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"Departemen Pemukiman dan Prasarana Wilayah adalah instansi pemerintah yang mempunyai fungsi pembinaan, pengaturan, dan fasilitasi penyelenggaraan pembangunan fisik di bidang jalan raya, jembatan, pengairan, permukiman, dan penataan ruang. Permasalahan yang menjadi sorotan masyarakat selama ini adalah secara umum kinerja Pegawai Negeri Sipil Departemen Pemukiman dan Prasarana Wilayah dianggap belum memenuhi harapan masyarakat. Tujuan penelitian ini adalah untuk menjawab rumusan pertanyaan penelitian, yaitu : bagaimana gaanbaran kondisi manajemen kinerja, kualitas pegawai, motivasi kerja, dan strategi apa yang perlu dilakukan oleh Departemen Pemukiman dan Prasarana Wilayah untuk dapat meningkatkan kinerja pegawai. Teori tentang manajemen klnerja, motivasi, perencanaan sumber daya manusia, pelatihan dan pengembangan, serta manajemen strategi, digunakan sebagai dasar atau rujukan -dalam melakukan penelitian. Metode penelitian yang digunakan adalah metode penelitian deskriptif, dengan pengumpulan data melalui kuesioner. Sampel ditetapkan dengan menggunakan teknik stratified random sampling. Analisis data menggunakan teknik statistik uji tanda positif dan negatif terhadap aspek-aspek manajemen kinerja, kualitas pegawai dan motivasi kerja.Hasil analisis mengindikasikan bahwa kondisi ketiga aspek tersebut masiih rendah, belum memenuhi harapan pegawai. Dan ketiga aspek yang kondisinya cukup memprihatinkan adalah aspek motivasi pegawai, yang perlu mendapat perhatian khusus dari pimpinan Departemen Pemukiman dan Prasarana Wilayah. Formulasi strategi untuk peningkatan kinerja pegawai, dimaksudkan agar dapat mencapai kualitas Pegawai Negeri Sipil yang prima di dalam melakukan pelayanan terhadap publik di era reformasi dan era globalisasi, dengan melakukan upaya pembenahan dan perbaikan-perbaikan terhadap aspek-aspek kritis yang berkaitan dengan kinerja Pegawai Negeri Sipil tersebut. Dalam melakukan strategi untuk meningkatkan kinerja pegawai, yang hares dilakukan Departemen Pemukiman dan Prasarana Wilayah terlebih dahulu adalah membenahi dan meningkatkan motivasi Pegawai Negeri Sipil, agar timbul gairah kerja. Selanjutnya melakukan pembenahan dan perbaikan terhadap kondisi manajemen kinei a dan kualitas pegawai, sehingga diharapkan kinerja Pegawai Negeri Sipil meningkat secara optimal sebagai abdi negara dan abdi masyarakat yang prima.

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The Ministry of Settlement and Regional Infrastructure is an Government Institution than has a function of Building (Guiding), Arrangement and Facilitating the implementation of Physical Construction such as constructing Main Road, Bridge, Irrigation, Settlement, and Spatial Planning. Problem that becomes the public exposed along this time is generally the performance Government Official of The Ministry of Settlement and Regional Infrastructure assumed has not been fulfilling the public expectation. The goals of this research to answer the formulation of research question, which are how is the condition picture of performance management, employee quality, working motivation, and what strategy that has to done by The Ministry of Settlement and Regional Infrastructure so they can increase the employee performance. Theory about Performance Management, Motivation, Human Resource Planning, Training and Development, also the Strategy Management used as the basic or reference in conducting the research. The Research Method that used is the Descriptive Research Method, with gathering data through questionnaire. The sample determined by using stratified random sampling technique. The data analysis using the statistical technique that used positive sign and negative sign on the performance management aspect, employee quality aspect and work motivation aspect.

The analysis result indicating that the third condition aspect mentioned still very low, and it has not been fulfilling the employee expectation. From the three aspects that has a critical enough condition is the employee motivation aspect, which still has to get special attention from the leader of The Ministry of Settlement and Regional Infrastructure. The strategy formulation for employee performance improvement, intended to achieve the prime Government Officials Quality status in implementing service to the public in the reformation era and globalization era, with conducting efforts such as correction and improvements to the critical aspects that related with the Government Officers mentioned. In conducting the strategy, which to improve the employee performance, the thing that has to be done by The Ministry of Settlement and Regional Infrastructure at fist time is to rearrangement and improving the motivation of Official Government, in order to generating the working enthusiasm. Here in after conducting the rearrangement and improvement to the condition of performance management and employee quality, so it expected that the Government Official performance improving optimally as a prime State Servant and Society Servant."

"Penelitian ini bertujuan untuk mengeksplorasi implementasi assessment center pada Biro Sumber Daya Manusia (SDM) Polda Sulawesi Utara (Sulut). Penelitian ini menggunakan pendekatan kualitatif dengan menggunakan metode wawancara,observasi dan studi dokumentasi. Teori implementasi kebijakan dan konsep assessment center digunakan untuk melakukan analisis terhadap implementasi assessment center. Hasil pada penelitian ini menyimpulkan bahwa praktek assessment center yang dilaksanakan oleh Biro SDM Polda Sulut masih belum menerapkan standar yang ideal terutama keterkaitannya pada fungsi serta peran di dalam melakukan evaluasi dan mengembangkan kompetensi sumber daya manusia.Polri yang berkaitan dengan efektivitas organisasi. Berbagai karakteristik dan mekanisme penting dalam sebuah penyelenggaraan assessment center seperti analisis jabatan, kompetensi assessor, metode penilaian dan proses integrasi hasil observasi dalam assessment center pada Biro SDM Polda Sulut belum sepenuhnya menunjukkan pelaksanaan yang ideal dari sebuah pelaksanaan assessment center. Implementasi assessment center pada Biro SDM Polda Sulut belum sepenuhnya berjalan optimal ditinjau dari permasalahan yang masih terdapat di dalamnya yaitu belum terbangunnya penyampaian komunikasi yang baik sehingga berdampak pada lemahnya pemahaman assessee dalam pelaksanaan assessment center. Kondisi masih terbatasnya sumber daya manusia dalam pengelolaan unit kerja assessment center dan lemahnya dukungan anggaran untuk program strategis assessment center terutama sistem kompensasi bagi assessor. Masih kurangnya dukungan assessor untuk aktif dalam assessment center, belumnya dilakukan uji kompetensi pada seluruh jabatan serta pemahaman assessor yang masih kurang memadai. Secara struktur birokrasi unit kerja assessment center belum memiliki posisi strategis dalam pengembangan sumber daya manusia Polri serta belum dijadikannya assessment center sebagai syarat mutlak untuk penempatan personel menjadikan pemanfaatan hasil dari assessment center belum dapat menjawab program pengembangan program sumber daya manusia terutama dalam penempatan personel yang sesuai dengan kompetensinya pada suatu jabatan tertentu.

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This study aims to explore the implementation of assessment centers at the North Sulawesi Regional Police Bureau of Human Resources. Qualitative approach was used in this study by conducting interviews, observation and documentation studies.

Analysis on assessment center implementation was made based on the theory of policy implementation and assessment center concept. Result of this study showed that the assessment center practices carried out by the North Sumatra Regional.

Police Humah Resource Bureau still had not implemented ideal standard, especially in relation to its functions and roles in evaluating and developing competencies of human resources of the Indonesian National Police related to the effectiveness of the organization. Various important characteristics and mechanisms in the implementation of assessment centers such as job analysis, assessors competency, assessment methods and integrational process of observed results in the assessment center at the North Sulawesi Regional Police HR Bureau have not fully demonstrated the ideal implementation of an assessment center. Implementation of assessment center in HR bureau of North Sulawesi Regional Police had not been running optimally and can be seen by problems found such as the lack of a well-delivered communication which impacted on poor understanding of assessees about assessment center. There were limited number of human resources in the management of assessment center work units and scarce budget support for strategic assessment center programs, especially for assessors' compensation. There was still a lack of support from assessors to be active in the assessment center, tests for competency were not thoroughly carried out in all job positions and also inadequate knowledge of assessors. Structurally, the assessment center bureaucracy did not had a strategic position in the development of human resources of the National Police and the assessment center has not been made as an absolute requirement for the placement of personnels competence for their position."

"ABSTRAKPenelitian ini membahas persepsi karyawan terhadap peran Departemen SDM tempat karyawan bekerja pada saat ini berdasarkan HR value proposition yangdikemukakan oleh Ulrich dan Brockbank 2005 . Metode analisis data yangdigunakan adalah analisis deskriptif dan content analysis. Responden diperolehdengan menggunakan teknik non-probability sampling dengan conveniencesampling. Pengumpulan data dalam penelitian ini dilakukan menggunakankuesioner yang didistribusikan secara online. Hasil penelitian secara keseluruhanmenunjukkan bahwa Departemen SDM dipersepsikan oleh karyawan sudah cukupbaik menjalankan peran employee advocate dan lumayan baik dalam functionalexpert, human capital developer, HR leader, dan strategic partner.

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ABSTRACTThis study discusses the employees perception of the Human Resources Department HRD role based on the HR value proposition proposed by Ulrichand Brockbank 2005 . Data were analyzed by using non probability samplingtechnique with descriptive and content analysis. Respondents in the study wasobtained by using convenience sampling. Data in this study were collected viaonline questionnaire. Overall result of this study indicate that HR department isperceived to be pretty good performing the role of employee advocate, and quitegood employing functional expert, human capital developer, HR leader, andstrategic partner."

"Kualitas sumber daya manusia kesehatan merupakan komponen strategis dalam menunjang tugas pokok dan fungsi dari organisasi dalam upaya meningkatkan mutu pelayanan kesehatan di berbagai sektor. Karenanya Badan Pengembangan dan Pemberdayaan Sumber Daya Manusia Kesehatan melaksanakan upaya peningkatan kualitas sumber daya manusia kesehatan melalui program tugas belajar sumber daya manusia kesehatan di lingkungan Departemen Kesehatan, yang dikoordinir oleh Pusat Perencanaan dan Pendayagunaan Sumber Daya Manusia (SDM) Kesehatan.Permasalahan yang terjadi dalam melaksanakan program tugas belajar adalah dalam pengelolaanya tidak berbasis pada manajemen informasi system, sehingga dalam melaksanakan pengelolaan dan analisis maupun pelaporan yang dihasilkan kurang efisien dan informasi yang diinginkan oleh para pengambil kebijakan maupun pengguna menjadi kurang maksimal. Dengan adanya permasaiahan ini maka mendorong peneliti untuk melakukan analisis diberbagai detenninan yang terkait dengan komponen masukan, komponen proses maupun komponen hasil dari manajemen tugas belajar sumber daya manusia kesehatan. Untuk itu peneliti melakukan penelitian terhadap manajemen tugas belajar SDM Kesehatan di Pusat Perencanaan dan Pendayagunaan SDM Kesehatan yang merupakan koordinator terhadap pelaksanaan program tugas belajar di lingkungan Depkes dan Dinas Kesehatan Propinsi Jawa Barat sebagai salah satu pengelola program tugas belajar SDM Kesehatan di tingkat propinsi.Penelitian dilakukan dengan meneliti terhadap data primer dan skunder, bik secara kualitatif, telaah dokumen dan observasi serta melakukan wawancara mendalam denganpengelola program tugas belajar di tempat penelitian. Setelah mendapatkan gambaran system informasi tugas belajar SDM Kesehatan, maka peneliti membuat prototype berupa database dalam pengelolaan program tugas belajar SDMKes dengan menggunakan teknologi berbasis website yang hasilnya dapat secara langsung dikirimkan dan dapat dilihat oleh pengguna.Database tugas belajar SDM Kesehatan yang telah dibuat kemudian dilakukan ujicoba di Dinas Kesehatan Propinsi Jawa Barat untuk mendapatkan masukan dalam upaya penyempumaan rancangan system.Hasil serta kesimpulan dari penelitian ini menunjukan bahwa database tugas belajar SDM Kesehatan merupakan suatu solusi dalam mempermudah manajemen tugas belajar SDM Kesehatan baik ditingkat Pusat maupun Propinsi. Namun upaya unto mendukung terhadap pengembangan database tugas belajar SDM Kesehatan ini adalah perlu didukung SDM Kesehatan yang memiliki kemampuan teknis baik dari segi kualitas maupun kuantitasnya, dimana pada dasarnya memang kurang memadai. Disamping itu perlu didukung oleh sarana dan prasarana penunjang juga pelatihanpelatihan yang dapat menunjang manajemen tugas belajar SDM Kesehatan.Saran peneliti dalam pengembangan database ini adalah perlunya komitmen nasional dalam menggunakan database tugas belajar SDM Kesehatan sebagai penunjang system informasi tugas belajar SDM Kesehatan di lingkungan Depkes, selain itu perlu dilakukan pelatihan secara nasional dalam memanfaatkan teknologi computer berbasis Website, agar kapasistas pengelola program tugas belajar SDM kes menjadi standar secara nasional dan mutu serta kualitas manajemen tugas belajar SDM Kesehatan menjadi maksimal.

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Health human resources (HHR) quality is a strategic component in supporting the main job and function of an organization, in order to increase health services quality in all sector. Therefore, Board for Development and Empowerment of Health Human Resources try to increase the quality of HHR through a fellowship program in ministry of health this program is under coordination of Center for Health Human Resources Planning and Management (CHHRPM).Problems that occur in implementation of this program are that the management is not base on information system. This problems cause an in-efficiency in management, analysis and reporting as well. The information which needed by the policy maker and the users is in-adequate.Base on the background above, an analysis in several determinant forms the in put, process and output component form the management of HHR fellowship program was conducted. The focus research was conducted in CHHRPM as the coordinator of the program and is West Java Provincial Health Office as on the fellowship program management in provincial level.Primair and secunder data were collected, several documents were observed and in-depth interviews to the manager program were conducted. After the researcher got a clear description of the HHR fellowship information system, a prototype of database in HHR fellowship management was made using a website base technology. Users can directly access this database.A try out of this database was conducted in West Java Provincial Health office to get some input in order to complete the system.Conclusion:The HHR fellowship database is a solution to makes the HHR fellowship management easier in central and provincial level. Although if needs HHR who has a good technical competencies to support the development of this database. Beside that, some supporting equipment and facilities as well as training are also needed.Recommendation:Need a national commitment in the utilization of this HHR fellowship database as a supporting information system of HHR fellowship program in ministry of health. Some national training in the benefit of website technology base is also needed to increase the capacity of HHR fellowship program manager so that they have a national quality standard in managing this program."

"The existence of human resources in management is very strategic; even it becomes a crucial factor to success in implementing any activities and achieving its goals. It can be comprehended because even other resources are available; they are beneficial if other resources are empowered by good quality human resources. It means that human who has ability and willingness, and meets the need of organizational activities will accomplish expected productivity of work.This research aims to analyze the main problem in this thesis which is, is there any relation between human resource empowemlent with employee's productivity of work in that institution and what are the factors which relate to human resource empowerment" The aim of the research is to analyze, the relation between human resource empowerment and employee's productivity of work and factors which are significant in the human resource empowerment process.The method of survey is used in this research which is carried out in the National Law Education Institution. It is applied to analyze the population (universe), big and small population, then select and analyze the sample which is chosen from the population, to find incident, distribution, and relative inter-relation of the sociology and psychology variables.The result of the analysis show that respondents characteristics influence the productivity except age of respondent. Meanwhile, correlation between empowerment of human resource and empIoyee's productivity of work is significantly strong, The factors which intiuence the empowerment of human resource are ability, employee?s work placement, obvious authority, responsibility, trust, support, leadership and motivation."

"Penelitian ini bertujuan untuk mengetahui koordinasi pengembangan sumber daya manusia apamtur pada Kantor Wilayah Departemen Hukum dan Hak Asasi Manusia Banten. Penelitian ini adalah kualitatif dengan desain deskriptitf Berdasarkan hasil pcnclitian bahwa pada dimensi strategi ditemukan tidak adanya perencanaan strategi mcngcnai pengcmbangan pegawai dan tidak adanya koordinasi antara Kanwil-Kanwil di seluruh Indonesia (khususnya Kanwil Banten) dengan BPSDM selaku penyelenggara diklat mengenai kebutuhan diklat yang dipcrlukan. Dimensi Struktur Kanwil Banten ditemui : (1) tidak adanya baperjakat: (2) tingkatan yang terdapat antara top manajemen dengzm tingkatan hirarki yang paling rendah pada Kanwil Banten yang bersifat administratif masih terlalu tinggi yaitu 5 tingkat organisasi, sehingga masih banyak staf yang mempunyai beban tugas terlalu ringan; (3) rendahnya peran kanwil dalam pengembangan pegawai. hal ini karena pengembangan pegawai masih tersemral pada Sckrctaris Jcnderal (kantor pusat); (4) pendelegasian wewenang dalam pengembangan pegawai masih setengah hati. Pada dimensi sistem ditemui kemampuan pegawai kanwil dalam melaksanakan lugas cukup baik, namun sikap pcgawai akan aktualisasi diri rendah sehingga penilaiazm prestasi atau kinclja individu meniadi rendah. Pada dimensi gaya kepernimpinan ditemui masih tcrpusatnya kekuasaan/kewenangan pada pimpinan. Pada dimensi kebutuhan pokok pegawai ditemui renilahnya gaji yang diterima pegawai. Pada dimensi kemampuan teknis pegawai, sudah ada upaya peningkatan kemampuan teknis pegawai melalui diklat, namun belum ada evaluasi untuk mengetahui sejauh mana perubahan prcstasi pcgawai setelah di training.Kesimpulan peneliti dari temuan tersebut adalah tidak adanya koordinasi kanwil-kanwil diseluruh indonesia khususnya Kanwil Banten dengan BPSDM dan Sekretaris Ienderal. Penulis menyarankan : (1) rnembual renstra mengenai pengembangan pegawai dan melakukan koordinasi dengan BPSDM selaku penyelenggara diklat, sehingga pegawai termotivasi untuk meningkatkan prestasi; (2) Mcningkatkan peran kanwil dalam pengembzmgan pegawai; (3) sistem pengembangan sebagaimana terdapat pada undang-Lmdang masih sccara umum sehingga perlu ada kebiijakan intern mengenai indikator keberhasilan sebagai penggati dari DP3, sehingga dapat meningkatkan motivasi pegawai. (4) perlu membentuk sosok pemimpin yang delegatif untuk menuju pcrkembangan kemampuan pegawai, (5) lerpenuhinya kebutuhan pokok pcgawai, (6) meningkatkan pclatihan teknis yang berhubungan dengan hukum dan Hak Asasi Manusia

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The purpose of this research was to know the apparatus of human resource development coordination in District Otiice of law and human right department in Banten year 2008-2009. This research is qualitative descriptive interpretive. Base on the output of the research that is on the strategic dimension is found that there is no strategic planning about the staffs development and no coordination between District Offices in Indonesia (especially in the District Office of Banten) with BPSDM as the supporter of education and training for the education and training requirement that needed. In the District Office of Banten?s dimension structure are found; (I) no baperjakat; (2) the level that exist between top management with the lowest hierarchy level in the District Office of Banten administratively still too high which has 5 levels of organization, so that still many staffs who have no burden of duty, (3) the role of the District Office to develop its staff is still low, it is because 'in developing the staff is still centralized on the General Secretary (central office) (4) the authority delegation to develop the staff is still with a "half heart". In the system dimension is found that the capability of the staff in the District Office in implementing the duty is good enough. But the staffs attitude of self actuality is low so that the achievement appraisal or individual work becomes low. In leadership style dimension is found that there is a power/authority centralized on the leader. In the staff's basic need dimension is found that there is still having a small salary that accepted by the staff. In the staffs technical capability dimension, there has been an effort to develop the staff?s technical capability through education and training, but there is no staff yet to know how far the change of the staffs achievement aficr being trained.

The conclusion of researcher from those findings is 1 there is no coordination between District Offices in Indonesia especially the District Office of Banten with thc committee of Law and Human Right Resource Development and General Secretary in developing the staff. The writer suggest : (1) make a strategic planning about the staff?s development and do the coordination with BPSDM as the supporter of education and training, so that the staffs are motivated to develop their achievement; (2) develop the District 0ffice?s role in developing the staff; (3) the development system that exist in the laws is still general so it needs the internal policy about the successful indicator as the substitute of DP3, so it can develop the staffs motivation; (4) need to shape the figure of the leader who is delegate to develop the staffs capability; (5) fulfill the staffs basic need; (6) develop technical training which connect to the law and human right."

"ABSTRAKTesis ini membahas kesiapan sumberdaya manusia dalam menghadapi perubahan (restrukturisasi organisasi), dalam konteks ?unfreezing? melalui pendekatan pendidikan dan komunikasi serta pendekatan partisipasi/keterlibatan. Penelitian ini adalah penelitian kualitatif yang menggunakan pendekatan interpretative kualitatif dengan desain deskriptif. Hasil penelitian menyarankan bahwa perlunya komitmen bersama untuk mengelola perubahan tersebut melalui pendidikan dan pelatihan serta menciptakan komunikasi dua arah; tempatkan para pegawai/staf sebagai ujung tombak kemunduran dan kemajuan organisasi dan bukan hanya sebagai pelaksana semata; pendekatan partisipasi harus dikedepankan; keterbukan informasi secara jelas.

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ABSTRACT

This thesis discussed human resources readiness in facing the change, in the context ?ufreezing" through the educational approach and communication as well as the participation approach/the involvement. This research was the qualitative research that used the approach interpretative qualitative with the descriptive design. Results of the research suggested that the need of the commitment together to carry out this change through education and the training as well as created the two-way communication; placed the officials/the staff as the tip of the decline spear and the progress of the organisation and not only as the executive only; the participation approach must be put forward; openness of information clearly."

"Perkembangan transportasi di Jakarta semakin semarak dengan hadirnya Commuter Line (KRL), Mass Rapid Transit (MRT) dan Light Rail Transit (LRT). Kereta modern memiliki fitur-fitur yang lebih canggih dibandingkan dengan kereta konvensional, yaitu penggunaan teknologi yang didukung oleh sistem yang terintegrasi antar komponennya. Dengan perkembangan teknologi tersebut maka sumber daya manusia yang dibutuhkan diharapkan dapat mengembangkan teknologi, mengoperasikan, serta mencari solusi dari permasalahan yang akan ditemui dalam teknologi yang ada. Tujuan dari penelitian ini adalah: (1) menganalisis konsep standar kompetensi sumber daya manusia pada bidang telekomunikasi dan infrastruktur perkeretaapian sesuai dengan regulasi saat ini; (2) menganalisis kebutuhan standar kompetensi sumber daya manusia pada bidang telekomunikasi dan infrastruktur kereta modern dan (3) menganalisis kesiapan regulator kereta modern terhadap standar kompetensi baru sumber daya manusia bidang telekomunikasi dan infrastruktur. Metode penelitian yang digunakan meliputi analisis gap, pendekatan Work Breakdown Structure (WBS), dan analisis SWOT. Hasil dari penelitian ini adalah: (1) standar kompetensi sumber daya manusia perkeretaapian bidang telekomunikasi dan infrastruktur sudah sesuai dengan regulasi saat ini; (2) kebutuhan standar kompetensi sumber daya manusia bidang telekomunikasi dan infrastruktur perkeretaapian modern yang terdiri dari 3 (tiga) fungsi utama dengan penambahan setiap kompetensinya yang mencakup aspek keselamatan, aspek teknologi informasi dan komunikasi, aspek sistem yang terintegrasi, dan aspek budaya kerja dan (3) Kementerian Perhubungan dalam menyiapkan sumber daya manusia perkeretaapian modern bidang telekomunikasi dan infrastruktur masih berada pada posisi situasi bahwa memiliki kekuatan serta beberapa kelemahan dari pihak internal (diklat dan regulator) serta memiliki peluang dari pihak eksternal (operator kereta modern, lembaga swasta, kementerian lainnya dan industri). Peluang terbesar adalah adanya kebutuhan yang tinggi dari pihak industri maupun operator terhadap SDM tersertifikasi. Terdapat strategi dalam penyiapan sumber daya manusia perkeretaapian modern bidang telekomunikasi dan infrastruktur, di antaranya adalah: (1) meningkatkan anggaran diklat; (2) meningkatkan jumlah dan kompetensi tenaga diklat; (3) penyusunan kurikulum diklat perkeretaapian modern; (4) pelaksanaan diklat fungsional; (5) pembinaan terstruktur terhadap jabatan fungsional; (6) menyusun road map dan (7) percepatan penyusunan SKKNI.

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The development of transportation in Jakarta is increasingly lively with the presence of the Commuter Line (KRL), Mass Rapid Transit (MRT) and Light Rail Transit (LRT). Modern trains have more sophisticated features than conventional trains, namely the use of technology that is supported by an integrated system between its components. With these technological developments, the human resources needed are expected to be able to develop technology, operate, and find solutions to problems that will be encountered in existing technology. The objectives of this study are: (1) to analyze the concept of standards competency of human resources in telecommunications and infrastructure modern railways by current regulations; (2) to analyze the need for competency standards of human resources in telecommunications and infrastructure modern railways and (3) analyze the readiness of modern railways regulators to the new standards competency of human resources in telecommunications and infrastructure. The research methods used include gap analysis, Work Breakdown Structure (WBS), and SWOT analysis. The results of this study are: (1) standards competency of human resources modern railway in telecommunications and infrastructure are by current regulations; (2) the need for competency standards for human resources in telecommunications and infrastructure modern railway which consists of 3 (three) main functions with the addition of each competency which includes safety aspects, information and communication technology aspects, integrated system aspects, and work culture aspects and (3) The Ministry of Transportation in preparing human resources for modern railways in telecommunications and infrastructure is still in a situation where it has strengths and weaknesses from internal parties (diklat and regulator) and has opportunities from external parties (modern train operators, private institutions, other ministries and industry). The biggest opportunity is the high demand from the industry and operators for certified human resources. There are strategies for preparing human resources for modern railways in the field of telecommunications and infrastructure, including: (1) increasing the education and training budget; (2) increasing the number and competence of training personnel; (3) preparation of the modern train training curriculum; (4) implementation of functional training; (5) structured development of functional positions; (6) compiling a road map and (7) accelerating the preparation of the SKKNI."

"ABSTRAKTesis ini membahas tentang sumber daya manusia humas Polri dari sudut pandangilmu komunikasi, hubungan masyarakat, dan manajemen sumber daya manusia.Humas Polri merupakan fungsi pendukung yang memiliki peran sangat strategisdalam mewujudkan kepercayaan masyarakat dan membangun citra positif Polri.Penelitian ini menggunakan pendekatan kualitatif yang bersifat deskriptif analitis.Hasil penelitian menyimpulkan bahwa rekrutmen, seleksi, dan penempatanpersonel humas Polri belum mampu memenuhi kebutuhan personel yang memilikikemampuan kehumasan baik konseptual maupun operasional. Program pelatihandan pengembangan secara kualitas dan kuantitas juga belum mampumeningkatkan kemampuan personel humas Polri. Untuk itu disarankan untukmeningkatkan proses rekrutmen, seleksi dan penempatan serta pelatihan danpengembangan guna membangun sumber daya manusia humas Polri yangprofesional.

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ABSTRACTThis thesis studied about the human resources of the police public relations fromthe perspective of communication, public relations, and human resourcemanagement. Police Public Relations as a supporting function has a strategic rolein creating public trust and build a positive image of the police. This research is adescriptive qualitative analysis. The results concluded that the recruitment,selection, and placement of public relations personnel have not been able to fullfilthe needs of personnel who have public relations skills both conceptual andoperational. Training and development programs as well as the quality andquantity have not been able to improve their competence. It is recommended tomanage the recruitment, selection, placement, training and development resourcesin order to build a professional police public relations."