Chandra Sagul Haratua, Diandra Rafida Thilal, Wulan Dwi Cahyani

Analisis Pengembangan Sumber Daya Manusia (Studi Kasus Pada Perusahaan PT. Rahardja Ekalancar)

Introduction

Analisis pengembangan sumber daya manusia (studi kasus pada perusahaan pt. Rahardja ekalancar). Analisis pengembangan SDM di PT. Rahardja Ekalancar. Studi kasus kualitatif ini mengkaji metode pelatihan untuk tingkatkan produktivitas, efisiensi, moral, & layanan demi tujuan perusahaan.

Abstract

Penelitian ini bertujuan untuk menganalisis pengembangan sumber daya manusia di PT. RahardjaEkalancar dari berbagai aspek. Metode yang digunakan dalam penelitian ini adalah metodekualitatif dengan pendekatan deskriptif untuk mendeskripsikan hasil data. Dari penelitian iniditemukan bahwa untuk mengembangkan sumber daya manusia, PT. Rahardja Ekalancarmelakukan beberapa metode, termasuk pelatihan untuk meningkatkan beberapa aspek, termasukproduktivitas, efisiensi, kerusakan, kecelakaan, pelayanan, moral, karier, kontekstual,kepemimpinan, remunerasi, dan konsumen. Hal ini diharapkan dapat meningkatkan dan mencapaitujuan perusahaan.

Review

The paper, titled "Analisis Pengembangan Sumber Daya Manusia (Studi Kasus Pada Perusahaan PT. Rahardja Ekalancar)," aims to analyze human resource development (HRD) within a specific organizational context. Utilizing a qualitative descriptive methodology, the study sets out to identify and articulate the various approaches PT. Rahardja Ekalancar employs to develop its human capital. This provides a focused, case-specific examination of HRD practices, offering insights into a company's internal strategies. The research effectively highlights that PT. Rahardja Ekalancar implements training as its primary HRD mechanism. A notable strength indicated by the abstract is the comprehensive scope of aspects that the company endeavors to enhance through these training initiatives. These include critical organizational performance areas such as productivity, efficiency, reduction of damage and accidents, service quality, employee morale, career progression, leadership skills, remuneration strategies, and ultimately, consumer satisfaction. This broad array of targets suggests a well-rounded strategic vision for HRD within the company, aiming to achieve diverse operational and strategic goals. While the abstract provides a clear descriptive overview of the methods and their intended outcomes, a full paper would benefit from deeper analytical rigor. The "kualitatif dengan pendekatan deskriptif" method, as described, does not immediately indicate the specific data collection techniques (e.g., interviews, observation, document analysis) or the analytical framework used to assess the *effectiveness* or *actual impact* of these training programs. To truly analyze "pengembangan" (development), future work or the full paper could elaborate on the concrete implementation of these methods, the challenges encountered, and the measurable outcomes achieved in terms of productivity, efficiency, or leadership improvement. Integrating relevant HRD theories would also strengthen the conceptual foundation of the study.

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