A PROPOSED KNOWLEDGE MANAGEMENT SYSTEM TO OVERCOME ISSUES RELATED TO FAST-PACED JOB ROTATION, CASE OF PERUM BULOG’S DIRECT/ RETAIL SALES DIVISION

• Main Author: Aswadini, Permata
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/49247
• Institution: Institut Teknologi Bandung

Employee transfers or job rotation is when the employee is rotated at different positions to obtain competency in various functional areas of the organization. Job rotation is useful for employees in developing skills and broadens internal understanding related to the company, to increase efficiency and human resource capital investment. The main objective of job rotation is about settling employees at the right place where they can deliver the maximum results. Perum BULOG has conducted the realization of employee transfers programs in the form of rotation, demotion, and promotion of 2,440 head office and regional divisions employees in 2018, included at direct/ retail sales division, which plays a role in the Business to Consumer (B2C) channel in conducting commodity trade activities. In addition, to generate profits, commodity trading activities are also to carried out a noble mission in the context of the stability of staple food prices at the customers and producers level. A large number of players in these activities require direct/ retail sales division to be able to attract the market by maintaining the company's competitive advantage, while the business and its environment is constantly changing. The company is required to ensure that employee productivity will not decrease due to the job rotation program that has been conducted regularly and fast. Job rotation that occurs in this division tends to take place quickly. This fast-paced job rotation made the knowledge of previous employees will be lost and untraceable because it is not well managed and documented yet, then affect the new employees who replace them will facing difficulties and confusion in conduct their job. The knowledge transfers will also be done ineffectively and the handover that was supposed to be done quickly became unorganized due to overlapping jobs. It causes a good knowledge management system is very important to be applied in this division. Knowledge needs to be seen as a valuable and strategic source to increase the competitive advantages of the company. This research aims to identify and propose a knowledge management system to overcome issues related to fast-paced job rotation in the direct/ retail sales division of Perum BULOG to improve the company's performance. Author used the knowledge management framework in the term of PPT framework and SECI Model as the tools that will help author in achieving the aim of this research. Qualitative method is applied in this research, by using primary data and secondary data. Primary data used in this research is obtained from observation and semi-structured interview findings when author was still an intern in the company, while secondary data is obtained from public documents of the company (annual report and company website), private documents (division's organization structure and job descriptions) of the company, related journals, and textbooks. Author finds that there are three main aspects of the root causes of knowledge transfer issues related to fast-paced job rotation in direct/ retail sales division, such as people, process, and technology, then classified which root causes that can be resolved by knowledge management. Afterward, author addressed people, process, and technology issues into a PPT framework, then used the SECI Model to proposed knowledge conversion modes by highlighting the interplay of both tacit and explicit knowledge. Lastly, the division will be able to implement the knowledge management system as proposed to encourage employees, included rotated employees, to apply their knowledge for the benefit of the organization, so that competitive advantage and service excellence will be achieved.