Kebijakan yang Mendukung Kestabilan Operasional pada Perusahaan Service Oriented di Indonesia (Studi pada Perbankan di Indonesia)

Chandra Suwondo

Abstract


The high risk of operational un-stability for service oriented companies in Indonesia was specifically triggered due to particularly high proportion of workers with low salaries and low education (blue collar worker). This operational un-stability would drastically diminished trust and belief of customers and subsequently led to bankruptcy with a lack of enthusiasm for investment in this sector.

This research took a central theme: How to maintain stability of operations in companies related to workers with low salaries and low education for the service oriented sector in Indonesia mainly banking. The purpose of this research was to study the models of outsourcing of blue collar workers, automation, job satisfaction enhancing policy with managerial capability as antecedent variable  towards company’s operational stability for banking in Indonesia.

The methodology applied in this research was by explanatory surveys using questionnaires as a means to collect fundamental data compilations. Samples for 20 banks were taken in purposive sampling from target population of all banks in Indonesia. The effect on variables was analyzed by using Path Analysis Method whether for analysis of contributing effects whether direct or indirect and also to determine dominant variables.

From the analysis given, the level of operational stability was not optimum although being relatively high. The risks of instability were indicated generally by weaknesses of employee commitment and compliance, and also by the close relationship among employees for the middle and top levels. The result of this research also showed that outsourcing blue collar workers, automation and job satisfaction enhancing policy influence positively by managerial capability. This three variable correlate with each other and had very strong positive effect simultaneously and partially toward operational stability. The models submitted can explain how operational stability could be achieved by reducing company dependency of blue collar workers, tightening control of job behavior, and increasing better synchronization of policies which supported by managerial capability. The dominant influences of outsourcing and automation showed that the company was more inclined to choose mechanical approach rather than human resources development (HRD) approach to achieve operational stability. Outsourcing reduced the risk to human resources rather significantly being the main determinant of operational stability.

            For the banking sector, it was recommended to develop managerial capability on systematic to integrate policies for outsourcing, automation and job satisfaction enhancement,  effectively can reduce operational un-stability risk.

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DOI: https://doi.org/10.37721/je.v13i2.67

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