HUMAN CAPITAL DEVELOPMENT STRATEGY AT PT HAKAASTON IN ACCOMODATING THE DIFFERENT CHARACTERISTIC OF GENERATION X AND Y BASED ON EMPLOYEE ENGAGEMENT ATTITUDES
n order to successfully survive and compete in the business world, the corporate organization needs employees who have positive motivation and attitude as well as high performance in performing the work according to the standards set by the company. This positive behavior is known as employee eng...
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| Format: | Theses |
| Language: | Indonesia |
| Subjects: | |
| Online Access: | https://digilib.itb.ac.id/gdl/view/64534 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | n order to successfully survive and compete in the business world, the corporate
organization needs employees who have positive motivation and attitude as well as
high performance in performing the work according to the standards set by the
company. This positive behavior is known as employee engagement attitude
towards the company.
PT Hakaaston, as subsidiary of PT Hutama Karya Group, realizes that the need for
highly motivated employees or human resources can contribute to the company’s
development and become an important factor in the development of the business
itself.
The demographic data of PT Hakaaston employees shows a combination of two
generations, namely generation X and generation Y. Each generation makes
different attitudes and work experiences according to the characteristics of each
generation. As the result, there may be obstacles due to the generation gap in
performing daily work tasks. It is the challenge for human capital management to
make the right strategy in integrating human resources from different generations
within a company based on the employee engagement attitude in both generations.
Interviews with the two generations were conducted as an initial effort to find out
the existence of a generation gap between Generation X and Generation Y and to
know the importance of engagement as an attitude that is expected to be able to
reduce the generation gap. The interviews became an evaluation material to
identify and complete the steps needed to create and improve programs that have
been and will be implemented by the company. Based on the analysis and realizing
the existing challenges, a sustainable human resource transformation plan in
accordance with the company’s vision and mission is expected to address the
generation gap and increase the level of involvement of both generations in the
company.
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