HENDRAWAN, ANDI (2023) ALTRUISM TRILOGI KI HAJAR DEWANTORO (ALKI) UNTUK MENINGKATKAN KINERJA TIM (SURVEY PADA UMKM KERAJINAN SENI DI PROVINSI DAERAH ISTIMEWA YOGYAKARTA). Doctoral thesis, Universitas Jendral Soedirman.

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Abstract

The current lack of solid fundamentals of the Indonesian economy has encouraged the government to continue empowering Micro, Small and Medium Enterprises (MSMEs). This sector is able to absorb a large enough workforce and provide opportunities for MSMEs to develop and compete with companies that tend to use large capital (capital intensive). The existence of MSMEs cannot be doubted because they have proven to be able to survive and become the driving wheels of the economy. On the other hand, MSMEs also face many problems, namely limited working capital, low human resources, and minimal mastery of science and technology. "The COVID-19 pandemic has caused business profits to decrease significantly due to fixed or even increased production costs while sales have decreased. Business costs that have increased during the pandemic are raw materials, transportation, labor, and other costs. As many as 47.13% of businesses are only able to survive until August 2020, 72.02% of businesses will close after November 2021, and 85.42% of businesses can last a maximum of one year since the pandemic. "There are several strategic preferences that are carried out by MSMEs, including looking for new markets, looking for cheaper suppliers of raw materials, reducing labor, and requesting payment delays. The development of MSMEs requires adequate competence, both individual and team competencies. Individual competence in a group does not guarantee that team competence will be good, this is because compact managerial cooperation between individuals is needed (Guerrero et al., 2014). However, although competency development was assumed when self-regulating work groups were introduced, competency was not considered as a process or dependent variable in the existing studies (Kauffeld, 2006). Team competence makes a dependent variable that will improve performance if there is a combination of individual competencies that will become a force to improve performance. The success and performance of a team in a field of work is largely determined by the level of competence, professionalism and also their commitment to the field they are engaged in. An organizational commitment shows a person's power in identifying his involvement in a part of the organization (Modway, Porter & Steer in Trianingsih, 2004). Therefore, organizational commitment will create a sense of belonging for workers towards the organization. The effect of competence on team performance has been carried out by many people, one of which is (Foschi, 2009) namely research on group performance at the University of British Columbi with research subjects being 120 men and 120 women, all undergraduates from the faculty (school) of Arts and Sciences concluded that there is a significant relationship between competence and team performance. Research (Horstkotte, 2013) on financial institutions and real estate companies shows the same result that team competence affects team performance. In research, several studies have shown that increasing competence, knowledge, experience, team size, team diversification which are dimensions of team competence generally affect team performance (Díaz-Fernández et al., 2015; JOSHI & KNIGHT, 2013; Liang et al. , 2013; Anne Nederveen Pieterse et al., 2011; Nielsen, 2010; Sauer, 2011). Mohammed & Nadkarni's research (2014) shows the results that the siza team, team type, gender diversity, team cognition are not necessarily significant for team performance, but temporary team leadership meditation is needed. This study took a sample of banking companies. The results of other studies say that at the individual level the relationship between competence and performance is positive but at the group or team level it is not significant, this is because at the group level team competency is not only knowledge and experience but cooperation, cohesiveness, team size, team structure, motivation and so on, this really determines team competence and ultimately team performance (Driskell et al., 2016). Other research also shows the same thing, namely in several competency dimensions the relationship with team performance is not significant, including research (Sung & Choi, 2012) namely team knowledge with insignificant team performance, research (Liang et al., 2013) team competence with insignificant team performance, this research was conducted in a shopping center in Taiwan. The research results of Anne Nederveen Pieterse et al., (2011) also show the same thing, namely competence does not have a significant effect on team performance. The research was conducted at a university in the Netherlands. Improving the quality of human resources is very much needed, especially in the field of human resource competencies such as knowledge, skills and abilities as well as attitudes in entrepreneurship. HR development must be carried out not only for MSMEs as business owners, but also for their workers. Entrepreneurial spirit and increased productivity supported by technology development are important in the focus on strengthening human resources. On the other hand, the use of technology is increasingly important considering that 60 percent of the MSME production process is still carried out in a simple manner, indicating that the mastery of science and technology and marketing expertise by MSME HR is still very limited

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