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dc.contributor.advisorIskandarini
dc.contributor.advisorAbsah, Yeni
dc.contributor.authorPasaribu, Kevin Manfield Anderson
dc.date.accessioned2025-07-31T02:01:41Z
dc.date.available2025-07-31T02:01:41Z
dc.date.issued2025
dc.identifier.urihttps://repositori.usu.ac.id/handle/123456789/107911
dc.description.abstractHuman Resources (HR) are a key factor in the success of an organization, including companies. In the context of outsourced labor, the main challenge is to enhance productivity and employee engagement to achieve a balance between organizational and worker interests. PT Perkebunan Nusantara IV Regional II has experienced a decline in outsourced labor performance in terms of productivity, employee engagement, communication effectiveness, employee relations, and work atmosphere. Therefore, this study aims to analyze internal and external factors affecting outsourced labor performance and formulate appropriate performance improvement strategies. This study employs a qualitative method with data collection conducted through open-ended questionnaires completed by 25 outsourced workers and 1 permanent employee. The questionnaire was designed to explore in depth the respondents' views, experiences, and perceptions regarding the implementation of Outsourcing policies. The data were analyzed using The Strategy Formulation Analytical Framework, which includes the identification of internal and external factors, strategy formulation, and thematic analysis to develop relevant strategies. Data validity was ensured through source triangulation and contextual interpretation of the respondents' answers The Focus Group Discussion with permanent employees resulted in five priority strategies: strengthening employee Resilience and self-confidence by creating a supportive Work Environment and providing positive reinforcement and guidance; enhancing focus and adaptability through external motivation from supervisors and fair Reward Systems; improving communication and collaboration skills to facilitate coordination and prevent team conflicts; increasing work efficiency and timeliness by offering fair recognition and appreciation as a form of work motivation; and developing stress management and concentration skills to reduce pressure and distractions amid limited guidance and development opportunities.en_US
dc.language.isoiden_US
dc.publisherUniversitas Sumatera Utaraen_US
dc.subjectOutsourced Laboren_US
dc.subjectPerformanceen_US
dc.subjectStrategyen_US
dc.titleStrategi Kinerja Alih Daya (Outsourcing) PT Perkebunan Nusantara IV Regional IIen_US
dc.title.alternativeOutsourcing Performance Strategy PT Perkebunan Nusantara IV Regional IIen_US
dc.typeThesisen_US
dc.identifier.nimNIM237007061
dc.identifier.nidnNIDN0005056407
dc.identifier.nidnNIDN0023117403
dc.identifier.kodeprodiKODEPRODI61102#Magister Manajemen
dc.description.pages91 Pagesen_US
dc.description.typeTesis Magisteren_US
dc.subject.sdgsSDGs 8. Decent Work And Economic Growthen_US


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