Abstract:
It is important for each member organization to know the works and functions respectively. (TUPOKSI) If any member is less or even not understand and carry out its respective TUPOKSI, then the occurrence of overlap or are called by role in carrying out the tasks that have been granted in accordance with the authority. While on the other hand to achieve organizational goals effectively required the integration between the organization's needs with the needs of personnel. The objectives to be achieved in this study were: (1) Analyze the clarity of the role of technicians/laboratory assistants in POLNEP environment; (2) analyze the effectiveness of implementation of tasks technician/laboratory in POLNEP environment; and (3) Analyze the role clarity of roles in supporting the effectiveness of the technicians working/laboratory in POLNEP environment. In this study uses a quantitative research approach that researchers collected data by setting the first concept as related variables derived from existing theories obtained by investigators and then search the data using a questionnaire for the measurement of the variables. Survey methods used for sampling of the population and by using questionnaires as the main instrument of data collection (Singarimbun, and Effendi, 1995). Based on the research results can be concluded that: (1) From the analysis of the clarity of the role of technicians/laboratory assistants in the Pontianak State Polytechnic (POLNEP), it is generally known that the technician/ aboratory has been clear about their roles in the organization; (2) Analysis of effectiveness of work Technician/Laboratory in POLNEP environment generally show the effectiveness of the performance is quite good, and likely to lead to a very good position; and. (3) Clarity of role was greatly affects the effectiveness of the work of the technician/Laboratory POLNEP. Technicians/laboratory assistants are aware that they have a role to play to a particular impact on their work effectiveness and organizations in general.
