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Terdakwa kasus dugaan korupsi Pusat Pendidikan Pelatihan dan Sekolah Olahraga Nasional di Desa Hambalang, Kabupaten Bogor, Jawa Barat, pada 2010 lalu , Deddy Kusdinar, pasrah dalam menghadapi vonis majelis hakim hari ini. Bekas pejabat di Kementerian Pemuda dan Olahraga itu juga mengaku tidak memiliki persiapan khusus menjelang pembacaan putusan atas perkaranya.

"Ya siaplah. Insya Allah. Ya mau tidak mau disiap-siapin saja," kata Deddy kepada awak media di Gedung Pengadilan Tindak Pidana Korupsi, Jakarta, Selasa (11/3).

Menurut kuasa hukum Deddy, Rudy Alfonso, dia juga berharap majelis hakim telah memutus perkara kliennya dengan jernih dan adil. Dia juga mengatakan, seharusnya bukan kliennya yang dihukum berat karena masih ada lagi pihak lain yang harus bertanggung jawab.

"Kami tentunya juga berharap besar kepada majelis hakim untuk menilai secara obyektif fakta-fakta yang terungkap dalam persidangan. Siapa yang sebenarnya mengatur proyek, menggiring anggaran, dan menikmati uang korupsi Hambalang yang seharusnya dihukum seberat-beratnya," tulis Rudi melalui pesan singkat kemarin.

Rudi juga mengatakan, sidang vonis Deddy akan digelar pukul 10.00 pagi WIB. Dia pun juga berharap sidang dilakukan tepat waktu.

Menurut Rudy, Deddy hanyalah pegawai di Kementerian Pemuda dan Olahraga yang telah mengikuti perintah atasan. Menurut dia, jangan sampai Deddy hanya menjadi tumbal di kasus itu, sementara pihak lain yang juga mesti bertanggung jawab malah lolos.

"Orang seperti Pak Deddy yang tidak menikmati uang haram dari Hambalang jangan dijadikan tumbal untuk dapat menyelamatkan orang-orang yang punya hubungan dengan kekuasaan, dan bisa tertawa menyaksikan semua ini," sambung Rudy.

Rudy juga menjelaskan, yang dimaksud orang-orang yang punya hubungan kekuasaan adalah pihak yang berada dalam lingkar inti kasus. Seperti Muhammad Nazaruddin yang menggiring anggaran di DPR. Kemudian juga beberapa pihak lain yang mengupayakan supaya proyek Hambalang dibiayai dengan skema tahun jamak, meski melanggar aturan.

"Ada peran tangan-tangan kuat yang sudah terungkap juga. Kemudian aliran uang ke pihak-pihak tertentu yang menikmati suap," lanjut Rudy.

Meski demikian, Rudy telah meyakini KPK bakal akan menjerat pihak lain dalam kasus Hambalang. Bahkan dia telah meminta KPK untuk melakukan terobosan hukum supaya tidak terpaku pada perorangan saja.

"Kita percaya KPK akan obyektif dalam mengembangkan kasus ini dan menyeret tidak hanya mereka yang turut serta. Tetapi juga harus berani memberi terobosan untuk menghukum korporasi (perusahaan) jika memang ingin penegakan hukum yang tanpa pandang bulu," tandas Rudy.

Dua pekan lalu, jaksa penuntut umum pada Komisi Pemberantasan Korupsi menuntut Deddy dengan pidana penjara selama sembilan tahun dikurangi masa tahanan. Dia juga dituntut pidana denda Rp 300 juta subsider enam bulan kurungan.

Deddy juga dituntut dengan pidana tambahan berupa uang pengganti kepada negara sebesar Rp 300 juta, yang mesti dibayar selambat-lambatnya satu tahun setelah mendapat kekuatan hukum tetap. Jika tidak dibayar maka akan dijatuhi hukuman 1 tahun penjara.

Menurut jaksa, hal yang memberatkan Deddy adalah tidak mendukung program yang sedang giat-giatnya dilakukan pemerintah yaitu pemberantasan korupsi dan efisiensi dan efektivitas anggaran, serta melanggar hak ekonomi dan sosial karena tidak bertanggung jawab pada anggaran. Sedangkan hal-hal yang meringankan adalah bersikap sopan selama masa persidangan, menyesali perbuatan, belum pernah dihukum, serta punya tanggungan keluarga yaitu dua anak kandung, dua anak angkat, dan seorang istri yang mengalami sakit lupus selama dua tahun.

Menurut jaksa dalam tuntutannya, Deddy melanggar dakwaan kedua. Yaitu Pasal 3 juncto pasal 18 Undang-Undang No 31 tahun 1999 tentang Pemberantasan Tindak Pidana Korupsi sebagaimana diubah pada UU No 20 tahun 2001 juncto pasal 55 ayat ke (1) ke-1 KUHPidana.

Jelang divonis Deddy Kusdinar pasrah

Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.

Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.

Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.

Photo
 
Credit Peter Arkle

Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.

“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”

Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.

The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.

They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.

A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.

Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.

What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.

It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)

A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.

The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.

It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.

High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.

But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.

In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.

How Some Men Fake an 80-Hour Workweek, and Why It Matters

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