POLA PEMBINAAN NARAPIDANA DI LAPAS KELAS II/B MUARA BUNGO BERDASARKAN UNDANG-UNDANG NOMOR 12 TAHUN 1995

Correctional institutions are organizations that have the same important duties and functions as other institutions in the Criminal Justice System, such as the Police, Prosecutors and Courts. The duties and functions of the Correctional Institution are to carry out guidance for prisoners and correctional students. The formulation of the problem in this research is what are the patterns, what are the obstacles and what are the efforts of the Class II/B Muara Bungo prison in conducting prisoner development based on Law Number 12 of 1995. The method used is descriptive qualitative. Informants in this study were all Penitentiary Class II/B Muara Bungo and all convicts and ex-convicts. With the number of informants as many as 12 people. The results of the study show that the pattern of fostering prisoners at the Class II/B Muara Bungo prison based on Law Number 12 of 1995 has been implemented well through spiritual development and independence. With the aim of building mental and spiritual as well as developing the potential, talents and interests of prisoners. The results of inmates coaching by the Class II/B Muara Bungo prison can also be said to be quite good because it has been able to improve the abilities and skills of prisoners in various fields of business and has been able to increase the obedience of the prisoners. However, the implementation has not been optimal due to limited facilities and infrastructure, human resources, and low awareness of prisoners to be able to do coaching. Efforts are being made to increase human resources, improve facilities and infrastructure and collaborate with the Bungo Regency Job Training Center, and provide motivation and understanding to prisoners about the importance of coaching programs.

Business Education in Japan

In Japan, the most prominent players in business education are corporations because they provide on-the-job training to their employees, particularly new graduates. However, with the low growth of the Japanese economy after the collapse of the bubble economy around 1990 and the recent drastic changes in the international environment, it is necessary to reexamine business education. To cope with the drastically changing environment, many Japanese companies are evolving their education model to emphasize off-the-job training in addition to on-the-job training. The main target of such training now includes senior executives, in addition to junior- to mid-level executives. Business schools play a role in educating senior executives. Although major Japanese companies utilize top business schools overseas, Japanese business schools are still the major education providers. This chapter discusses the recent changes, prospects, and issues concerning Japanese business schools.

Association of off-the-job training with work performance and work–family conflict among physicians: a cross-sectional study in China

ObjectivesTo determine whether experiences of off-the-job training in domestic (DT) and overseas study (OS) settings are associated with work performance and work–family conflict in physicians.Design, setting and participantsWe conducted a national cross-sectional survey in 77 public hospitals across seven provinces in China between July 2014 and April 2015. Participants were 3182 physicians.ExposureParticipants were categorised into four groups: none, DT only, OS only and DT and OS.Primary outcome measuresWork performance was assessed by work engagement, career attrition and patient-centred care. Work–family conflict was assessed by affecting care for family, feeling guilty towards family and receiving complaints from family.ResultsA total of 25.89% participants had experienced DT only, 8.71% OS only and 8.47% DT and OS. After adjustment for potential confounders, participants who had experiences of DT and OS compared with those with no training were more likely to report positive work performance (pride in work: OR=2.11, 95% CI: 1.43 to 3.10; enjoyment of work: OR=1.67, 95% CI: 1.11 to 2.51; turnover intention: OR=0.54, 95% CI: 0.38 to 0.77; early retirement: OR=0.63, 95% CI: 0.45 to 0.89; and exhaustion: OR=0.66, 95% CI: 0.45 to 0.98) and less work–family conflicts (feeling guilty towards family: OR=0.51, 95% CI: 0.35 to 0.74; and complaints from family: OR=0.66, 95% CI: 0.47 to 0.91). We found no obvious association between DT/OS experience with patient-centred care.ConclusionsPhysicians with DT and OS experiences are more likely to have better work performance and less work–family conflict than those without such experience. Physicians face increasing pressure to pursue continuing education and experience associated distress. Therefore, hospitals and government policy-makers should promote DT and OS.

Promoting Salutogenic Capacity in Health Professionals

From a salutogenic perspective, relational and reflective competencies are key to the success of competence building. Reflecting on and exploring one’s (life) experience in a continuous learning process can enhance salutogenic competence.This chapter, whose authors have many years of experience building health professionals’ salutogenic competence, is nicely illustrated with teaching and coaching examples drawn from (a) a master’s programme for students in various health professions, (b) salutogenic talk-therapy groups, (c) students in health promotion training programmes, and (d) on-the-job training of healthcare professionals working in childcare services.The chapter discusses the concept of “self-tuning,” referring to habitual self-sensitivity, reflection, and mobilising of resources, which can play a central role in all types of training. This chapter emphasises that trainers should strive to “live the talk,” developing their personal salutogenic capacity – in other words, do what you teach and be what you teach.

South Sudan: The SDF and “Protection of Civilians”

The Japan Engineering Groups (JEG) deployment to the United Nations Mission in South Sudan (UNMISS) from 2012 to 2017 exhibited consecutive aspects of “integration” and “robustness.” During the first two years, Japan’s method of “integration,” or the “All Japan” approach, fit well with UNMISS’s focus on statebuilding. It yielded various outcomes, not only in the restoration of facilities and infrastructure (e.g., road construction) but also in the nonengineering support provided to the locals (e.g., job training). With the outbreak of de facto civil war in December 2013, however, UNMISS’s top priority moved from statebuilding to Protection of Civilians (PoC), thereby intensifying inclinations toward “robustness.” Afterward, the JEG mostly focused on the construction of a PoC site, that is, a shelter for evacuated locals and internally displaced people. While security in South Sudan continued to deteriorate, the amendment to the Peacekeeping Operations (PKO) Act as part of the 2015 Peace and Security Legislation enabled the Government of Japan (GoJ) to assign the JEG to partial security missions, such as the “coming-to-aid” duty. In the end, however, the GoJ abruptly withdrew the JEG in May 2017, thereby discontinuing the series of SDF deployments to United Nations Peacekeeping Operations since 1992.

Does the Algorithm Heal a Company Organization?

Web-based systems have entered the school and business environment widely and globally. Simultaneously, instant connections such as those enabled by twitter in everyday life have bled into the workplace, calling for a relational multimedia platform with a universal interface to facilitate knowledge flows, with cross-pollination in terms of “knowing that,” “knowing how,” and “knowing why.” The use of PEGs is interwoven throughout the processes related to the introduction of relational multimedia platforms into organizations—pre-implementation, during implementation, during on-job training, and in the process of work itself—helping develop the coherence necessary for successful and sustainable business.

PENGALAMAN KERJA, PELATIHAN KERJA, IKLIM OGANISASI DAN PENGARUHNYA TERHADAP KINERJA KARYAWAN PT. TRENGGINAS JAYA

Thiss study aims to determine work experience, job training, organizational climate, and its influence on employee performance at PT. Trengginas Jaya either partially or simultaneously. The sample used as many as 30 employees. This research uses descriptive and verification methods. Hypothesis testing techniques T-test and F-test and data analysis techniques for Multiple Linear Regression using SPSS v25 for Windowss software. The result of this study indicate that there is a significant effect of work experience, job training, and organizational climate on employee performance simultaneously of 26.907. In addition, work experience, job training, and organizational climate also partially have a significant effect on employe performance. Among these variables, partially Work Experience has a significantly greater level than the other three variables, which is 3.778

PENGARUH PELATIHAN DAN KOMPETENSI INSTRUKTUR TERHADAP KINERJA PEGAWAI BALAI LATIHAN KERJA KABUPATEN PANGKEP

Penelitian ini untuk mengetahui hubungan antara pengaruh pelatihan dan kompetensi instruktur terhadap kinerja pegawai balai latihan kerja kabupaten pangkep. Analisis yang digunakan adalah analisis regresi linear berganda dengan model uji t dan uji F. Dari hasil pengujian regresi linear berganda diketahui bahwa pelatihan dan kompetensi berpengaruh positif dan signifikan terhadap kinerja pegawai. Indikator Kebutuhan pelatihan, Sasaran pelatihan, Kurikulum pelatihan, Peserta pelatihan, dan Pelatih (trainer), mempengaruhi kinerja pegawai telah menjadi bukti empirik sebagai syarat peningkatkan kinerja pegawai.. Pengeloaan data regresi berganda yang dilakukan dalam penelitian ini memberikan hasil bahwa pelatihan, kompetensi instruktur berpengaruh positif dan signifikan terhadap kinerja pegawai pada Balai Latihan Krja Kabupaten Pangkep. Hal ini dapat dilihat dari nilai probabilitas yang lebih kecil dari nilai standar. Nilai F hitung yang lebih besar dari nilai F tabel menjadi tolak ukur hasil dari penelitian ini tentang pengaruh setiap variable. This study was to determine the relationship between training and competence on the performance of the Pangkep district job training center employees. The analysis used is multiple linear regression analysis with t test and F test models. It is known from the results of multiple linear regression testing that training and competence have a positive and significant effect on employee performance. Indicators of training needs, training targets, training curriculum, training, and trainers, affect employee performance as a condition for improving employee performance. positive and significant impact on employee performance at the Pangkep Regency Job Training Center. This can be seen from the probability value which is smaller than the standard. The calculated F value which is greater than the F table value becomes the benchmark for the results of this study regarding the effect of each variable