TEAM BUILDING TRAINING TO IMPROVE EFFECTIVENESS OF

WORK GROUP SEWING LINE X

Fidia Oktarisa1 Annisa Miranty Nurendra2

Universitas Islam Indonesia

ABSTRACT

This research is a type of applied social research or action research. Sewing line X as a
research object has not been able to achieve daily or weekly work targets so that it has an
impact on group effectiveness or performance. Next, the researcher conducts a group level
diagnosis to find out the description of sewing line X. The group level diagnosis uses an
assessment method consisting of interviews, observation, and document study. The assessment
results show that the sewing line X does not function as a working group. This has an impact
on work group activities and coordination among fellow group members and coordination
between members and superiors. The results showed that to improve the effectiveness of sewing
line X as a working group, it was necessary to develop the group function by applying human
resource intervention through the team building training approach.

Keywords: Team functioning, team building training, group effectiveness

1. Introduction This is in line with the statement of Erdem

(2013) that where the dynamics of
The department is a group within
cooperation in a group or team is the main
the company that is part of the life of the
foundation for the success of an
company (Thoha, 2009). Groups in a
organization.
company consist of members who are
Luthans (2009) states that the effect
interdependent with each other in carrying
of group assignments can be seen from the
out a performance in a structured manner.
strategies applied by the group to achieve
Groups will become more contact bound,
goals manifested in the form of group
able to overcome some of the usual
performance in the name of company
dysfunction problems (Luthans, 2009).
performance, comprehensively group
Achieving group goals and target
effectiveness can be seen from the ability to
companies requires maximum support from
overcome several problems and
each group member. Individuals in a group
dysfunctions in groups. The characteristics
must show their best performance to
of effective groups include groups that can
achieve group goals which will eventually
create the right environment and support
refer to achieving organizational goals.
commitment, a system of communication

1
Fidia Oktarisa, Universitas Islam Indonesia, email: tarisafidia@gmail.com
2
Annisa Miranty Nurendra, Universitas Islam Indonesia, email: annisaa.miranty@uii.ac.id
and appreciation and physical space. The
synchronization of these elements can
create a group with a productive
atmosphere.
The working group in this case
comes from a manufacturing company
engaged in the garment sector. There is a
production department that plays an
important role in producing quality
products according to the buyer's request.
The production department consists of
several sewing or sewing lines. Line sewing
is a garment-producing working group that
is a product of PT. X Semarang. The sewing
line in completing the target is determined
by the accuracy and speed of finishing the
sewing to become a garment. The sewing
line target is achieving the daily efficiency
set by the company.
Line sewing in the production
department of PT. X Semarang is divided
based on clothing style work, namely brand
A production and brand N production. One
of the biggest targets and efficiency is
found in brand A sewing line production,
this is because the sewing line that produces
brand A can change styles suddenly
according to demand buyer.
Overall, the sewing line that
produces brand A can meet the target
according to the number of orders requested
by the buyer. However, there are a number
of brand A sewing lines that have not been
able to achieve daily efficiency targets. The
efficiency of each day is determined based
on the calculation of the number of orders,
the number of man power, the number of
machines, and the time it has to complete
the order in order to close the pre order /
close PO and the goods are ready to be sent.
The lowest efficiency based on the daily
efficiency record of the production
department is line sewing X. The line is
relatively new with a working period of six
months. Each sewing line consists of
supervisors, group leaders, admin
operators, and several sewing operators.
Sewing Line X in the construction of brand
A style has not been able to achieve the
daily efficiency target because the
percentage of efficiency is below the
percentage set by the company, namely a
minimum daily efficiency of 60%.
The results of the interview with the
personnel section of the ERA staff revealed
that sewing line X in performance had not
been able to achieve targeted efficiency
every day. Sewing line X is basically
different from other lines, most existing
operators are new operators who do not
have experience working in the garment
industry, but have attended training center
programs facilitated by the company. In
addition, sewing line X also has several old
operators that are part of the line.
 The sewing line X is classified as
new with a working period of six months
and the average operator working on the
line is classified as a new operator which
indirectly influences the efficiency to be
achieved. This is because some new
operators have not been able to adjust their
work methods and speed like the old
operators. In general, new operators have a
slow working time and often experience
delays until some operators experience a
stack of stitches. Seams on a line are normal
when the quantity and working time are
planned strictly. However, this is not an
excuse for operators not to work quickly in
completing targets.
According to the production
manager there are several other sewing
lines that have also recently been formed.
The performance of other new sewing lines
is still able to achieve daily efficiency with
the composition of the average operator as
well as the new operator as in line sewing
X. The composition of the sewing line,
which on average consists of new operators
is not the only factor that makes a sewing
line unable to achieve daily efficiency.
According to the factory manager of PT. X
Semarang, the leadership group leader
factor as the supervisor of the operator is
the influence of the stability of the sewing
line in achieving efficiency.
The group leader as the leader of a
line is obliged to set a strategy so that
sewing operators can work according to the
target and efficiency without any stitches
stacking or rejecting. While on the sewing
X line, the group leader status is still in the
process of testing or acting to be promoted
to sewing group leader. In sewing
capability, the group leader can master
several sewing processes and has had
experience as a sewing operator for several
years. According to the production
manager, the group leader of the sewing X
line still needs to improve expertise in
managing operators so they can work
quickly and ensure the quality of the work
of the operators. The group leader is also
obliged to encourage and regulate certain
strategies so that the operator can work on
time, oversee every process carried out by
each operator so that the sewing process
does not accumulate.
The initial interview with group
leader of Sewing line X explained that there
were several operators who had work
stacks, when the group leader or supervisor
gave instructions to help other operators,
then the operators who had completed the
stitches were asked to help the operator that
was having a pile of work.
Based on the preliminary data, the
researcher intends to conduct a group level
assessment to deepen the data related to the
efficiency of the Sewing line X working
group by using several assessment methods
so that the researcher gets an overview of
the efficiency of the Sewing line X in the
production department of PT. X Semarang.
The assessment results can be a reference in
determining the diagnosis of group level on
Sewing line X and get an overview of the
condition of the Sewing line X group and
provide recommendations for appropriate
interventions to improve the effectiveness
of Sewing line X as a working group.
2. Materials dan Methods
2.1. Study Design
This research uses action research
design which is one type of applied social
research. Action research is a social
experiment that emphasizes the process of
solving problems and progress using
quantitative and qualitative approaches
(Tomal, 2003).
2.2. Sampling Strategy
Picture 1. Group Level-Diagnosis Model by Cummings and Worley
The study uses purposive sampling
for qualitative data that can determine the
research subject and key informants
appropriately. Purposive sampling aims to
identify and select cases that provide
adequate information appropriately by
determining samples based on certain
considerations (Sugiyono, 2013). The
sampling characteristics in this study are
employees who work in the production
section of PT. X Semarang, which is called
a sewing operator on the sewing X line
along with the boss and parties related to
the production process.
2.3. Group Level-Diagnosis Model
Data collection techniques in this
study used an assessment technique
consisting of several methods of data
collection. Assessment was carried out
based on the Cummings group level
diagnosis model (Cummings and Worley,
2015). This level of diagnosis model can be
seen in the picture below:
 The diagnosis model consists of attitudes and behavior of members in the
inputs, component design (task structure, group. The internal needs of group
goal clarity, team functioning, performance members can also influence group behavior
norms, and group composition), and as a whole. These differences in
outputs. Input refers to organizational characteristics can influence the work
design that includes strategy, structure, decisions of group members. Performance
technology, human resource systems, norms are members' beliefs about how the
management processes, culture. While group's performance should be towards a
design components consist of aspects that task, including setting work standards. This
affect group effectiveness consisting of includes the values and regulations
goal clarity, task structure, team contained in the group. Team functioning is
functioning, performance norms, and group the most basic thing that affects group
composition). effectiveness. The team functioning
Goal clarity involves how well includes all activities related to group
group members are able to understand assignments such as group coordination
group tasks and goals in general. Objectives and outcome evaluation. Coordination
should be challenging, there are appropriate occurs as long as group members can
methods to measure the achievement of the influence group performance.
task, periodic monitoring, there is feedback The results of the application of
on information on achieving goals, and inputs to the design component show group
goals must be clearly known by all group output in the form of group effectiveness
members. which can be seen from several factors,
The task structure focuses on the namely product of service quality,
design of task structures in groups. This productivity number of decission, team
component has two dimensions, including cohesiveness, and group member
how to coordinate among members in the satisfaction.
group and the regulation of division of tasks
as group members. Group compilation 2.4. Assessment Method
focuses on the characteristics of group Assessment methods are carried out
members, demographic factors such as age, using several data collection methods,
educational background, work experience, namely by using interviews, observation,
and ability to work that can influence the and documentation. The method was
compiled based on the group level analysis
model from Cummings. The following is
the basis of each method used:
2.4.1. Observation
Observation is a systematic observation
activity followed by a systematic recording
technique to help data collection that
underlies specific statements from
individuals or groups that are reflected
through behavior, so that later certain
meanings can be taken (Sugiyono, 2013).
The researcher used the anecdotal record
observation model, which is one of the
observation models, where the researcher
carried out observations by carrying blank
paper, only recorded unique behavior, and
was important according to the researcher.
Behavior that is considered important will
be recorded as soon as possible after the
behavior appears. Observation was carried
out by using an observation guide based on
the group analysis theory proposed by
Cummings.
2.4.2. Interview
Interviews are a process of
communication interactions conducted by
at least two people on the basis of
availability and in scientific settings. The
direction of the discussion examines the
stated goals by prioritizing trust as the main
foundation in the process of understanding
(Herdiansyah, 2013). Interview as a process
of communication between two or more
people with a goal and usually contains
questions about the answer to a question.
Sulistyarini and Novianti (2012) explained
that interviews confirmed using aspects
proposed by Cummings and Worley (2015)
namely goal clarity, task structure, team
functioning, group composition, and
performance norms which were then
compiled into interview guides. This is
related to the assessment used to determine
the application of each aspect so that it can
be seen the group effectiveness picture on
Sewing line X.
2.4.3. Document Study
The study of documentation according
to Sugiyono (2016) is a record of past
events, such as writing, pictures, or
monumental works such as diaries, life
history, biographies, regulations, and
policies. Study documents in this study are
notes and data about companies that can be
used to see the company's vision, mission
and values, organizational structure in the
company, and how the company
administration. The following assessment
matrix for each method is based on the
components that can be collected data:
 Matrix of Assessment Method
No Assessment Area Assessment Method
Interview Observation Document
Study
1. Input ✔
2. Goal Clarity ✔
3. Task Structure ✔ ✔
4. Team Functioning ✔ ✔
5. Performance Norms ✔ ✔
6. Groups Composition ✔ ✔
7. Output (Group Effectiveness ✔ ✔ ✔

The matrix of assessment methods can interview data collected from the research
be seen throughout the assessment area can subjects passed the verbatim coding
be photographed using the interview process. While observation data is obtained
method. Observation methods can capture based on observational records of
information on several assessment areas, researchers while in the field and there are
namely team functioning, performance data in the form of documents as a result of
norms, groups composition, and output. study document studies. The data collected
Whereas in the study method the document from each of these methods was analyzed
can find out the task structure (through the using stream analysis. Stream analysis
organizational structure, business process according to Porras (1987) is a graphical
department, and job description) and output representation of complex relationships
can be seen from the efficiency list or the about a problem situation. Analysis
achievement of targets on the efficiency procedure using stream analysis of
update board available online. collected data which includes problem
categorization, identification of
2.5. Data Analysis interconnections and problem diagram
Data obtained from interview, analysis (Porras, 1987).
observation, and document study methods
2.6. Ethical Considerations
were then grouped according to the design
components in the Cummings group level
The implementation of the research has
diagnosis model. The assessment results are
received permission from Company X
based on inputs, goal clarity, task structure,
through the approval of the HRM
performance norms, group composition,
Department and Production Manager.
team functioning, and outputs. The
Research permits last for four months operators. Group Leaders are on the front of
starting from September 3, 2018 and ending the line whose position can also be moved
on December 21, 2018. according to line requirements.
Occasionally the group leader will move to
3. Results And Discussion
the operator's desk who needs help or
3.1. Results ensure work on the completeness and needs
The assessment results on the sewing X
of the group for production work so that the
line are obtained based on the method of
sewing process runs smoothly.
collecting observations, interviews and
During the production process takes
document studies. The assessment results
place the room is heard music that has been
of each of these methods are as follows:
set at a certain time by the personnel. The
3.1.1. Observation
music can foster enthusiasm for operators
The Sewing line X workplace is an
and other employees while working. When
open space at the PT. X Semarang, where
working hours the operators will be busy
one line of work is arranged in such a way
working on their respective jobs with a
as to the needs of the machine and man
monotonous work tempo, so that the songs
power. The Sewing line X is on line 39,
played are expected to reduce the level of
where the line is next to the other sewing
saturation for operators and employees who
lines which have different styles of work.
are working. In addition, music playback
The sewing X line consists of two long lines
time is a marker for the group leader to
to the back so that each operator will sit on
instruct operators to implement factory
a chair facing the table and each sewing
standards, namely 5R (concise, neat, clean,
tool. Then on the back there is a separate
diligent, caring) such as sweeping the floor
cupboard and table used by the admin to
around the line to keep it clean.
place garment components such as threads,
Work hours of group start at 07.00 WIB
needles, scissors, and report files as well as
until 15.45 WIB, where before the work
administrative data related to Sewing line X
process begins the employee must fill in the
data and the employee's own data.
attendance list using their respective ID
The supervisor's position changes
Card. During the 11:45 is time to break,
according to the line needs he supervises.
employees are welcome to take a lunch
Usually the supervisor stands in front of the
break and time to worship until 13:00 WIB.
sewing line, making it easy for supervisors
The company provides a canteen for
to directly monitor the performance of the
employee lunch needs, the canteen can
accommodate more than 500 people. After
the break, the production process continues
until the working hours are over.
The norms that apply to the sewing X
line can be seen from the interaction
between employees, where after the
morning briefing or before the production
process takes place, the group leader and
the operator pray according to their
respective beliefs guided by a recording of
prayers played by personnel. In addition,
there are habits to maintain the cleanliness
of the work environment starting from the
cleanliness of sewing machines, garments,
and the cleanliness of floors around the line.
The composition of the working group
on the Sewing line X consists of men and
women with a number of male employees,
namely as many as two people and 19
women. This working group also has a
group leader namely a woman and an
admin as well as a woman. This supervisor
of Sewing line X is a woman who has
worked in the production department for
four years with experience starting as an
operator, group leader to become a
supervisor overseeing three lines including
Sewing line X.
The work or output of the Sewing line
X group can be seen on the efficiency board
displayed on the production manager's
table, where on the board is written the
target that the Sewing line X group must
achieve in one day and its achievement.
Based on the efficiency of the target board
and efficiency, it can be seen that the
Sewing line X has not yet achieved the
efficiency expected by the company, it can
be compared with other sewing lines, which
have reached an average efficiency of at
least 60% every day.
3.1.2. Interview
The results of interviews from various
sources ranging from employees to top
management after the integration of data
from all the sources showed that based on
input, the company gave the target
according to the sewing line's ability to
complete the target. Sewing line X gets a
target that does not require long processing
time and the level of work difficulty does
not complicate Sewing line X. The
company also facilitates each group leader
to get training focusing on soft skills that
will be needed by group leaders in carrying
out their duties.
Based on group design, each
component shows the results that in goal
clarity, each line has a work target in the
form of a production target and an
efficiency whose achievement is marked by
closing PO or closing the pre order. Every
morning briefing, the daily target will be
delivered by the group leader to the
operators on line. Some operators on the
Sewing line X already know the target and
line of purpose of Sewing line X, but not all
operators have the awareness to reach that
target. In task structure, the division of
tasks on Sewing line is carried out by the
group leader as the direct supervisor of the
operator and admin. The group leader has
more responsibility than the operator, the
main task is to ensure the target, efficiency
and quality of the garment. Every time you
start a style, the group leader will explain
how to sew in each process. However, some
operators choose to use their own methods
which are ineffective and make the operator
not timely in completing the stitches.
Besides that, the group leader has moral
responsibility towards the operator. The
leader of Sewing line X group shapes the
morale of the operator by applying it first to
oneself, such as maintaining anger by
participating in cleaning the work area. As
a leader, the group leader leads a briefing
every morning to provide information
regarding line activities, especially target or
efficiency information, which is the group's
goal. Before starting the production
process, the Group Leader and supervisor
do the layout according to the order style
that is lowered to Sewing line X. Then, the
group leader is tasked with directing the
operator to work, if needed in certain
conditions. However, between group
leaders and operators, effective
communication has not yet been formed,
the group leaders have not been fully able
to coordinate so that softskill training is
needed, especially leadership skills.
Group performance can be seen with
the results of the garment in quantity and
quality, to maintain the quality of the
garment. The group leader sorts the results
of the garment that the operator works
before reaching the QC (quality control)
desk. The aim is to prevent rejects from the
garment. Furthermore, the group leader and
supervisor are responsible for being able to
close the PO according to the schedule set
by the company.
Based on group composition, Sewing
line X is a new sewing line with a working
period of six months. The Sewing line X
consists of 25 operators. The average
operator is a new operator that has passed a
trial period of three months. But there are
several operators who only master one skill.
Some other operators who are old operators
have multi skills. Operators who only
master one skill during the three-month trial
period do not receive effective supervision.
Different from the other new sewing lines
that still work according to the target. Skill
problems are not the cause of the main
sewing line not performing, but some
operators on the Sewing line X are often
negligent and underestimate the work.
The norms in Sewing line X include,
among others, all Sewing line X group
members understand and understand the
values that exist in groups such as the
prohibition on making colored food and
drinks when they work, they cannot smoke,
and they must use uniforms given by the
company except for new employees who
have not obtained a uniform that is using
shirts or t-shirts, each employee must
maintain a clean state, especially hand
hygiene, this is related to the quality of the
garment they do so that damage does not
occur such as stains from their hands during
sewing . Furthermore, each employee and
boss must respect and respect each other, in
order to create a comfortable working
atmosphere. Communication between lines
consists of active communication and
passive communication through media like
wall magazine. Every morning Sewing line
X conducts a briefing before starting the
work process. However, there are values
that are still lacking in application to the
operator, namely attitude in working.
The Sewing line X at the time of
assessment is working on the jacket sewing
process together with the two lines that are
on one supervision. So it is not possible to
be given training because it is pursuing a
target. Every start of a style work, group
leader of Sewing line X explained how to
work according to the standards set by the
company, but some operators chose to use
their own sewing methods even though the
method was not effective which had an
impact on the work of the operator who still
have sewing pile and was not targeted.
The finished garment, before arriving at
the QC desk, will be sorted by group leader
and supervisor to reduce reject items.
According to operators, rejects often occur
in the first stage of the process, but it is only
known when the goods have entered the
final process. So, the line needs to be
completely disassembled to improve the
initial sewing process. If there is reject,
especially reject shading and reject cutting,
then the line will propose component
replacement. When a stitch or stack occurs
in a process, the group leader will ask the
operator to use the same machine that have
not sewing pile to be able to assist the
operator who have sewing pile. The goal is
to speed up the process so that the goods
can proceed to the next process.
Some operators object to assisting
operators who have sewing pile, they are
willing to help if the operator that have
sewing pile is their friend. In collaboration,
the operator has not yet been able to work
as a whole as a whole because there are still
small groups, especially between new
operators and old operators. In addition to
collaboration, the group's performance did
not reach the target because there were
personal problems such as conflicts
between operators and a decrease in morale
due to other personal problems.
Overall, Sewing line X in achieving the
output or target is not stable and has not
reached the daily efficiency target. Every
day the output achieved goes up and down
and rarely reaches the target and daily
efficiency. Achieving Line X efficiency on
an average day still ranges from 40% to
55% of the target of at least 60% achieving
daily efficiency.
3.1.3. Document Study
Sewing line X is a work unit that is
under the production management of PT. X
Semarang. This line has different duties and
responsibilities with 22 other sewing lines,
which are in accordance with
workmanship of the clothing
produced by each sewing line.
The task structure on Sewing line X has
been explained in the form of a work
instruction for work instructions for
operators and there is a job description for
the position of group leaders
supervisors. Each operator, supervisor and
group leader knows their duties and
responsibilities, but there are still a number
of jobs that are not optimal for some
operators and group leaders so that the
performance of the group is not maximal.
The composition of Sewing line X
based on based on the position where there
are supervisors, group leaders, admin
operator, and 21 sewing operators. Based
on sex characteristics, there are two male
operators and 19 female operators.
Meanwhile, supervisor, admin, and group
leader are employees.
3.2. Discussion
Based on the assessment results
conducted on the Sewing line X as working
group using aspects of the Cummings and
Worley (2015) diagnosis method, it is
known that overall the Sewing line X
already has inputs, composition groups,
task structures, and performance norms that
are effective in working as a group.
However, in team functioning and
the understanding of the target development
styles still needs to be done.
The company provides the target
according to the sewing line's ability to
complete the target. Sewing line X is a new
sewing line with a working period of six
months. The line gets a target that does not
and require long processing time and the level
of work difficulties does not make it
difficult for Sewing line X operators to
reach the target. Basically, every operator
on the Sewing line X already knows the
target and line of work of Sewing line X.
Each line has a work target in the form of a
production target and efficiency with
achievements marked by closing PO or
closing the pre order. Even though every
morning briefing, the daily target will be
delivered by the group leader to the
operators who are on line, but not all
operators have the awareness to achieve
these targets in the work process.
According to Parker (2007), effective
teams must understand the targets needed
and what must be done to achieve these
targets, because the quality of an effective
team requires clear and realistic goals to be
achieved. Parker (2007) also mentions that
the purpose of a group can be
psychologically extraordinary motivation
for each member of the team who has goals
and knows the things that need to be done
to achieve the goals will be challenged to
solve them.
The strategy used in Sewing line X in
carrying out tasks has been determined to
facilitate the operator and admin at work.
Division of tasks on line is carried out by
the group leader as the direct supervisor of
the operator and admin. Group leaders have
more responsibility than operators, the
main task is to ensure the target, efficiency
and quality of the garment. Every time you
start a style, the group leader will explain
how to sew in each process. However, some
operators choose to use their own methods
which are ineffective and make the operator
not timely in completing the stitches. In
addition, the group leader has moral
responsibility towards the operator. The
leader Sewing line X group forms the
morale of the operator by applying it first to
oneself such as maintaining the cleanliness
of the work area by participating in
cleaning the work area with the operator.
Before starting the production process,
the group leader and supervisor do the
layout according to the derived order style
to Sewing line X. Then, the group leader is
tasked with directing the operator to work,
if needed under certain conditions the group
leader balances to overcome man power
problems and regulates the smooth sewing
process. However, effective group
leadership and operators have not yet
formed communication, where the group
leader has not been fully able to coordinate,
so soft skill training is needed, especially
leadership skills.
Group performance can be seen by the
results of the garment in quantity and
quality, to maintain the garment quality of
the leader group to sort the garment results
that the operator works before reaching the
QC table. The aim is to prevent rejects from
the garment. Furthermore, the group leader
and supervisor are responsible for being
able to close the PO according to the
schedule set by the company.
The number of operators incorporated
in each work style on the Sewing line X
varies according to man power
requirements. However, the production
manager explained that the Sewing line X
consisted of 25 operators. The average
operator is a new operator that has passed a
trial period of three months. However, there
are several operators who only master one
skill. Some other operators who are old
operators have multi skills. Operators who
only master one skill during the three-
month trial period do not receive effective
supervision. Different the other new sewing
lines that still work according to the target.
Skill problems are not the cause of the main
sewing line not performing, but some
operators on the Sewing line X are often
negligent and underestimate the work.
The Sewing line X at the time of
assessment is working on the jacket sewing
process together with the two lines that are
on one supervision. So, it is not possible to
be given training because it is pursuing a
target. Every start of a style work, group
leader of Sewing line X explained how to
work according to the standards set by the
company, but some operators chose to use
their own sewing methods even though the
method was not effective which had an
impact on the work of the operator who still
have sewing pile and was not targeted.
The finished garment, before arriving at
the QC desk, will be sorted by group leader
and supervisor to reduce reject items.
According to operators, rejects often occur
in the first stage of the process, but it is only
known when the goods have entered the
final process. So, the line needs to be
completely disassembled to improve the
initial sewing process. If rejects occur,
especially rejecting shading and rejecting
the cut, then the line will propose
component changes. When a stitch or stack
occurs in one process, the group leader will
ask the operator who have not sewing pile
to be able to help the operator have sewing
pile with the aim to speed up the process so
that the goods can proceed to the next
process.
Some operators object to assisting
operators who have sewing pile, they are
willing to help if the operator is their friend.
In collaboration, the operator has not yet
been able to work as a whole as a whole
because there are still small groups,
especially between new operators and old
operators. According to Forsyth (2010) the
closeness of relations from team members
will show that the team members have a
high degree of unity. It also shows the
typical cohesive team especially on the
feelings of members who are united as the
effort of each member in achieving a
common goal. In addition, members of this
group do not have commitments and
contributions to achieve group goals. The
lack of commitment also has an impact on
group work performance that is not
optimal, while groups must be able to work
as a whole team to be able to produce the work effectiveness of employees in a
optimal work performance. group. The results of the study of Josephine
In addition to collaboration, the group's and Harjanti (2017) found that a
performance did not reach the target comfortable work environment can
because there were personal problems such increase employee concentration in
as conflicts between operators and a improving performance and these
decrease in morale due to other personal conditions have an impact on increasing the
problems. Research results of Supriyanto productivity of employees in a group.
and Mukzam (2018) related to employee The obstacles and constraints
performance found that in addition to the experienced by group leaders, operators,
ability of employees to be able to carry out admin, and supervisors in carrying out the
their duties and responsibilities, there is production process on Sewing line X have
motivation and work environment to be a an impact on the output or results of group
factor that has an impact on employee performance. Overall, the Sewing line X in
performance in a work group. According to achieving the target is unstable and has not
Hasibuan (2000), the importance of reached the daily efficiency target.
motivation for employees because Achieving Line X efficiency on an average
motivation is the thing that causes, day still ranges from 40% to 55% of the
channels, and supports a person's behavior target of at least 60% achieving daily
to want to work enthusiastically and efficiency. Furthermore, the researcher
actively achieve work goals optimally. In conducted a deeper analysis by using a
addition, the needs of employees such as stream analysis which can be seen in the
the work environment have an influence on following picture:
 Based on stream analysis, it can be seen provide support to those members when
that the source of many important problems their work has been completed.
occurred with the Fuctioning team. The Other members feel the difficulties
problems that occur are still low faced by their co-workers are the
communication between group members, responsibility of the group leader when the
as well as between group leaders and member does not reach the work target,
operators, causing awareness among other members feel that it is not their
members of the group's interests not yet responsibility. Even though the work
fully understood by each operator, such as targets of each operator are part of the target
awareness to help operators who with the group. This shows that the
experience computes or stacks of stitches. willingness to instill a sense of caring and
Low communication ultimately makes the helping each other to work on Sewing line
sense of care among members diminish. X is still low. Moreover, the workload that
When there are group members who have the group has is also overvalued so that
not completed their work targets several other members often have tasks that
individually due to limited experience, are piling up, and unresolved plus the
especially for new employees and require majority of group members who are still
adjusting work styles. Other members do new employees who need adjustments to
not help or have not taken the initiative to the tempo and work style.
 Another problem that arises is due to the work targets to the maximum and on
the ability of employees who have not run time.
smoothly in the experience of operating Based on the dynamics of the problems
several machines, so the work becomes that occur in the Sewing line X group, it can
hampered and affects the accuracy of the be concluded that the aspect of team
completion of the target. The responsibility functioning will be the focus of
of the Sewing line X group in terms of improvement as a working group.
sewing clothes is basically a large amount Ineffective team functioning will disrupt
and is chased by time. Operators work from the effectiveness of the group as a work
morning until work hours are finished with team. As explained by Cummings and
monotonous work. This gave rise to Worley (2015) that team functioning is the
saturation for workers, especially in Sewing quality of dynamics in groups, including
line X group members in doing their jobs. activities related to work and maintaining
The event ultimately made the work group functions.
motivation of employees decreased, the Activities related to groups such as
impact on achieving the target group which coordination and evaluation in the
resulted in a low percentage of achievement implementation of work are group
targets owned by the group both daily functions. These activities, among others,
efficiency and targets so that the maintain group cohesiveness, harmonious
performance of the Sewing line X group situations within the group, maintain
was considered low compared to other relations between group members, and
sewing lines which were also classified build healthy competition between
new. members. The results of the assessment
The existence of inputs and work illustrate that this group does not have good
components in the Sewing line X group of quality group dynamics. This group still
the production department of PT. X cannot function as an effective group. This
Semarang is a challenge for the group to is indicated by the existence of gaps or
increase group effectiveness and be able to conflicts in these aspects such as ineffective
provide the best productivity and communication, caring among fellow
performance. Especially in the work target members who have not been well
that has not been achieved, then it becomes established, and low cohesiveness because
a challenge to form this working group to social relations in one group are still low.
be more effective so as to be able to meet
 Problems with the team functioning can
cause some problems in other aspects such
as unattainable work targets, poor work
performance, low awareness among group
members, poor communication between
members, and low work motivation and can
interfere with group work performance. As
a result, this group cannot fulfill its duties
and responsibilities to the company to the
fullest. Therefore team functioning is the
main focus of the intervention area because
of the quality of the relationship dynamics
between group members in the Sewing line
X working group. Interventions in the team
functioning area are expected to have an
influence on other aspects so that the line
becomes a more effective working group.
the work is more maximal than the results
of previous work.
4. Conclusion
In general, Sewing line X has a
relatively good group effectiveness, but
from the overall results of the assessment
the researcher concludes that the aspects of
team functioning are the focus of the
intervention because of the many gaps or
conflicts in that aspect. Such as ineffective
communication, low level of concern for
colleagues, and low cohesiveness because
social relations in one group are still
lacking. The intervention given to this
group is the team building training
program. This exercise aims to improve the
function of the team in the Sewing line X
group. So that it can be an effective working
group and can achieve optimal performance
in achieving the target group work.
Suggestions for researchers to submit to
companies are in the form of implementing
interventions related to team building
training. The hope for the company to be
able to facilitate Sewing line X to get a
development program or intervention as
well as the intervention design that has been
prepared by the researcher can be used as a
guide in providing a development program
to the Sewing line X in the production
department of PT. X Semarang. Then the
suggestion for the Sewing line X working
group is to understand the duties and
responsibilities of each as a member of the
Sewing line X working group; improve
effective communication through two-way
communication so that there is no
miscommunication during the work
process; increasing a high sense of care to
superiors and subordinates so that it can
lead to good cooperation between fellow
members; enhance group cooperation,
cohesiveness and cohesiveness, and
increase awareness among fellow group
members.
Author’s Contributions
F.O. and A.M.N., conceptualized the
study. F.O., collected the data. F.O. and
A.M.N., worked on the methods and data
analysis. F.O., wrote the first draft. A.M.N.,
reviewed and edited the drafted manuscript.
A.M.N., supervised the study. All authors
revised, read, and approved the final
manuscript.
Conflict of Interest
The authors declare no conflict of interest.
Acknowledgement
Hereby, we extend our gratitude to the
Department head HRM Perusahaan X
Semarang. We would also like to thank all
the staff of HRM Perusahaan X Semarang,
and all the participants for assisting us in
this research project.
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