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7/29/2019 PT Drydock (Diversity in Organization Case Study)
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DATA
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Perusahaan tidak menerapkan undang-undang yang mengatur dengan jelas
perekrutan tenaga kerja oleh Investasi Asing di Indonesia. Selain itu sistem kerja
yang diantaranya meliputi sistem pengupahan yang dimuat pada Pasal 45 Huruf a
dan b UU Ketenagakerjaan No 13/2003 tidak diterapkan.
Gaji dan Fasilitas (Perbedaan antara TKA dan TKI)
Buruh Indonesia mayoritas ditempatkan di bagian pesuruh dan pertukangan
sedangkan level mandor dan penyelia sebagian diisi buruh asing.
Outsourcing
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Tahap pertama yang terjadiadalah potensipertentangan atau ketidakselarasan.
perbedaan gaji antara tenaga kerja Indonesia
dan Asing yang jauh sekali, perbedaan
fasilitas, tunjangan-tunjangan dan
pemotongan gaji oleh outsource.
Tahap kedua yang terjadi adalahkonflik yang
dipersepsi dan dipersonalisasi
Tahap ketiga adalahMaksud (Intentions),
adalah tahap dimana mereka memutuskan
untuk bertindak tertentu.
Tahap keempat adalah Perilaku yang meliputipernyataan, aksi, dan reaksi yang dibuat oleh
masing-masing pihak
Tahap kelima adalah akibat disfungsional
yaitu suatu konsekuensi destruktif dari konflik
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Komunikasi
StrukturOrganisasi, kejelasan yurisdikasi,
keserasian antara anggota dengan
tujuan, sistem imbalan dan gaya
kepemimpinan.
VariabelPribadi
Ketidakmatangan intelektual, emosi dan
spiritual quotient
Kelompok Asal (Negara, Daerah, Etnik)
Stereotype
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Clarifying Rules & Procedures
Reducing Differentiation
Structural ReviewImprove Comm &
UnderstandingMentoring & Training
Events
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The Increasing Diversity of the
Workforce and the Environment
Diversity
Differences among people in age,gender, race, ethnicity, religion, sexual
orientation, socioeconomic background,and capabilities/disabilities
Diversity Concerns and Issues The ethical imperative for equal
opportunity
The illegality of unfair treatment
Diversitys positive effect onorganizational performance
The continuing bias toward diverseindividuals
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Perception
Perception
The process through which people select,
organize, and interpret what they see, hear, touch,
smell, and taste to give meaning and order to theworld around them.
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Perception (contd)
Perception as a Determinant of Unfair
Treatment
Stereotype
Simplistic and often inaccurate beliefs about the typical
characteristics of particular groups of people
Bias
The systematic tendency to use information aboutothers in ways that result in inaccurate perceptions
Types of biases: similar-to-me, social status, salience
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How to Manage Diversity
Steps in Managing Diversity Effectively
Secure top management commitment
Strive to increase the accuracy of perceptions
Increase diversity awareness Increase diversity skills
Encourage flexibility
Pay close attention to how organizationalmembers are evaluated
Consider the numbers
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Copyright McGraw-Hill. Allrights reserved.
413
How to Manage Diversity (contd)
Steps in Managing Diversity Effectively(contd)
Empower employees to challenge
discriminatory behaviors, actions, and remarks
Reward employees for effectively managing
diversity
Provide training utilizing a multipronged,
ongoing approach
Encourage mentoring of diverse employees
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Copyright McGraw-Hill. Allrights reserved.
414
How to Manage Diversity (contd)
Mentoring A process by which an experienced member of
an organization (the mentor) provides advice
and guidance to an less experienced member
(the protg) and helps the less experienced
member learn how to advance in the
organization and in his or her career.
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