BANDUNG, Saco-Indonesia.com — Perda atau Peraturan Daerah Nomor 4 Tahun 2011 tentang Penataan dan Pembinaan PKL di Kota Bandung salah satunya mengatur biaya paksa sebesar Rp 1 juta bagi pembeli di zona merah, mulai diberlakukan 2 Februari 2014.

Begitu juga denda Rp 1 juta untuk PKL ada di Perda Nomor 11 Tahun 2005 tentang Ketertiban Kebersihan dan Keindahan, diberlakukan mulai 2 Februari 2014. Namun, sampai Senin (3/2/2014), belum ada yang terjaring dan terkena sanksi tersebut.

Padahal, masih ada pedagang yang berjualan mencuri-curi kesempatan di saat petugas lengah. Pedagang yang nekat berjualan, ketika ditanya alasannya, enggan berkomentar dan langsung menghindar.

Beberapa pedagang memilih menawarkan dagangan di depan pertokoan Kings, Jalan Kepatihan, dan berdiri di tangga sehingga ketika ada petugas, mereka beralasan tidak sedang berjualan di zona merah.

Ira, warga Antapani, mengaku takut membeli barang di PKL karena takut terkena sanksi Rp 1 juta. "Daripada didenda Rp 1 juta, tak akan membeli, tapi apakah aturan ini akan terus ditegakkan atau hanya hangat-hangat kotoran ayam," kata Ira setengah bertanya.

Menyamar
Menanggapi masih adanya transaksi di zona merah, Wali Kota Bandung Ridwan Kamil mengaku terus mencari cara terbaik untuk menegakkan Perda dengan keterbatasan personel yang ada.

"Jika masih ada yang bandel harus ditindak, kami tidak akan berhenti dan tidak akan menyerah untuk membersihkan zona merah dari PKL," ujar Ridwan.

Ridwan mengakui, masih ada kekurangan dalam penegakan aturan dan kekurangan yang terjadi di lapangan harus dibenahi.

Menurut Ridwan, penempatan meja penyidik pegawai negeri sipil (PPNS) untuk menindak pelanggar di Jalan Kepatihan yang semula di depan Yogya Kepatihan harus dipindahkan ke depan Kings karena banyak transaksi di sana.

"Saya semalam menyamar melihat langsung situasi di Jalan Kepatihan dan saya lihat pedagang saat ada petugas lari ke sebuah gang dan berkelit sebagai wilayah pribadi," ujarnya.

Modus PKL yang berlari ke gang akan ditindak sebab sudah jelas mereka berjualan di zona merah. Jika masuk gang, bukan berarti bebas hukum.

Perlu waktu
Ditemui secara terpisah, Ketua Komisi A DPRD Kota Bandung Haru Suandharu mengatakan, mengubah budaya dan kebiasaan warga agar tak membeli barang dari pedagang kaki lima (PKL) di zona merah memerlukan waktu.

Meski begitu, Pemkot Bandung harus tetap sabar dan konsisten menjalankan aturan tersebut hingga warga memahami dan penuh kesadaran tak melanggar aturan.

Menurut Haru, biaya paksa yang diterapkan bagi pembeli dari PKL di zona merah ini merupakan upaya positif dalam penataan PKL di Kota Bandung.

Penerapan Perda Nomor 4 Tahun 2011, khususnya Pasal 24 Ayat 2 tentang biaya paksa, ini pun bukan cara mencari pendapatan asli daerah, dan juga bukan menyengsarakan PKL. "Ini ada tranformasi budaya. Jika tidak tegas, khawatir PKL kembali menjamur," ujar Haru.

Sumber :kompas.com

Editor : Maulana Lee

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.

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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.