Employee Satisfaction Employee satisfaction has always been an important issue in an

357 are: • Product Quality • Operational Performance • Financial Performance Definition of Innovation Capability Source Definition Component Koen, P.A., Ajamian, G.M., Boyce, S., Clamen, A., Fisher, E., Fountoulakis, S., Johnson, A., Puri, P., and Seibert, R 2002 Organizational innovation is strongly influenced by access to consumers and the ability of competitors, with awareness on matters relating to the organization and technological capabilities, and by understanding the external demand influenced by government policies, environmental regulations, laws, adan Socioeconomic trends • Innovation organization • Government policy • Regulatory environment • Law • Socioeconomic Trends Avermaete et. Al 2003 Products, processes, matters relating to the organization and market innovation is the scope of innovation • Product • Process • Market Innovation

III. Employee Satisfaction Employee satisfaction has always been an important issue in an

organization. Employees viewed as strengths and resources of the largest in the organization. The organizations success depends on employees, so organizations should not diminish the rights of employees in exchange for employee commitment to the company. However, very few companies that make employee satisfaction as a top priority, this may be because the company failed to understand the enormous opportunities that exist beyond employee satisfaction. Employee satisfaction is more than just an attitude established by the organization. It might, for example, is associated with the personal feelings of the achievements, either in quantitative or qualitative Mullins, 1999. 1. Factors That Affect Employee Satisfaction. Employee satisfaction is often an important goal for the organization. 358 General factors in employee satisfaction sought by employees include: • Work Profile This type of work and job security are equally affect the overall employee satisfaction Green and Tsitsianis, 2005; Benz and Frey, 2008. • Relationship With Immediate Supervisor The relationship between superiors and subordinates contribute to job satisfaction and employee retention rates. leadership style participatory and consultative proved to be significantly related to job satisfaction and indirectly related to the companys commitment Ismail et. al, 2010. • Provide The Tools and Training An Employee Needs To Succeed Bradley, Petrescu, and Simons 2004 explains that the continuity of the learning process, such as training in the workplace have a significant effect on job satisfaction. • Offer A Competitive CompensationPay Package Pay satisfaction is defined as the sum total of individual positive feelings towards the salary earned Miceli and Lane, 1991. • Management Recognition of Employee Job Performance Equal remuneration for work performed by employees will increase employee satisfaction. • Supportive Management Style Employee management methods need to be created because this will affect employee satisfaction. • Offers Career Development Opportunities To improve retention, companies should adopt policies in line with the career development needs of employees Wetprasit, 2006. • Honest Communication Communication helps create meaning, norms, values, and culture within the organization Wiesenfeld et al, 1998 • Organization Culture Johnson and McIntyre 1998 states that the measurement of corporate culture that is most related to employee satisfaction is empowerment, involvement, and recognition. To measure an employees satisfaction, the necessary dimensions or factors. In his study, Pareek 2013 divides employee satisfaction in the banking industry into five main factors, namely, motivator, organizational support, reward, career growth, and job enrichment. 359 • Motivator refers to the impetus given organizational environment, opportunity assigned to use the competencies and future career opportunities in the organization. • Support organizations are given support from superiors, friends and senior workers, and the opportunity to participate in the organizations environment. • Reward includes how big salaries, allowances, and other benefits given organization, duration of working hours, recreation facilities, and safety in the workplace. • In-house training, capability development opportunities, and security work in the organization is a part of career growth. • Job enrichment is the pride and the strength inherent in the job, variety of work, and the value of the employees job. Definition of Employee Satisfaction Source Definition Component Spector 1997 Employee satisfaction is defined as an extension of how people like satisfied or dislike not satisfied for their work • Job satisfaction • Dissatisfaction work Judge, Thoreson, Bono, and Patton 2001 Factors that influence employee satisfaction ie salaries, promotion, coworkers, bosses, and the work itself • Pay • Promotion Opportunities • Coworkers • Supervision • Work RESEARCH METHODS Methods used The methods used in this research are descriptive and verificative methods. According to Nazir 2003 descriptive method is a method used in investigating people’s group status, objects, a set of conditions, system of thoughts, or today’s phenomena, with the intention of making descriptive images in systematical, factual, and actual ways about some facts, and traits about things which are being investigated. The descriptive method aims to find out the scale of talent management, innovation capability, and satisfaction of micro credit employees at Bank Mandiri. 360 While verificative Method is a method which is used to test the knowledge or information which its truthfulness is still debatable. Gathering information about facts, factual symptoms from some part of population and also to determine the influence between variables by using statistic. Verificative method aims to discover how big is the influence of talent management and innovation capability towards the satisfaction of micro credit employees at Bank Mandiri Bandung. This research has two variables talent management and innovation capability toward employees’ satisfaction. Operational Variables Two free variables independent and one related variable dependent are used in this research. The two free variables are talent management and innovation capability and related variable is employees’ satisfaction. There are also variables operational used in this research, they are: Talent management Talent management is the implementation of an integrated strategy, system, and design that designed to increase productivity by developing improved process to attract, develop, retain and exploit the people with the skills and talent needed to meet business needs and objectives of current and future Donald, 2014 and Kaliannan, et al, 2016. • Staffing and recruitment • Training and Development • Awards and Recognition • Defend Practices • Level of recruitment • Level of training • Level of award • Level of practice • X1.1 • X1.2 • X1.3 • X1.4 • I feel recruiting has been done by the organization • I feel the training was appropriate and helpful • I feel recognized and valued in the organization • I feel the company sustain me 361 Innovation Capability Innovation Capability is the level of company innovation Calantone et al., 2002. Avermaete et al. 2003 claims that products, process, things with related organization as well, and market innovation is the scope of innovation. • Product innovation • Innovation process • Marketing Innovation • Organizational Innovation • Level of product • Level of process • Level of marketing • Level of organization • X2.1 • X2.2 • X2.3 • X2.4 • I feel the Company has the ability to make innovation in the Products Offered • I feel the Company has the ability to improve all processes within the Company Happens • I feel the Company has the ability to boost innovation Marketing • I feel the Company has the ability to Manage Organization al Structure of the Company 362 Employee Satisfaction Employee satisfaction is when employees enjoy their work, where their efforts are in accordance with the standards of the working environment of the employees expected Pareek, 2013; Fogarty, 1994; Homburg and Bursa, 2004 • Motivator • Organizatio n Support • Reward • Career Growth • Job Enrichment • Level of motivation • Level of support • Level of reward • Level of growth • Level of enrichment • Y1.1 • Y1.2 • Y1.3 • Y1.4 • Y1.5 • I feel the motivation provided by the company were very helpful • I feel the support given organization is helping my work • I feel the award that has been given by organization • I feel a good career growth within the organization • I feel a good job enrichment within the organization Data Resources The data in this research are collected from two resources, they are direct result of the research in the field which is called primary data or the available data before the research started which is called secondary data. 1. To get the primary data, the researcher spread some questionnaires to the employees of micro credit at Bank Mandiri branch of Bandung. 2. Secondary data are collected throughout some websites which provide information related to ongoing research, and also from literature study which gathered from related books or journals with the intention of supporting the validity of the primary data to be made as supporting references. Data Determining Methods 363 The Data which are determined in the research can be in a from of population or sample. According to Sugiyono 2011 : 61 Population is a generalization territory which consist of objects or subjects which have a certain quality or characteristic which are assigned by the researcher to be investigated and to be made as a conclusion. While Sample, according to Sugiyono, is a part of amount and characteristic which are possessed by the population themselves. In this research, confidence level’s percentage is at 90 and precision point is at 10. Quantitatively, precision point is standard error where the bigger the sample the smaller standard error, because the predicted point almost achieving its parameter. According to precision points set, then the size of the sample will be calculated by using Slovin formula Jalaludin Rakhmat, 2004: = . 2 + 1 Notation statements: n = size of minimum sample N = size of population 2 = precision level This research uses purposive sampling. According to Sugiyono 2011:68 purposive sampling is a technique to determine the sample with certain considerations. Therefore, this research gives criteria to respondents to fill in the questionnaires the respondents should be employees of micro credit at Bank Mandiri Bandung in order to get an accurate and efficient information. Data Collecting Techniques The data collecting techniques used in this research are as followings: a. Field Research This research is done by spreading questionnaires as a primary data to the respondents who are the employees of micro credit at Bank Mandiri Bandung. b. Library Research The researcher aims to find theoretical data by observing books, international journals and related articles. In order to support the research related to the theory about observed variables. 364 Data Processing Techniques To discover aspects of variables that will be investigated. It is required to have a measuring tool or a valid scale test which can be relied on, in order to make a clear and reliable results, accordingly, validity and reliability tests are used to show the accuracy of measurement. According to Malhotra 2010:309-311 reliability observed by determining relations between scores gathered by using different scaling tools, as for Validity can be defined as a measurement of how the differences of scores in the observed scales reflect real differences between objects and characteristics. The perfect validity requires no measuring mistakes Hypothetical Test Hypothetical test is procedure of rule formulations which causes hypothetical acceptance or rejection. According to Malhotra 2010:56 Hypothesis is a requirement or proportion which has not been proved in the factor or phenomenon which become the focus of the researcher. For hypothetical test in this research, they are: 1. Hypothesis specifying H0: there is no influence between talent management and innovation capability towards the satisfaction of micro credit employees at Bank Mandiri Bandung. H1 :there is some influences between talent management and innovation capability towards the satisfaction of micro credit employees at Bank Mandiri Bandung. RESEARCH RESULT EXPECTATION, LIMITATION AND ORIGINALITY Research Objectives Basically, this research aims to discover problems in Bank Mandiri, specifically at micro credit. This problem focuses on developing and maintaining talented employees and deciding the suitable marketing strategy to maximize the selling of micro credit unit and employees’ credit to the public. The more specific objective of this research is to give an input and advice which can be used by PT Bank Mandiri in order to discover: a How to keep talented employees not to move to other companies. b The correct marketing strategy to increase the selling of micro credit 365 and employees’ credit. c To discover the influence of employee maintaining program and strategic innovation done by the company to its employees. Research Benefit The result of this research is aimed to be useful information about the importance of talent management program and innovation capability in a company. A company could found out about program which is most affective to develop and maintain talented employees. 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Journal Of Chinese Entrepreneurship. –Bingley [u.a] : Emerald, ISSN 1756-1396, ZDB-ID 24739492.-Vol. 4.2012,2,p. 143-163. 371 Developing Performance Measurement And Setting Their Targets For A Small Start-Up Manufacturing Company In Indonesia Using Balanced Scorecard: A Case Study Of Pt. Multi Sarana Silicaindo Supiansyah supiansyahgmail.com 1,3 Deri Kurniawan derikurnia80gmail.com 2,3 1 General Manager – Factory at PT. Multi Sarana Silicaindo; 2 HRD Analyst at Center for Geological Institute; 3 Student of Master of Management Program, Faculty of Economics and Business, Universitas Padjadjaran Research Background Performance measurement has become a necessity in the private sector organizations in the past few years due to the demands on accountability from the shareholders as well as other stakeholders are increased significantly. Performance measurement is a process of collecting, analyzing and reporting information on the performance of both individuals and groups. It would require every part in the organization to learn about the process, the strategy of the organization, the technical process, parameters as well as the phenomenon to see whether the output inline with what should be achieved or not. A performance indicator or key performance indicator KPI based on balanced scorecard is a type of performance measurement. Balanced scorecard is a powerfull tool that could help an organization or a particular activity in which it engages in evaluating the success of them through a performance measurement system. Therefore, choosing the right performance indicators relies upon a good understanding of what is important to the organization. Norton and Kaplan believed that measurement was as fundamental to managers as it was for scientists. If companies were to improve the management of their intangible assests, they had to integrate the measurement of intangible assets in to their management systems. Luigi Dumitrescu and Mircea Fuciu 2009 define The balanced scorecard BSC is a strategic performance management tool for measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy. By focusing not only 372 on financial outcomes but also on the operational, marketing and developmental inputs to these, the Balanced Scorecard helps provide a more comprehensive view of a business, which in turn helps organizations act in their best long-term interests. Bush, Patricia 2005 define As a solution to increased demand for accountability and results based performance, The Balanced Scorecard is a tool used by both private and public sector organizations to articulate an organization’s strategic goals and measure performance because it provides a framework that has been proven successful many times. The balanced scorecard is a framework that uses strategy articulation, performance measurement, and a concise management communication “a language” to assist organization’s in making strategic choices and managing toward them. Organization using the balanced scorecard as an element of the strategy – focused organization management system have experienced significant performance improvements. However, as dr. Robert S. Kaplan says, “Public Sector Executives face more hurdles in implementing the balanced scorecard than their private sector counterparts”. Richard Greatbanks and David Tapp 2007 define The adoption and use balanced approaches to performance management has been popular for several years, yet empirical evidence from the manufacturing and industrial sectors appears to fat out-weigh that from public service environments Ittner and Larcker, 1998; Johnsen, 2001;Radnor and Lovell, 2003; Eskilden et al.,2004; Moxham and Boaden, 2005. 373 Figure 1: Process of Performance Measurement Source : Shradha Gawankar et al , 2015 Figure 1 as above clearly indicates the significance, importance and the extent which performance measurement enables to compare organisations performance and further growth. Organisations are managing their improvement efforts based on fact. And measuring performance is deriving those facts. That is, organisations are using performance measurements to help achieve desired performance levels. Companies are discovering that performance measures can help any organisation: As indicated in Figure 1 performance measurement is, therefore, the key to calibrating the effectiveness of a built facility in a comprehensive manner. Amaratunga, Baldry and Sarshar 2000 argue that performance measurement is vital to an organisation as it provides much-needed direction to management for decision making. Performance measurement extends opportunities to review past and present functioning, and to derive future strategies for successful operation of the organisation and for 374 the fulfi lment of its strategic goals Shradha Gawankar et al, 2015, Lebas, 1995, Lavy, Garcia Dixit, 2010. Rationale for Performance Measurement Elaborating on the logic of the arguments that have been advanced by Osborne and Gaebler 1992 and Halachmi 2002 offered an expanded list of reasons in support of introducing performance measurement as a promising way to improve performance. Sr. No Basic Question which signify the need of the performance measurement 1 If you cannot measure it you do not understand it; 2 If you cannot understand it you cannot control it; 3 If you cannot control it you cannot improve it; 4 If they know you intend to measure it, they will get it done; 5 If you do not measure results, you cannot tell success from failure; 6 If you cannot see success, you cannot reward it; 7 If you cannot reward success, you are probably rewarding failure; 8 If you will not recognize success you may not be able to sustain it; 9 If you cannot see successfailure, you cannot learn from it; 10 If you cannot recognize failure, you will repeat old mistakes and keep wasting resources; 11 If you cannot relate results to consumed resources you do not know what is the real cost; 12 If you do not know the actual cost you cannot tell whether or not you should do it or outsource it; 13 If you cannot tell the fullreal cost you cannot get the best value for money when contracting out; 14 If you cannot demonstrate results, you may undermine your ability to communicate with important stakeholders to mobilized necessary support because you provide value for money; 15 If you cannot document that the business process, material or people you use are the most suitable for achieving the sought after results your performance will be questioned; 16 If you cannot show that in comparison to the past or to another provider you are at par or doing even better there may be questions about your accountability; and 375 17 If you do not have the data about who is happyunhappy with your performance and why, you may change when you should not or, even worse, stay a course that on its face seems to be right but in fact is wrong Table 1 : The Basic Questions That Signify the Necessity for the Performance Measurement Source: Shradha Gawankar et al , 2015 , Halachmi , 2005 Table I as above indicates the basic questions that signify the necessity for the performance measurement in organisations. The current emphasis on restructuring has created a new problem for management because traditional measures of financial performance no longer are adequate to fully assess how the newly restructured organization is doing. Not only will successful restructuring require innovation in the way organizations view and measure performance, but developing, implementing, and evaluating such measures may be the greatest challenge that companies will have to face. In fact, a recent survey has found that 80 of large American companies want to change their performance measurement systems. The Balance Scorecard may just what organizations need to help them restructure successfully to meet the demands of the 21st Century Chee W. Chow et al, 1997. In most cases in Indonesia, many companies are apparently using traditional measures of financial performance as well. They are using such traditional method to measure of their company growth and balance. It does not only be found in small to medium enterprises, but it seems that it also occurs in many large companies. Surely it is having contributed to the level of competitiveness of companies in Indonesia. Founders of Balanced Scorecard method Norton and Kaplan have written many books about the successful implementation of Balanced Scorecard. In this paper We are going to describe the Balanced Scorecard method generally as well as in more particular will be concentrated on the actual situation in private sector organization management and its ability for implementing Balanced Scorecard at the PT. Multi Sarana Silicaindo in Indonesia who are specializing in the supplying and manufacturing of specific silica sand products that will fulfill various industries needs. 376 LITERATURE REVIEW What is the balanced scorecard ? Essentially, the Balanced Scorecard is a set of financial and nonfinancial measures relating to a companys critical success factors. What is innovative about that concept is that the components of the scorecard are designed in an integrative fashion such that they reinforce each other in indicating both current and future prospects of the company. More than others, Kaplan and Norton probably deserve much of the credit for elucidating and increasing the awareness of this concept Chee W. Chow et al, August 1997, Robert Kaplan and David Norton, January-February 1992, pp. 71-79. The Balanced Scorecard is a performance management tool that enables a company to translate its vision and strategy into a tangible set of performance measures. However, it is more than a measuring device. The scorecard provides an enterprise view of an organisations overall performance by integrating financial measures with other key performance indicators around customer perspectives, internal business processes, and organisational growth, learning, and innovation. Kaplan and Norton describe the innovation of the balanced scorecard as follows: The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation Beer Molleman, 2006, Robert S. Kaplan and David P. Norton, 1996. Cause-and effect relationships The Balanced Scorecard relies on the concept of Strategy developed by Michael Porter Beer Molleman, 2006, Robert S. Kaplan and David P. Norton, Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press, Boston, MA, 1996, p37. 377 Figure 2: The Four Perspectives of Balanced Scorecard Porter argues that the essence of formulating a competitive strategy lies in relating a company to the competitive forces in the industry in which it competes. The scorecard translates the vision and strategy of a business unit into objectives and measures in four different areas: the financial, customer, internal business process and learning and growth perspective. Sr. No Organisation four perspective Description 1 Learning Growth This perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. In a knowledge-worker organisation, people are the main resource and in the current climate of rapid technological change, it is becoming necessary for employees to be in a continuous learning mode. Metrics can be Four Perspective Learning and Growth Customer Financial Internal Business Process 378 put into place to guide managers in focusing staff training funds where they can help the most. In any case, learning and growth constitute the essential foundation for success of any knowledge based organisation. Kaplan and Norton emphasise that “learning” is more than “training” as it also includes things like; mentors and tutors within the organisation, things that enable effective communication among workers, effective help in problem solving when it is needed and it also includes technological tools. 2 Internal Business Process This perspective deals with internal business processes. Metrics based on this perspective allow the managers to determine how effectively their business is operating and whether its products and services are meeting customer requirements. These metrics have to be carefully designed by those who are most familiar with these processes. In addition to the strategic management process two kinds of business processes may be identified: core business focused processes; and support processes. The support processes are often more repetitive in nature, and hence easier to measure and benchmark using generic metrics. However, the changing nature of facilities management since the introduction of the balanced scorecard means that the two types of processes cannot now be treated in isolation. 3 Customer The importance of customer focus and customer satisfaction in any business might be regarded as self-evident. If 379 customers are not satisfied, they will eventually fi nd other suppliers that will meet their needs. Poor performance from this perspective is seen as an indicator of potential future decline of the business even though the current fi nancial situation may look good. In developing metrics from this perspective, customers should be analyse in terms of sector, organisational similarity and the kinds of processes for which the product or service is being provided. 4 Financial It is important to note that within the balanced scorecard system Kaplan and Norton do not disregard the need for traditional fi nancial data. Accurate data, which is available as and when needed, should always be a priority. The argument is, however, that emphasis on financial data alone leads to the unbalanced situation with regard to other perspectives. It is this that the balanced scorecard system seeks to address Table 2: The summary of those four perspectives Source: Shradha Gawankar 2015, Michael Pitt 2008 A strategy is a set of hypotheses about cause and effect. The measurement system should make the relationships hypotheses among objectives and measures in the various perspectives explicit, so that they can be managed and validated. The chain of cause and effect should pervade all four perspectives of a BSC Beer Molleman, The Callenge of implementing the Balanced Scorecard, Robert S. Kaplan and David P. Norton, Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press, Boston, MA, 1996, p30-31. Balanced in the Balanced Scorecard The concept of ‘‘balance’’ refers to the need of using different measures and perspectives that tied together give a holistic view of the organisation Shradha Gawankar et al , 2015 , Kaplan Norton, 1996, Taticchi, Cagnazzo 380 Brun, 2010. The balanced scorecard was fi rst introduced to address the limitations of single dimensional PM and was claimed to be a comprehensive strategic management mechanism for linking an organisation’s long-term objectives and local operations Shradha Gawankar et al 2015, Kaplan Norton, 1992, 1996, 2001. Neely et al. 1995 and Otley 1999 argued that the four dimensions of the balanced scorecard are rather simplistic and do not take into account some key stakeholders’ interests e.g. competitors into account Shradha Gawankar et al 2015, Chang, 2007. Figure 3: Balance in the Balanced Scorecard Source: Shradha Gawankar 2015, Johanson et al 2006 Aim As described by Kaplan and Norton, the balanced scorecard enables companies to track short-term financial results while simultaneously monitoring their progress in building the capabilities and acquiring the intangible assets that generate growth for future financial performance. Its aim is to ensure that a broader and more balanced view is taken of the factors affecting business performance. This replaces the focus on financial indicators alone, which could lead to short-term decisions, over- investment in easily valued assets through mergers and acquisitions with readily measurable returns, and under investment in intangible assets, such as produce and process innovation, employee skills and motivation or customer satisfaction, whose short-term returns are difficult to measure Shradha Gawankar et al, 2015. 381 The balanced scorecard is, however, not simply a measuring device. It can and should be used as a fundamental approach to managing a business by ensuring that strategic goals in key performance areas are defined and communicated to all employees. If this is done, individual goals can be aligned to corporate goals within a clearly defined framework, which can also be used as a basis for measuring, rewarding and improving their performance Shradha Gawanka et al, 2015. METHODOLOGY The steps required to introduce and operate a balanced scorecard approach are listed in Figure 4 as below : Figure 4: Steps of Balance Scorecard Approach Source: Shradha Gawankar et al 2015 Key Performance Indicators Metrics used in the BSC are typically called Key Performance Indicators KPIs because they measure how well the organisation performs against predefined goals and targets. There are two major types of KPIs: leading and lagging indicators. Leading indicators measure activities that have a significant effect on future performance, whereas lagging indicators, such DeBine the element of the scorecard Identify performance drivers Identify Performance Drivers Identify Performance Measures Communicate Operationalize Train Monitoring, evaluation and review 382 as most financial metrics, measure the output of past activity. Leading indicators are powerful measures because it gives managers more time to influence the outcome Beer Molleman, 2006. Application of Balanced Scorecard The application of BSC and its approach has been widely used since its beginning and in its various modified formats. Though the balance issue in the BSC approach and its weightages for various components have been different in all spectrums of industrial applications, it is clearly evident that BSC approaches are relevant from small trading firms to large conglomerates and even the areas of application have been basic cost cutting exercises to electronic procurement practices. Table 3 provides the methodology of Balanced Scorecard BSC Shradha Gawankar et al, 2015. Tabel 3: The methodology of Balanced Scorecard Source: Shradha Gawankar et al 2015 383 Balanced Scorecard in Small Medium Sized Enterprises Nowadays, many large companies use a performance measurement system like the BSC but many smaller companies have no performance measurement system. In a recent study Sousa et al. indicate that the SMEs surveyed, recognise the importance of performance and a performance measurement system but their level of use was significantly lower Beer Molleman, 2006, Sergio D. Sousa et al, 2006. Speckbacher et al. found a significant association of size measured as the number of employees and BSC usage; larger companies are more likely to have implemented a BSC . However Beer Molleman, 2006, Gerhard Speckbacher et al, 2003, the examined companies are large and not small or medium sized organisations. Neely et al. pointed out that measurement is a luxury for SMEs. They concluded that the cost of measurement is an important issue to managers in SMEs Beer Molleman, 2006, Neely A et al, 1995. Also, nowadays most SMEs use an information system by which data for measures can easily be obtained, but the costs of implementing and purchasing a scorecard system can still be an issue to managers. Balanced Scorecard at PT. Multi Sarana Silicaindo PT. Multi Sarana Silicaindo MSS is a 100 privately Indonesian owned company specializing in the supplying and manufacturing of silica sand. PT. MSS is also part of Liputan Group which operates in other industries, such as in hospitality, shipyard operations, and maritime chartering as it’s core unit. Starting 2015; MSS is focusing more on the development of specific silica sand products that will fulfill various industries needs. We are thrilled to be able to deliver the highest quality of silica products to our customers. MSS believes in refining the process and quality of our products so that our customers may receive only the best of its kind. In most of case of private sector organizations, PT. Multi Sarana Silicaindo have not been applying the balanced scorecard in measuring of their performance so far. A case study is the most suitable way to carry out this reasearch. Case studies typically combine data collection techniques such as interviews, observation, questionnaires and document and text analysis. A well-organized and categorized set of case data will facilitate the task of analyzing the case study evidence, in order to address the research questions Peta Darke, Graeme Shanks, Marianne Broadbent : 1998. Two of the six types of evidence sources were used to conduct this case study: 384 • A review with the Director of the PT. Multi Sarana Silicaindo • A policy plan from year 2016, a concept strategy plan for year 2017 using the balanced scorecard. A case study is well suited to understanding the organizational contex. There are some questions related to this research as follow : 1. What is the impact of balanced scorecard implementation toward to PT. Multi Sarana Silicaindo performance ? 2. Which conditions should be geological survey centre fulfil in order to implement the balanced scorecard ? 3. What are the obstacles in the implementation of the balanced scorecard in the private sector organization such as PT. Multi Sarana Silicaindo ? 4. What are the key factors in the successful implementation of balanced scorecard at PT. Multi Sarana Silicaindo ? 5. What kind of improvements can be proposed concerning to the process implementation ? The results of this research project will be translated into a set of recommendations on how to overcome the difficulties of implementing the balance scorecard. Management needed a Strategic Management System After the installation of silica sand processing and RCS machine is finished in the mid of 2013, the plant immediately started running its first production since then. And after almost 2 year running, the top management realize that there was still a great potential for cost reduction and believe there was also room for improvement in its sales marketing- internal process production-as well in accounting and IT system. With improvement is this area MSS would be able to achieve better financial performance and succeed in creating value for stakeholders. MSS management formed a tactical strategic team, consist of top management and operational team managers. After in-depth discussions the team agreed that MSS needed a new strategic management system that able to integrate the entire company from top to bottom, transform the value creation strategy into everyone’s day-to-day job, promote cooperation among departments and ensure the strategy execution. For 385 this, a strategy map and a balanced scorecard would be the core for this new system. After in-depth long discussion, interview and exstensive data collections the team indentified there are six major operational problems : 1. High barrier to entry the Japanese Automotive Customer There are unwritten law but became a guidance for almost all the Japanese company called “Keiretsu” literally system, series, grouping of enterprises, order of succession. Is a set of companies with interlocking business relationships and shareholdings. It is a type of informal business group. The member companies own small portions of the shares in each others companies, centered on a core bank; this system helps insulate each company from stock market fluctuations and takeover attempts, thus enabling long-term planning in innovative projects. It is a key element of the automotive industry in Japan. And due to this reason, the keiretsu became a high barrier to MSS as a local Indonesian company to entry the market of Japanese automotive companies. 2. Lack in Internal Sales Force Due to MSS is still a start up company and to minimize the cost operational, the sales and marketing is handling directly by director, freelance marketing and the plant manager, parallel a long with their daily routine task, thus the unfocused task limiting the sales opportunity. 3. Difficulty in Scheduling And Monitoring Almost all customers is not providing forecast, and without it the planning process for the operational will be difficult, therefore we make our internal own forecast based on historical data with the data analysis less than 1 year, therefore there are deviations occur between internal forecast vs customer demand, sometimes the product requirements changed, sometimes the date of delivery changed, and sometime the equipments failed. And these adjustment to solve on the issue is really time consuming. 386 4. Poor Equipment Reliability The reliability and Overall Equipments Effectiveness OEE of internal fabrication equipments is low : Based on OEE measurement conduct at Oct 2016 Sand sizing is below 60 and RCS plant is 30, this is due to the unproper design process at the early stage of project, such as the unproper support for rotary drying system, the leakage in sand silos walls, the steel structure problems in additive digital scale in RCS plant. 5. Significant Bottleneck at the sand sizing RCS Process a. Cooling vibrator rotary area: There are always occurring unplanned downtime in existing condition of vibrator, the function of this machine is to supply a cold dry silica sand to sand sizing plant, due to the machine is critical in overall process. Therefore this become significant bottleneck process as any stoppages and downtime will be affected to other process. b. Silos Vibrator of RCS plant: The existing conditions of silos vibrator is having decreased performance, due to the vibration design using a coil plate, any decreasing on vibration will affect to the silica sand weighing and raising the cycle time of RCS process. 6. Variation in Worker’s Skills and Product Quality In MSS, some of the production process are standardized, and work is done by automated machines. Other process, homever, are completed by production employees, who must exercise personal judgment in their work. The company had adopted a mentor system for its production employees, but there were only a few operations manuals available, and training wasn’t standardized. As a result, the employees skill levels varied, and so did the product quality. RESEARCH RESULTS EXPECTATION, LIMITATION AND ORIGINALITY This Research results expectation are as follows : 1. To measure of the effects consequences of implementing the Balanced Scorecard and its influence upon the PT. Multi Sarana Silicaindo performance. 2. To meet of the required conditions to implement the Balanced Scorecard at PT. Multi Sarana Silicaindo. 3. To overcome all the difficulties of implementing the balanced scorecard in the private sector organization. 387 4. Critical factors to ensure that the Balanced Scorecard are successfully implemented. 5. To get any improvement ideas could potentially impact againts the process implementation. This paper is the only research that is done in the private sector organization called PT. Multi Sarana Silicaindo, about performance measurement and evaluation based on balanced scorecard. REFERENCES Bush, Patricia. 2005. Strategic Performance Management in Government : Using The Balanced Scorecard. Cost Managemet : MayJun 2005; 19, 3; Health Management Database pg.24. Luigi Dumitrescu Mircea Fuciu. 2009. Balance Scorecard - A New Tool For Strategic Management. Nr.2 28 2009. Shradha Gawankar, Sachin S. Kamble Rakesh Raut. 2015. Performance Measurement Using Balance Score Card and its Application: A Review. pg. 7-21. Robert S. Kaplan and David P. Norton, Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press, Boston, MA, 1996 Beer Molleman. 2006. The challenge of Implementing the Balanced Scorecard. Neely A. Gregory M, Platts K, Performance measurement system design, A literature review and research agenda. International Journal of Operations Production Management, 15 4:80-116, 1995 Sergio D. Sousa, Elaine M. Aspinwall, A. Guimaraes Rodrigues. Performance measures in English small and medium enterprises: survey results. Benchmarking: An International Journal, 131-2: 120-134, 2006 Richard Greatbanks, David Tapp. 2007. The impact of balanced scorecards in a public sector environment. Empirical evidence from Dunedin City Council, New Zealand. Gerhard Speckbacher, Juergen Bischof, Thomas Pfeiffer. A descriptive analysis on the implementation of Balanced Scorecards in German- speaking countries. Management accounting research, 144:361, 2003 Chee W. Chow, Kamal Haddad, and James E. Williamson, CPA. Applying the Balanced Scorecard to Small Companies, August 1997. 388 Chee W. Chou, Denise Ganulin, Kamal Haddad, James Williamson. 1998. The Balanced Scorecard: A Potent Tool for Energizing and Focusing Healthcare Organization Management. 389 Burnout, Job Satisfaction, and Intention to Leave among Nursing Staff Working in Sari Asih Ar-Rahmah Islamic Hospital Tangerang Pradipta Suarsyaf pradipta15002mail.unpad.ac.id General Practitioner at Sari Asih Ar-Rahmah Islamic Hospital, Master of Management Program, Faculty of Economics and Business Padjadjaran University MM FEB UNPAD BACKGROUND Hospital is an organization that works in the health field to fulfill health services demand of a community in a certain area. Hospital can give maximal service if supported by good quality resources. The recourses that a hospital needs are very complex, one of them are human resources. Human resource is the most important resource because it is a service and cannot be stored as an inventory. This service can only be produced when on consumption because it is an energy, potential, creativity, thought and effort to improve the hospital. Hospital also has a strategic role to create a good quality human resource as an effort to broadly improve health quality in the community. This strategic role is packed with technology, fund, work and skills. Currently, hospital’s role is becoming more prominent due to changes of disease epidemiology, demographic structure, science and technology development, and socio-economic structure that demand a friendlier and higher quality services which are able to meet the expectations, desires and demand of the community. These demands will only increase in the face of this era where development is very fast and so it needs to be met with high quality and professional hospital human resources. This issue will encourage hospital organization to provide appropriate management and concept management. Inpatient service is quite a dominant part of health services in hospitals because it gives a large contribution to the recovery of patients and also is a very complex service. The role of nurses in the ward is very influential to the recovery of patients. Therefore, nurses can be considered as the frontline of hospital services because they interact directly with the patient, their families, medical doctors and other professions. Nurses have 390 a large responsibility and are demanded to work professionally in providing health services to the patient. Sari Asih Ar-Rahmah Islamic Hospital is located at Banten province. Based on Health Human Recourses data SDMK of Banten Province from The Ministry of Heath of Republic of Indonesia 2015, the nurse ratio is 68 nurse for 100.000 citizen. This means only 1 nurse for 1480 citizens in Banten. This ratio is not ideal compared to the standard ratio made by Ministry of Health of Republic of Indonesia. BPPSDMK Kemenkes RI, 2015. Sari Asih Ar-Rahmah Islamic Hospital is a type D hospital with 70 bed capacities. In every installation there are 30 nurses that work in a daily rotation shift. In 2014, Sari Asih Ar-Rahmah Islamic Hospital has served 23.028 outpatients and 6.333 inpatients. If the amount of working days are calculated, this means that this hospital serves an average of 86 outpatients a day. For inpatients, Sari Asih Ar-Rahmah Islamic Hospital provides 5 nurses for the morning shift, 4 nurses for the afternoon shift, and 4 nurses for the night shift. This means that each nurse is responsible for 14 patients. In the ICU with 2 bed capacities, there is only 1 nurse every 12 hour shift morning and night shift. In the emergency room, there is only 1 nurse every shift morning, afternoon, and night shift. In the clinic there are 2 nurses that work every day. The amount of roles, responsibilities and limitations on nurses makes the tendencies of burnout high among the nursing staff. A frustration about their work makes nurses uncomfortable in their current job and eventually some nurses decide to leave from their job in a hospital. Based on the description above, the researcher is interested in learning more about burnout, job satisfaction and intention to leave among nursing staff in Sari Asih Ar-Rahmah Islamic Hospital Tangerang. Research Questions Research Questions in this study are: 1. What is the burnout status among nursing staff in Sari Asih Ar-Rahmah Islamic Hospital? 2. What is the job satisfaction status among nursing staff in Sari Asih Ar- Rahmah Islamic Hospital? 3. What is the intention to leave status among nursing staff in Sari Asih Ar-Rahmah Islamic Hospital? 391 4. What are the contributing factors on burnout, job satisfaction, and intention to leave among nursing staff in Sari Asih Ar-Rahmah Islamic Hospital? 5. Is there any correlation between burnout, job satisfaction and intention to leave among nursing staff in Sari Asih Ar-Rahmah Islamic Hospital? Purposes The researcher will have a conclusion from these questions, then analyze and discuss, and make a recommendation to the management of the hospital in order to improve their nursing management. LITERATURE REVIEW Nurse Burnout The burnout concept used in this study is a combination of definition between Herbert Freudenberger 1980, Maslach 1996, and Ruotsalainen 2014 because, according to experts, these definitions derived from the same concept about burnout that can be applied to nursing staff in hospitals. Herbert 1980 defines that “Burnout is a painful affliction of good people who are trying to give their very best. Burnout is an extinction of motivation or incentive, especially where one’s devotion to a cause or relationship fails to produce the desired results.” Based on this explanation, there are three components in Burnout, they are painful affliction, extinction of motivation demotivation and fails to produce the desired results.” A different opinion is given by Maslach 1996 who said that burnout is conceptualized as the feeling of emotional exhaustion, distancing from clients, and reduced personal accomplishment. Maslach 1996 tries to explain burnout and its relationship with the client who felt the effects and that it made a distancing from said clients. Routsalainen 2014 has a different opinion about burnout. Job burnout is characterized by exhaustion, lack of enthusiasm and motivation, feelings of ineffectiveness, and also may have the dimension of frustration or cynicism, and as a result reduced efficacy within the workplace. 392 Routsalainen’s 2014 idea complements Herbert 1980 and Maslach’s 1996 concept about burnout. The earlier two experts has stressed on personal accomplishment whereas Ruotsalainen 2014 stressed on efficiency within the workplace. Therefore, Routsalainen’s 2014 opinion is more comprehensive than two of the earlier experts. Considering the explanation above, this study uses the definition of burnout as described by Ruostalainen 2014. Burnout is characterized by exhaustion, lack of enthusiasm and motivation, feelings of ineffectiveness, and also may have the dimension of frustration or cynicism, and as a result reduced efficacy within the workplace. This definition has included the concepts of earlier definitions but is also best to describe burnout and its relationship with the workplace. In context with burnout among nursing staff in hospitals, this definition can be a comprehensive base for the study. Nurse Job Satisfaction The concept of job satisfaction has been developed through time. The first concept that was first accepted by many was from Locke 1976 who defined job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences.” This concept was then developed by other including Stamps 1997 and Spector 1997. Both of them emphasized on like and dislike towards the work that is being done. Based on that, all three definitions above are relevant to this study. Development of those three definitions were then made by Hulin Judge 2003 who stated that job satisfaction includes multidimensional psychological responses to an individuals job, and that these personal responses have cognitive evaluative, affective or emotional, and behavioral components. Nurse Intention to Leave Mobley, Griffith, Hand Meglino 1979 define intention with four cognitive parts including: thinking of quitting, planning to stay or leave, searching for alternative career; and a desire to leave current career. Other experts such as Bigliardi, Petroni Ivo Dormio 2005, Mowday, Steer Porter 1979 and Vandenberg Nelson 1999 agree on defining intention to leave as an individual own estimated subjective possibility or probability of leaving the organization or profession in near future. 393 Tett Meyer 1993 define intention to leave as the ‘conscious and deliberate willfulness of the employees to leave the organization. Krausz, Koslowsky, Shalom, Elyakim 1995 and Cohen Golan 2007 has a different perspective which is that intention to leave can be theorized as manifestation and predictor of actual leaving or real turnover. Kim, Price, Muller, Watson 1996 define intention to leave as the level to which a member contemplates leaving the relationship with current community or employer. According to Park Kim 2009, intention to leave is reflected in the thoughts and consequently declarations by the members that they actually want to leave. METHODOLOGY This study is a quantitative study with a cross sectional design and use analytical methods. The independent and dependent variable on subjects is collected and measured at the same time. The population of this study is all of the nursing staff in Sari Asih Ar-Rahmah Islamic Hospital Tangerang. Sampling technique uses total sampling method. Data is analyzed with both univariate and bivariate analysis. Univariate analysis is used to illustrate the frequency of respondent by age, gender, and marital status. Bivariate analysis use chi-square analysis that search for a relationship and test the hypothesis between two variables if the data is nominal or ordinal. Measures Burnout among nursing staff is measured with Maslach Burnout Inventory MBI; Maslach et al., 1996, which consists of twenty two items and three subscales: emotional exhaustion EE, nine items, depersonalization DP, eight items, and reduced personal accomplishment PA, five items. Nurses are asked to measure their experience in every item based on 7- point scale that range from never 1 to several times a week 7. The score is collected from each subscale. Each subscale is a continuous variable with scores form low, moderate to high. EE 27, DP 10, and PA 33 is considered “‘high burnout”. EE from19-26, DP 6-9, and PA 34-39 is considered “moderate burnout”. EE 18, DP 5, and PA 40 is considered “low burnout” Maslach et al., 1996. A previous study in a different country shows that MBI is an effective tool to measure burnout among 394 nursing staff Li Feng Zang et al., 2014. In this study, all three dimensions of MBI are used to measure burnout among nurses comprehensively. Job satisfaction is measured with 9 questionnaire with 4-scale Likert scale 1 = Very Satisfied, 2 = Moderately Satisfied, 3 = Somewhat Dissatisfied, 4 = Very Dissatisfied; Aiken, Clarke, Sloane, Sochalski, Silber 2002. This scale covers one item on general satisfaction about current work and eight items on satisfaction about work hour, chance, freedom, professional status, payment, health insurance, pension, educational expenses allowance. Intention to leave among nursing staff is acquired with one question, “Do you plan to be with your current employer in 1 year from now?”The answer is either yes or no Aiken et al., 2008 Expected Findings The hypothesis of this study is that there is a correlation between these three factors. 1. Nurses have a high tendency of burnout 2. Nurses feel uncomfortable working at the hospital 3. The majority of the nursing staff intend to not work again next year or intend to leave or transfer to another hospital 4. All three factors have a relationship and eventually influence to intention to leave Managerial Implication This study will illustrate to the management of the hospital about the current statuslevel of burnout, job satisfaction and intention to leave among nursing staff in the hospital. It will also evaluate the correlation between these variables. This information can be used by the hospital to evaluate their working environment and build a constructive solution for their situation. Limitation of the Study This study does not study the implication of these three factors with customer satisfaction of patients in the hospital. 395 Futher Research In next studies with the same subject, the researcher could add a dtudy on the implication of these three factors with customer satisfaction. REFERENCES Badan Pemberdayaan Pengembangan Sumber Daya Manusia, Kementerian Kesehatan RI. 2015. Sumber Daya Manusia Kesehatan. Retrieved November 1, 2016 from http:bppsdmk.kemkes.go.idinfo_sdmkinfo Abdo, S. A. M., El-Sallamy, R. M., El-Sherbiny, A. A. M., Kabbash, I. A. 2015. Burnout among physicians and nursing staff working in the emergency hospital of Tanta University, Egypt. Eastern Mediterranean Health Journal, 2112, 906. Salilih, S. Z., Abajobir, A. A. 2014. Work-related stress and associated factors among nurses working in public hospitals of Addis Ababa, Ethiopia: A Cross-Sectional Study. Workplace health safety, 628, 326. Vahey, D. C., Aiken, L. H., Sloane, D. M., Clarke, S. P., Vargas, D. 2004. Nurse burnout and patient satisfaction. Medical care, 422 Suppl, II57. Zhang, L. F., You, L. M., Liu, K., Zheng, J., Fang, J. B., Lu, M. M., ... Wu, X. 2014. The association of Chinese hospital work environment with nurse burnout, job satisfaction, and intention to leave. Nursing outlook, 622, 128-137. Van Bogaert, P., Kowalski, C., Weeks, S. M., Clarke, S. P. 2013. The relationship between nurse practice environment, nurse work characteristics, burnout and job outcome and quality of nursing care: a cross-sectional survey. International journal of nursing studies, 5012, 1667-1677. Smith, P.C., Kendell, L.M., Hulin, C.L. 1969. The measurement of satisfaction in work and retirement. Chicago: Rand McNally. Locke,E.A. 1976. The nature and causes of job satisfaction. In M.D. Dunnette Ed., Handbook of industrial and organizational psychology pp.1297-1349. Chicago: Rand McNally. Hulin, C. L., Judge, T. A. 2003. Job attitudes. In W. C. Borman, D. R. ligen, R. J. Klimoski Eds., Handbook of psychology: Industrial and organizational psychology pp. 255-276. Hoboken, NJ: Wiley. 396 Ruotsalainen, J. H., Verbeek, J. H., Mariné, A., Serra, C. 2015. Preventing occupational stress in healthcare workers. The Cochrane Library. 397 The Effect of Brand Trust and Relationship Quality to Customer Loyalty in EMKL Saputra Trans Abadi Rika Permatasari Effendi rk_permataymail.com 1,3 Virza Yuniar virzayuniaryahoo.com 2,3 1 Twin Tulipware Indonesia, 2 Marketing at DValue Wedding Decoration, 3 Students of Master of Management Program, Faculty of Economics and Business, Universitas Padjadjaran Abstract RESEARCH BACKGROUND Industrial growth in West Java has increased the value of exports in 2008. The main commodity of this province is in the form of non-oil such as wooden furniture, rattan furniture, textiles and finished products, plastics and finished products, electronics and others. Data non-oil exports can be seen in Figure 1.1 are as follows: Image 1.1 Non-Oil Exports Value graph in West Java Year 2008 to 2011 Source : http:disperindag.jabarprov.go.idstatistik6 From the graph above it can be seen that the value of non-oil exports in West Java from 2008 to 2009 decreased by 6.04 and increased again in 2010 amounted to 21.65 and in 2011 amounted to 10.56. Sea Cargo Ship EMKL is a company or individual dealing with the care of a 398 wide variety of documents and formalities required to enter and remove goods from the ship and into the harbor. In the case of export cargo shipping, duties and obligations forwarder is limited to loading into the ship and deployment Bill of Loading B L. The work activities caused the company Sea Cargo Ship EMKL has its own fleet of ground transportation with intent simplify and reduce the cost of transporting goods. PT. Saputra Trans Abadi Cirebon is a B2B company which is engaged in the Service EMKL. PT. STA touch with buyers far fewer but larger capacity. Success factors in obtaining the sales turnover. Below is the graph of sales PT. STA: Image 1.2 Graph Sales PT. Saputra Trans Abadi 2005 to 2014 Source : PT. Saputra Trans Abadi Factors decline in sales at PT. STA because the export demand has decreased, it relates to the new export regulations issued by the governments Ministry of Trade Regulation 81 M-DAG PER 102012 on Export of Forestry Industry Products for Indonesian exports. In addition to the government related to the regulation of the export regulations, there were some problems between CV competitors. Mandiri Pratama, EMKL Bhanda Mulia Trans, Draco Commerce Express, EMKL Panamas, which moves in the same field. 399 According to the proposed by Lafferty, B.A .; Goldsmith, R.E .; Newell, S.J., 2002 Brand Trust Companies is an important factor when consumers make purchase decisions, and work to build the companys reputation loyalty. Anderson and Narus, 1990 says that Brand trust has been regarded as a key factor for building a relationship-oriented long-term success. Then on Relationship Quality according to Evans and Laskin, 1994, the process by which a company builds long-term relationships with customers loyalty and potential customers, work together to achieve the goals that were set. Keegan, Duncan, and Moriaty, 1995, Relationship marketing is a practice of building long-term relationships are satisfactory with key stakeholders include customers, suppliers, and distributors in order to maintain the preferences and the business in the long term. Flavian et al., 2006, says that loyalty has been considered a key factor for achieving the companys success and sustainability over time. According to Oliver, 1999, said that loyalty has been defined as held commitment to buy back a large selection of product service consistently in the future. In terms of retaining the loyalty customer, The company try to improve the quality Services Company Continues to Build increasing brand trust and quality of relationships Good. The following table Previous research Regarding quality Company Services in Trans Abadi. From the table above it can be seen that the quality of service given the 400 company an excellent, proven at the level of customer satisfaction with the company. The following table prior research on customer satisfaction in the company Saputra Trans Abadi: Table 1.2 Consumer Satisfaction Can be seen in the table that customer satisfaction Saputra Trans Abadi has been very good, Customer satisfaction is a prayer One Of Marketing Operative nearby destination linked with customer loyalty Zeithamal Dan Bitner, 2000 hearts Matzler, 2005. IF A consumer feel satisfied with the services of products, they tend to Continue Buying And use it J. Paul Peter and Jerry C. Olson, Consumer Behavior 1996 :. 157. Associated ERat loyalty customer satisfaction And Highly influential with consumer in profitability Hallowell and Johnson et al, 1996 hearts Matzler et al, 2005. So The company chosee to improve the service quality to make the customer satisfied and increase the customer loyalty. So We need to do a research about the effect of brand trust and relationship quality to consumer loyalty, the authors raised the topic of the study entitled : “The Effect of Brand Trust and Relationship Quality to Customer Loyalty in EMKL Saputra Trans Abadi. 1.3 FORMULATION OF THE PROBLEM Based on the background mentioned above, the problem in this research are: 1 How much the effect Brand Trust to Customer Loyalty? 2 How much the effect Relationship Quality to Customer Loyalty? 401 3 Is the Brand Trust and Relationship Quality have positive effect to customer loyalty in Saputra Trans Abadi? 1.4 RESEARCH PURPOSES The purpose of this study is as follows: 1 To determine how much the effect of Brand Trust to Consumer Loyalty. 2 To determine how much the effect of Relationship Quality to Consumer Loyalty. 3 To determine whether the Brand Trus and Relationship Quality have positive effect to Customer Loyalty in Saputra Trans Abadi. LITERATUR REVIEW 1. The Concept of Relationship Quality Relationship quality refers to an overall assessment of the strength of a relationship and the extent to which it meets the needs and expectations of the parties based on a history of successful or unsuccessful encounters or events Crosby et al. 1990. Palmatier 2006 Relationship quality is an overall assessment about strength of the relationship between the two parties. Robberts 2003:191 The relationship quality of the relationship is measure of the exent to which consumer would liketo mantain relationship with manufacturers or service providers. 402

2. The Concept of Brand Trust