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BAB I PENDAHULUAN 1.1 Gambaran Umum Objek Penelitian 1.1.1 Profil PT. Jalan Tol Lingkar Luar Jakarta PT. Jalantol Lingkar Luar J

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BAB I PENDAHULUAN 1.1 Gambaran Umum Objek Penelitian 1.1.1 Profil PT. Jalan Tol Lingkar Luar Jakarta PT. Jalantol Lingkar Luar J BAB I PENDAHULUAN 1.1 Gambaran Umum Objek Penelitian 1.1.1 Profil PT. Jalan Tol Lingkar Luar Jakarta PT. Jalantol Lingkar Luar Jakarta yang selanjutnya disebut PT. JLJ, merupakan anak perusahaan PT. Jasa Marga (Persero) Tbk yang didirikan pada tanggal 22 Desember 2000. PT. JLJ bergerak dibidang Jasa Manajemen Layanan Transaksi, Jasa Manajemen Layanan Lalu Lintas dan Jasa Manajemen Layanan Pemeliharaan Jalan Tol. Sejak Awal Berdiri, PT. JLJ dipercaya oleh PT. Jasa Marga (Persero) untuk mengoperasikan Jakarta Outer Ring Road (JORR) sepanjang 45 KM yang membentang mengelilingi Kota Jakarta mulai dari Ulujami - Pondok Pinang - TMII Junction - Cikunir - Cakung - Rorotan. no Kode Wilayah Daerah Provinsi 1 Wilayah 1 Pondok Ranji Banten DKI 2 Wilayah 2 Pesanggarahan jakarta DKI 3 Wilayah 3 Pasar Rebo jakarta Jawa 4 Wilayah 4 Jatiasih Barat Jawa 5 Wilayah 5 Cikunir barat Jawa 6 Wilayah 6 Bintara Barat Tabel 1.1 Persebaran Wilayah Operasi JORR PT.JLJ Sumber : Data Internal Perusahaan ( didapatkan tanggal 28 januari 2015) Seiring bergulirnya waktu, saat ini PT. JLJ telah tumbuh dan berkembang menjadi Perusahaan Operator Jalan Tol yang dipercaya oleh Investor Jalan Tol selaku pemilik konsesi dari Pemerintah untuk mengoperasikan beberapa ruas tol di Indonesia. Sejak 2014, PT. JLJ diberikan kepercayaan oleh PT. Jasa Marga (Persero) untuk mengelola wilayah cluster yang sebelumnya dikelola oleh PT. Jasa Marga (Persero). Karyawan wilayah cluster bekerja di luar wilayah JORR. 1 Karyawan di wilayah cluster berjumlah 2194 karyawan. Semenjak wilayah cluster menjadi wilayah operasi PT. JLJ, jumlah karyawan pun bertambah menjadi 3316. Dengan spesifikasi 1122 karyawan pusat yang berada di wilayah JORR, dan 2194 wilayah cluster yang berada di luar wilayah JORR. No Wilayah Jumlah Karyawan 1 Pusat 1122 2 Cluster 2194 Total 3316 Tabel 1.2 Jumlah Karyawan PT. JLJ Sumber: Data internal perusahaan (didapatkan tanggal 28 Januari 2015) Pada awal berdirinya, PT. JLJ direncanakan sebagai bagian dari Sistem Jalan Tol Jakarta - Jawa Barat (Jakarta - West Java Tollway System) dan diharapkan dapat berfungsi sebagai berikut : Membantu mengurangi lalu lintas kota; Melengkapi jaringan jalan-jalan tol radial dan lingkar Jakarta; Menunjang perbaikan tata guna lahan di DKI, Tangerang, Bekasi; dan Memperlancar transportasi dari dan ke pelabuhan Tanjung Priok dan Bandara International Soekarno - Hatta Jalan Tol JORR sangat strategis bagi sistem jaringan jalan arteri Jabotabek dan merupakan bagian penting dari Sistem Jalan Tol Jakarta - Jawa Barat, dan bersama-sama Jalan Tol Dalam Kota Jakarta akan dapat berfungsi mendistribusikan lalu lintas Jakarta dan sekitarnya. ( Sumber: http://www.jlj.co.id/id/about-us ). Sesuai dengan penambahan wilayah kerja PT. JLJ sejak tahun 2014, 4 rencana diatas pun menyesuaikan dengan penambahan tugas perusahaan. 1.1.2 Visi Misi PT. JLJ a. Visi Menjadi perusahaan yang terpercaya, dalam menjalankan usaha di bidang pengoperasian jalan tol. 2 b. Misi 1) Mengelola perusahaan secara profesional, terbuka, dan mematuhi peraturan perundangan yang berlaku untuk menghasilkan kinerja yang ekselen. 2) Meningkatkan nilai tambah dan kinerja finansial perusahaan dengan memperhatikan efisiensi biaya dan efektifitas program. 3) Memberikan jasa pengoperasian yang bermutu tinggi serta menerapkan aspek Keselamatan dan Kesehatan Kerja (K3) dalam pelaksanaannya. 4) Melakukan perbaikan berkesinambungan di semua aspek dengan mengedepankan pembelajaran tenaga kerja dan pembelajaran organisasi, dalam rangka membangun perusahaan yang tumbuh dan berkembang. 1.1.3 Logo Gambar 1.1 Logo PT. JLJ Sumber : www.jlj.co.id 3 1.1.4 Struktur Organisasi Gambar 1.2 Struktur Organisasi PT. JLJ Sumber: http://www.jlj.co.id/profil-perusahaan/struktur-organisasi-a-fungsional (diakses pada 16 Juni 2015) Selain struktur organisasi yang dipaparkan dalam gambar 1.2, PT. JLJ juga memiliki 15 wilayah di bawah Subdiv Manajemen Pengumpulan Tol. Dalam masing-masing wilayah terdapat jabatan-jabatan fungsional lainnya seperti Kepala Gerbang, Kepala Shift, dll. 1.1.5 Tata Nilai Organisasi Dalam menjalankan bisnisnya, PT. JLJ memiliki tata nilai Organisasi yang harus dipahami oleh seluruh karyawannya. Adapun tata nilai Organisasi yang dimiliki oleh PT. JLJ adalah sebagai berikut : 1. FOKUS PELANGGAN : Memberikan pelayanan yang melampaui. 4 2. PROFESIONAL : Memiliki kompetensi yang dapat diandalkan dan berkomitmen memberikan kinerja terbaik. 3. INTEGRITAS : Memiliki komitmen untuk selalu konsisten antara pikiran, perkataan dan perbuatan, yang dilandasai oleh prinsip-prinsip kejujuran dan kebenaran. Tata nilai ini diwujudkan dalam kebijakan umum perusahaan, diantaranya: Memahami persyaratan pengguna jalan dan memenuhi kepuasan pengguna jalan. Meminimalkan potensi bahaya, cidera dan sakit akibat kerja bagi karyawan, pekerja dan pihak lain yang terkait dengan operasional Perusahaan. Terus menerus melakukan perbaikan berkesinambungan di semua aspek, termasuk peningkatan keterampilan dan keahlian karyawan dan pekerja. Menjalankan bisnis secara profesional berbasis ilmu pengetahuan. Mematuhi peraturan dan perundangan yang berlaku. Menerapkan sistem manajemen berstandar Internasional untuk mencapai kinerja ekselen. (Sumber: http://www.jlj.co.id/id/visi-misi-dan-tata-nilai ) 1.2 Latar Belakang Penelitian Pengetahuan adalah sumber daya yang paling berguna dalam dunia bisnis saat ini (Drucker dalam Nawawi, 2012, Susanty dan Wood, 2011; Susanty et.al. 2014:446) . Menurut Kikoski (Rodin et.al. ,2013:1) pada abad 21 ini keberhasilan organisasi sangat bergantung dari knowledge yang mereka miliki dan bagaimana memanfaatkan knowledge yang telah ada. Menurut Jennex (Rodin et.al. ,2013:2) Knowledge Management menjadi sebuah pendekatan yang memungkinkan organisasi dapat mengelola informasi dan pengetahuan dengan lebih baik. Dengan knowledge management maka organisasi akan berjalan dengan lebih efisien, dapat melayani pelanggan dengan lebih baik, lebih kompetitif, dan selalu responsif 5 terhadap perubahan. Menurut Pradana (2007:2) Inti dari keberhasilan penerapan knowledge management adalah knowledge sharing atau knowledge transfer. Knowledge sharing baik yang bersifat spontan, terstruktur maupun tidak terstruktur merupakan hal yang sangat vital bagi kesuksesan perusahaan. Menurut Rodin et.al. (2013:2) pengimplementasian knowledge management tidak bisa terlepas dari kegiatan knowledge sharing, dimana kemauan untuk membagi pengetahuan antar individu sangat diperlukan dan dari pengetahuan individu- individu disimpan sebagai pengetahuan organisasi. Budaya individualisme harus sudah mulai ditinggalkan, ilmu yang dimiliki individu sudah mulai di-sharing ke para kolega demi kemajuan organisasi. Sehingga dengan adanya knowledge sharing dimungkinkan terciptanya ide-ide baru terutama dalam hal peningkatan nilai jual, kualitas produk serta kinerja. PT. JLJ sebagai salah satu perusahaan pengoperasian Jalan Tol di Indonesia, memiliki karyawan yang beroperasi tidak hanya berada di 1 provinsi saja. PT. JLJ memiliki karyawan tetap yang tersebar melewati 3 provinsi yaitu Jawa barat, DKI Jakarta, dan Banten sejak tahun 2000 sampai tahun 2014. Jumlah karyawan yang terdata adalah 1122 karyawan. Untuk mempermudah pengoperasian Jalan Tol di 3 Provinsi tersebut, PT. JLJ membagi 6 wilayah tugas pengoperasian Jalan Tol yang disebut wilayah Jakarta Outer Ring Road yang selanjutnya disebut JORR. PT. JLJ memberikan knowledge bagi karyawannya dengan memproduksi majalah internal perusahaan yang bernama Majalah Lingkar. 6 Gambar 1.3 Majalah Lingkar Sumber : http://www.jlj.co.id/majalah-internal-lingkar (diakses pada 6 Februari 2015) PT. JLJ yang sebelumnya hanya mengelola Jakarta Outer Ring Road (JORR), sejak tahun 2014 mendapat kepercayaan untuk mengoperasikan Jalan Tol di berbagai daerah Indonesia yang kepemilikannya secara sah dimiliki oleh PT. Jasa Marga (Persero) selaku induk perusahaan PT. JLJ. Jalan Tol yang sebelumnya dimiliki oleh PT. Jasa Marga (Persero) diberi istilah wilayah cluster. PT. JLJ harus mampu mendistribusikan knowledge yang dimiliki ke seluruh wilayah operasinya. Dengan wilayah yang tersebar sepanjang 45 KM dalam 3 provinsi + tambahan Cluster yang dimiliki PT.JLJ memiliki tantangan untuk menyatukan knowledge para karyawannya yang tersebar dalam 2 wilayah dan membuat sistem knowledge sharing sebagai media pembelajaran yang mampu dinikmati oleh semua wilayah. Seiring dengan berkembangnya teknologi informasi seperti kehadiran web 2.0 kegiatan kegiatan knowledge sharing tersebut tidak hanya dilakukan secara langsung (face to face) namun juga bisa melaui penggunaan internet (Nurmahmudiyah, 2013:2). Selanjutnya dikatakan Web 2.0 , 7 merupakan sebuah situs web yang memungkinkan para pengguna internet dapat ikut berpartisipasi langsung secara aktif dalam menciptakan sendiri isi ataupun memberikan umpan balik (feedback) dari tulisan yang dimuat oleh orang lain. Salah satu bentuk media berbasis teknologi web 2.0 yang kini mulai merebak penggunaanya di masyarakat yaitu weblog (yang disingkat menjadi blog). Yaitu sebuah web yang memungkinkan bagi penggunanya untuk share pendapat, informasi, skill, pengalaman, serta memberi komentar (feedback) atas tulisan orang lain. Melihat perkembangan teknologi yang terjadi, PT. JLJ membuat situs web yang dapat memfasilitasi karyawan untuk menciptakan konten ataupun memberikan umpan balik (feedback) dari konten yang dibuat oleh karyawan lain bernama Coorporate Internal Media atau biasa disingkat dengan nama CIM. Menurut Alhalhouli et.al. (2014:919) memaparkan bahwa “Effective knowledge
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