Implementation of Morality and Moral Culture of the Ministry of BUMN in Dr. Zuhdi Saragih’s Thesis Notes

MidLand, Jakarta – Zuhdi Saragih, professor of Communication Sciences at Sahid University and Jakarta National University, held an open session promoting doctoral studies, Thursday evening, October 29, 2024. Thesis delivered at the multipurpose building of Sahid Postgraduate School, Jakarta.

Zuhdi presented his thesis entitled Culture of communication organization AKHLAK Toll road construction company (Studio at PT Marga Services (Persero) To tell the truth. He revealed, among other things, that AKHLAK Culture as fundamental values State-owned enterprises (BUMN), launched by BUMN Minister Erick Thohir in July 2020, would be inaccurate to call corporate culture. “This culture is better suited to be called ‘Business Management Ethics,’” he said.

“AKHLAK which was proclaimed as corporate culture by Ministry of BUMN According to the researcher’s analysis, it is less appropriate to call it corporate culture, but rather ‘Business management ethics“said the former public relations manager of Jasa Marga

Erick Thohir declared AKHLAK Culture as the core value of BUMN through the BUMN Minister’s Circular Letter Number SE-7/MBU/07/2020 dated 1 July 2020. This determination coincides with the changes to the logo and slogan of the BUMN Ministry . AKHLAK itself is short for Trustworthy, Competent, Harmonious, Loyal, Adaptive and Collaborative.

According to Zuhdi, each of these values ​​has an explanation, a behavioral guide and a code of ethics applied in each state-owned company. This cultural change launched by the government is a form of anticipation of the fact that state-owned companies are actors involved in an increasingly dynamic business world.

The role of the BUMN is significant for the national economy. However, there are notable differences in terms of talent management systems across BUMNs. For this reason, the Ministry believes it is necessary to carry out the transformation and alignment of human resources guidelines in BUMN. The transformation and alignment of these guidelines is titled “BUMN Human Capital Transformation” which emphasizes the role of human capital as a cultural actor.

Zuhi’s thesis with the initiator Prof. Dr. Puji Lestari, MSi of UPN Yogyakarta as supervisor, also stated that one of the transformations was the alignment fundamental values all BUMN become one, i.e. AKHLAK. Determination fundamental values BUMN HR is a mandatory action as an identity and cement of the work culture that supports the continuous improvement of BUMN performance. With the birth of AKHLAK as a guide to behavior, BUMN wants more positive changes.

“So that the entire work culture of BUMN has the same principles and perspectives, so that every action, both of the staff and of the activities of BUMN, is entirely based on these values,” said Zuhdi, quoted from his thesis.

In this research, Zuhdi Saragih took a case study on the implementation of AKHLAK cultural organizational communication at PT Jasa Marga. The purpose of the research is to examine several aspects, namely: to know the process of cultural transformation from APIC to AKHLAK, to know the internalization process of AKHLAK, and to know the process of implementing AKHLAK values ​​in work units and subsidiary entities of PT Jasa Marga.

Cultural transformation process from APIC to AKHLAK to PT Jasa Marga

Field results show that since AKHLAK culture was launched on July 1, 2020 by Erick Thohir in all state societies, in this research Zuhdi Saragih concluded that the transformation of Jasa Marga culture from APIC to AKHLAK by definition and looking its main meaning and behavior, APIC values ​​are already contained in AKHLAK values.

Therefore, according to him, corporate culture is not generalizable. Because every company has it main activity which is different from the company’s vision, mission and values. The AKHLAK organizational culture should be positioned as great values, which is used simultaneously as a source of reference and inspiration in the design of each work program. In accordance with the future developments of the company.

Announcement

As a state-owned company, Zuhdi said, Jasa Marga is the company that high regulated bound by a series of government regulations. In its implementation, every important corporate decision is taken by the General Meeting of Shareholders (GMS) as the supreme body of the company. For this reason AKHLAK, proclaimed corporate culture by BUMN, is not properly called corporate culture.

Internalization of AKHLAK cultural communication at PT Jasa Marga

Meanwhile, regarding the internalization of communication of AKHLAK Culture, according to him, AKHLAK Values ​​are already in the commitment stage, where in this stage, roadsters Jasa Marga Group was able to implement and identify improvements. Not only for yourself, but it can affect other people too. Communication programs are also carried out through various channels and broadcasts.

“This includes using social media such as Instagram, placing banners, spiritual slogans, daily quizzes and social media content to socialize the transformation of AKHLAK values,” Zuhdi Saragih wrote.

However, according to him, the AKHLAK Culture communication strategy at PT Jasa Marga is not only visible at the headquarters, but must be implemented in all regions or branches. Additionally, consistency is needed in placing the AKHLAK Culture identity or logo on the letterhead as a product business writing.

Implementation of AKHLAK culture by PT Jasa Marga

Meanwhile, regarding the implementation of AKHLAK Culture in different work units, including the headquarters, operational work areas and branches of PT Jasa Marga, according to Zuhdi Saragih, each of them provides its own innovation and creativity. Therefore, he said, it is necessary to create an intelligent book on AKHLAK guide especially in operational areas.

Zuhdi also assessed that the implementation of the AKHLAK Culture, focusing on strengthening commitment, is still limited to the leader’s domain, where the team’s behavior tends to follow the leader. For this reason he believes that a process of reinvigoration should be carried out from the bottom up (boss) as a means of evaluation. Because AKHLAK values ​​have not been implemented correctly in fieldwork units.

“AKHLAK values ​​have not been implemented correctly in fieldwork units as a service product main activity “companies that do not comply with the provisions of the Minimum Service Standards (SPM),” said Zuhdi Saragih, who received a very satisfactory qualification in this doctoral promotion.

Editors Choice: Know the 6 fundamental values ​​of BUMN morality before taking part in the BUMN selection