversee and deliver the nation at a progressive level. It’s just that in reality, national education is not in line with the ideals of national education because the output is not in tune with moral values on the one hand and the potential for individuals to compete in world intellectual order on the other hand. Therefore, as a solution to these problems is the need for the applicationof character education from an early age.

Human Resource Management: For Humans

2021 ◽  
pp. 263145412098211
Author(s):  
Dilip Soman
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Managerial Decision ◽  
Incentive Design ◽  
Managerial Decision Making ◽  
Resources Management ◽  
Diversity And Inclusion ◽  
The World ◽  
The One ◽  
Behavioural Sciences

Marketing departments, governments and policymakers all around the world have increasingly started embracing the field of behavioural sciences in improving the design of products and services, enhancing communications, improving managerial decision-making, encouraging desired behaviour by stakeholders and, more generally, creating a human-centric marketplace. Within organisations, the human resources management (HRM) function is perhaps the one place that acknowledges that humans are central to the organisation’s success, so it is critical that HRM too actively embraces the insights and methods of behavioural sciences. In this article, I provide an overview of the behavioural sciences, discuss how HRM can benefit from an in-depth knowledge of the science and illustrate specific examples from recruitment processes, training and communications, incentive design, employee-oriented processes, and diversity and inclusion initiatives that could benefit from evidence from behavioural sciences.

scholarly journals DECISION-MAKING AT THE FIRST MANAGEMENT LEVEL: THE INTERFERENCE OF THE ORGANIZATIONAL CULTURE

2018 ◽  
Vol 19 (3) ◽  
Author(s):  
GUSTAVO G. MARCHISOTTI ◽  
MARIA DE L. C. DOMINGOS ◽  
RODRIGO L. DE ALMEIDA
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Treatment Technique ◽  
Exploratory Research ◽  
Structured Interviews ◽  
Management Level ◽  
Decision Making Capacity ◽  
Practical Usefulness ◽  
The One ◽  
Different Origins

ABSTRACT Purpose: This article aims at explaining how a decision is made in the first management level, within five different organizations, from different origins - American, Brazilian and Chinese - in different branches of activity. Originality/value: This is an original work, since it goes beyond the frontiers of knowledge about the subject researched, both for its approach and for its practical usefulness in the day-to-day of the decision makers, being useful for both professionals - and decision making - and for companies - on how to improve the decision-making capacity of their managers. Design/methodology/approach: Fifty managers were interviewed, through the application of a qualitative exploratory research, with the collection of data through semi-structured interviews and content analysis as data analysis and treatment technique. Findings: One may conclude that the decision-making of the first level decision-making managers is more rational. Also, the organizational culture, among the studied variables is the one with the greater impact in the way this management level makes the decisions. This influence of the organizational culture contains three important elements: 1. the need of the manager to act procedurally, using the rules and standards of the company, 2. the use of supporting tools for the decision-making and 3. the learning from the current relationship - or from the past one - with their peers. To go deeper in the theme, we suggest the analysis of the influence of gender in decision-making, under the focus of rationality or intuition, in the first level of the managerial function of the organizations.

scholarly journals Characteristic of Islamic Organizational Culture as An Effort to Improve Performance at University of Muhammadiyah Malang

2021 ◽  
Vol 5 (1) ◽  
pp. 79-88
Author(s):  
Sri Budi Cantika Yuli
Keyword(s):  
Organizational Culture ◽  
Qualitative Method ◽  
Management Practices ◽  
Employee Performance ◽  
Conscious Experience ◽  
Organization Culture ◽  
Research Subjects ◽  
Improve Performance ◽  
Technical Leadership ◽  
Personal Capital

This study aims to reveal the characteristics of Islamic organizational culture at University of Muhammadiyah Malang as an effort to improve employee performance. This study uses qualitative method by applying phenomenology approach. It is conducted by examining the experience realized by the informant (conscious experience) and the instruments of data collection are interviews, observation, and documentation so that researchers can obtain more complete data about the characteristics of Islamic organization culture at University of Muhammadiyah Malang. The research subjects are: (1) university board; (2) deans; (3) employees. Moreover, the qualitative data analysis techniques in this study uses 3 (three) analyzes, namely: data reduction, data presentation, and conclusion. The results of this study indicate that perceptions of Islamic organizational culture can be seen from the perception of university board, lecturers and employees on the value of leadership, norms and management practices, stories and figures, traditions and rituals, as well as perceptions on symbols. It can be concluded that the characteristics of Islamic organizational culture include: (1) Shiddiq (truthfulness) to achieve personal excellence that is honest, transparent, and accountable, (2) Amanah (trustworthiness) to achieve inter-personal capital that is unprejudiced and commitment, (3) Tabligh (advocacy) to achieve visionary and communicative leadership that is communicative and open, (4) Fathonah (wisdom) to achieve professionalism and technical leadership that is smart, competent, and innovative.

scholarly journals Civil Servants Performance Analysis of Education, Youth And Sports Department in Bantul District 2017

2019 ◽  
Vol 3 (1) ◽  
pp. 35
Author(s):  
Surya Jaya Abadi ◽  
Muhammad Eko Atmojo ◽  
Helen Dian Fridayani
Keyword(s):  
Human Resources ◽  
Public Service ◽  
Good Governance ◽  
Health Workers ◽  
Civil Servants ◽  
Public Servants ◽  
Organization Management ◽  
Institutional Aspects ◽  
Bureaucratic Reform ◽  
And Training

Bureaucratic reform is an effort to reform and change fundamentally in a system of governance that involves institutional aspects (organization), management (business process) and human resources apparatus to realize good governance. In Law No. 5 of 2014 concerning the State Civil Apparatus where has a function as the executor of public policy and public servants. The lack of civil servants within the Bantul Regency Government, such as teachers, health workers and technical personnel, are caused by the presence of retired employees and the enactment of the civil servants candidate (CPNS) moratorium policy which causes the workload (ABK) figures of an organization and employees to be heavier than before which can affect public service quality. The method used in this study is descriptive qualitative. The results showed that the performance of civil servants in the Education, Youth and Sports department was very good, besides that the arrangement of work plans was also in accordance with the standards of the organization. However, there are some obstacles, especially in the timeliness of completing assignments, and the ideas or initiatives of civil servants in delivering ideas are still lacking. Meanwhile, the factors that influence civil servants performance in carrying out their tasks are lack of human resources, the presence of seniority and the lack of awareness of ASN about the importance of implementing education and training.

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