EFFECTIVENESS VALUE TRANSFORMATION PROCESS FROM CENTRE TO BRANCH OFFICE IN PT. PERTAMINA Case Study in Unit Pemasaran III Pertamina Cabang Bandung

• Main Author: Petrin Kristanti (NIM 291 05 038), Rosalin
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/6714
• Institution: Institut Teknologi Bandung

Abstract : <br /> <br /> <br /> <br /> <br /> In order to execute UU Migas No.22 tahun 2001, Pertamina will change its law form from State Corporate based on UU No.8 tahun 1971 into Private Corporate. With the change of this law, there are some changes in Pertamina include the corporate values in Pertamina. These values expressed in FIVEM component (Focus, Integrity, Excellence, Mutual Respect). <br /> <br /> <br /> <br /> <br /> FIVEM values socialization has been done in 2002 by Human Resource management team from Unit Pemasaran III with various methode like seminary, workshop, and with all media that has facilitate in the office like poster, display, film, presentation. The socialization process has been done in one year until 2003. From that process theres a question abaout the effectivity change process that have been done, that is wether the FIVEM values that have been expected has socialized and done effectively. <br /> <br /> <br /> <br /> <br /> In this theses have been developed a framework to assessed the effectivity process. From the framework that have been done it can be conclude that management supportive shown with methode from early corporate values socialization until today always been remember from media, meeting, or work program that been done every day. The message about FIVEM values socialization and accepted well by employees in the branch by the media in the office and with a simple languange and easy to understand. The employees in the branch office always support with every program that the center wanted to branch to do it. This has been shown from the work evaluation from every employees and program target that showed from every end program evaluation. Communication process is not bureucrative anymore between boss and employees. The indicator such as SMK (Sistem Manajemen Kinerja) that have been done every year, branch employees assessment and coordination meeting periodically has been used as an indicator effectively in UPms III Bandung branch office to see whether the target of the working plan is has been achieved or not. <br />