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THE INDONESIAN JOURNAL OF BUSINESS ADMINISTRATION Vol. 2, No. 13, 2013:1570-1579

FORMULATINGCOMPANYHEALTHASPIRATIONTOACHIEVEORGANIZATIONALEXCELLENCEBYUSINGORGANIZATIONAL

HEALTHINDEX(OHI):CASESTUDYATPTBIOFARMA(PERSERO)

VonnyFranciskaandJohnWellySchoolofBusinessandManagementInstitutTeknologiBandung,Indonesia

[email protected]

AbstractMcKinseyCompanyfoundthatifanorganizationwanttosustainforalongterm,itneedstokeepsnotonlytheirperformancebutalsoitshealth.Asthecompanythathasbeensustainedformoreover122years,PT.BioFarmaneedsnotonlysustainbutalsoexcellencetoachievetheirvisiontobecomeaglobalcompany.PT.Bio Farmaneeds to knows and thenmaintains theirorganizationalhealth inorder to keephavinghighperformanceforalongterm.ByusingOrganizationalHealthIndex(OHI)thathasbeenformulizedbyMcKinsey,PT.BioFarmacouldfindouttheirorganizationalhealth levelandthentakesomeactionrelatedtotheresult.BusinessrecommendationdevelopedasactiontakenwillhelpPT.BioFarmatokeephavinghighperformance.Organizational Health Index (OHI) contains nine elements that consist of direction, leadership, culture andclimates,accountability,coordinationandcontrol,capabilities,motivation,externalorientation,innovationandlearning.Thereare37organizationalhealthpracticesunder thenineelements thatmeasureorganizationaleffectiveness.ThisresearchfoundthatPT.BioFarmahassurpassedtherequirementofhealthyorganizationbutnotexcellenceyet.Thecompanyneedstoapplysomemanagementpracticestobecome itshealthaspiration.Fromtheanalysis,PT.BioFarmahealthaspirationrecommendedisleadershipdriven.Byfocusanddonewellinleadershipdrivenarchetypemodel,PT.BioFarmaisbelievedcanbecomeasustainableexcellenceorganization.Keywords:OrganizationalHealthIndex(OHI),healthaspiration,sustainableexcellenceorganization,McKinsey.1.Introduction

PT. Bio Farma (Persero) is a stateowned enterprise which is owned 100% by IndonesianGovernment.PT.BioFarmaistheonlyvaccineproducerinIndonesiaandasthebiggestinSoutheastAsia. Itspositionastheonlymanufacturerofvaccineandantisera in IndonesiadoesnotmakeBioFarmacomplacency.Tofacetheglobalcompetition,PT.BioFarmakeepstoadaptableandinnovatesinvariousways.Byproducingnewproductswithbiotechnologybasetomeetthemarketneeds,PT.BioFarmabelieves itbecomes thekey success in the future.Beingoneof30companies thathasprequalificationfromWorldHealthOrganization(WHO)fromtotal200vaccineproducercompaniesoftheworldmadePT.BioFarmashows itsexistence.Asstatedbytheboardofdirectorsatannualreport2011,theprospectofvaccineindustryisstillpromising,howeverPT.BioFarmashouldawaretoglobalcompetitionbydoingseveralrefinementsinorganization.Theyalsostatedthatoneofthemain focus aspects in management to support company performance improvement is HumanResources.

A. CoreBusiness

PT. Bio Farma core business is to produces vaccine and anti sera that are classified in fivecategories,vaccine,antiseraanddiagnostic,whichareviralvaccine,bacterialvaccine,combinationvaccine,anti seraanddiagnostic.Thedistributionof itsproductscover thenationalneedsandhasentered internationalmarket. Inrecenttime,PT.BioFarmahas12distributors fordomesticmarketandfiveinternationalagentsforglobalmarket.

FransciskaandWelly/TheIndonesianJournalofBusinessAdministration,Vol.2,No.13,2013:15701579

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Refer to some researchers and evidences by McKinsey Company, there is finding that if anorganizationwanttosustain fora longterm, itneedstokeepsnotonlytheirperformancebutalsohealth. ScottKeller andCollinPrice, seniorexecutivesofMcKinseyCompany, stated in theirbook,BeyondPerformancethatforcompaniestoachievesustainableexcellencetheymustbehealthy;thismeanstheymustactivelymanageboththeirperformanceandtheirhealth(2011:5).B. BusinessIssueSomemayknowthatinIndonesia,MinisterofStateownedEnterprisehasregulatedhowtomeasurethehealthy levelofStateownedEnterprise.BasedonDecisionMinisterofStateownedEnterprise,PT.BioFarma(Persero)gotscore94whichmeansHealthAAforyear2012,a littlebitlowerthanthepreviousyear,thecompanygotscore95,1thatmeansHealthAAA.Thehealthlevelcriteriaareassessedinthreeaspects,financial,operationalandadministration.Unfortunatelythisthreeaspectsonlymeasuretheperformancelevelofthecompany.As the company thathasbeen sustained formoreover122 years,PT.Bio Farmaneedsnotonlysustainbutalsoexcellencetoachievetheirvisiontobecomeglobalcompany.AuthorhasinterviewedanddiscussedtoHeaddivisionofHumanResourcesrelatedtothisissuethatPT.BioFarmaneedstoknowsandthenmaintainstheirorganizationalhealthinordertokeephavinghighperformanceforalongterm.The lowerscoreofStateownedEnterpriseMinistersassessment in2012mightbecausePT.BioFarmahasnotconcernedyet totheirorganizationalhealth.ByusingOrganizationalHealthIndex (OHI) that has been formulized byMcKinsey Company, PT. Bio Farma could find out theirorganizational health level and then takes some action related to the result. BusinessrecommendationdevelopedasactiontakenwillhelpPT.BioFarmatokeephavinghighperformance(AAA)inordertobecomeasustainableexcellencecompanyinthefuture.2.BusinessIssueExploration

In thispart, authorattempts to findout factors so assumed tobe the rootofbusiness issue. Suchfactors form conceptual framework of his/her final project. By analyzing factors found in suchconceptual framework, the student could identify one or several significant factors affecting thebusinessissues.Descriptionconcerningconceptualframeworkandanalysisisdescribedasfollows.C. ConceptualFrameworkThis research started from nine element of Organizational Health Index (OHI) that has beendeveloped by McKinsey Company to measure the healthiness of organizations. There are 37organizationalhealthpracticesunderthenineelements thatmeasureorganizationaleffectiveness.Organizationaleffectiveness ismeasured from theprocessof37organizationalhealthpractices inthismodel.Therearetwooutcomesoforganizationaleffectiveness,thosearehealthyandunhealthyorganization. The organization needs to be healthy first to have a change for being sustainableexcellenceorganization.Oncetheorganizationmeasuredhealthy,thenitneedstochooseandapplythe archetype driven of the company. The archetype drive is the formula to help companies tobecomesustainableexcellenceorganizations.

D. MethodofDataCollectionandAnalysis

Authorusesmixedmethodresearchthatiscombinedthequantitativeandqualitativeresearch. Quantitativeresearch

Thequantitativeresearchisconductedbyprocessthequantitativedatafromquestionnaires.Thevalidateddata isanalyzedtofindtheexistingOHIresultofPT.BioFarma.Thisexistingresultthencomparedwiththearchetypesmodeltobechosen.

QualitativeresearchThequalitativeresearchisconductedbydoinggapanalyzingofcurrentOHIresultofPT.BioFarmawith thearchetype chosen.Thegapanalysis isused to formulate the solution thatwouldbevalidatedbyexpertjudgementinPT.BioFarma.


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The primary data that is used in this research were obtained directly by the author throughquestionnairesdistributionand interviewanddiscussionwithseniormanagersandmanagers inPT.Bio Farma. The questionnaire is developed by interpreting from the definition of organizationalhealththatisconsistsofnineelementsand37organizationalpractices.ThenineelementofOHIand37practicesasfollows:

Table1.OrganizationalHealthIndex

Elements Practices

1.Direction

1.Sharedvision2.Strategicclarity3.Employeeinvolvement

2.Leadership

4.Authoritativeleadership5.Consultativeleadership6.Supportiveleadership7.Challengingleadership

3.Cultureandclimates

8.Openandtrusting9.Internallycompetitive10.Operationallydisciplined11.Creativeandentrepreneurial

4.Accountability

12.Roleclarity13.Performancecontracts14.Consequencemanagement15.Personalownership

5.Coordinationandcontrol

16.Peopleperformancereview17.Operationalmanagement18.Financialmanagement19.Professionalstandards20.Riskmanagement

6.Capabilities

21.Talentacquisition22.Talentdevelopment23.Processbasedcapabilities24.Outsourcedexpertise

7.Motivation

25.Meaningfulvalues26.Inspirationalleaders27.Careeropportunities28.Financialincentives29.Rewardsandrecognition

8.Externalorientation

30.Customerfocus31.Competitiveinsight32.Businesspartnership33.Governmentandcommunityrelations

9.Innovation&Learning

34.Topdowninnovation35.Bottomupinnovation


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36.Knowledgesharing37.Capturingexternalideas

Thequestionnairewasdeveloped into two typesof instrumentsbasedonOHImodelasdescribesabove.The first type isabouthealthoutcomeswhichaskabout respondentsextent towhich theyagree.ThisquestionnaireconsistofnineelementsofOHIwhichhasfivepossibleresponseasfollows:

Table2.HealthOutcomesScale

LikertScale PossibleAnswer

1 Stronglydisagree2 Disagree3 Neutral4 Agree5 Stronglyagree

The second type is about organizational health practices that are consist of 37 practices whichareasks the respondents how often the practices are demonstrated at their organization.Respondentsareaskedtheextenttowhichitistrueoftheirorganizationwherethereare5possibleresponsesasfollows:

Table3.OrganizationalPracticeScale

LikertScale

PossibleAnswer

1 Never2 Seldom3 Sometimes4 Often5 Always

Thequestionnaire isrepresented into48 itemsthataccommodatebothhealthoutcomes (9 items)andorganizationalhealthpractices(39items).Theorganizationalhealthpracticeshave37variablesthat interpreted into 39 statements in the questionnaire. There are 36 variables represented 36statements and there is one variable people performance review that represented threestatements. People performance review represented into three statementsdue to its descriptioncouldnotberepresentedinsinglestatements.Characteristicoftherespondentsarethepermanentemployeeswhohaveastrategicposition inthecompanysuchas,DivisionHead,DepartmentHead,SectionHead,StaffandYoungStaff.PT.BioFarmahas fivedirectoratesthatconsistof24divisionswhere there are 489 people that meet that respondents characteristic. As much as 115questionnairecopiesofrespondentsvalidtobeanalysis.Therespondentsparticipatedareshowedasfollows:1.DivisionHead(9) 5.YoungExpert(5)2.DepartmentHead(17) 6.YoungStaff(16)3.SectionHead(31) 7.Staff(26)4.MediumExpert(8) E. AnalysisofBusinessSituationKellerandPriceexplainedintheirbookthatwhenanorganizationsetsaspirationsforitshealththatareasclearandexplicitasthoseforitsperformance,itsignificantlyincreasesitschanceofachievinga successful transformation (2011:58). McKinsey research indicates that organizations need toachieveathresholdlevelofhealthacrossallnineelementsoforganizationalhealth.Specifically,theorganizations need to be above the bottom quartile on each of the 37 practices that drive the


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outcomesontheseelements.Intheotherwords,anorganizationmustbeabovethethresholdlevelofhealthonall37of themanagementpracticesdefined in the survey.The threshold levelof thebottomquartile is1,25.The researchhas shown thatorganizationsdonotneed toexcel ineveryaspectofhealth.Theyfoundthatacompanythat is inthetopquartileforsixormorepracticehas80% likelihoodofbeing inthetopquartileforoverallhealth,which inturndrivessuperiorbusinessperformance.Sothehealthminimumstandardisabovethebottomquartileonallpractices,buttheyneedtohavesixpracticesatthetopquartiletoachieveexcellentorganizationalhealth.Thereare fourrecipes thatcanbeusedas foundationtobuild theexcellentorganizationalhealth.Therecipesare labeledasarchetype.The fourarchetypesare leadershipdriven,executionedge,marketfocus,andknowledgecore.Afterfilteringthetopquartile,thenitneedstobesortedfromthebiggestmeanvaluetothesmallestto find out what is the strength priority practices of PT. Bio Farma (Persero).There are 13 toppracticesthatarespreadin3differentarchetypesasfollow:

1. Leadershipdriven,thereare5practicesfitandhasthehighestscore,193.Thepracticesare:Openandtrusting,Performancecontract,Operationallydiciplined,OperationalmanagementandConsultativeleadership.

2. Knowledge core, thereare3practices fitandhas score102.Thepracticesare:Role clarity,Performancecontract,Professionalstandard

3. Execution edge, there are 3 practices fit andhas the lowest score, 73. The practices are:Creativeandentrepreneurial.Talentdevelopment.Topdowninnovation.

a. HealthAspirationThequestionnaireresultfoundthatallof37itemspracticesofPT.BioFarmaareabovethebottom

quartile(1,25)andthereare13itemsare layingonthetopquartile(above3,75).It ismeanthatPT.BioFarmahasmettherequirementconditionofhealth.

Leadershipdriven reached thehighest scoreandbecomeas thedominantarchetype inPT.BioFarmawhichmean the company strength.Keller andPrice alsomention at their finding, that it isharder foranorganization tochange itsarchetype than togo fromunhealthy tohealthywithin itsarchetype(2011:71).ItmeansthateasierforPT.BioFarmatobeasustainableexcellencecompanybydoingtheleadershipdrivenarchetyperatherthanhavetomovetotheotherarchetypes.b. RootCauseAsdiscussedbefore,tobeasustainableexcellenceorganization,PT.BioFarmaneedstoachieve

well intheirperformanceandhealth.Tomake limitation inthisresearch,PT.BioFarma isassumedhas a high performance due to its achievement score of Stateown Enterprise health levelassessment got Health AAA in 2011 and Health AA in 2012. Refers to this assumption, thisresearchdiscussionfocustohealthaspectsoftheorganization.DuetotheOHIresultwherePT.BioFarmahassurpassedtherequirementofhealthyorganization

butnotexcellenceyet,thenitneedstodeterminewhicharchetypethatshouldbechosenanddonewell in the company. This archetypewill be the health aspiration to be focused in order enablepeoplereachtheperformanceaspirationoftheorganization.Asahealthyorganization,PT.BioFarmadoesnothavetochangetheirbusinessstrategy,sothatit

does not need tomake a transformational change. The needs of PT. Bio Farma is choosing thearchetypetobefocusedandappliedwellinthecompanyinordertobecomeexcellenceandachievetheirvision.3.BusinessSolutionF. AlternativeofBusinessSolutionRefers to the archetypesmodel, leadership driven has the biggest result of aspiration in PT. BioFarma.Thisarchetype is recommended tobeapplieddue to itsdomination rather than theotherarchetypeexecutionedgeandknowledgecore intheorganization.Asdiscussedatthepreviouschapter,PT.BioFarmawouldeasier tobecomeorganizationexcellencebykeepingon the lineoftheirstrengthat leadershipdrivenarchetypemodel.Theydonotneedtomakeatransformationalchangewhilestillontheirdominantarchetypetodevelop.


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G. AnalysisofBusinessSolutionTo achieve thepriority as same as thearchetypemodel, there shouldbe a target tobedesigned.ComparingthetargetwithOHIexistingresult,table4showsthegapswithinit.

Table4.LeadershipDrivenGap

No. LeadershipDriven Mean Target Gap1 Careeropportunities 3,43 4,25 0,822 Open&trusting 4,04 4,04 0,003 Performancecontract 3,90 4,00 0,104 Inspirationalleaders 3,69 3,90 0,215 Strategicclarity 3,48 3,85 0,37

6 Peopleperformancereview 3,47 4,00 0,53

7 Operationalmanagement 3,76 3,76 0,00

8 Operationallydisciplined 4,21 4,21 0,00

9 Consultativeleadership 3,87 3,87 0,00

10 Consequencemanagement 3,29 4,00 0,71

Targetisdeterminedbyconsideringthepriorityofthepracticesinitsarchetype.ThetargetisusedtoknowthegapbetweenexistingsituationandfutureconditionrecommendedtoPT.BioFarma.Atthisarchetype,thereare fourpracticesthatPT.BioFarmahasalreadyachievewellcomparedwiththemodel,whichareopenandtrusting,operationallydisciplinedandconsultativeleadership.Openandtrusting isatthesecondplaceasmatchasthearchetypemodel.Theotherpracticeoperationallydisciplined is at the first place,much higher than the archetypemodel. It is also happened toconsultativeleadershipandoperationalmanagementwhichareatthefifthandsixth,higherthanthearchetypemodelwhereplacedatseventhandninth.Itmeansthatthereisnogaptobefilledinthisarchetype.PT.BioFarmaneedstokeepmaintainingthesefourpractices.Ontheotherside,performancecontract is inPT.BioFarmatoppracticesbutthere isgapwiththepriorityof thearchetypemodel. Its rank fifthare lower than the requirement third, so thispracticealsoneedsdevelopment to fill the rankgap.Fivepractices remaincareeropportunities,inspirational leaders,strategicclarity,peopleperformancereviewandconsequencemanagementintheleadershipdrivenmodelarelayinginsecondquartile,notinthetoppracticesofPT.BioFarma.Sothat, itneedsmoreefforttofillthegapsbecausethecompanyhaveto leverage it fromsecondquartiletothetopquartilefirst. CareerOpportunities

Thecompanyneedstodevelopthispracticeandmake ittobethehighestpriority.It isbecausethehighestpriorityoftheleadersinthisarchetypeistobuildapipelineoffutureleaderbycreatingcareer opportunities. This archetype guide people in the company to be a leader where theleadershipislearnedbydoing.PT.BioFarmashouldprovidingcareeranddevelopmentopportunitiesinordertomotivateemployee.Thecareerpathprogramsrecommendedare:

1. IndividualCareerPath2. InternalMovementProgram3. JobTenderProgram

Thedevelopmentcareerprogramrecommendedare:1. ManagementTrainee(MT)


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2. ManagementDevelopmentProgram(MDP) PerformanceContractThefollowingarethestrategytodevelopperformancecontract(JimJoseAssociate,2003):

1. Startwithperformanceexpectationsgoals.2. Includemilestones.3. Scheduleaccountabilitiessessions.

Attheendoftheevaluationperiod, individualsandgroupsareevaluatedbasedonhowcloselytheactualperformancemettheperformancecontract. InspirationalLeadership

The inspirational leaderprogramwillhelp leadersbuildthe leadershipskillstheyneedto inspireandmotivatetheirteamstogreatersuccess.Todevelopthe inspirational leaders,themanagementhas to understanding what qualities that are necessary. Training and development program arenecessarytocreateinspirationalleaderscontinuously.

StrategicClarity

PT.BioFarmashouldensurefivestepsofstrategymanagementprocess(BatemenandZeithaml,1990:185) internal assessment, environmental analysis, strategy formulation, strategic control arerunningwelltoachievethestrategicclaritytarget.Themostimportantstepishowtoimplementandcontrolthestrategy,becausenomatterhowgreatthestrategyplan itmeansnothing if itdoesnotimplementandcontrolwell.

Themanagersshouldcreatestrategymaptodescribethestrategiesformulatobesharedtotheirpeople.An integrated system connected to alldivisions canbeused for sharing all the strategiesinformation(e.g.,goals,targets)toallemployees.Thestrategiesareaccessibletoallpartiesofthecompanywithsomeprivilegebasedonjobposition.Themonitoringstepisalsodoneinthissystem,wherethemanagersshouldreportallthestrategiesprogressthroughthesystem. PeoplePerformanceReview

Aspartofperformancemanagement system, thispracticeare strongly related toperformancecontract practice. The deficiency in recent appraisal system can be enhanced by using the resultapproach.The resultapproach focusesonmanaging theobjective,measurable resultsofa jobofworkgroup.

The subjectivity can be minimized from the measurement process, relying on objective,quantifiable indicators of performance where the result are the closest indicator of onescontributiontoorganizationaleffectiveness.Throughthispractice,PT.BioFarmashouldhas:

1. Peopleperformanceassessmentprogram2. Peopleperformancereview3. Individualappraisal

ConsequenceManagementConsequence management program is linking rewards and punishment to individual

performance. Consequence management practice is divided into positive consequence (rewards,incentiveandrecognition)andnegativeconsequence(punishment).Anappropriateconsequence iswhentheemployeesachievetheirperformancecontract,thecompanypraise,encourage,recognizeandrewardthem.Ontheotherhand,whentheyarenotdoingwhattheycommittedinperformancecontract, the company gives them negative consequence and engages them in a conversation tounderstandwhyprogresshasnotbeenmade.

PT. Bio Farma has to ensure the rewards and punishments are given as the objectiveconsequencesofindividualperformance.Itistheessentialofconsequencemanagementpractice. ExpertJudgement

Tovalidatethebusinesssolutionrecommendation,authorconducted interviewanddiscussiontomanagersfromHumanResourcesdivisionandseveralseniormanagersinPT.BioFarma.


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4. ConclusionandImplementationPlan

H. ConclusionThereareseveralpointstobeconcludedinthisthesisresearch: PT.BioFarma ismeasuredasahealthyorganizationbasedonOrganizationHealth Index (OHI)

model. The highest score of management practices PT. Bio Farma is operationally discipline and the

lowestisemployeeinvolvement. PT. Bio Farma has 13 management top practices recognized as the strength spread into 3

archetypesmodel leadershipdriven,executionedge,knowledgecorewherethedominant isleadershipdriven.

PT.BioFarma shouldapplyanddonewell the leadershipdrivenarchetype tobea sustainableexcellenceorganizationinthefuture.

Therearesixmanagementpractices inPT.BioFarmathatneeddevelopmentandfourpracticesneedtokeepmaintaining.Thesixmanagementpracticesneeddevelopmentare:1. Careeropportunities2. Performancecontract3. Inspirationalleaders4. Strategicclarity5. Peopleperformancereview6. Consequencemanagement

PT.BioFarmahasvalidated the resultandagreed toconsider implement thebusinesssolutionrecommended.

PT. Bio Farma should conduct the OHI survey again after one year implementation of theprogram.Itpurposestoevaluateandmeasuretheprogrameffectiveness.

I. ImplementationplanAftervalidatedthebusinesssolutionrecommendation,the implementationplanoftheprograms

areshowedattablebelow:

Table5.ImplementationPlan

No LeadershipdrivenProgramtodevelop PIC Time

1Careeropportunities

Careerpath

TM Oct2013

1.Individualcareerpath2.Internalmovement3.JobtenderDevelopment

KM Sept2013ManagementDevelopmentProgram(MDP)

2 PerformancecontractPerformancecontract PM

Oct2013

3Peopleperformancereview

1.Assessmentprogram

PM Oct20132.Performancereview3.Performanceappraisal


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No LeadershipdrivenProgramtodevelop PIC Time

4

Consequencemanagement

Consequencetoindividualperformance

PM Oct2013

5 Inspirationalleaders

1.Trainingprogram KM Jan20142.Developmentprogram

6 Strategicclarity

ImplementingStrategicManagementProcess

CS,OD,IT

Oct2013

PersoninCharge(PIC)TM : TalentManagementDepartmentPM : PerformanceManagementDepartmentKM : KnowledgeManagementDepartmentOD : OrganizationDevelopmentDepartmentCS : CorporateStrategyDivisionIT : InformationTechnologyDepartment BudgetingBudgetingisneededforproposingtheprogramsbudgetthathavenotallocatedin2013.Careerpath,performance contract, people performance review and consequence management already haveallocatedthebudget in2013.TheseprogramsareplannedtobefinishedatSeptemberandwillbeimplementedatOctober2013.TheotherprogramsMDP,inspirationalleadersandstrategicclarityhavenotallocatedthebudgetin2013,sothattheseprogramneedtosetbudgetingtobeproposedin2014. SocializationSocialization isnecessary forallprogramproposed. Itneedstobeunderstoodwelltoallpeople inentirecompany tomeet theobjectivesof theprograms.ThePICsof theprogramshaveminimumdurationonemonthbefore implementationtoensurethesocialization is receivedandunderstandwelltoalldivisionofPT.BioFarma.

EvaluationEvaluation isthe importantpartofthe implementationplan.Theevaluation isdonebyconductingOHIsurveyattheendof2014.Thissurveywillmeasuretheeffectivenessoftheprogramsandhowclosetheprogramseffectivenesstomeetthetargettobeasustainableexcellenceorganization.ReferencesAnnualReportPT.BioFarma(Persero),2011.Bateman, T.S., Zeithaml, C.P., 1990,Management Function and Strategy,Boston,USA: RichardD.

Irwin,Inc.Cascio,W.F.,2003,ManagingHumanResources,NewYork,USA:McGrawHill/Irwin.http://www.biofarma.co.id/index.php/home.html

James,G,2012,7TraitsofTruly Inspiring Leaders, July9th2012.QuotedonApril4th2013fromhttp://www.inc.com/geoffreyjames/6traitsoftrulyinspiringleaders.htmlJim JoseAssociate,2003,ManagingEmployeePerformance through PerformanceContract,January 13th 2003. Quoted on March 18th 2013 from


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http://www.jimjoseassociates.com/newsletter/SS01132003.htmlKeller,S.,andPrice,C.,2011,BeyondPerformance,NewJersey,USA:JohnWiley&Sons,Inc.

KeputusanMenteriBadanUsahaMilikNegaraNomor:KEP100/MBU/2002tentangPenilaianTingkatKesehatanBUMN.

LRNcorporation,2010,Inspirationalleadership.Noe,R.A.,Hollenbeck, J.R.,Gerhart,B.,Wright,P.M.,2010, HumanResourceManagement,New

York,USA:McGrawHill/Irwin.Palmer,I.,Dunford,R.,andAkin,G.,2009,ManagingOrganizationalChange:AMultiplePerspectives

Approach,NewYork,USA:McGrawHill/Irwin.

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