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"This issue defines structured and unstructured on-the-job training (OJT). Covers the essentials of OJT; explains how organizations can best employ OJT. The issue offers a benchmarking exercise, a sample OJT checklist, and a checklist of OJT process steps."

"This Infoline presents a simple approach that shows you how to organize your employee learning curriculums around competencies. You will learn how to analyze and break down employee job tasks, organize the tasks into courses, and create and revise curriculums using a collaborative process."

"Argues that the most effective and influential trainers have at least two things in common - they know why they are trainers, and they understand that training is a partnership. This book shows its readers how to find their own ""training heart,"" and use this discovery to create a better climate for learning. "

"Dalam menghadapi era globalisasi pada tahun 2020 mendatang, perlu dipersiapkan tenaga kezja. yang profesional Yang mampu berkornpetisi dan mempunyai kompetensi tinggi. Peningkatan kualitas SDM dapat ditingkatkan melalui pelatihan dan pengembangan keterampilan. Balai Latihan Kerja telah melaksanakan berbagai jenis program pelatihan dan keterampilan yang sesuai dengan misi Depnaker yakni : (i) mendorong perluasan Iapangan kerja dan penempatan tenaga kerja, (ii) meningkatkan keahlian dan keterampilan serta produktivitas tenaga kerja, (iii) meningkatkan kesejahteraan dan perlindungan tenaga kerja Tetapi sampai sejauh ini terlihat bahwa manajemen pelatihan yang dikelola oleh BLK belum seperti yang diharapkan. Masih banyak lulusan BLK yang belum bekerja dan tidak dapat berusaha mandiri. Penelitian ini bertujuan untuk meningkatkan kualitas manajemen pelatihan BLK dan mencari manajemen pelatihan yang sesuai dengan BLK sehingga diharapkan setiap lulusan (outcome) dari BLK bcnar-benar bermanfaat bagi dirinya sendizi, keluarga dan masyarakat. Temuan dari penelitian adalah bahwa banyak kelemahan manajemen pelatihan BLK yang perlu di refonnasi baik dari segi perencanaan, pelaksanaan, pengelolaan SDM dan pengendalian program maupun pengendalian keuangan. Proses perencanaan pelatihan yang mcmakan waktu terlalu lama, perencanaan program pelatihan sebaiknya benar-benar memperhatikan kebutuhan pasar (marketable). Dalam pelaksanaan kegiatan pelatihan, bebcrapa peraturan yang mengakibatkan ifensiensi yang perlu diregulasi, Pengelolaan SDM mulai dari rekrutmen dan seleksi sebaiknya mengutamakan kriteria standar. Keberadaan dua instansi pengendali yang dalam menjalankan fungsinya terkesan tumpang tindih, sebaiknya mengadakan koordinasi yang lebih baik, karena temyata dalam pelaksanaannya dapat menimbulkan inefisiensi. Balai Latihan Kelja perlu meningkatkan kerjasama dan menjadi mitra dari dunia industri dan dunia usaha. BLK diharapkan dapat menjadi scmacarn Production Traming Cenfre (PTC) yang menghasilkan jcnis-jenis produk ataupun jasa dan menjadikannya sebagai institusi pengembang program pelatihan yang potensial di daerahnya masing-masing.

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In the era of globalization in the upcoming year 2020, needs to be a professional workforce that is able to compete and have high competence. Improving the quality of human resources can he improved through training and skills development. Training Center has been conducting various types of training and skills in accordance with the mission Depnakcr namely: (i) encourage the expansion of employment and placement of workers, (ii) increase the expertise and skills and productivity of labor, (iii) improve the welfare and protection of work. But until this far seen that the management training, which is managed by BLK not as expected. Many of BLK graduates who have not been worked and can not work independently.

This study aims to find out the of BLK training management and inputs for the Directorate General of Training and Productivity (Ditien Binalattas) in order to create a policy to become a professional training institution by improving the quality and performance of instructors and training providers.

The findings of this study is that many management training BLK weaknesses that need to reform both in terms of planning, implementation, management and human resources management programs and financial control. The planning process of the training takes too long, planning training programs should really consider the needs of the market (marketable). In the implementation of training activities, some of the rules that lead to inefiiecieney that need to deregulate. Human resource management from recruitment and selection criteria should be had a standard. The existence of two agencies that control the function seemed to overlap, which should make coordination better, because in its implementation may cause inefficiency.

Central Training needs to enhance the collaboration and to become partners of the industry and the business world. BLK expected to serve as Production Training Center (PTC), which generate the kind of product or service and make it as an institution of the training program developer potential in their respective regions."

"Penelitian ini dilakukan untuk mengetahui hubungan antara persepsi karyawan terhadap dukungan organisasi dan kesiapan karyawan untuk berubah pada PT.A. PT. A merupakan perusahaan outsourcing penyedia jasa layanan keamanan yang sedang melakukan perubahan organisasi. Berdasarkan data awal yang diperoleh melalui wawancara, diketahui bahwa kesiapan untuk berubah pada karyawan PT A dalam menghadapi perubahan organisasi masih perlu ditingkatkan. Persepsi karyawan terhadap dukungan organisasi diduga berpengaruh terhadap kesiapan tersebut. Untuk mengetahui apakah dugaan tersebut benar, peneliti melakukan perhitungan statistik melalui uji regresi berganda.Hasil yang ada menunjukkan bahwa ketiga dimensi pada persepsi karyawan terhadap dukungan organisasi, yaitu fairness of treatment, supervisor support, dan organizational rewards and job condition secara bersama-sama berpengaruh terhadap kesiapan karyawan untuk berubah dalam menghadapi perubahan organisasi.Dari ketiga dimensi persepsi karyawan terhadap dukungan organisasi, variabel supervisor support merupakan dimensi yang memiliki sumbangan paling besar terhadap kesiapan karyawan untuk berubah. Oleh karena itu, intervensi yang dilakukan pada penelitian ini dirancang untuk meningkatkan persepsi karyawan terhadap dukungan atasan (supervisor support) yaitu berupa pelatihan dan pendampingan feedback pada atasan.Hasil perhitungan uji signifikansi perbedaan pre-test dan post-test menunjukkan bahwa intervensi yang diberikan mampu meningkatkan persepsi karyawan terhadap dukungan organisasi, namun belum mampu meningkatkan kesiapan karyawan dalam menghadapi perubahan organisasi.

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This study was conducted to find out relationship between employee?s perception of organizational support and readiness for change among employees in PT A. PT.A is an outsourcing company which provide security services and on doing some organizational changes. Based on initial data that were obtained from interviews, the researcher found that readiness for change of employees in PT A due to organizational change still need improvement. Employee?s perceived of organizational support are assumed to affect readiness for change. To know whether that presumption is correct or not, the researcher conducted a statistical calculation through multiple regression test.

The results showed that third dimentions of employee?s perceived of organizational support, such as fairness of treatment, supervisor support, dan organizational rewards and job condition jointly together affect the employees? readiness for change facing of organizational change.

Among the three dimentions of employee's perceived of organizational support, the employee's perception of supervisor support has the most influence and significant impact on the employees readiness for change facing of organizational change. Therefore, the intervention in this study was designed to increase employee perception of supervisor support that was feedback training and supervisory for supervisor.

The result of pre-test and post-test significance difference test indicated that the intervention given had been able to increase employee's perception of organizational support, but had not been able to increase employee?s readiness for change facing of organizational change."

"ABSTRAKPenelitian ini mengkaji masalah kompetensi. Bertitik tolak dari penelitian terdahuludan beragam journal, maka ditengarai, job specification menjadi landasan bagikompetensi. Dalam konteks ini, kompetensi selaras dengan job specification. Namundalam kenyataannya tidaklah demikian.Paradigma dan Pendekatan penelitian ini adalah positivistic quantitative. Jenis dansifat penelitian ini adalah explanative correlational dan associative. Populasi sasaransebanyak 94 pegawai, dan teknik penarikan sampel yang digunakan adalah nonprobability-purposive sampling dengan menggunakan total sampling, maka sampelsasarannya juga sebanyak 94 responden. Sumber data penelitian ini meliputi primarysecondary data. Sedangkan metode pengumpulan data meliputi: metode observasi,metode dokumentasi, metode kuesioner dan metode survey.Dilakukan pre test untuk keperluan uji kualitas data yang hanya meliputi ujiinstrument penelitian. Mengingat penelitian tidak menggunakan regression analysismodel. Pada uji instrument penelitian, khususnya uji validitas digunakan uji KMOsedangkan uji reliabilitas digunakan cronbach’s alpha dan untuk metode analisis datadigunakan univariate analysis dan importance performance analysis.Dari hasil penelitian menunjukkan bahwa tingkat kesesuaian antara aktualitas ataukenyataan dengan harapan atau kepentingan kompetensi adalah tinggi. Kendati demikian,ada beberapa dimensi kompetensi yang harus diupayakan peningkatannya yaitu skill danattitude. Karena, dari hasil temuan di lapangan menunjukkan bahwa a. informationseeking; b. team work and cooperation; dan c. technical / profesional / managerialexpertise tergolong rendah tingkat kompentensinya. Jadi kurang selaras dengan jobspecification.

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ABSTRACTThis study examines the issue of competence. Pointed start from previous researchand a variety of journals, it is suspected, job specification as the basis for competence. Inthis context, competencies aligned with the job specification. But in reality it is not.Paradigm and positivistic research approach is quantitative. The type and nature ofthe study was correlational and associative explanative. Target population as much as 94employees, and the techniques sample collecting is non-probability purposive samplingusing total sampling, the target sample as well as 94 respondents. Data sources includeprimary secondary research data. While the methods of data collection include :observation, documentation methods, methods of question naires and survey methods.Pre-test conducted for the purpose of testing the quality of the test data that onlyincludes the research instrument. Given, the study did not user egression analysis models.In the test the research instrument, particularly the validity test is used while the KMOtest reliability test used Cronbach's alpha. As for the method of data analysis, usedunivariate analysis and the importance performance analysis.The results showed that the level of concord ance between factual or reality withexpectations or interests of competence is high. Nevertheless, there are severaldimensions that should be pursued competency increase the skiil and attitude. Because ofthe findings in the field showed that : a. information seeking, b. team workandcooperation, and c. technical/professional/managerial expertise. Thirdly it is lowcompetence level. Lesssoin tune with the job specification."

"Create and use job aids an incredibly simple and highly effective approach to attaining learning and performance results.Job aids are often the most practical way to get quick training results particularly in time-pressured, resource-constrained situations. Job Aids Basics will teach you how to create and use job aids and includes detailed instructions for writing and formatting as well as many examples of possible variations for a variety of uses."

"Pelatihan Excellence Service Quality for Supervisor (ESQS) di Bank X adalah salah satu pelatihan service yang menjadi ujung tombak pelayanan nasabah di Bank X. Melalui pelatihan ini Supervisor yang menjabat sebagai Sales officer dan Service Officer atau Kiosk Manager diharapkan mampu menunjukkan perilaku pelayanan yang tnemuaskan nasabah dan mampu berperan sebagai role model bagi bawahan (frontliners), sehingga nasabah semakin puas dan posisi Bank X pada survei MRI tahun 2006 dapat meningkat menjadi peringkat 1 atau maksimal 3 besar.Menurut teori Jack J. Phillips, evaluasi pelatihan ESQS ini baru sebatas level 1 (Reaction and Planned Action) dan level 2 (Learning). Kedua evaluasi ini masih dinilai kurang memuaskan karena belum terlihat perubahan perilaku yang diharapkan dari peserta. Oleh karena itu perlu dilakukan evaluasi pelatihan selanjutnva yakni evaluasi pelatihan level 3 (job application implementation). Evaluasi level 3 pada pelatihan-pelatihan lain di Bank X biasanya menggunakan I orang rater.Evaluasi oleh 1 orang rater cenderung subjektif, karena memungkinkan munculnya isu-isu like and dislike. Berdasarkan masalah yang terjadi di Bank X, maka Penulis mengusulkan suatu rancangan program evaluasi pelatihan level 3 sesuai teori Jack P. Phillips (fob application implementation) ditambah dengan penerapan kuesioner menggunakan 360° Feedback, yang diharapkan mampu memberikan penilaian yang lebih komprehensif, obyektif, dan "kaya"."