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saco-indonesia.com, Terpidana kasus narkotika asal Australia, Schapelle Leigh Corby telah mendapat pembebasan bersyarat. Pembebasan bersyarat tersebut telah berdasarkan telaah dari Tim Pengamat Pemasyarakatan Direktorat Jenderal Pemasyarakatan.

Sesepuh Polri Komjen (purn) Noegroho Djajusman juga berharap agar pembebasan bersyarat Corby tak dipolitisir oleh pihak-pihak tertentu.

"Saya harap pembebasan bersyarat Corby jangan 'lari' ke politik," kata Noegroho, saat berbincang dengan Okezone, Senin (10/2/2014).

Dia juga menambahkan bahwa jika memang telah diputuskan pembebasan bersyarat, lantaran dianggap telah memenuhi persyaratan substantif dan administratif, maka itu adalah hak dari seorang narapidana.

"Itu juga sudah hak dari Corby sebagai orang narapidana. Karena sudah memenuhi syarat karena berkelakuan baik dan dibuktikan dengan tidak adanya pelanggaran tata tertib dan hukuman disiplin dalam lapas,"ungkapnya.

Saat ini kontroversi pembebasan bersyarat Corby berpotensi dapat membunuh karakternya. Sebab banyak pihak yang berwacana dengan sudut pandang politik. "Seharusnya di negara hukum, kita bertindak sesuai hukum saja. Jangan sampai hak ini mencoreng nama Indonesia di luar negeri," terangnya.

Mantan Kapolda Metro Jaya ini juga menapik anggapan bahwa pembebasan bersyarat Corby akan dapat mencoreng citra pemberantasan narkoba di Indonesia. "Tidak akan seperti itu. Karena kita tahu bahwa pemerintah saat ini tengah berusaha untuk dapat menekan peredaran narkoba di Indonesia. Mulai dengan cara mencegah masuknya narkoba, hingga melakukan sosialisasi bahaya narkoba. Di dalam Undang-Undang juga sudah jelas tentang hukuman yang diberikan sudah tegas,"bebernya.

Jangan sampai, lanjut Noegroho, saat keputusan telah dikeluarkan kemudian malah merugikan Corby. Sebab wacana yang muncul seolah-olah membunuh karakter Corby. "Pro dan kontra wajar, namun seharusnya melihat juga hak azasi Corby, sebagai seorang terpidana yang telah mendapatkan pembebasan bersyarat. Jangan sampai malah jadi character assassination untuk Corby," bebernya.

Dia juga berharap agar proses hukum yang telah dijalani tak merugikan Corby. "Kalau memang sudah ada keputusan pembebasan bersyarat keluarkan. Jangan dirugikan narapidananya,"tutupnya.


Editor : Dian Sukmawati

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Many bodies prepared for cremation last week in Kathmandu were of young men from Gongabu, a common stopover for Nepali migrant workers headed overseas. Credit Daniel Berehulak for The New York Times

KATHMANDU, Nepal — When the dense pillar of smoke from cremations by the Bagmati River was thinning late last week, the bodies were all coming from Gongabu, a common stopover for Nepali migrant workers headed overseas, and they were all of young men.

Hindu custom dictates that funeral pyres should be lighted by the oldest son of the deceased, but these men were too young to have sons, so they were burned by their brothers or fathers. Sukla Lal, a maize farmer, made a 14-hour journey by bus to retrieve the body of his 19-year-old son, who had been on his way to the Persian Gulf to work as a laborer.

“He wanted to live in the countryside, but he was compelled to leave by poverty,” Mr. Lal said, gazing ahead steadily as his son’s remains smoldered. “He told me, ‘You can live on your land, and I will come up with money, and we will have a happy family.’ ”

Weeks will pass before the authorities can give a complete accounting of who died in the April 25 earthquake, but it is already clear that Nepal cannot afford the losses. The countryside was largely stripped of its healthy young men even before the quake, as they migrated in great waves — 1,500 a day by some estimates — to work as laborers in India, Malaysia or one of the gulf nations, leaving many small communities populated only by elderly parents, women and children. Economists say that at some times of the year, one-quarter of Nepal’s population is working outside the country.

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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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.

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