Analisis Pemanfaatan Sumber Daya Manusia Dalam Pengelolaan Dan Pengembangan BUMDes Fa’omasi Desa Bukit Tinggi Kecamatan Ulumoro'o Kabupaten Nias Barat

Famati Gulo; Sukaaro Waruwu; Eliagus Telaumbanua; Peringatan Harefa

doi:10.31604/jim.v8i2.2024.718-723

Analisis Pemanfaatan Sumber Daya Manusia Dalam Pengelolaan Dan Pengembangan BUMDes Fa’omasi Desa Bukit Tinggi Kecamatan Ulumoro'o Kabupaten Nias Barat

Famati Gulo, Sukaaro Waruwu, Eliagus Telaumbanua, Peringatan Harefa

Abstract

Penelitian ini bertujuan untuk menganalisis bagaimana pemanfaatan sumber daya manusia (SDM) berperan dalam pengelolaan dan pengembangan Badan Usaha Milik Desa (Bumdes) dengan fokus pada Bumdes "Faomasi" di Desa Bukit Tinggi, Kecamatan Ulumoro'o, Kabupaten Nias Barat. Metode penelitian yang digunakan adalah kualitatif dengan pendekatan studi kasus. Data dikumpulkan melalui wawancara, observasi, dan studi dokumentasi. Responden utama adalah anggota Bumdes "Faomasi", pengurus Bumdes, serta pihak terkait di tingkat desa dan kecamatan. Hasil penelitian menunjukkan bahwa pemanfaatan sumber daya manusia dalam pengelolaan dan pengembangan Bumdes "Faomasi" Desa Bukit Tinggi telah memberikan dampak positif. Faktor-faktor seperti partisipasi aktif anggota, peningkatan keterampilan melalui pelatihan, dan sinergi antara pengurus dan anggota menjadi kunci keberhasilan dalam mengelola Bumdes. Kendati demikian, terdapat beberapa hambatan seperti minimnya pemahaman terhadap konsep Bumdes, keterbatasan akses terhadap sumber daya eksternal, dan tantangan dalam pengembangan usaha. Oleh karena itu, penelitian ini merekomendasikan perlunya peningkatan pemahaman masyarakat terhadap konsep Bumdes, penguatan kerjasama antaranggota, serta dukungan pihak terkait dalam menyediakan sumber daya yang dibutuhkan untuk pengembangan Bumdes. Kesimpulannya, pemanfaatan sumber daya manusia dalam Bumdes "Faomasi" Desa Bukit Tinggi memiliki peran penting dalam pengelolaan dan pengembangan. Analisis ini dapat menjadi landasan bagi pemerintah daerah dan pihak terkait untuk mengoptimalkan pemanfaatan SDM dalam mendukung pembangunan ekonomi di tingkat desa melalui Bumdes

Full Text:

PDF

References

Arrigoni, A. (2019). Exploring the “relational” link between responsibility and social ontology: Ethical, organisational, institutional dimensions of shared agency, collective responsibility, collective intentionality. Journal of Global Responsibility, 10(1), 31–46. https://doi.org/10.1108/JGR-10-2018-0047

Bager, A. S., & Mølholm, M. (2020). A Methodological Framework for Organizational Discourse Activism: an Ethics of Dispositif and Dialogue. Philosophy of Management, 19(1), 99–126. https://doi.org/10.1007/s40926-019-00124-x

Colaco, B., & Loi, N. M. (2019). Investigating the relationship between perception of an organisation’s ethical culture and worker motivation. International Journal of Organizational Analysis, 27(5), 1392–1408. https://doi.org/10.1108/IJOA-08-2018-1511

Fladerer, M. P., & Braun, S. (2020). Managers’ Resources for Authentic Leadership – a Multi-study Exploration of Positive Psychological Capacities and Ethical Organizational Climates. British Journal of Management, 31(2), 325–343. https://doi.org/10.1111/1467-8551.12396

Hiekkataipale, M. M., & Lämsä, A. M. (2019). (A)moral Agents in Organisations? The Significance of Ethical Organisation Culture for Middle Managers’ Exercise of Moral Agency in Ethical Problems. Journal of Business Ethics, 155(1), 147–161. https://doi.org/10.1007/s10551-017-3511-9

Huhtala, M., Kaptein, M., Muotka, J., & Feldt, T. (2022). Longitudinal Patterns of Ethical Organisational Culture as a Context for Leaders’ Well-Being: Cumulative Effects Over 6 Years. Journal of Business Ethics, 177(2), 421–442. https://doi.org/10.1007/s10551-021-04744-0

Kadic-Maglajlic, S., Micevski, M., Lee, N., Boso, N., & Vida, I. (2019). Three Levels of Ethical Influences on Selling Behavior and Performance: Synergies and Tensions. Journal of Business Ethics, 156(2), 377–397. https://doi.org/10.1007/s10551-017-3588-1

Khemakhem, H., Fontaine, R., Smaili, N., & Zaman, M. (2023). Whistleblowing regulations and the role of audit committees: insight from interviews. Journal of Management and Governance, 27(1), 131–151. https://doi.org/10.1007/s10997-021-09602-9

Kuenzi, M., Mayer, D. M., & Greenbaum, R. L. (2020). Creating an ethical organizational environment: The relationship between ethical leadership, ethical organizational climate, and unethical behavior. Personnel Psychology, 73(1), 43–71. https://doi.org/10.1111/peps.12356

la Fuente, A. B. de, & Abad-Segura, E. (2023). Exploring research on the management of business ethics. Cuadernos de Gestion, 23(1), 11–21. https://doi.org/10.5295/cdg.221694ea

Lee, J. S. K., & Xu, D. (2021). From mine to ours: a dynamic process model in developing ethical culture–the case of Alibaba. Asia Pacific Business Review, 00(00), 1–23. https://doi.org/10.1080/13602381.2021.1989154

Ratlabala, P., & Terblanche, N. (2022). Supervisors’ perspectives on the contribution of coaching supervision to the development of ethical organisational coaching practice. SA Journal of Human Resource Management, 20, 1–9. https://doi.org/10.4102/sajhrm.v20i0.1930

Riivari, E., & Heikkinen, S. (2022). Virtuousness in Sports Organizations: Examination of Ethical Organizational Culture and Its Virtues. Journal of Global Sport Management, 0(0), 1–27. https://doi.org/10.1080/24704067.2022.2066556

Schwepker, C. H., Valentine, S. R., Giacalone, R. A., & Promislo, M. (2021). Good Barrels Yield Healthy Apples: Organizational Ethics as a Mechanism for Mitigating Work-Related Stress and Promoting Employee Well-Being. Journal of Business Ethics, 174(1), 143–159. https://doi.org/10.1007/s10551-020-04562-w

Shin, M. M., Lee, J., & Chung, J. ho. (2022). Knowledge workers’ existential affirmation and innovativeness: a Kierkegaardian redescription of Drucker. European Journal of Innovation Management, 25(2), 390–412. https://doi.org/10.1108/EJIM-10-2020-0391

Smaili, N. (2023). Building an ethical culture by improving conditions for whistleblowing. Journal of Business Strategy, 44(1), 37–43. https://doi.org/10.1108/JBS-07-2021-0123

Sookdawoor, O., & Grobler, A. (2022). The dynamics of ethical climate: mediating effects of ethical leadership and workplace pressures on organisational citizenship behaviour. Cogent Business and Management, 9(1). https://doi.org/10.1080/23311975.2022.2128250

Tasoulis, K., Krepapa, A., & Stewart, M. M. (2019). Leadership integrity and the role of human resource management in Greece: Gatekeeper or bystander? Thunderbird International Business Review, 61(3), 491–503. https://doi.org/10.1002/tie.22010

Thelen, P. D., & Formanchuk, A. (2022). Culture and internal communication in Chile: Linking ethical organizational culture, transparent communication, and employee advocacy. Public Relations Review, 48(1), 102137. https://doi.org/10.1016/j.pubrev.2021.102137

Toro-Arias, J., Ruiz-Palomino, P., & del Pilar Rodríguez-Córdoba, M. (2022). Measuring Ethical Organizational Culture: Validation of the Spanish Version of the Shortened Corporate Ethical Virtues Model. Journal of Business Ethics, 176(3), 551–574. https://doi.org/10.1007/s10551-020-04687-y

Treviño, L. K., Weaver, G. R., & Reynolds, S. J. (2006). Behavioral ethics in organizations: A review. In Journal of Management (Vol. 32, Issue 6). https://doi.org/10.1177/0149206306294258

Valentine, S. R., Godkin, L., & Fleischman, G. (2023). The Impact of Ethical Forms of Organizational Leadership and Ethical Employment Contexts on Employee Job Satisfaction in Nigerian Hospitality and Recreation Firms. Employee Responsibilities and Rights Journal, 0123456789. https://doi.org/10.1007/s10672-022-09434-1

Yamin, M. A. Y. (2019). The mediating role of ethical organisational climate between HRM practices and HR outcomes in public sector of Saudi Arabia. International Journal of Business Excellence, 19(4), 557–573. https://doi.org/10.1504/IJBEX.2019.103458

DOI: http://dx.doi.org/10.31604/jim.v8i2.2024.718-723