REFRAMING ON ORGANIZATION TRANSFORMING AT PT. KERETA API INDONESIA
Arenawati, Nikki Prafitri
Public Administration Programm Study
Faculty of Social and Political Sciences
Sultan Ageng Tirtayasa University
Abstract
ABSTRACT Transformation is a process that can not be avoided when the condition of the organization gets worse in all aspects. PT. Kereta Api Indonesia prior to 2009 experienced worsening conditions in almost every aspect. Impaired employee performance, service performance associated with delayed arrivals and arriving trains, dirty station conditions, adventurous condition of coaches and loco, brokering systems and corporate assets. Therefore, restructuring steps are done by PT. KAI by doing organizational transformation. The most important process in transformation is to change the employees mind set or Reframing. The purpose of this study is to analyze how the reframing process is run by PT. KAI. This research is qualitative research with descriptive method. The primary data source of this research is the leadership of PT. KAI and train passengers. The theory used as a knife analysis in this study is the theory of Goulliart and Kelly (1994) where Reframing is one of the important parts in the transformation, consisting of 3 chromosomes, which get mobilization, create vision, and make measurement instruments. Reframing is done by changing the orientation of the company from orientation to production to service orientation. To mobilize subordinates to change their orientation, socialization, reward and punishment, more leadership style changes in leading by example. Creating a new vision is done by changing the vision and mission, organizational culture, work values and organizational logos. Meanwhile, to measure that the transformation has indicated a condition improvement, a measurement instrument was developed. Measurement instruments are designed to measure overall organizational performance and service performance. The results show that the reframing is well executed, although at the beginning there are many oppositions, but with a firm leadership and willing to go down the field little by little employees who oppose the transformation began to follow the path of transformation.
Keywords: mind set, transformation, behavior, service performance
Topic: Education and Social Change