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Journal : Serat Acitya

MODEL PEMETAAN CSR UNTUK MENUNJANG UKM MENDAPATKAN ENTREPRENEUR UNGGUL DAN SUSTAINABLE (STUDI UKM BATIK PEKALONGAN) H.Ratnawati Dwi Putranti, SE, MM; Jaluanto Sunu Punjul Tyoso, SE, MCom.
Serat Acitya Vol 2, No 3 (2013): November - Strategi Investasi Kehidupan Bermasyarakat
Publisher : FEB UNTAG Semarang

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Abstract

Abstraksi Pembangunan suatu negara bukan hanya tanggung jawab pemerintah saja, setiap insan manusia berperan untuk mewujudkan kesejahteraan sosial dan peningkatan kualitas hidup masyarakat. Dunia usaha berperan untuk mendorong pertumbuhan ekonomi yang sehat dengan mempertimbangan pula faktor lingkungan hidup. Kini dunia usaha tidak lagi hanya memperhatikan catatan keuangan perusahaan semata (single bottom line), melainkan sudah meliputi aspek keuangan, aspek sosial, dan aspek lingkungan biasa disebut triple bottom line. Sinergi dari tiga elemen ini merupakan kunci dari konsep pembangunan berkelanjutan (sustainable development). Penelitian ini untuk mengetahui model dari CSR dari UKM batik di Pekalongan. Penelitian ini dengan menggunakan peneltian kualitatif dengan triangulasi data.Data yang didapat diharapkan akan menjadi gambaran peneliti selanjutnya untuk pengembangan model CSR di UKM.ABSTRACT Development of a country is not only the responsibility of government alone, every single human being to realize the role of social welfare and improving quality of life. The business community role is to encourage highly economic growth with environmental factors consideration as well. Now the business community is no longer just pay attention to the company's financial records alone (single bottom line), but has been covering the financial aspects, social aspects, and environmental aspects of the so-called triple bottom line. The synergy of these three elements is the key to the concept of sustainable development (sustainable development). This study to determine the model of CSR of SMEs Batik in Pekalongan. This study with other research using qualitative triangulation obtained data.Data expected to be overview of further research for the development of models of CSR in SMEs.
PRESPEKTIF PERKEMBANGAN TEORI MANAJEMEN SUMBER DAYA MANUSIA (HRM) DALAM STRATEGI SUMBER DAYA MANUSIA (SHRM) BERBASIS RBV Ratnawati Dwi Putranti Honorata
Serat Acitya Vol 2, No 2 (2013): Juli - Pengembangan Sumber Daya Alam, Manusia dan Sosial
Publisher : FEB UNTAG Semarang

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Abstract

Human Resource Mangement (HRM) in the process of trying to join a management strategy in this field of study has generated a lot of conceptions and practitioners of the articles on certain HR practices proposed to be associated with a variety of corporate strategy. Plus more research to examine the factors on HR practices from a strategic perspective. Through the development of new disciplines related to Human Resource Mangement Strategy (SHRM). The reason for this theory is still in the growth of the suggestions and criticisms are very significant is needed in this field of study. Resource-based view suggests that human resource systems can contribute to sustainable competitive advantage through facilitating the development of firm-specific competencies, produce complex social relationships, which is embedded in the history and culture of the company, and generate knowledge organization In this paper we provide an overview of the development of the theory of HR (Human Resources) in the development of human resource strategies based RBV. In HRM research should be based on organizational context, HRM issues is part of an open system, and the research that theoretically would be detrimental if it is not placed in the broader organizational context. In a change both in terms of operation, system and structure of the company because the business environment is dynamic and therefore difficult to dipridiksi.Namun SDM is a vital competitive advantage for the management of other resources that depend on human resources management.
GAYA KEPEMIMPINAN GENERASI KEDUA DI PERUSAHAAN KELUARGA PT. POLIDAYAGUNA PERKASA Vina Erdlan Noviani; Honorata Ratnawati Dwi Putranti; Frans Sudirjo
Serat Acitya Vol 7, No 3 (2018): Dinamika dalam Bisnis
Publisher : FEB UNTAG Semarang

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Abstract

Keberlanjutan usaha merupakan suatu hal mutlak, terlebih lagi bagi suatu family business. Penelitian ini bertujuan untuk menganalisis kepemimpinan generasi kedua dalam pengelolaan family business dan menganalisis peran pemimpin dalam pengelolaan kinerja karyawan di PT. Polidayaguna Perkasa, Ungaran. Ketidak siapan pemimpin generasi kedua dalam masa peralihan kepemimpinan serta faktor dari lingkungan keluarga memiliki andil besar atas keberhasilan serta upaya dari suksesor sendiri dalam mempimpin perusahaan. Selain suksesor sebagai narasumber utama, dalam penelitian ini juga mewawancarai dan mengambil survei dari karyawan-karyawan perusahaan untuk menggali informasi serta mengetahui upaya pemimpin perusahaan atau suksesor dalam mengelola kinerja karyawannya. Penelitian ini merupakan penelitian kualitatif, menunjukan adanya peningkatan kinerja karyawan pada masa  kepemimpinan generasi kedua , yang mana memiliki kemauan untuk merangkul karyawan-karyawan kearah perbaikan kualitas bersama serta pendekatan individual.Kata Kunci : family business, pemimpin generasi kedua, kinerja karyawan AbstractBusiness sustainnability is an absolute matter, including for a family business. This research aims to analyze second generation leadership in family business management and analyze the role of leaders in managing employee performance at PT. Polidayaguna Perkasa, Ungaran.The unpreparedness of the second generation leaders in the transition period of leadership as well as factors from the family environment have a big contribution to the success and the efforts of the successors themselves in leading the company. In addition to successor as the main resource person, in this study also interviewed and took surveys from company employees to explore information and find out the efforts of company leaders or successors in managing the performance of their employees.This research  is the  qualitative research, shows an increase in employee performance during the second generation of leadership, which has the willingness to embrace employees towards shared quality improvement and individual approaches.Keywords: family business, second generation leader, employee performance