Beruflich Dokumente
Kultur Dokumente
By :
WELLY REFNEALDI
MASTER MANAGEMENT & SCIENCE
DISSERTATION
MAY 2014
2014
i
ABSTRACT
THE ANALYSIS OF THE DIFFERENCES OF LEARNING ORGANIZATION
TALENT MANAGEMENT AND INOVATIVE BEHAVIOR TO DOCTOR'S
PERFORMANCE
Welly Refnealdi
School of Graduate Studies
Management & Science University, Shah Alam, 2016
Health problems often cause various polemics.. Malpractice cases and the failure of
physicians in making treatment a record crucial for the performance of doctors, so
doctors are expected to provide the best service. As an organization that provides health
service, Adam Malik Hospital (AMH ) and Murni Teguh Memorial Hospital (MTMH)
in Medan are required to provide excellent health services. Such services are
particularly dependent on the performance of doctor as main actors of health services.
The customer complaints in a report in 2015, in AM many as 67 complaints and in
MTMH many as 13 customer complaints, whereas AM and MTMH have gotten the
highest level of Acccreditation Certificate of Komite Akreditasi Rumah Sakit (KARS), a
independent institution that assesses the quality of hospital services in Indonesia
oriented quality of care and patient safety. And this also taken into consideration
researchers do research at both the Hospital.
The main goal of this study is to investigate and analyze the differences
in the performance of doctors in AMH and MTMH through examining the impact of
different factors of learning organization, talent management and innovative behavior.
This study uses causal-comparative design (causal-comparative research). Causal
comparative research is ex post facto, meaning that the data collected after the events in
question took place (through). Researchers took one or more effect (as the dependent
variables) and examine the data to look for the causes, mutual relationships with its
meaning. The amount of sample was 145 people, with 109 people each of AMH and 36
people from MTMH. Sampling was done randomly research proportional
( proportionate random sampling) from two hospital based on population in each
hospital.
The data collection of this study is using questionnaire. As 145 filled
questionnaires were returned and using in the analysis using SPSS software version
20.0 through descriptive an inferential statistic. In addition, Independent T-test and
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Chow Test were used to test the hypothesized hypotheses. The result of this study
revealed that there is no difference significant difference between the performance of
doctors in AMH and the performance of doctors in MTMH. In addition, this study also
found a significant positive effect of learning organization, talent management, and
innovative behavior on the performance of doctors at the AMH and doctors at MTMH.
This study also supported the premises of theories by reaffirming the importance of the
studys variable for supporting the performance of doctors.
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MANAGEMENT & SCIENCE UNIVERSITY
JUNE, 2016
iv
STATEMENT OF ORIGINAL AUTHORSHIP
The work contained in this disertation has not been previously submitted to meet
requirements for an award at this or any other higher isntitution. To the best of my
knowledge and beliefe, the research disertation contains no material previously
published or written by other person except where due references is made.
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ACKNOWLEDGEMENT
In the name of Allah, Most Gracious, Most Merciful Who had bestowed me
knowledge, patience and strength in completing this project report. It is with great
pleasure that I acknowledge the considerable assistance given to me by the staff, at the
Management & Science University and in particular all at the Prof. Dato Dr. Asbi Bin
Ali office and his staff.
In addition, I am grateful for the support given by my supervisor Prof. DR.Asmahani
Adwalai, MSUwho has had to suffer endless questions during the preparation of this
disertation. And i am grateful for the support given by my Co-Supervisor Reza Hilmy
PhD.
This disertation would not have been completed without the encouragement of
friends, colleagues and family especially My wife and sons which were allowed me to
travel every time to Malaysia to meet my supervisor and gave me time to read and write
this disertation at home.
Lastly, but not in importance, I express my heartfelt thanks to my father and
mother, they were always pray for me and asks about my study. I hoped to finish this
study before he passed out but this is the life.
Welly Refnealdi
May 2016
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A. TABLE OF CONTENT
PREFACE.................................................................................................................................... Page
TITLE PAGE.............................................................................................................................. i
ABSTRACT................................................................................................................................. ii
RECOMMENDATION.............................................................................................................. iv
STATEMENT OF ORIGINALITY........................................................................................... v
ACKNOWLEDGEMENT.......................................................................................................... vi
TABLE OF CONTENTS............................................................................................................ vii
CHAPTER I INTRODUCTION
1.1 Background.................................................................................................. 1
1.2 Factor affecting the performance of doctors........................................... 3
1.2.1 Learning Organizations ................................................................... 3
1.2.2 Talent Management ......................................................................... 5
1.2.3 Innovative Behavior ............................................................ ........ 6
1.3 Problem Statement....................................................................................... 7
1.4 Research Objectives.................................................................................... 7
1.5 Research Question..................................................................................... 8
1.6 Hypothesis.................................................................................................. 8
1.7 Limitations of Research....................................................................................10
1.8 Significance of the Research............................................................................10
CHAPTER II LITERATURE REVIEW
2.1 Learning Organization................................................................................. 13
2.2 Talent Management...................................................................................... 21
2.3 Innovative Behavior..................................................................................... 30
2.4 Performance.................................................................................................. 47
2.5 Theoretical Framework................................................................................ 58
2.5.1 Introduction...................................................................................... 58
2.5.2 Independent Variable........................................................................ 58
2.5.2.1 Learning Organization....................................................... 58
2.5.2.2 Talent Management............................................................ 59
2.5.2.3 Innovative Behavior........................................................... 60
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2.6 Summary...................................................................................................... 62
CHAPTER III METHODOLOGY
3.1 Conceptual Framework................................................................................... 64
3.2 Study Variable.............................................................................................. 66
3.3 Research Design........................................................................................... 68
3.4 Research Location and Time........................................................................ 69
3.5 Population and Sampling............................................................................. 69
3.6 Data Collection............................................................................................ 70
3.7 Analysis of Validity and Reliability of Questionnaires................................ 71
3.7.1 Learning Organizations.................................................................... 71
3.7.2 Talent Management.......................................................................... 72
3.7.3 Innovative Behavior......................................................................... 74
3.7.4 Performance..................................................................................... 74
3.8 Method of Data Analysis............................................................................. 75
3.8.1 Descriptive Analysis......................................................................... 75
3.8.2 Path Analysis..................................................................................................... 77
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4.3.4 Heterokedasticity Test...................................................................... 101
4.4 Hypothesis Test............................................................................................ 102
4.4.1 The Differences of Doctors Performance in RSUP Adam Malik
and Murni Teguh Memorial Hospital............................................... 103
4.4.2 Differences Influence on Performance of Learning
Organization of Doctors in AM and MTMH................................... 104
4.4.3 Differences Influence on Performance Talent
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LIST OF FIGURE
x
THE LIST OF THE TABLE
Page
Table 3.1 Conceptual Framework...................................................................... 66
Table 3.2 Operational Definition Of Study Variable......................................... 67
Table 3.3 Details of Total Population and Sample Research ............................ 70
Table 3.4 Validity of Test Results Variable Learning Organization................... 72
Table 3.5 Validity of Test Results Variable Talent Management....................... 73
Table 3.6 Results of Validity Test Variables Innovative Behavior..................... 74
Table 3.7 Performance Variable Validity of Test Result.................................... 75
Table 3.8 Interpretation Guideline Correlation Coeficient................................ 76
Table 4.1 Profile of Respondents by Gender..................................................... 79
Table 4.2 Chi Square Test of Gender.............................................................. 80
Table 4.3 Profile of Respondents by Age.......................................................... 81
Table 4.4 Chi Square Test of Age................................................................... 82
Table 4.5 Profile of Respondents by Marital Status.......................................... 83
Table 4.6 Chi Square Test of Status................................................................ 84
Table 4.7 Profile of Respondents by Education Level....................................... 85
Table 4.8 Chi Square Test of Education Level................................................ 86
Table 4.9 Profile of Respondents Based on the Work Duration........................ 87
Table 4.10 Chi Square Test of Work Period...................................................... 88
Table 4.11 Summary Result Descriptive Statistic Variable Learning
Organization........................................................................................................ 90
Table 4.12 Summary Result Descriptive Statistic Variable Talent
Management....................................................................................... 92
Table 4.13 Summary Result Descriptive Statistic Variable Innovative
Behaviour........................................................................................... 94
Table 4.14 Summary Result Descriptive Statistic Variable Performance............ 96
Table 4.15 Normality Test Result Summary........................................................ 98
Table 4.16 Homogenety Test Result Summary.................................................... 99
Table 4.17 Linearity Test Result Summary.......................................................... 100
Table 4.18 Mean of RSUP AM dan RS MTMH.................................................. 103
Table 4.19 The Amount of the Different of Doctors Performance
in AM Hospital and MTM Hospital................................................... 104
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Table 4.20 Summary Regression Effect of Learning Organization on
Performance....................................................................................... 105
Table 4.21 Summary Regression Effect of Talent Management......................... 106
Table 4.22 Regression Summary Innovative Influence Behavior
on performance.................................................................................................... 109
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CHAPTER I
INTRODUCTION
This purpose of this study is investigate and analyze of difference in the performance of
doctors in Adam Malik Hospital (AMH) and Murni Teguh Memorial Hospital (MTMH)
section is to project the rationale and inquiries that frame the analysis. The chapter
MTMH in Medan, 2. Performance of doctors and there are three factors that potentially
1.1. Background.
Health Problem is the headline issues which is able to recall many problems. The
necessity of the best and suitable health facilities and medical centre which is needed by
people in an environment is still not enough to provide all of the necessity. Many wrong
diagnoses and some doctors are failed in curing the patients are nowadays still the
biggest problem to discuss, so that the doctors will be able to give the best for the
patients. Doctors achievement in world of work is when they can do the task well, and
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the patients are recovery well. In medical aspect, doctors are the most important subject
who ought to have skill and ability to check patients conditions objectively and
specifically because they have the responsibility of them. Therefore, the maximum
treatment measures are most appropriate to the patient's health condition. Only then, the
quality of medical service said well, which then has implications for the performance of
the hospital.
the form of intentional wrong doing or unethical nature. In Indonesia malpractice cases
are not record in detail. Only the efforts of the complaint to the legal aid of health is the
reference number of medical malpractice cases. According to data gathered from legal
aid of health there are over 200 cases over a period of years 2003 to 2012. The 182
cases are diverse complaint, as we all know that the efforts of medical treatment does
not guarantee 100 % recovery for patient. Concerned doctor trying to give the best
As an organization that provides health services, AMH dan MTMH in Medan are
required to provide excellent health services. Such services are particularly dependent
performance. For example there are still doctors who were present did not timely in
patient associated with the patient's illness, failed to cure the patient, and less empathetic
to patients. This suggests that doctors not maximum performance that can be seen from
the report customer complaints in 2015 AMH as follows 67 complaints and in MTMH
as follows 13 complaints , whereas AMH and MTMH have gotten the highest level of
that assesses the quality of hospital services in Indonesia oriented quality of care and
patient safety. And also taken into consideration researchers do research at both the
hospital.
The performance of doctors are also increasingly required when public demand
for hospital services is increasing and at the same time hospitals are faced with intense
competition with the presence of the new hospital with foreign investment.
Performance of doctors like that just is not without cause. At least, there are three
factors that potentially affect, namely the learning organization, talent management and
innovative behavior.
to create the results to nurture new ideas and patterns of expansion, a collective
3
aspiration is set free, and people continue to learn how to work together. Organizations
which are characterized by learners are organizations that facilitate and enable
employees to learn and develop themselves freely. Change requires mental readiness
and competence of the employees. So, do not be afraid to change. Therefore, employees
must be educated and equipped with knowledge and competence to be ready, both in
making changes and cope with change. If a learning organization can be established and
applied, as appropriate, it will give a lot of provision for employees to be able to find
ideas and new solutions in carrying out his duties, including physicians in their
professionals role functions in the field of medical and health services. These
conditions may encourage physicians were able to show their best performance.
others, performed by Koohang, Harman and Britz (2008: 157), the result proved that
Harman and Britz (2008: 157) also cites research hauisl Skerlavaj (2003), Dimovski &
Skerlavaj (2005), and Skerlavaj et al. (2007), which proved that the learning
organization and a strong significant positive effect on the performance of financial and
population and a sample of 197 top management of construction companies (OI and
Empp) and analyzed by structural equation modeling (SEM) results show that learning
perspective. Similarly, research Yuhee and Takeuchi (2010) in Japan with a sample of
225 small and medium enterprises (SMEs) were analyzed by structural equation
modeling (SEM) result also proves that affect the performance of the learning
organization.
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1.2.2.Talent Management
Talent management is a set of proses that are designed to ensure that all employees at
all levels of employment at the peak of their potential and provided adequate flow of
employees into jobs across the organization. Thus, talent management is closely related
to human resource management practices that have a focus on how to manage the
human resources that are within the organization can provide optimal benefit to the
organization. Talent management start from the premise that each person has their
developed, the talented employees are positioned at the right place, so it can do its job
effectively and efficiently. If the organization is able to develop the talents of every
employee to the maximum, the employee will have the readiness to change and then be
able to portray their functions properly. It is not for the doctors. Hospitals that seek to
foster the talents of doctors as medical personnel will make doctors more optimal
Doctors who are too frugal to talk to the patient could have limited his communication
talents. Doctors who are less empathetic to patients could be minimal grade of talent.
with a correlation analysis. Research shows that talent management has a positive
5
Wahyuni, and Wildfire (2015: 618) also proved that talent management significantly
findings in the form of ideas or solutions that benefit at every level of the organization.
Innovative behavior can also affect the performance of doctors. Who are
innovative will make continuous efforts to make changes in order to achieve the best
results. Innovative individuals will not feel comfortable with the current state and
continue to think look the other way better, more effective and more efficient.
Innovative behavior also raises the spirit and hard work in order to generate ideas and
solutions that are useful in the working process. In this way, the employee will be able
to produce a better performance. Doctors innovative will do things that are unusual to
influence on employee performance conducted by, Aryee et al (2012: 1), the results
showed that the innovative behavior linked to employee performance. These results are
also supported by studies Janssen, et al. (2004), which concluded that employees who
act innovatively will be better performance. The research result Marques and Ferreira
performance. Similarly, the results of research Gunday et al. (2011) in Turkey with a
sample of 184 companies and analyzed primarily structural equation modeling (SEM)
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The above description shows the problems of physician performance in relation
the urgency of researchers interested in studying the issue with the title: Analysis of
Refers to a variety of relevant literature has never existed researchers who conducted
the study with the digging problem Learning Organization, The Management of Talent
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3. To investigate and analyze the difference in talent management influence on
Based on the background, , and research objectives above, the research questions are as
following:
Medan?
Medan?
1.6 Hypothesis
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Null Hypothesis 1
H01: There are differences in the performance of doctors in Adam Malik Hospital and
Alternate Hypothesis 1
H1: There are not differences in the performance of doctors in Adam Malik Hospital
Null Hypothesis 2
the performance of doctors at Adam Malik Hospital and Murni teguh Memorial
Hospital in Medan.
Alternate Hypothesis 2
H2: There are not differences in the significance influence of organizational learning on
the performance of doctors in Adam Malik Hospital and Murni Teguh Memorial
Hospital in Medan.
Null Hypothesis 3
doctors in Adam Malik Hospital and Murni Teguh Memorial Hospital in Medan.
Alternate Hypothesis 3
doctors in Adam Malik Hospital and Murni Teguh Memorial Hospital in Medan.
9
Null Hypothesis 4
doctors in Adam Malik Hospital and Murni Teguh Memorial Hospital in Medan.
Alternate Hypothesis 4
H4: There are not differences in innovative behavior influence on the performance of
doctors in Adam Malik Hospital and Murni Teguh Memorial Hospital in Medan
in the AM and MTMH in Medan considering the limited number of researchers in terms
The importance of this study has many in both theoretical and managerial contribution.
Theoretically, The results of this study are expected to contribute ideas and alternative
learning, talent management, and innovative behavior to performance. This research can
also be used as a comparator and an additional reference for other researchers who are
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Furthermore, the results of this study can be exploited by management AMH
and MTMH in Medan, especially in building the framework of the company's strategy
talent management, and innovative behavior. More than that, it is hoped this research
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CHAPTER 2
LITERATUR REVIEW
innovative behavior and performance. The data of previous observational studies related
to performance around the world will be presented. In order for the author to gain
references that are related to this study, the author has looking for some appropriate
international literature.
The objectives of this literature review are to show the argument of the past
world. The discovery from the past studies will be used to both inform and structure the
Performance Adam Malik Hospital and Murni Teguh Memorial Hospital in Medan.
In this chapter, a discussion about the studies will about theoretical framework
that includes the variables of this study which are the differences of learning
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organization, talent management and innovative behavior to doctors performance in
consists of two words, the organization and learning. Regarding the organization,
experts give a definition in a variety of organizations. According Dubrin (2007: 37), the
large group). Cherrington (Furnham, 2006: 16) defines the organization as a social
system open (series of interrelated elements, which contains resources from the
consists of the activity pattern of a group of people (relatively stable and events
continue to occur on a regular basis) that is likely to lead to the goal. Meanwhile Jones
(in Jaffee, 2001: 6) states that the organization is a tool used by people to coordinate
Morgan (in Scott and Davis, 2007: 27) states that the organization is a machine
to achieve the goal or as a small community with social and cultural structures, or as an
organization that breaks through resource environment. Greenberg (2008: 5) argues that
the social system structured organization consisting of groups and individuals working
together to meet the agreed targets. For Shafritz, Rissell and Borick (2007: 227), the
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organization is a collection of people working together to achieve common goals. A
similar opinion was expressed by Shane and von Glinow (2008: 5) that the organization
According to Scott and Davis (2007: 29), in the perspective of the social system,
the organization can be defined in three definitions. First, the organization and
collectivity oriented towards achieving certain goals and demonstrate the social
structure is very formal. Definition is not only focuses on the properties of different
organizations, but also in its normative structure. Second, the organization is required to
review the natural system as shown: the organization is a collectivity that participants
have a double interest, both the same and different at the same time, but who recognize
the value of forming the organization as an important resource. Third, the organization
organization demonstrated a tool that people use to coordinate their actions in order to
obtain something to be desired, two or more people who work together in a way that is
coordinated to achieve the results of the group, social unit goal-directed, designed as a
system of activities structured and deliberately coordinated, and related to the external
environment.
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In connection with the study, the term comes from the English learning
instruction is interpreted as an effort that aims to help people learn. Smaldino et al.
interacts with information and the environment. The learning environment includes the
methods."
aimed and controlled so that others learn or change relatively settled in others. These
can be done by a person or group of people who have the ability or competence in
From the above, it can be concluded that learning is not focused on what they
learned, but rather on how learners experience the learning process, that is by
organizing the material, the way teaching and learning how to manage to reach the
goal. In addition, learning more widely as it can be delivered anywhere, anytime and
15
After the above described learning about the organization and, further explained
organizations are:
"An organisasi where people continually expand Reviews their capacity to create
the results they truly desire, where new and expansive patterns'of thinking are
nurtured, where collective aspiration is set free, and where people are continually
learning to see the whole together.
continually expand their capacity to create the results they so desire, where new
expansive patterns of thinking nurtured, collective aspiration liberated, and people are
For White and Burton (2007: 353), organizational learning is "the acquisition of
knowledge through the application and mastery of new information, tools, and
methods." The definition indicates that the learning organization is the acquisition of
knowledge through the implementation and control of information, tools, and new
methods. For Pedler, Burgoyne and Boydell (in Wilson, 2005: 100), the learning
organization is "an organization which facilitates the learning of all its members and
organization that facilitates the learning of all its members and continuously constantly
Hoy and Miskel, 2013: 33-34) considers the learning organization as a place where
students pursue common goals with the collective commitment to continually evaluate
16
the value of interest, make modifications to fit and sustainably develop ways to more
organizations have some important characteristics and dimensions, namely: (1) Study
brain; (2) Member organizations recognize the importance of learning without stopping
for organizations today and in the future; (3) Learning is continuous, the strategy using
processes, integrated and moving parallel with the work; (4) There is a focus on
creativity and learning for generations; (5) Systems thinking is fundamental; (6) People
have continuous access to information and data sources that are important for the
success of the organization; (7) Climate company encourages, respects and accelerate
the learning of individuals and groups; (8) Networks workers in an innovation; (9)
Embracing change, where unwelcome surprise and even failures are seen as
opportunities for learning; (10) The organization is agile and flexible learning; (11)
competencies well to the release of new products and services; (14) Organizations can
(15) Organizational learning is a fundamental factor that must be met at this time so that
Marquardt (2011: 20) explains some of the things that drives the importance of
the learning organization, namely: (1) globalization and the global economy, (2)
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technology and the Internet, (3) the radical transformation of the world of work, (4) an
increase in the strength of the customer, (5 ) the emergence of knowledge and learning
as a key asset of the organization, (6) changes in roles and expectations of workers, (7)
the diversity and mobility of the workplace, and (8) the rapid escalation of the change
and chaos.
Senge (in Wilson, 2005: 101) reveals five disciplines in learning organizations,
namely: (1) personal mastery, ensure the individual's motivation for learning, (2) mental
commitment on everyone, (4) team learning; develop group skills, such as teamwork
and communication; and (5) systems thinking ; The most important is the discipline that
1. The collection of data and information. For a learning organization, must have
data and that data should be collected. The greater number and range of data that
can be collected, the greater the potential information that can be processed and
a learning organization can occur. But the greater complexity in managing the
company's knowledge, the greater the potential for failure. The information
collected can help the organization achieve its objectives. An important part in
will help companies identify critical issues, so that the organization can monitor
organization. The spread of vital information before the organization can act on
that information. In other words, just because someone knows something, does
not mean that the organization know the information. Information should be
communicated to the others to learn and apply knowledge. In this case the
Information should be transferred, but must also be understood to get the full
3. Allows learning within the organization. Companies must have the information
and try to communicate, and should be conducted in a manner that allows for
learning. For example, companies must pay attention to the stocking of the
that the factors that have made memungkingkan learning. Factors that enable
learning there are two aspects. First, the learning objectives for the management
of technology and innovation is to have the right information at the right place
with the right people at the right time to make a decision. Second, an important
factor for learning is to provide time for people to work on the idea and
According to Templeton, Lewis, and Snyder (2002: 207), factor analysis, found
19
1. Awareness is the extent to which members of the organization are aware of the
problem areas.
7. Intellectual capital management shows how far the organization managing the
advantage.
variations.
organization with people continually expand their capacity to create the results truly
desired with nurturing thoughts and patterns of the new expansion, a collective
aspiration is set free, and people continue to learn how to learn together, which can be
knowledge
necessary to first understand each sense and talent management, so we get a better
argued about the definition of management. According Sisk (in Murugan, 2005: 2),
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management is coordination over all resources through the process of planning,
Meanwhile, according to Koontz and Weilhrich (2004: 13), management is the process
of designing and managing the environment in which people work together in groups
effectively in achieving the objectives that have been selected. While the definition of
adequate management popular described by Terry (in Tripathi and Reddy, 2008: 2),
which is a process that involves planning, organizing and monitoring, which is done to
determine and achieve goals by using people and resources. From these notions, the
(2001), talent show repeated patterns of thought, feeling or behavior that can be
productively applied. Talents exist naturally in a person, while the skills and knowledge
to be gained. Someone is innate talents, skills and knowledge which can be acquired
through learning and practice. Meanwhile, according to Michaels, et al. (In Hatum,
2010: 10), talent is "the sum of a person's abilities- his or her intrinsic gifts, skills,
includes his or her ability to learn and grow. "This definition shows that talent is a set of
capabilities which include innate intrinsic someone like skills, knowledge, experience,
intelligence, judgment, attitude, character, and the drive and the ability to learn and
grow.
22
"Regularly demonstrate exceptional ability and achievement either over a range of
suggest transferable, comparable ability in situations where they have yet to be tested
From that sense it can be seen that talent is a person who regularly demonstrate
specialized area and is limited from a skill; consistently demonstrate high competence
in the area of activity that strongly suggesting it can be moved, an ability that can be
compared in situations where they have not been tested and proven to have a high
effectiveness.
Hatum (2010: 10) argues that the talent is "the skills or capabilities that allow a
person to perform a task certain". That is, talent is a skill or skills that enable a person
to perform certain tasks. Goffee and Jones (2007) identifies that the talent show a small
number of employees of ideas, knowledge and skills that give him the potential to
produce disproportionate value from the resources available from him. While Morton
(2004) defines talent within the scope of the organization as individuals which have the
ability to make a significant difference to the performance of current and future of the
company.
After outlining the respective understanding and talent management, the next is to
describe the concept of talent management as a whole. Currently has been developed by
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researchers and theoreticians, so that it develops a variety of views or opinions about
talent management. Talent management is also often used interchangeably with the term
succession planning and human resource planning (Aston and Morton, 2005; Lewis and
Heckman, 2006). Cheloha and Swain (2005) sees it as a key component for effective
succession planning. While Creelman (2004: 3) viewed the term talent management as
a mindset .By definition, Collings and Mellahi (2009: 305) provides the definition of
advantage, the development of a talent pool of high potential and high performing
incumbents to fill Reviews These roles, and the development of a differentiated human
The definition above explains that talent management is an activity and a process
individuals who have a high potential, and individuals who are already there to a high
performance to fill the role, the architecture and development of differentiated human
resources to facilitate filling these positions with qualified individuals who own and to
Kesler and Pascal (in Lewis and Heckman, 2006: 140) argues that talent
into jobs throughout the organization". This understanding shows that talent
24
management is a set of poses designed to ensure adequate flow of employees into jobs
across the organization. Meanwhile that Redford (2005: 20) defines talent management
as "an attempt to Ensure that everyone at all levels works to the top of Reviews their
potential", which is an attempt to ensure that all employees at all levels of work at peak
potential.
Lewis and Heckman (2006: 140) identify three perspectives talent management
concept. First, the talent management just means a substitute for talent management
label of human resources. In this perspective, empirical studies often focus on specific
literature strategic human resources and greater on the renaming of human resource
management.
the emphasis on developing talent containers that focus on the business needs of
employees or staff projecting and managing an employee's progress through the office.
succession planning.
performance and it looks not too different from the terms that appear from the
In this aspect, talent management is considered common and do not focus on a specific
25
position or boundary because people may have more to gain development and
utilization of natural ability than trying to fix the vulnerability (Roberts, et al., 2005).
activity aligned with the firm's business strategy that aims to Attract, develop, and
retain talented employees at each level of the organization." Management talent means
Knez and Ruse (in Berger & Berger, 2004: 231) argues that the management
talent show identification, development and talent management portfolio - which is the
number, type and quality of the employees who will reach the company's strategic
operational goals effectively. The focus is on the importance of identifying the optimal
achieve strategic and operational objectives that match or exceed than expected.
"An integrated set of corporate initiatives Aimed at improving the caliber, availability
and flexible utilization of exceptionally capable (high potential) employee who can
aimed at improving skills, availability and flexible use of the ability of outstanding
performance.
26
Collings and Mellahi (2009: 306) argues linkage model of strategic talent
organizations must be able to develop strategic management that can connect with the
extr
External labour market
From the picture above appears that the organization needs to have an architecture
order to manage labor markets both internally and externally in a place called pond or
container talent. This talent of the next container will produce labor-power that will fill
27
the key positions of the organization. As a result of workforce management talent in the
container, then the organization will obtain a workforce that has the motivation,
commitment and extra role behaviors which in turn will have a positive impact on
company performance.
Based on the concepts presented in the figure above, the existence of strategic
talent container. According Collings and Mellahi (2009: 307), the container talent is
"the pool of high potential and high performing incumbents that the organization can
draw upon to fill the pivotal talent positions." In essence container talent as a place for
workers who have the potential and performance high, so the company can place them
in important positions.
Talent management has a number of elements that are applied within the
organization. According Smilansky, (2005), there are nine elements contained in talent
a. The resources strategy. Business planning provides a foundation for human resource
planning, which defines human capital needs and leads to the withdrawal policy,
maintain and programs for internal resources (identifying talent in the organization,
b. Withdrawal and retention policies and programs. The program explains the policies
and approaches to ensure that organizations obtain and maintain the required talent.
Lead to the withdrawal policy program for external resources (recruitment and
ensure that people in the organization has a commitment to the organization. The
28
output of this policy is the flow of talent who creates and maintains the container
talent.
c. Audit talent. Audits identify potential talent and provide a basis for planning and
career development, ensuring that talented people who have a range of experience
that comes with guidance and learning programs that would be appropriate to carry
out the roles needed in the future. Audit talents can also be used to indicate the
possibility of danger to the talented people who left the organization and what
d. Role development. Talent management related to the role played by someone. The
motivation role. It also includes taking steps to ensure that people have the
opportunity and are encouraged to learn and develop in the role. Talent management
policy also focus on the role of flexibility, which gives people the opportunity to
develop its role by making better use of his talents and wider.
building effective relationships with the people in their respective roles. It generally
relates to creating a good place to work but give establishments and provide an
opportunity to grow. The aim is to achieve entanglement talent and ensure that
planning, learning and development activities as well as utilize the talents of the
29
separately on each staff to assess the possibility of leaving the organization. The
recognition.
g. Total rewards. Total rewards strategy provides that the financial and non financial
system of rewards fairly and consistently. Competitive payment rates will impact
the organization's ability to attract and retain people, but is limited to the companies
which can compete with market forces. Retention or loyalty bonuses are used by
ensure that, as far as possible, the organization has a manager is required for
i. Creating the best place to work .Ensuring that the organization felt as a great place
to work means the organization into employee selection. Thus there is the will to
join the organization and the desire to live. Employees are committed to the
30
From the foregoing it appears that the definition of talent management is a set of
poses that are designed to ensure that all employees at all levels of employment at the
peak of their potential and provided adequate flow of employees into jobs across the
and retention policies and Programs, talent audit, role development, talent relationship
definitions that describe the behavior. According Wiwoho (2004: 19), the behavior is
any action, movement and words of someone whether it's at home, at work, in public,
appears that the behavior is an action or a reaction object or organism that normally
unconscious, closed or open, and voluntary or forced. For Azwar (2000: 9) behavior is a
reaction that can be simple or complex nature. Meanwhile Behavior, in the Merriam-
Webster dictionary, referring to the response of the individual, group, or species to the
environment, or
31
Behavior has type / types. There are three types of behavior. First, behavioral
such as the will of the animals, do not add whether psychology can and should
understand the source of his behavior. Mental condition is a personal element which
does not form a proper object of empirical studies. Second is behavioral psychological.
The psychological behavior research programs in psychology that explain human and
in the philosophy of the meaning or semantics of mental or concept. This theory asserts
that the idea of a mental state is the idea of a behavioral disposition or family
relations by saying that the behavior (B) is a function of individual characteristics (P)
and the environment (E). That is, the behavior is the result of interaction between the
individual and the environment. In the context of the organization, the individual is an
physical such as buildings, office equipment, lighting, temperature and others as well as
the individual characteristics which include motives, values, personality traits, and
attitudes interact with each other and then interact with environmental factors.
According to Azwar (2000: 9), environmental factors have great power in determining
32
behavior even sometimes strength is greater than the individual characteristics. When
the environmental influence factors are stronger, people will be more influenced by the
environment (organization); on the contrary when the individual factors are stronger,
Azwar (2000: 11) saw the antecedent causes of behavior volitional (current
behavior of their own accord), which are based on assumptions (a) that humans
generally do things in ways that make sense, (b) that humans consider all information
existing, and (c) that explicitly or implicitly into account the implications of human
actions. The theory of reasoned action that attitudes influence behavior through a
rigorous decision-making process and reasonable, and the impact is limited to three
terms. First, the behavior is not only determined by the attitude of the public but by a
specific attitude towards something. Second, the behavior is influenced not only by
attitudes but by the norms of the subjective (subjective norms), which is our belief
about what other people want us to do. Third is the attitude towards a behavior together
the organization's daily life leaders try to shape behavior by applying or appealing the
impact of the behavior. The impact is positive or negative for the target. In general, the
leadership uses four approaches to enhance the nature and direction of behavior,
increased the frequency or strength of the expected behavior. Penalties apply negative
33
events to reduce the frequency of undesired behavior. Avoidance draw something that
negative events.
With regard to innovation, Rubenstein was quoted White and Bruton (2007: 21)
defines innovation as "the process whereby new and improved products, processes,
materials, and services are developed and transferred to a plant and / or market where
they are Appropriate. ' this definition shows that innovation is a process in which
products, processes, materials, and services are developed and transferred to the
appropriate market. Then Ireland, Hoskisson and Hitt (2011: 334) define innovation as
process of creating commercial products through invasion. Invention in this case is the
in terms of adopting new ideas, relatively earlier than other individuals in the social
system. Innovation is also associated with new inventions either in the form of ideas,
actions or new objects that lead to social change in society. Innovation can be in the
form of intangible components: idea, method, program and physical components such
new ideas. Innovations introduced new ideas that are still original.
Meanwhile, according to Drucker (in Ireland, Hoskisson and Hitt, 2011: 333):
34
"Innovation is the specific function of entrepreneurship from, whether in an existing
Innovation is the means by which the entrepreneur either creates new wealth-producing
resources or endows existing resources with enhanced potential for creating wealth. "
The above explanation shows the understanding that innovation is the special
business start individual alone. Innovation also means employers who create new
wealth, which generates resources or provide resources that already exist to increase the
Inside there is a new idea that innovation can be applied to produce or repair a
product, process or service (Robbins, 1997: 532). In other words, according to Crosby
(1968: 3), an idea, an idea or a new product was first noticed by a person can be
regarded as innovative for that person, but the possibility of ideas, ideas, or products
that even something new elsewhere , It is not abort as innovation, because innovation
does not require anything new at all, so that the application of the concept or idea any
different from existing or ever been done before with the aim of improving the
categorized innovation ,
There are three stages through which a person in adopting ideas, ideas or new
tools, namely (1) the introduction stage, at this stage he was aware of any innovation
and how innovation was functioning, (2) Phase response, at this stage there is the
35
process of deciding willingness and receive innovations, and (3) the implementation
According to Ireland, Hoskisson and Hitt (2011: 336), internally, the company
that most people do is incremental, which build on the existing knowledge and held a
small increase in the current product line. While incremental innovation is evolutionary
characteristics are well understood, profit margins tend to be lower, efficient production
technology, and competition is the main base pricing. In contrast, radical innovation
namely: First, innovation at the enterprise level (firm level). At the company level,
innovation is traditionally attributed to the imagination of the individual and for the
the role of imaginative people produce ideas and introduced into economic life, namely
organized and are the domain of large monopolistic and oligopolistic companies which
have important resource. Second is innovation at the network level (network level). On
the theory of innovation lately, it is considered that the network is an important factor
for innovation. The network consists of formal and informal relationships between the
between the company, while innovation at the system level includes broader systems
are expected to affect the companys innovation. The theory of network innovation
system is intended to identify all the factors that affect the process of innovation
Galende and de la Fuente (2007: 721) argues that innovation is happening in the
organization through a specific process that involves many aspects. The aspects
involved in the innovation process as the company's goals, internal and external
information, the ability to absorb and transform the information, and technology. These
aspects which will influence the type of innovation undertaken by the company. The
include factors that seem (size companies, debt), a factor that does not appear (human
37
(diversification, internationalization) (Galende and de la Fuente, 2007: 721). Factors
Kleysen and Street, 2001: 285) explains that the innovative behavior is individual
actions directed to produce, introduce or apply the new findings are favorable at every
level of the organization. The new findings include the development of new product
working relationship or applying ideas or new technologies for work processes aimed to
Related to innovative behavior, Janssen (in Shih and Susanto, 2011: 113) says
"intentional creation, introduction and application of new ideas within a work role,
38
group or organization, in order to benefit of role performance, the group, or the
organization. "the definition indicates that the behavior of innovation is the deliberate
organization.
Scott and Bruce (in Cingz and Akdo, 2011: 849), individual innovation began with the
decline of ideas, namely the production and use of new ideas in several domains. The
next stages of the innovation process are the promotion of the idea of the potential
merger. Once people come up with ideas, then the individual is related into social
activities find friends, supporters, and sponsors or build a coalition of supporters that
give important powers to realize the idea. The final task of the innovation process
related to the realization of the idea to produce a prototype or model of innovation that
can be felt and peak applied in work role, group, or organization as a whole.
According Carmeli, Meitar and Weisberg (2006: 78), innovative behavior is:
"Multiple-stage process in the which an individual Recognizes a problem for the which
she or he generates new (novel or Adopted) ideas and solutions, works to promote and
build support for them, and produces an applicable prototype or a model for the use and
problem to drop ideas and new solutions, working to promote and build support for it,
39
and produce a prototype or model that is applied to use and benefit the organization or a
part of it.
1. Be Proactive
Be proactive not just take the initiative. Being proactive means responsible for our own
behavior (in the past, in the present, and in the future), and make choices based on
principles and values, not based on the mood and the circumstances surrounding it.
To better understand the proactive attitude then we need to know opponent of being
proactive is reactive stance. Reactive stance means blaming others for our behavior
choose to take action in accordance with the mood and circumstance around us.
Example, our friend us angry or hurt us. When we are reactive, we may reply or
perhaps scream at him, or hit him. However, if we be proactive, then well say I am
Reactive human, will always blame the others, while proactive peoples will be
responsible for all of his behavior. A proactive person to realize that the state is
control of himself. He could feel happy or not, determined by himself. So that when
there are other people in the mood of anger and make things unpleasant, proactive
people to remain calm. He will not be angry because it would disrupt her mood
Proactive people do not choose take action based on mood or under any
40
circumstances, but people who proactively take a decision to act on the principles he
held.
Different with reactive people, when he faced a problem, he will addressing these
issues based on the hat he felt. He will act without thinking it through first. Reactive
people means rely on other people or circumstances. When other people angry, she
went mad and when other people happy, he was also happy. He did not realize that in
The people cant change destiny or self-determination, every human being has a
Referring the final destination means starting all activities keeping in mind
the ultimate goal to be achieved, to become an effective, must have the ultimate goal
to be achieved from all its activities. So the first thing to do is determine and define
the purpose of life (vision and mission). The final destination has been determined,
all activities undertaken should refer to the final destination, any measures and
decisions was taken to act, should be in accordance with the final destination, so that
People who effectively that everything begins with the intention in itself,
they then created a mission in life. They clarify the values that must be Furthermore
41
3. Put first thing first
First the main means to organize and carry out, anything that mental creation
(purpose, vision, values and priorities). Secondary stuff not come first, the main
things are not neglected. Individuals and organizations are focusing attention on
what is most important. The point is to make sure the preferred main thing urgent or
Successful people have the habit of doing things unsuccessful people do not
like doing. However, no joy, they are subject to the strength of their purpose. The
most people say main mistake is a lack of discipline. Their priorities are not
embedded in their hearts and minds. they do not really live up to two habits above.
4. Think win
Thinking wins means way of thinking that is trying to achieve mutual benefit
and is based on mutual respect in all interaction. Thinking win means that
solution, all parties are pleased with the decision and felt bound by its action plan, to
see life as a cooperative not competitive. Public victory means working together,
communicating together, make things happen together that even the same people
Thinking win do not think selfish or think martyr. In both work and family
life, members think is interdependent with terms Our not Me. Thinking win
42
encourages conflict resolution and helps individuals to find solutions that are equally
beneficial. Thinking win means is sharing information, the power, recognition and
rewards.
business and family, effectiveness is only achieved when there is a good cooperation
between individuals. Way to thinking win starts with commitment to look at all
43
Any advice it would be useless for colleagues or subordinates if we do not
understand their intent. What must first be given to understand of him then we
can give response, even influence.
6. Synergize
Principle of this synergy is the truth in our social relationships, two people
work together creatively, will be able to provide much better results than if taken by
themselves .Synergies invites us to together find things less likely we find himself. She
will arise when our thoughts were pushing each other and ideas will emerge.
Sharpening saws means maintaining and improving one's own greatest asset
himself. Sharpen the saw is about constantly renewing ourselves in the four basic areas
of life physical, social / emotional, mental , and spiritual a habit that increases our
capacity to implement more effective habits . For organization promote habits of vision
, renewal , continuous improvement , awareness of fatigue or moral decline , and
position the organization in the way of new growth . for a family , the habit of
improving effectiveness through the activities of individuals and families on a regular
basis , such as establishing traditions that evoke the spirit of renewal family.
8. Find your voice and inspire others to find theirs
Eighth character gave mindset and skill sets to continuously explore the potential that
exists in the human body through all four roles in leadership roles that is
Presenting an exemplary role model ( individual , team )
Make a model embodies the trust without asking. If people live by the
principles embodied in the eighth character, confidence, binders of this life,
will flourish. Trust will arise if we indeed trustworthy. briefly, modeling
yielding a moral authority in person .
Pioneer
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Path finding creates order without forcing it this means that if people associate
their identity and be involved in strategic decision making especially
regarding the values that are held as well as the high priority objectives, they
will experience emotional connection, management and motivation is the
inner affairs. People no longer need to be regulated and motivated from the
outside path finding produces visionary moral authority.
Aligning
Aligning structures, systems and processes is the embodiment of efforts to
organization and spirit of trust, vision and empowerment .Aligning produces
institutionalized moral authority.
empowerment
Empower is the fruit of the other three roles (modeling, path finding and
aligning), this role liberate human potential without the need for external
motivation, empowering produces cultural moral authority.
45
With reference to the definition Carmeli, Meitar and Weisberg (2006: 78), then
the individual innovative behavior involving at least three stages. First, individuals
recognize problems and come up with solutions and new ideas, whether it be an idea /
or result of the adoption of new solutions. The second phase, individuals seek ways to
promote solutions or ideas, and build legitimacy and support both from within and from
outside the organization. The third step is an individual realize the idea or solution to
organization.
To measure the behavior of innovative, Kleysen and Street (2001: 285) on the
persuade and influence, encourage and negotiate, challenge and take the
risk.
and accustom.
While Scott and Bruce (in Jansen, 2004: 202) in measuring the
produces new ideas and useful in various domains. Second, the idea of
activities to find a friend, supporter and sponsor or build a coalition that has
important strengths to realize the idea. Third, idea realization, which provides the
prototype or model of innovation that can be displayed and finally applied in the
findings in the form of ideas or solutions that benefit at every level of the
2.4 Performance.
47
Theoretically the concept of performance has been often mentioned by experts.
According Byars and Rue (2008: 216), the performance is a "degree of accomplishment
of the tasks that make up an employee's job. It reflecs how well an employee is
fulfilling the requirements of a job. "This definition means that the performance is the
degree of completion of the task into the employee's job. It reflects how well an
employee meets the requirements of the job. Further explained that the performance is
the influence of the efforts of the employees were modified by ability and perception of
the role (duty). Thus, the performance in situations that have been determined may be
for individuals to perform the task. The ability of a personal characteristic that is used to
do the job. Capabilities do not generally fluctuate in the short term. While the
perception of the role shows the direction, in which individuals believe that efforts
"Performance means both Behaviours and results. Behaviours emanate from the
performer and transform performance from abstraction to action. Not just the
instruments for results, Behaviours are Also outcomes in their own right - the product of
mental and physical effort applied to tasks - and can be judged apart from the results
These explanations provide insight that the performance has a good sense of the
behavior and results. Behavior comes from the commissioning and performance of
abstract mentransformsaikan into action. Not only instrument for results, the behavior is
48
also a result of his own - the product of mental and physical effort to the task of
organization. In connection with this, the efforts to improve and assess the performance
Hersey and Blanchard (in Riva and Basri, 2005: 13) says that the performance
is a function of motivation and ability. To complete the task or job, one must have a
degree of willingness and a certain level of ability. The willingness and skills of a
Donnelly, Gibson, and Ivancevich (in Riva and Basri (2005: 13) states that the
performance refers to the success in implementing the tasks and the ability to achieve
the set objectives. Performance can be expressed well and successfully if the desired
From the various definitions set forth above it can be concluded that the
with the standards and criteria established for each type of work by the organization.
49
Performance is not a factor that stands alone, but is determined by many factors.
According to Goleman (2003: 468), the factors that affect the performance of
First, the excessive workload. Too much work to do, a short time and almost no
support. With the increasing rhythm, complexity, and the demands of work, many
employees feel overwhelmed. Increased workload reduces the rest period required for
recovery. Endless reserves of energy and power, by itself have a negative impact on the
Second, the lack of autonomy. Must be responsible for a job but almost without
the right to think about how to carry out such work. Terlau manager intervened in the
little things make the workers frustrating, especially when they know how to work
better but hampered by rigid rules. Such policies reduce the sense of responsibility of
Third, inadequate remuneration. Wages that are too small for more work. As a
result of the workforce reduction, delay wage increases, and a tendency to shift working
relationships into work contracts as well as the reduction of welfare benefits such as
health fund, for example; people lose hope that his salary be increased in line with the
career. Other rewards are missing regarding emotions. Excessive workload plus the
limited powers and no guarantee of continuing job entail the loss of enjoyment of work
Fourth, the continued loss of flavor. The increasing isolation in the workplace.
Personal relationships are a natural adhesive that allows a team to have high
50
performance. Instead, assignment grouped lowering one's commitment to the success of
the team. With decreasing relationships, pleasure arising from a sense of togetherness is
also reduced. The growing sense of lonely, this may be the seed of conflict, as well as
the equality past experience and feed back that should be able to cure this kind of
situation.
Fifth, unfair treatment. Unequal treatment to each person. Unfair treatment gave
birth to hatred, whether due to large wage unfair, unequal workload, diacuhkannya
revelation objection, or arrogant policies. The rapid increase in the salaries and bonuses
of top executives while wages rose only slightly lower classes or not at all lead to the
loss of confidence people to the managers of the company. Hatred can also occur due to
Sixth, conflict of values. The discrepancy between one's principles and demands
of the job. Either encourage employees to lie to generate sales, skip the security
procedures in order to complete the work more quickly, or using tactics justifies any
means to survive in a highly competitive environment, all of this resulted in the decline
of their moral quality. Works that are contrary to the values of cause demoralisation
among the workers, in addition to making them doubt the benefits of the work they
perform. Similarly, their impression of the slogans lofty company when it was at odds
51
There are three elements that affect the performance of employees, namely: (1)
the level of skills, (2) the level of effort, and (3) external conditions (Timpe, 2002:
329). Meanwhile, according to Keenan (1996: 6), poor performance of the employee
Insufficient training, (2) inability, (3) the lack of discipline, (4) a low standard, (5) bad
well the performers, according to Mathis and Jackson (2002: 79) consists of three
initiative and creativity and maybe a little peengaruhnya on a particular job. Second,
based on the information behavior spsifik focuses on behaviors that lead to successful
employment. Behavioral information more difficult to identify and has the advantage
that clearly illustrate what behavior would want to be seen by the management. Third,
the information based on the consideration of what the employee has done or what has
been accomplished employees. For jobs where it is easy and precise measurement, this
results approach is the best way. However, what is measured tends to be emphasized,
and what is equally important, and do not constitute part of the measured might be
overlooked employees.
should:
"In effect, the standard established a target and at the end of the targeted period (week,
month, year) both manager and boss can compare the expected standard of performance
the end of each period (week, month, year) every manager and leader able to compare
benchmark for a comparison between what has been done with what was expected /
targeted according to the job or position that has been entrusted to someone. Standards
of performance can also be made part of the responsibility for what he has done.
include the following three things. First, the criteria based on the nature; is criteria that
communication skills and leadership skills. Type this criterion focuses on how a
person, not on what it achieves. Second, the criteria based on behavior; is criteria that
focused on how the work is carried out. Only in connection with the company's image
behavioral criteria proved to be useful to review the performance of the employee with
the formulation of a number of specific behaviors that must be followed. Thirdly, the
criteria based on the results; is criteria that focuses on results achieved rather than how
the job is produced. If the note it appears that each of the above criteria have the
assessment format of employees in accordance with the state of the company and job
description (job descriptions) of each employee (Schuler and Jackson, 1999: 11-12).
Performance does not include the results of the employee's behavior, but only
the behavior itself. Performance is about the behavior or what employees do, not on
53
what produced the employee or his work. There are two additional characteristics of
behavior called performance. First, the performance is evaluative, which means that the
individuals and organizations. In other words, the value of these behaviors may vary
there are many differences in the type of behavior that has the ability to promote (or
2009: 78).
performance and contexstual performance. Performance tasks can be defined as: (1)
activities that transform raw materials into goods or services produced by the
organization, and (2) activities that assist the process of transformation to replenish the
supply of raw materials, to distribute the finished product, or provide critical planning,
54
can take place. According Aguins ( 2009: 81), contextual performance behaviors
1. Persisting with enthusiasm and put out more effort as necessary to complete
the task successfully activity (such as punctual and rarely absent, put out
2. Voluntarily perform activities that are not formally become part of its duties
constant)
3. Assist and cooperate with others (such as help and help co-workers and
consumers)
orders and regulations, showing respect to the authorities, with its values and
policies)
Ivancevich (2007: 253) describes some aspects that can be used to view the
following performance:
1. Quantity of work. This relates to the result of the amount of volume of work
responsibilities.
55
4. Personal qualities. Includes an appearance, personality, attitude, leadership,
The next stage if the performance standards have been set is to use that standard
to conduct the assessment or evaluation of performance. Byars and Rue (2008: 217)
employee how he or she is performing the job and establishing a plan for
improvement." This means that the performance assessment is the process of evaluation
and communication with employees about the extent of the employee are doing the
work and establish planning the set. Desler said that there are three steps to conduct
performance appraisals. First, define the work, which means ensuring that leaders and
subordinates agree on his discharge of duties and standards office. Second, the assess
standards that have been set these concerns the kind of form that has been set. Third, the
feedback, the performance and progress of subordinates discussed and plans were made
Research Foundation (2008: 7-5), there are least six performance appraisal approach,
namely:
First, rating 3600. The growth in the popularity rating is 3600 or multisource.
With this method, a resource for performance assessment is the feedback from an
employee of a rival, colleague, and so forth. Rating compiled from various sources by a
supervisor or manager, combined with the rating itself, compile a complete picture of
the performance of the individual. However, when this method is used for emphasis or
disciplinary decisions on wages, multisource methods have the potential for bias.
Standard distinguishes between the rating, the extra time required and the complexity
today. This approach is commonly used in the academic world where students rank
corporate entities using this system. There are advantages and disadvantages of using
this method. This is a problem that cannot be separated, such as the fear of retaliation
by supervisors, the feeling among employees who rate is not a part of employee jobs,
disrupting the normal manager-employee relationships, see the limits its usefulness.
57
Thirdly, a rating from the outside. For example, an outside expert may be called
understood and the organization of time and the cost is included in the process. In the
case of retail organizations or services, the wearer of course assessors from the outside.
The response may indicate user satisfaction. An expert can contribute a unique
management quality groups often rely on this type of scoring system, since teamwork is
more emphasized than the individual performance. Furthermore, there are pros and
assessment or a rival team, if use is the best use for development purposes.
assessment, this usefulness is limited unique situation in which an employee is the only
qualified assess their own performance. The method, however, can provide a valuable
resource of the interface to information and open a dialogue that can address the
Sixth, supervisor me-rating subordinates. This is the traditional method for the
assessment, based on the assumption that the supervisor has the best qualifications to
58
evaluate employee performance. Gauges maintained by the appearance like a
supervisor who serves as memory jogger and specific examples when rating. Ratings
2.5.1 Introduction
2004: 13), The performance is not affected by the learning organization, management
Five main dimensions of the learning organization that is 1) System thinking whose
essence is to consider all the problems from different angles and binding on members
vision. 4) Mental model essence is ambition for the truth here every member of the
organization is required to always carry out the duties under the rules and principles
59
correctly. 5) Personal mastery whose essence is existence in the middle of the group,
skills, availability and flexible use of the ability of outstanding (high potential) of
organization will obtain a workforce that has the motivation, commitment and extra
role behavior which in turn will have a positive impact on company performance.
Individual Innovative starting with the decline of ideas, it is production and use of new
ideas in several domains. Once people come up with ideas, then the individual is tied
into social activities find friends, supporters and sponsors or build a coalition of
supporters who provide the vital forces to realize the ideas. Scott and Bruce (in Cingoz
60
Figure 2.5 Performance triangle
each person in the organization doctor challenged to innovate for new service products
to gain a collective and formed self-development attitude change doctors for lifelong
providing services with a high commitment to innovate, will create a total quality
61
service which, in turn, the hospital will gain long-term benefits could be money or not
money as the reputation and good name of the hospital and doctor at the hospital.
Innovative behavior that is formed will familiarize physicians always look for
opportunities to create new service that has not been thought of before, dribbling doctor
habit to imagine the end of any plan of action to be performed, doctors are required to
make the priority in any action without harm other because it is always thinking wins,
then the doctors will understand the costumer in advance of the complaint before
instructing the customer, patient and family understand what has been done and doctor
will always foster togetherness with fellow doctors, nurses, another employee at the
hospital to realize the personal performance and the hospital, the doctor is also required
to develop knowledge and skills in their profession, and the sincerity of any doctor in
the hospital to express the problem and obstacles in providing the best performance
invite their colleagues and other employees to jointly also provide the best according to
the field.
2.6 Summary
Literature from previous studies have been reviewed through discussig the studys
to create the results that and patterns of new expansion, a collective aspiration is set
free, and people continue to learn how to work together. Hospitals that represent the
learning organization, which provides the widest opportunity for physicians to expand
62
its capacity in order to obtain a work truly desired and in accordance with the purpose
make sure every employee at all levels of the work is at the peak of its potential will
also open up opportunities for doctors to be able menunukkan best performance. When
the doctor obtains a seedbed of talent and empowerment of hospital management, then
it will give great good will for the doctor to be able to improve its performance. The
individuals who produce, introduce or apply new findings in the form of ideas or
solutions that benefit the organization. When doctors innovative behavior by constantly
working to make changes in order to achieve better results, then it will also boost the
63
CHAPTER III
METHODOLOGY
answering the research question. To confirm this, the research processes are described
to show the importance of understanding the research process and the need to select the
suitable approach for research. Therefore, the approaches, methods and techniques that
have been used in this research are discussed to give an acceptable explanation for the
adaptation of data collection and also analyzing the explorative research is present.
64
Secondly, sampling and population, developing instrument, collection of data and
fieldwork, reasons variables study, design of investigation and analyzing data of the
basis of hypotheses that the research will develop Theoretical framework offers the
conceptual foundation to proceed with the research and involves nothing more than
identifying the network of relationship among the variables considered important to the
This study was built with a conceptual framework for each variable as follows:
capacity to create the results really desired to nurture new ideas and patterns of
expansion, a collective aspiration is set free, and people continue to learn how to
work together.
2. Management of talent is a set of poses that are designed to ensure that all
65
performance management,total reward, career management, and creating a best
place to work.
apply new findings in the form of ideas or solutions that benefit at every level of
the organization.
Indicators: enthusiastic, doing activities that formally became his duty, helping
and cooperating with other employees, to follow the rules and procedures of the
Based on Figure 3.1 below, the conceptual framework shows the variables involve in
this study. Independent variable for this study is learning organization, talent
talent management
66
and innovative behavior
An order for the study variables can be measured, then operational in the form of
Item Amount
No Variable Indicator Scale Data
Statement Item
1 Learning Organization a. managerial commitment 1, 2,3 12 Likert Valid
(Jerez-Gomez, Cespedes- b. system perspective 4,5,6
Lorente, & Valle-Cabrera, c. Openness and 7,8,9
2005) experimentation
d. Transfer and integration 10,11,12
of knowledge
2 Talent Management a. Resources strategy 1, 2 18 Valid
3,4
(Smilansky, 2005) b. Policies and programs
withdrawal and
retention 5,6
7, 8
c. audit talents
9,10
d. development role
11,12
13,14
e. Talent relationship
15,16
management
17,18
f. performance
67
management
g. total Rewards
h. career management
facto, meaning that the data collected after the events in question took place (through).
Researchers took one or more effect (as the dependent variables) and examine the data
to look for the causes, mutual relationships with its meaning. The independent variables
techniques and sampling done randomly. Data collection using research instrument
information from a pupolation using sample taken from the ppulation, the researches
The data can then be processed and presented useful information that is the core
of quantitative analysis (Kuncoro, 2011: 3). To obtain the data, this study used a survey,
assessing a selected sample of the population to find the incidence, distribution, and
relative interrelation of the variables (Kerlinger & Lee, 2000: 660). Through the survey
obtained data, facts or information that can be used to describe and determine the
The research was done in the RSUP Adam Malik dan MTMH Hospital in Medan City,
North Sumatera. This Research beginning from January 2016 until March 2016. Begin
69
The population of the region consisting generalization of objects or subjects that have
certain qualities and characteristics defined by the researchers to learn and then drawn
conclusions (Sugiyono, 2009: 61). The population is all Adam Malik Hospital doctors
and Murni Teguh Memorial Hospital in Medan which amounted to 227 people, with
details of Adam Malik General Hospital and as many as 171 people Murni Teguh
the formula Slovin (Umar, 2006: 108) with an error margin of 5% is required sample
N
n =
1 + N(e)2
227
n =
1 + 227(0,05)2
n = 227/1,568
n = 145
Based on these calculations, the amount of the sample was 145 people at each hospital
seberannya seen in the following table.
70
Sampling was done randomly research proportional (proportionate random sampling)
The data collection of this study is using the questionnaire. According to Hadi (2002:
157), consideration of the use of the questionnaire is for the respondent or the sample is
a person who knows himself, what was stated by the subject (respondent) to researchers
is true and trustworthy, and interpretation of the subject of the question / statement filed
to the subject is the same as what is meant by the researcher. This means that through
the questionnaire can be achieved uniformity of meaning or purpose of each item in the
questionnaire statement. The questionnaire used was designed based on the Likert scale
with five alternative answers, namely: strongly agree / always (scored 5), agree / often
(by a score of 4), doubtful / rarely (scored 3), disagree / sometimes (by a score of 2) and
The questionnaire before being used to advance research tested for validity and
reliability through a test of 30 samples of the test instrument, sample test questioner not
added to the object of research. Validity test is done to see the extent of the accuracy
reliability test to see how far the measuring instrument can give results that are
relatively different when measurements were taken back to the same symptoms at
71
different times (Azwar, 2009 : 5). Therefore, data obtained from questionnaires with
Likert scale form is interval data, then test the validity of using the formula of Pearson
Product Moment Correlation, while the reliability test using Cronbach Alpha formula.
Test results validity of the items / item statement obtained from questionnaires trial
involving 30 respondents. If valid point statement said r count value> r table for n = 30
(.361). Value r count seen by Corrected Item Total Correlation values are summarized
72
Respondent
Items RCount rtabel Description
Amount (n)
73
The validity of the test results it appears that there are two items that are not
valid, is butir3 and butir5, because it has a value of r count <r table. While 10 other
While the reliability test results obtained Cronbach's Alpha value of 0.921. The
value (0.921)> 0.60, so the variable learning organization is reliable. Thus the variable
learning organization consisting of 10 items are valid and reliable statement so that used
for research.
Test results validity of the items / item statement for talent management variables are
summarized as follows:
Respondent
Number of
Amount Rcount rtable Descriptions
the Items
(n)
Items 1 30 0,885 0,361 Valid
Items 2 30 0,903 0,361 Valid
Items 3 30 0,910 0,361 Valid
Items 4 30 0,928 0,361 Valid
Items 5 30 0,876 0,361 Valid
Items 6 30 0,210 0,361 Un valid
Items 7 30 0,926 0,361 Valid
Items 8 30 0,937 0,361 Valid
Items 9 30 0,951 0,361 Valid
Items 10 30 0,892 0,361 Valid
Items 11 30 0,971 0,361 Valid
Items 12 30 0,941 0,361 Valid
Items 13 30 0,936 0,361 Valid
Items 14 30 0,044 0,361 Un valid
Items 15 30 0,865 0,361 Valid
Items 16 30 0,882 0,361 Valid 74
Items 17 30 0,869 0,361 Valid
Items 18 30 0,880 0,361 Valid
The validity of the test results it appears that there are two items that are not valid,
items 6 and items 14, because it has the count r <r table. While 16 other items valid
Meanwhile, the reliability test results obtained Cronbach's Alpha value of 0.978.
The value (0.978)> 0.60, so the talent management variables are reliable. Thus the
talent management variables consisting of 16 items are valid and reliable statement so
Test results validity of the items / item statement for innovative behavioral
75
The Amount
Number of of the
r count rtabel Description
Items Respondent
(n)
Item 1 30 0,422 0,361 Valid
Item 2 30 0,582 0,361 Valid
Item 3 30 0,663 0,361 Valid
Item 4 30 0,676 0,361 Valid
Item 5 30 0,821 0,361 Valid
Item 6 30 0,870 0,361 Valid
Item 7 30 0,728 0,361 Valid
Item 8 30 0,833 0,361 Valid
Item 9 30 0,781 0,361 Valid
Item 10 30 0,369 0,361 Valid
The validity of the test results it appears that all items are valid, because it has
the count r <r table. While the reliability test results obtained Cronbach's Alpha value of
0.907. The value (0.907)> 0.60, so innovative behavioral variables is reliable. Thus
innovative behavioral variables consisting of 10 items are valid and reliable statement
3.7.4 Performance
Test results validity of the items / item statement to the variable performance as follows:
76
Table 3.7 Performance Variable Validity of Test Results
The Amount
Number of of the
r count rtabel Description
Items Respondent
(n)
Item 1 30 0,810 0,361 Valid
Item 2 30 0,778 0,361 Valid
Item 3 30 0,656 0,361 Valid
Item 4 30 0,817 0,361 Valid
Item 5 30 0,844 0,361 Valid
Item 6 30 0,780 0,361 Valid
Item 7 30 0,845 0,361 Valid
Item 8 30 0,733 0,361 Valid
Item 9 30 0,683 0,361 Valid
Item 10 30 0,429 0,361 Valid
The validity of the test results it appears that all items are valid, because it has
the count r <r table. While the reliability test results obtained Cronbach's Alpha value of
0.907. The value of (0,929)> 0.60 so the variable performance is reliable. Thus the
performance variables consisting of 10 items are valid and reliable statement so that
Analysis of the data will be used in this research include descriptive statistical analysis
1. Descriptive statistics
Descriptive statistical analysis is used to describe each variable research that can
maximum and minimum scores (Sugiyono, 2012: 29-30) and is equipped with
2. Inferential Statistics
a random sample taken from the population (Noor, 2014: 45). Inferential
statistic analysis requires the classical assumption, among others: the normality
b. Regression and Chow Test was used to test the hypothesis 2, 3, and 4. The
78
Table 3.8: Interpretation Guideline Correlation Coefficient
Assesment of the effect between variables using path analysis model ( Path Analysis)
which aims to determine how the influence of the independent variables either directly
In this case :
a = Constant
= Coeeficient
Y = Performance Doctors
X1 = Learning Organization
X2 = Talent Management
X3 = Innovative behavior
e = Error
79
H0: pXuX1 = 0, meaning that there is no effect of exogenous variable (Xu) of the
Testing criteria : Rejected H0 if the calculated value is grater than value of table t ( T0 >
table ( n-k-1) )
CHAPTER IV
The following chapter begins by profile of respondents include: gender, age, status,
education, and length of employment . Then will be followed by answering the study
questions, and testing the study hypothesis after researcher collected the necessary data
through questionnaires.
The questionnaires are designed to gather information and data colection about
serious, rigorous, valid and realiable measuring tools to ensure that the result and
analysis are meaningfull. Our questionnaires has multiple interval on 5 points (Linkert
80
Scale) as : 1 ; strongly disagree, 2: disagree, 3: somewhat agree, 4: agree, 5: strongly
agree, and for the neutral ( I do not know ), 0 (missing data). We present the data
4. 1 Respondent Profile
In this section are presented the profile of respondents include: gender, age, status,
education, and long work. Respondents (sample) this study of 145 doctors with details
of 109 physician Adam Malik Hospital (AM) and 36 doctors of Teguh Murni Memorial
presented as follows:
4.1.1 Gender
Based on gender, frequency distribution (F) and percentage (%) of respondents are as
follows:
The majority of survey respondents are male. Overall (AM & MTMH), the
number of male respondents was 102 physicians (70.5%), with details of 78 (71.5)
MTMH. This shows that the composition of the physician in the department of AM and
respondent of male and female. This condition is due to the majority of respondents
were male. Circumstances to determine the effect of gender to the performance can be
seen from the Chi Square test. Here is testing the effect of gender on performance using
82
Table 4.2. Chi-Square Tests of gender
Asymp. Sig.
Value df (2-sided)
a
Pearson Chi-Square 10.220 12 .597
Likelihood Ratio 12.709 12 .391
N of Valid Cases 145
From the results of Chi Square test, p value = 0.597> 0.05, Ho is accepted,
doctors.
4.1.2 Age
Judging by the age level, frequency distribution (F) and percentage (%) of respondents
are as follows:
83
The majority of survey respondents aged 26-30 years. Overall (AM &
MTMH), the number of respondents aged 26-30 years are 53 doctors (36.5%), with
Figure 4.2 shows little difference between the performance of respondents by age. In
general, highest performance is the age of 26-30 years of age because it is the
determine the effect of age with the performance can be seen from the Chi Square test.
The following is the effect of age on performance testing using Chi Square test
84
Tabel 4.4 Chi-Square Tests of Age
From the results of Chi Square test, p value = 0.440> 0.05, Ho is accepted,
aimed to examine the relationship between age and performance of doctors showed that
4.1.3 Status
Judging from marital status, the frequency distribution (F) and percentage (%) of
respondents are as follows:
85
The majority of survey respondents have not married yet. Overall (AM &
MTMH), the number of respondents who are not married are 74 doctors (51.4), with
respondents are married are 71 doctors (48.6%), with details of 53 (48.2%) physicians
Dr AM and 17 (47.2) RS MTMH. This shows that the composition of the physician in
of the respondents are married with unmarried status. This condition is due to the
majority of respondents are already married who has experience higher compared
86
unmarried. Circumstances to determine the effect the status of the performance can be
seen from the Chi Square test. Here is testing the effect of marital status against
From the results of Chi Square test, p value = 0.188> 0.05, Ho is accepted, aimed to
examine the relationship between marital status with the performance of doctors
showed that no significant relationship between marital status with the performance of
doctors.
4.1.4 Educational
Judging by the level of education, distribution frequency (F) and percentage (%) of
respondents is as follows:
87
TOTAL 145 100 109 100 36 99,9
Most of the respondents of this study last educated S1. Overall (AM & MTMH),
and 7 (19.4) RS MTMH. Then educated S3 are 15 doctors (10.45), with details of 12
(11.1%) physicians Dr AM and 3 (8.3) RS MTMH. This shows that the composition of
the physician in the department of AM and RS MTMH majority still educated S1. That
the performance can be seen from the Chi Square test. Here is testing the effect of
Dari hasil uji Chi Square, p value = 0,211 > 0,05, Ho diterima, yang bertujuan
untuk menguji hubungan antara tingkat pendidikan dengan kinerja Dokter menunjukkan
bahwa tidak ada hubungan yang signifikan antara tingkat pendidikan dengan kinerja
dokter.
Judging is based on years of service, frequency distribution (F) and percentage (%) of
respondents is as follows:
89
Amount 145 100 109 100 36 100
Most of the respondents of this research work is less than or equal to 5 years.
Overall (AM & MTMH), the sum is 102 physicians (70.4%), with details of 77
90
Gambar 4.5 shows considerable differences in height between the respondents
respondents are still educated Bachelor Degree (S1), which still has a working period of
less than five years. Circumstances to determine the effect of work period with the
performance can be seen from the Chi Square test. Here is testing the effect of work
From the results of Chi Square test, p value = 0.620> 0.05, Ho is accepted,
aimed to examine the relationship between work period with the performance of doctors
showed that no significant relationship between work period with the performance of
doctors.
the research. Description of data is calculated based on descriptive statistics that include
the central tendency and distribution data. The central tendency include the lowest score
(minimum), the highest score (maximum), range of data (range), average (mean), the
mode (mode), and the median (median). While the distribution of data or dispersion
addition, it also presented categorization data for each study variable which consists of
91
the learning organization (X1), talent management (X2) and innovative behavior (X3)
and performance (Y). More results statistic descriptive test for each of the variables is
presented as follows:
Based on the calculation of validity for the learning organization variables obtained 10
valid items, so in theory the scores were in the range between 10 - 50. The lowest value
10 indicates multiplying never answer score (1) with a number of framed items (10),
while a score of 50 indicates multiplication of scores answer always (5) with a number
of framed items (10). Descriptive statistical analysis showed the following results:
Mean
33,46 34,10 31,53
Median
33,00 34,00 31,00
Mode
32 32 30
Std. Deviation
6,985 6,611 7,796
Variance
48,792 43,703 60,771
Range
40 40 40
Minimum
10 10 10
Maximum
50 50 50
obtained an average of 33.46, median = 33, mode = 32, standard deviation = 6.986,
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variance = 48.792, the lowest value and the highest = 10 = 50, so that range data = 40
(50-10). To determine the variable conditions, whether low, medium or high, use the
formula: The theoretical maximum score (50) - the minimum theoretical score (10): 3
= 13.3, in order to obtain three categories, namely: Low range score of 10-23, 3; Being
with the range of scores from 23.4 to 36.7; and High with a score range 36.8 - 50.
Given the value of the average (mean) score was 33.46 empirical. This value is
included in the medium category (23.4 to 36.7). It can be concluded that the learning
standard deviation = 6.661, variance = 43, 703, the lowest score and the highest = 10 =
50, so that the range of data = 40 (50- 10). To determine the condition of the learning
organization Dr AM, whether low, medium or high, use the formula: The theoretical
maximum score (50) - the minimum theoretical score (10): 3 = 13.3, in order to obtain
three categories, namely: Low range score 10 - 23.3; Being with the range of scores
from 23.4 to 36.7; and High with a score range 36.8 - 50. Given the value of the average
(mean) score was 34.10 empirical. This value is included in the medium category (23.4
mode = 30, standard deviation = 7.796, variance = 60.771, the lowest value and the
highest = 10 = 50, so that the range of data = 40 (50-10 ). To determine the condition of
the learning organization RS MTMH, whether low, medium or high, use the formula:
The theoretical maximum score (50) - the minimum theoretical score (10): 3 = 13.3, in
93
order to obtain three categories, namely: Low range score 10 - 23.3; Being with the
range of scores from 23.4 to 36.7; and High with a score range 36.8 - 50. Given the
value of the average (mean) score was 31.53 empirical. This value is included in the
medium category (23.4 to 36.7), so it can be concluded that the learning organization is
Based on the calculation of validity for talent management variables obtained 16 valid
items, so in theory the scores were in the range between 16 - 80. The lowest value 16
indicates multiplying never answer score (1) with a number of framed items (16),
while a score of 80 shows multiplication of scores answer always (5) with a number of
Mean
48,39 52,40 36,22
Median
49,00 52,00 36,00
Mode
48 48 38
Std. Deviation
12,285 10,621 8,391
Variance
150,919 112,799 70,406
Range
69 64 44
Minimum
11 16 11
Maximum
80 80 55
obtained an average of 48.39, median = 49, mode = 48, standard deviation = 12.285,
94
variance = 150.919, the lowest value and the highest = 11 = 80, so that range data = 69
(80-11). To determine the variable conditions, whether low, medium or high, use the
formula: The theoretical maximum score (80) - the minimum theoretical score (11): 3 =
23, to obtain three categories, namely: Low range score of 11-34; Being with the range
of scores from 34.1 to 57; and High with a score range 57,1- 80. Given the value of the
average (mean) score was 48.39 empirical. This value is included in the medium
category (34.1 to 57). It can be concluded that the talent management department of
standard deviation = 10.621, variance = 122.799, the lowest value and the highest = 16
= 80, so that the range of data = 64 (80-16) , To determine the variable conditions,
whether low, medium or high, use the formula: The theoretical maximum score (80) -
the minimum theoretical score (16): 3 = 21.3, in order to obtain three categories,
namely: Low range score of 16-37, 3; Being with the range of scores from 37.4 to 58.6;
and High with a score range 58.7 - 80. Given the value of the average (mean) score was
52.40 empirical. This value is included in the medium category (37.4 to 58.6), so it can
As for the RS MTMH values obtained an average of 36.22, median = 36, mode
= 38, standard deviation = 8.391, variance = 70.406, the lowest value and the highest =
11 = 55, so that the range of data = 44 (55-11) , To determine the variable conditions,
whether low, medium or high, use the formula: The theoretical maximum score (55) -
the minimum theoretical score (11): 3 = 14.7, in order to obtain three categories,
95
namely: Low range score of 11-25, 7; Being with the range of scores from 25.8 to 40.5;
and High with a score range 40.6 - 55. Given the value of the average (mean) score was
36.22 empirical. This value is included in the medium category (25.8 to 40.5), so it can
valid items, so in theory the scores were in the range between 10 - 50. The lowest value
10 indicates multiplying never answer score (1) with a number of framed items (10),
while a score of 50 indicates multiplication of scores answer always (5) with a number
of framed items (10). Descriptive statistical analysis showed the following results:
obtained an average of 32.80, median = 32, mode = 32, standard deviation = 6.708,
96
variance = 44.994, the lowest value and the highest = 10 = 50, so that range data = 40
(50-10). To determine the variable conditions, whether low, medium or high, use the
formula: The theoretical maximum score (50) - the minimum theoretical score (10): 3 =
13.3, in order to obtain three categories, namely: Low range score of 10-23, 3; Being
with the range of scores from 23.4 to 36.7; and High with a score range 36.8 - 50. Given
the value of the average (mean) score was 32.80 empirical. This value is included in the
medium category (23.4 to 36.7). It can be concluded that the innovative behavior and
standard deviation = 6.542, variance = 42.795, the lowest value and the highest = 10 =
50, so that the range of data = 40 (50-10) , To determine the condition of the learning
organization Dr AM, whether low, medium or high, use the formula: The theoretical
maximum score (50) - the minimum theoretical score (10): 3 = 13.3, in order to obtain
three categories, namely: Low range score 10 - 23.3; Being with the range of scores
from 23.4 to 36.7; and High with a score range 36.8 - 50. Given the value of the average
(mean) score was 33.04 empirical. This value is included in the medium category (23.4
mode = 32, standard deviation = 7.236, variance = 52.364, the lowest value and the
highest = 14 = 50, so that the range of data = 36 (50-14 ). To determine the condition of
the learning organization RS MTMH, whether low, medium or high, use the formula:
score of the theoretical maximum (50) - score of the theoretical minimum (14): 3 = 12,
97
to obtain three categories, namely: Low range score of 14-26 ; Being with the range of
scores from 26.1 to 38; and High with a score range 38.1 - 50. Given the value of the
average (mean) score was 32.08 empirical. This value is included in the medium
category (26.1 to 38), so that it can be concluded that the behavior of physicians
4.2.4 Performance.
Based on the calculation of validity for performance variables obtained 10 valid items,
so in theory the scores were in the range between 10 - 50. The lowest value 10 indicates
multiplying never answer score (1) with a number of framed items (10), while a score
of 50 indicates multiplication among scores answer always (5) with a number of framed
98
Descriptive analysis showed that overall for the performance of doctors Dr AM
& RS MTMH values obtained an average of 46.51, median = 47, mode = 50, standard
deviation = 3.109, variance = 9.668, the lowest value and the highest = 12 = 50 , so
that the range of data = 38 (50-12). To determine the variable conditions, whether low,
medium or high, use the formula: The theoretical maximum score (50) - the minimum
theoretical score (12): 3 = 12.6, in order to obtain three categories, namely: Low range
score of 12-24, 6 Medium with scores range from 24.7 to 37.2; and High with a score
range 37.3 - 50. Given the value of the average (mean) score was 46.51 empirical. This
value is included in the high category (37.3 to 50). It can be concluded that the
median = 47, mode = 50, standard deviation = 2.858, variance = 8.168, the lowest
value and the highest = 12 = 50, so that the range of data = 38 (50- 12). To determine
the variable conditions, whether low, medium or high, use the formula: The theoretical
maximum score (50) - the minimum theoretical score (12): 3 = 12.6, in order to obtain
three categories, namely: Low range score of 12-24, 6 Medium with scores range from
24.7 to 37.2; and High with a score range 37.3 - 50. Given the value of the average
(mean) score was 46.79 empirical. This value is included in the high category (37.3 to
45.67, median = 46, mode = 50, standard deviation = 3.688, variance = 13,600, the
lowest value and the highest = 11 = 50, so that the range of data = 39 (50- 11). To
99
determine the variable conditions, whether low, medium or high, use the formula: The
theoretical maximum score (50) - the minimum theoretical score (11): 3 = 13, to obtain
three categories, namely: Low range score of 11-24; Being with the range of scores
from 24.1 to 37; and High with a score range 37.1 - 50. Given the value of the average
(mean) score was 45.67 empirical. This value is included in the high category (37.1 to
50), so that it can be concluded that the performance of doctors in MTMH is high.
Classic assumption test results performed with SPSS version 20 is presented as follows:
Normality test aims to determine the distribution of the residual. Is a good model that
has residual normal distribution test for normality using the Kolmogorov-Smirnov
DESCRIPTION AM MTMH
X1 Y:
Test Statistic
0,078 0,122
Asymp. Sig.
0,098 0,195
X2 Y:
Test Statistic
0,066 0,104
Asymp. Sig.
0,200 0,200
X3 Y:
Test Statistic
0,072 0,079
Asymp. Sig.
0,200 0,200
100
Normality test regression model X1 to Y to Adam Malik Hospital (AM)
obtained test statistic of 0.078 with asymp value. sig 0.098> 0.05, so that the model has
a residual normal distribution. For RS Pure True Memorial Hospital (MTMH) obtained
test statistic of 0.122 with asymp value. sig 0.195> 0.05, so that the model has a
obtained test statistic of 0.066 with asymp value. sig 0.200> 0.05, so that the model has
a residual normal distribution. For RS Pure True Memorial Hospital (MTMH) obtained
test statistic of 0.104 with asymp value. sig 0.200> 0.05, so that the model has a
obtained test statistic of 0.072 with asymp value. sig 0.200> 0.05, so that the model has
a residual normal distribution. For RS Pure True Memorial Hospital (MTMH) obtained
test statistic of 0.079 with asymp value. sig 0.200> 0.05, so that the model has a
Test the equality of two variances are used to test whether or not a homogeneous
101
DESCRIPTION AM MTMH
Y on X1
Levene Statistic
1,317 1,486
Sig.
0,199 0,219
Y on X2
Levene Statistic
1,424 0,831
Sig.
0,127 0,598
Y on X3
Levene Statistic
1,369 1,566
Sig.
0,169 0,196
statistic of 1.317 with sig. 0.199> 0.05, meaning that the data homogeneous. For RS
Pure True Memorial Hospital (MTMH) obtained levene statistic of 1.486 with sig.
statistic of 1.424 with sig. 0.127> 0.05, meaning that the data homogeneous. For RS
Pure True Memorial Hospital (MTMH) obtained levene statistic of 0.831 with sig.
statistic of 1.369 with sig. 0.169> 0.05, meaning that the data homogeneous. For RS
Pure True Memorial Hospital (MTMH) obtained levene statistic of 1.566 with sig.
DESCRIPTION AM MTMH
Y on X1
F Tuna Appropriate
1,289 0,774
Sig.
0,196 0,690
Y on X2
F Tuna Appropriate
1,148 1,578
Sig.
0,309 0,178
Y on X3
F Tuna Appropriate
1,415 0,658
Sig.
0,128 0,798
Linearity test Y on X1 for Adam Malik Hospital (AM) obtained F match tuna
(deviation from linierity) amounted to 1,289 with sig. 0.196> 0.05, meaning a linear
regression model. For RS Pure True Memorial Hospital (MTMH) suitable tuna
obtained F (deviation from linierity) amounted to 0.774 with sig. 0.690> 0.05, meaning
(deviation from linierity) amounted to 1,148 with sig. 0.309> 0.05, meaning a linear
regression model. For RS Pure True Memorial Hospital (MTMH) suitable tuna obtained
F (deviation from linierity) amounted to 1.578 with sig. 0.178> 0.05, meaning a linear
regression model.
103
Linearity test Y on X3 to Adam Malik Hospital (AM) obtained F match tuna
(deviation from linierity) amounted to 1.415 with sig. 0.128> 0.05, meaning a linear
regression model. For RS Pure True Memorial Hospital (MTMH) suitable tuna
obtained F (deviation from linierity) amounted to 0.658 with sig. 0.798> 0.05, meaning
absence of heteroskedasticity in a model can be seen with the image pattern Scatterplot.
The result of hypotheses testing is done with SPSS version 20 is presented as follows:
Diagram Jalur
Learning Organization
(X1) P2.1
P1.1
Innovative Behavior
(X3)
P1.3 P2.2
P2.3
P4
Description : P3
variable (Y1).
- P2 show the direct influence of the independent variables on the dependent variable
(Y2).
- P3 shows the simultaneous effect of independent variables on the dependent
variable (Y1).
- P4 shows the simultaneous effect of independent variables on the dependent
variable (Y2).
4.4.1 The Differences of Doctors Performance in RSUP Adam Malik and Murni
doctors Dr Adam Malik (AM) and the RS Murni Teguh Memorial Hospital (MTMH) is
presented as follows:
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Looks mean (average) performance of doctors Dr AM is 46.79, while the
performance of doctors in RS MTMH at 45.67. The mean value for the performance of
doctors in AM was slightly higher than the performance of doctors RS MTMH. With
Table 4.19 The Amount of t count of The Differences of Doctors Performance in RSUP Adam Malik
and Murni Teguh Memorial Hospital
T value obtained was 1,668 and the significance value = 0.102. Therefore
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4.4.2 Differences Influence on Performance of Learning Organization of Doctors
in AM and MTMH
of doctors who performed with the SPSS program are summarized in the following
table.
From these results, overall (AM & MTMH), it appears the correlation
5.303. Correlation coefficient of 0.405 indicates a mild condition, while the value of the
16.4% to the performance of doctors. While the t value (5.303)> ttable value at = 0.05
for n 145 = 1.645 showed the existence of positive and significant impact on the
performance learning organizations Adam Malik Hospital doctors and Murni Teguh
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For RS AM, seemed the correlation coefficient (R) = 0.366, coefficient of
value (4.071)> t table at = 0.05 for n 109 = 1.665 showed a positive and significant
value (2.854)> t table at = 0.05 for n 36 = 1.690 showed a positive and significant
Memorial Hospital.
Fvalue =
Description:
RSSR: Restricted Residual Value Sum of Square
Fvalue =
= 0,96
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R 0,402 0,364 0,484
R Square 0,161 0,133 0,235
Tvalue 5,248 4,047 3,229
ttable 1,645 1,665 1,690
Fvalue 27,536 16,375 10,426
Ftable 3,07 3,19 3,27
Residual 1167,410 765,065 364.291
From these results, overall (AM & MTMH), it appears the correlation
5.248. Correlation coefficient of 0.402 indicates a mild condition, while the value of the
the performance of doctors. While the t value (5.248)> t table at = 0.05 for n 145 =
talent Adam Malik Hospital doctors and Murni Teguh Memorial Hospital doctor.
indicates the condition is low, while the value of determination coefficient of 13.3 %
the t value (4.047)> table value at = 0.05 for n 109 = 1.665 showed a positive and
doctor.
(3.229)> ttable value at = 0.05 for n 36 = 1.690 showed the existence of positive and
Hospital doctors.
Chow Test test results using the same formula as above obtained calculated F
value of = 2.38. F count (4,03) <F table (2.38), so it can be concluded that there is no
doctor who performed with the SPSS program are summarized in the following table.
From these results, overall (AM & MTMH), it appears the correlation
5.283. Correlation coefficient of 0.404 indicates a mild condition, while the value of the
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coefficient of determination of 16.3% shows the innovative behavior contributed 16.3%
to the performance of doctors. While the t value (5.283)> t table at = 0.05 for n 145 =
behavior Adam Malik Hospital doctors and talent Murni teguh Memorial Hospital
doctors.
indicates the condition is low, while the value of the coefficient of determination of
While the t value (3.878)> t table at = 0.05 for n 109 = 1.665 showed a positive and
doctor.
indicates a mild condition, while the coefficient of determination of 26% shows the
innovative behavior contributed 23.5% to the performance of doctors. While the t value
(3.454)> t table at = 0.05 for n 36 = 1.690 showed a positive and significant impact on
Chow Test result using the same formula as above obtained calculated F value
of = 2.44. F count (2.44) <F table (3.07), so it can be concluded that there is no
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4.5 Discussion
The results of this study indicate that Adam Malik physician performance conditions
only slightly better than the performance of doctors in Murni Teguh Memorial
performance of doctors in Adam Malik and the performance of doctors in Murni Teguh
have the same job description in conducting medical practice, whether it was in a
government hospital or a private hospital. In fact, it is not rare that a doctor working in
government hospitals and private hospitals as well. In Indonesia, the doctor is possible
allows to have the same performance when working in government hospitals such as
Adam Malik Hospital and private hospitals such as RS steadfast Memorial Hospital.
physicians learning organizations, either doctor or physician Adam Malik Hospital and
Murni Teguh Memorial Hospital. This proves that the learning organization is important
(public) and doctor working in a private hospital. This finding is consistent and
performance, among others, performed by Koohang, Harman and Britz (2008: 157);
Koohang, Harman and Britz (2008: 157); Skerlavaj (2003), Dimovski & Skerlavaj
(2005), Skerlavaj et al. (2007); Dimovski (2006); and Yuhee & Takeuchi (2010).
not much different, ie 13.4% for the Adam Malik Hospital and 19.3% for RS Murni
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Teguh Memorial Hospital. Learning organization's contribution to the performance of
doctors in Murni Teguh Memorial Hospital a little bigger than in Adam Malik Hospital.
This meant that learning organizations better determine the amount of variations in
differences were not significant for two hospitals. This suggests that in both the hospital
The results of this study also found a significant effect on the performance of
physicians talent management, both doctors at Adam Malik Hospital and physicians at
Murni Teguh Memorial Hospital. This proves that it is important to build their talent
(state) as well as a doctor in a private hospital. This finding is consistent and therefore
others, performed by Kehinde (2012) as well as Katili, Wahyuni and Wildfire (2015).
Talent management contributed to the performance of doctors in two hospitals are not
much different, ie 13.3% for the Adam Malik Hospital and 23.5% for Murni Teguh
Memorial Hospital Teguh greater than at Adam Malik Hospital. This meant that talent
with the MTMH and Adam Malik Hospital. This empirical fact suggests that talent
was not significant influence for both hospitals. That is, the talent management role in
shaping and improving the performance of doctors in two hospitals tend to be the same.
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In addition, the results of this study also proves the existence of a significant
important and vital to build and improve the performance of doctors, both doctors in
consistent and therefore supports previous studies on the effect on the performance
of the innovative behavior among other things made by Aryee et al (2012), Janssen,
et al (2004), Marques & Ferreira (2009), and gunday et al. (2011). Contributions
same, namely 12.3% for AM Hospital and 26% for MTMH Teguh Memorial
greater than at Adam Malik Hospital. This gives a more innovative behavior magna
MTMH and physician AM Hospital. This condition implies that the behavior
to Adam Malik Hospital doctor (public hospitals). However, the difference was not
significant influence. This suggests that the role of innovative behavior in shaping
and improving the performance of doctors in two hospitals tend to be the same.
Malik Hospital as government hospitals / country. Empirical facts show that the
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gives meaning to the performance of doctors at MTMH than doctors Adam Malik
CHAPTER V
5.1. Conclusions
Based on the research that has been presented in the previous chapter can be
summarized as follows:
and doctors performance in True Memorial Hospital, but Adam Malik Hospital
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2. There is no difference in the effect of organizational learning on the performance
Memorial Hospital.
Adam Malik Hospital doctors and doctors in Murni Teguh Memorial Hospital,
but the talent management and significant positive effect on the performance of
Adam Malik Hospital doctors and doctors in Murni Teguh Memorial Hospital.
Adam Malik Hospital doctors and doctors in Murni Teguh Memorial Hospital,
but the innovative behavior positive and significant effect on the performance of
doctor, both Adam Malik Hospital doctors and doctors at Memorial Hospital
Teguh.
5.2. Recomendation.
create the best place to work. In this framework, a director or manager of human
3. Innovative Behavior Adam Malik Hospital doctors and Murni Teguh Memorial
modifications creatively.
4. Do research continued with the same approach, but using the unit of analysis is
more and variety along with more detailed analysis such as structural analysis
qualitative approach in order to dig deeper through Focus Group Discussion and
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