South Tangerang – The development of the modern laundry business continues to grow in line with the growing public demand for practical and efficient services. One such growing business is Puspa Laundry Coin, which currently has six branches in Tangerang and the surrounding area. In carrying out its business operations, Puspa Laundry Coin not only relies on modern laundry machine technology but also implements structured human resource (HR) management to maintain quality service to customers. Based on interviews conducted by Pamulang University students at one of the Puspa Laundry Coin branches, it was discovered that the branch visited was the company’s sixth.

Employee Recruitment System

One of the employees interviewed was Ikbal, who had only been working at Puspa Laundry Coin for two months. According to Ikbal, the recruitment process involved an initial interview. He also learned about the job opening through his older brother, who had previously worked at Puspa Laundry Coin. “I’ve only been working for about two months. I initially received information from my older brother, who already works here, and then went through an interview process before being accepted as an employee,” Ikbal said. This recruitment system demonstrates that the company continues to screen prospective employees to ensure they are capable of carrying out tasks according to operational needs.

Operating Hours and Work System

Puspa Laundry Coin serves customers every day with fairly long operating hours, from 9:00 a.m. to 9:00 p.m. WIB. To maintain employee productivity while providing sufficient rest time, the company implements a one-day-a-week holiday system. However, the holiday schedule is not implemented simultaneously at all branches. “Every employee gets one day off per week, but the day of the holiday varies depending on the arrangements of each branch,” explained Ikbal. This system is implemented to ensure that laundry operations continue to run optimally every day.

Employee Bonus and Motivation System

In an effort to boost employee morale, Puspa Laundry Coin has implemented a bonus or commission system based on achieving monthly profit targets. The company’s target is a profit of Rp 10 million per month for each branch. “There’s a bonus system if the target is met. The target is around Rp 10 million per month. However, if the target isn’t met, there are no specific sanctions for employees,” said Ikbal. This policy is considered effective in motivating employees without putting excessive pressure on their work.

Performance Evaluation and Business Development

As a form of operational oversight and control, branch managers routinely evaluate business development. Evaluations can be conducted weekly or biweekly, depending on the conditions and needs of each branch. Furthermore, branch managers also conduct in-person visits to all branches from Monday to Friday to ensure operations are running smoothly. “Usually, there are routine evaluations from branch managers. Sometimes weekly, sometimes biweekly. Branch managers also frequently visit each branch to monitor business conditions,” said Ikbal. These evaluations help the company identify problems and determine necessary corrective measures.

Utilization of Information Systems in Operations

As a service business that relies on modern laundry machines, Puspa Laundry Coin also utilizes communication technology to support its daily operations. If a machine malfunctions or malfunctions occur, employees immediately report it through a WhatsApp group, which serves as the company’s internal communication channel. “If there are any problems with the machines or operational equipment, we immediately report them through the WhatsApp group for immediate action,” explained Ikbal. This use of communication technology helps expedite the reporting and problem-solving process, allowing operations to return to normal.

Employee Responsibilities in Machine Operation

When running a laundry business, accuracy is crucial. Mistakes in operating the machines can result in losses for the company. According to Ikbal, if an employee makes an input error or is negligent when activating the machine, resulting in wasted operational costs, the employee is responsible for those costs. This policy is implemented as a form of accountability and an effort to improve workplace discipline.

Case Study of Management Information System at Puspa Laundry Coin

From the results of observations and interviews, it can be seen that Puspa Laundry Coin has implemented several elements of the Management Information System (MIS), including:

1. Use of WhatsApp Group as an operational communication medium.

2. Periodic performance evaluation by the branch manager.

3. Structured machine failure reporting system.

4. Management of employee work schedules and holiday schedules.

5. Operational supervision through routine visits to each branch.

The implementation of this system helps companies in managing human resources, accelerating the flow of information, and increasing the effectiveness of business operations.

Conclusion

Puspa Laundry Coin is an example of a service MSME that has implemented simple human resource management and information systems to support its operational activities. Through a clear recruitment system, regular evaluations, the use of communication technology, and structured supervision, the company is able to maintain service quality and improve employee effectiveness. Interviews indicate that the success of a business’s operations is determined not only by the technology used but also by the quality of the human resources who run it.

Source

Hasibuan, Malayu SP (2019). Human Resource Management. Jakarta: Bumi Aksara.

Laudon, Kenneth C., C Laudon, Jane P. (2021). Management Information Systems. Jakarta: Salemba Empat.

Sutabri, Tata. (2016). Management Information Systems. Yogyakarta: Andi.

By: Veza Clara Tika, Andini, Sutrisna, Abdul Hafiz Yahya and Arif Firdaus Pahlepi Pamulang University, Management Study Program

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