PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KEPERCAYAAN PADA PIMPINAN PADA KOMITMEN AFEKTIF STUDI DI SMA NEGERI 2 TANJUNGPANDAN

SMA Negeri 2 Tanjungpandan is one unit of high school education/vocational school located in Belitung province which since its establishment in 1990, and the current status as a National Standard School (SSN) is located on the outskirts of Tanjungpandan which is about 7 km from the city center quality is able to compete with other schools in Tanjungpandan with an average graduation rate in the last two years to reach 97%. But internally there are indications of weak leadership and trust in leaders who tend influencing organizational commitment, particularly affective organizational commitment of employees. This study aims to examine and analyze the effect of transformational leadership on affective commitment, and test and analyze trust in leadership on affective commitment is happening and performed in SMA Negeri 2 Tanjungpandan. This study uses a quantitative method, which is done by distributing questionnaires to 43 employees as respondents and aims to determine whether the application of transformational leadership and trust in leaders and a significant positive effect on affective commitment of employees at SMA Negeri 2 Tanjungpandan, along with the development of educational competition that requires institutional organization of the school and its staff should be able to build a partnership based on trust so that the school can be successful in the service of education and learning in order to improve the quality of national education, as well as locally. The results of this study indicate that simultaneous Transformational Leadership and Trust in a leader and has contributed significant effect on Affective Commitment. But partially Transformational Leadership insignificant effect on Affective Commitment, so the hypothesis is not supported. The same thing also happened on the variable Trust in the Leader on Affective Commitment on research with studies in SMA Negeri 2 Tanjungpandan, in which the two variables are also not significant effect on Affective Commitment, so the hypothesis is not supported. It was shown that the low support for Affective Commitment on implementation of transformational leadership and the level of confidence in the leadership taken by the institution in establishing the school's performance, so that the two variables were then needs to be improved at all levels within the organization SMA Negeri 2 Tanjungpandan

PENGARUH KEPEMIMPINAN TRANSAKSIONAL DAN TRANSFORMASIONAL KEPALA SEKOLAH PADA MOTIVASI EKSTRINSIK DAN INTRINSIK GURU

This study is intended to evaluate and analyze the effect of transactional and transformational principal leadership on teacher�s extrinsic and intrinsic motivation in learning process. The design of this study is correlational research with survey method. The sample of this study drawn from all teachers of SMAN 5 Kendari with total number 60 teachers by using census technique. Then data collecting technique used is conducted by questionnaire. The questionnaire used to measure teacher�s extrinsic and intrinsic motivation is the theory of two factors which was developed by Tan and Waheed (2011), while the questionnaire used to measure transactional and transformational leadership is multifactor leadership questionnaire (MLQ) which was developed by Ancok (2012). The method of data analysis used is multiple linier regression that is analyzed by using SPSS for windows. The finding of this study shows that, (1) there is a positive and significant correlation between transactional leadership on teacher�s extrinsic motivation (β= 0,32

ANALISIS STRATEGI BISNIS PERUSAHAAN JASA TELEKOMUNIKASI PT XL AXIATA TBK

Currently, trends in telecommunications industry are experiencing a very significant development in terms of increasing both players and users. Total companies that compete in the business of mobile operators in Indonesia amounted to 10 operators with users that already touched 190 million people or more than 80% of the population of Indonesia. This figure shows that currently the telecommunications business is approaching saturation, but on the other hand, technologies in telecommunications still in development stage so there will new technologies or new features in future. Therefore, there should be analysis of business strategy for mobile operators to compete in the telecommunications industry. In this study will be conducted business strategy analysis at operator telecommunication PT XL Axiata which is the three major cellular players of Indonesia. External and internal analysis done to be able to formulate a business strategy that best suits at PT XL Axiata. External analysis was done by analyzing the general environmental conditions and industrial environment using the five forces and competitor analysis to identify key success factors in the telecommunications industry in Indonesia. Internal analysis carried out by analyzing the internal condition of PT XL Axiata using value chain analysis of the resources and capabilities as well as using VRIO analysis to identify the sustainable competitive advantage which is owned by PT XL Axiata. By applying an external and internal analysis to formulate business strategies PT XL Axiata in competing in the telecommunications industry in Indonesia is obtained the result that the business strategy that best suits the conditions of PT XL Axiata is Best Cost Provider Strategy. Best Cost Provider Strategy focuses on differentiation and cost leadership which is the company's sustainable competitive advantage and adapt to the key success factors in the Telecommunications Industry

ANALISIS TRANSFORMASI ORGANISASIONAL PT GFBJ: APLIKASI PENDEKATAN PRINSIP-PRINSIP ORGANISASI YANG BERFOKUS PADA STRATEGI

PT GFBJ is a holding company with several subsidiaries that produce food and non-alcoholic beverage as well as another subsidiary that distribute all those food and beverage products. Its vision is to be Indonesia�s top 2 food and beverage company by 2017. One of the concrete efforts made to achieve this vision is to create a strategy management system based on the balanced scorecard. This study aimed to evaluate the implementation of the strategy management system using the strategy-focused organization (SFO) principles, because it is believed that the application of these principles can provide a high level of success in balanced scorecard implementation. The study began with a survey to gauge the suitability of PT GFBJ with SFO principles in executing its strategy. The survey contains 27 questions addressed to 52 people that linked directly to the execution of company strategy. The analysis was done by comparing the results of the survey with other companies around the world who are considered the most successful in applying SFO principles. Analysis process also use some additional information derived from company data and interviews with employees that linked directly or indirectly with the execution of company strategy. The results showed that SFO principles are not properly applied in PT GFBJ transformation into a strategy-focused organization. The main factor that caused this is the lack of leadership from management in mobilizing change. Organizational alignment, motivation, and knowledge sharing are also being another factors that inhibit the transformation process

Human Resource Roles in Implementing Responsible Leadership at PT Bukit Asam Tbk

There are more corporations seek to consolidate their position in the emerging fields of corporate social responsibility (CSR) and sustainability. These corporations are striving to be responsible leaders by increasing their role in achieving sustainability goals. Responsible leadership can be seen from company�s CSR strategy and activities. There are even more companies which use sustainability or CSR in its corporate strategy. In the other hand, there has been development in human resources (HR) function, one of which is being strategic partner (Ulrich, 1997). When HR professionals work as strategic partners, they work with line managers to institute and manage process that creates an organization to meet business requirements. Therefore, it is important for a company to align its HR policies and practices to its CSR or sustainability strategy. In order to become responsible leader, a company needs HR contribution (Strandberg, 200

THB INFLUENCE OF PAY SATISFACTION ON ORGANIZATIONAL COMMITMENT

The objective this study is to measure the level of the lecturers� pay satisfaction, to examine the influence of pay satisfaction to organizational commitment, and finally to analyze the differences between pay satisfaction and organizational commitment among the lecturers with different tenures and levels. This study is an analytical research conducted in cross-sectional research design, in which the data are taken from respondents at one and determined time The study involved of 49 LPPs� lecturers. The methods of analysis of this study are Descriptive Statistic, Coefficient Correlation, Simple Regression, and Analysis of Variance. The descriptive statistic is used to describe the frequency, median and modus of respondents� answer. This statistic method is aimed at examining the distribution and proportion of respondents� answer in each question item. Coefficient correlation used to measure the strength and direction of the linear relationship between dependent and independent variables. Simple regression is used to examine the influence of pay satisfaction to affective commitment, continuance commitment, and normative commitment. In order to examine whether there are differences of pay satisfaction and organizational commitment among employees with different tenures and levels, this research uses the analysis of variances. The study found that the lecturers� affective commitment is the greatest driver for organizational commitment. This means the lecturers are committed to the organization more because ofvoluntary submission, emotional attachment, sense of belonging, feeling of becoming part of family, and personal meaning of the organization. The overall pay satisfaction was found to be strongly related to affective, continuance, and normative commitment. Mean while this study found that there are no pay satisfaction, and affective, continuance, and normative commitment differences among the lecturers with different tenures or job levels

The Relationship between Perceived Job Insecurity and Work Engagement mediated by Job Satisfaction: A study in Bank Indonesia

Work engagement can be defined as a positive and fulfilling attitude towards job which can be portrayed by enthusiasm, energetic, and dedication. For organization, having engaged employees are essential as they can exhibit good performance. Many aspects influence the emergence of engagement, including perceived job insecurity and job satisfaction. A transition period will be faced by Bank Indonesia as the result of the establishment of Financial Service Authority (FSA). The transfer procedures, rights, and opportunities for the employees regarding to this new organization are still unclear yet. These conditions lead to the insecure feeling among employees who will be forced to be transferred to FSA. Therefore, the purpose of this study is to examine the relationship between perceived job insecurity and work engagement mediated by job satisfaction. Data collection in this study was conducted by using purposive sampling and spreading the questionnaire to permanent employee at Bank Indonesia. Respondents have tenure at least 3 years and are placed in Banking Sector and Bank Supervision team at Bank Indonesia Regional Offices. Test analysis of the data used multiple regression and hierarchical regression. The results showed that: (1) There is no significant relationship between perceived quantitative job insecurity and work engagement (β=0.0

PEMETAAN ZONA KERENTANAN GERAKAN MASSA DENGAN METODE Analytic Hierarchy Process (AHP) DI DESA TENGKLIK DAN SEKITARNYA, KECAMATAN TAWANGMANGU KABUPATEN KARANGANYAR, PROPINSI JAWA TENGAH

PT Matahari Department Store Tbk is one of the companies competing in the retail business within Indonesia. Competition in the retail industry has increased remarkably coinciding with free trading being more open, shown by the addition of several foreign department stores into the Indonesian retail industry. To maintain a competitive foothold and stay in front of their competitors, PT Matahari Department Store Tbk has developed their own capabilities and resources consistent with their Cost Leadership strategy. In this study will be done an analyis of PT Matahari Department Store Tbk�s capabilities and resources using VRIO analysis, which is an analysis focused on the internal conditions within a company. Capabilities and resources within a company can be created from the activities done by PT Matahari Department Store Tbk. This study also analize using Value Chain analysis. After conducting analysis using VRIO and describing the main and supporting activities within the company, then the competitive advantages of PT Matahari Department Store Tbk is able to be identified. An advantage that can sustain within the competition in the retail industry is an advantage that has the criteria included in the VRIO analysis, that are valuable, rare, inimitable and organized. An advantage that fulfills the four criterias stated above is usually known as a Sustainable Competitive Advantage

Analisis Sustainability Strategy Program Magister manajemen Universitas Gadjah Mada

This research aims to understand the MM UGM strategy formulating the concept of sustainability and campus sustainability strategy at MM UGM appropriatly, in accordance with the capabilities and capacities. Researcher using the format Framework Campus Sustainability Assessment 1 (CSAF) in assessing and understanding the MM UGM strategy. CSAF divided into several categories such as people, aquatic ecosystems, terrestrial ecosystems, soil ecosystems, materials ecosystem, energy ecosystem. From these categories almost every category of MM UGM is not optimal in the implementation of campus sustainability. Therefore, researcher conducted in accordance with the principles of strategy formulation campus sustainability 2 with emphasis on management structure, oversight are clear, objective and policy of using measurable indicators, social care, infrastructure development such as buildings, transportation, efficient energy management, and maximizing educational and training on sustainability. Sustainability strategy MM UGM as supported by the commitment of the management in the implementation of campus sustainability, managers play an active role in campus sustainability, and have incorporated elements of sustainability in every lecture. However, limited implementation of campus sustainability because it is influenced by the dependence with the faculty and the university, which has not been adequate investment and still lack awareness of the importance of sustainability to the academic community and society

BLUE OCEAN STRATEGY FORMULATION IN HOTEL INDUSTRY: The Case of Grage Ramayana Hotel

This research intends to apply the blue ocean strategy in the context of hotel industry in Yogyakarta. Hotel industry currently experiences the intense competition, while competitors tend to face the competition by using the similar strategic profile (value curve) based on their star classification and pricing-policy. As the implication, the market segment is based on star classificatio