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"Tujuan penelitia dimaksudkan untuk mengetahui dan menjelaskan hubungan antara aplikasi/penerapan:1. Proses kesepakatan dan perencanaan kinerja dengan efektivitas sistem Manajemen Kinerja;2. Proses monitoring dan pemberian umpan balik dengan efektivitas sistem Manajemen Kinerja;3. Proses penilaian kinerja dengan efektivitas sistem Manajemen kinerja"

"Laporan magang ini mengevaluasi kesesuaian implementasi tinjauan kinerja mingguan yang dilakukan pada divisi digital goods PT XYZ dengan teori serta menganalisa refleksi diri penulis dari pengalaman magang di PT XYZ. Evaluasi dilakukan dengan melihat kesesuaian dokumen tinjauan kinerja mingguan, metrik yang dianalisis, dan implementasi action items & weekly playbook dengan teori diagnostic control system dan The 4Ps of Strategy oleh Simons (2014). Berdasarkan hasil evaluasi, disimpulkan bahwa PT XYZ telah melaksanakan implementasi tinjauan kinerja mingguan yang telah sesuai dengan kriteria diagnostic control system dan alur dari hirarki strategi. Selanjutnya, pengalaman magang penulis dianalisa melalui evaluasi pada hal yang telah berjalan dengan baik dan belum dari pilihan pengalaman penulis selama menjalani kegiatan magang, dilakukan dengan mengaitkan teori dan hasil observasi yang sejalan dengan pengalaman tersebut, serta menentukan beberapa tindak lanjut yang sedang dilakukan oleh penulis kedepannya sebagai hasil dari refleksi diri.

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This internship report evaluates the suitability of the implementation of weekly performance reviews at the Digital Goods division at PT XYZ with theories. In addition, the report also analyzes the author's self-reflection from the internship experience. The evaluation was conducted by comparing the suitability of weekly performance review documents, selected performance metrics, and implementation of action items & weekly playbooks with diagnostic control systems and The 4Ps of Strategy Theory by Simons (2014). Based on the evaluation results, it is concluded that PT XYZ had carried out the implementation of weekly performance reviews that are in accordance with the criteria for diagnostic control systems and flow of the strategy hierarchy based on The 4Ps of Strategy. Furthermore, the author's internship experience was analyzed through an evaluation of experiences that had and had not been going well from the chosen experience during the internship, carried out by linking the theory and the results of observations that were in line with the experience, as well as determining some of the follow-up that was being carried out by the author going forward as a result of the self-reflection."

"ABSTRAKPenelitian ini bertujuan untuk melakukan perancangan pengukuran kinerja pada proses manajemen rantai pasokan untuk perusahaan produk tekstil sehingga perusahaan dapat menjalankan proses operasional secara efektif untuk meningkatkan profitabilitas perusahaan. Penelitian ini merupakan penelitian kualitatif yang dilakukan melalui studi kepustakaan serta penelitian lapangan. Penelitian menyimpulkan bahwa perbaikan dan pengembangan atas proses dan pengukuran kinerja perlu dilakukan terhadap kedelapan proses dalam manajemen rantai pasokan yaitu manajemen hubungan pelanggan, manajemen layanan pelanggan, manajemen permintaan, pemenuhan pesanan, manajemen alur produksi, manajemen hubungan pemasok, pengembangan produk dan komersialisasi serta manajemen retur. Penelitian ini juga menyarankan perusahaan untuk mengkomunikasikan peta strategi dan sasaran strategis secara jelas kepada seluruh jajaran struktur dalam perusahaan serta melakukan pengukuran kinerja secara berkala terhadap perspektif keuangan, pelanggan dan proses manajemen rantai pasokan sebagai perspektif proses internal sehingga dapat mengetahui kelemahan perusahaan dan menentukan rencana inisiatif untuk perbaikan berkelanjutan.

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ABSTRACTThis study aims to design performance measurement in supply chain processes for textile product company with the result that the company could run the operational process effectively to increase profitability of the company. This study is a qualitative research conducted through literature and field study. The study concluded that improvements and development in process and performance measurement needs to be carried out on each of the eight processes in supply chain management which are customer relationship management, customer service management, demand management, order fulfillment, manufacturing flow management, supplier relationship management, product development and commercialization also return management. The study advises company to communicated the strategy maps and strategic objectives clearly to the employee of the corporate structure also conduct performance measurement for financial perspective, customer perspective and supply chain management processes as internal process perspective on a regular basis to identify the weaknesses of the company and determine initiatives action for continuous improvement."

"Pengelolaan sistem manajemen kinerja (Performance Management System) merupakan salah satu sistem yang diharapkan mampu membantu perusahaan dalam mengarahkan sumber daya yang dimiliki agar fokus pada suatu tujuan yang telah ditetapkan.Melalui penerapan Sistem Manajemen Kinerja ini di harapkan PT SSX dapat mengambil beberapa manfaat antara lain meningkatkan daya saing kinerja organisasi secara komprehensif, memahami bersama tujuan organisasi sehingga dapat lebih fokus untuk mengerahkan sumberdaya yang ada demi pencapaian tujuan tersebut, membentuk suasana kerja yang lebih kondusif sehingga dapat meningkatkan motivasi dan produktivitas kinerja karyawan serta perusahaan, mengarahkan kapasitas dan kompetensi organisasi atau karyawan pada upaya pencapaian sasaran kinerja yang telah ditetapkan dan disepakati.Dalam implementasinya dengan menggunakan Tahap Perencanaan Kinerja, Coaching, dan Penilaian Kinerja. Dengan menggunakan proses SECI diharapkan perubahan sistem yang terjadi saat penerapan manajemen kinerja di PT SSX dapat terminimalisasi. Sehingga karyawan dapat menerima sistem yang akan diberlakukan untuk mencapai tujuan perusahaan yang lebih baik dari tahun sebelumnya.Dengan melalui tahapan-tahapan tersebut, diharapkan hasil akhir Penilaian Kinerja masing-masing karyawan lebih obyektif. Kendala-kendala yang dihadapi karyawan dalam pencapaian target yang telah ditetapkan dapat teratasi sehingga masing-masing karyawan mampu menunjukan hasil kerja yang optimal guna meningkatkan performance perusahaan secara keseluruhan."

"Manajemen kineija merupakan salah satu fungsi dari manajernen SDM yang penting diperhatikan, dalam rangka pencapaian tujuan perusahaan. Hal ini disadari pula oleh Bank XYZ, sebuah bank swasta nasionai kedua di Indonesia. Yang menjadi permasalahan dalam manajemen kine1ja di Bank XYZ tersebut adalah pada pmses penilaian kincija, di mana para karyawan ccndemng memberikan penilaian yang subjektif pada saat penilaian diri sendiri, dan tidak adanya diskusi kexja (umpan balik) dari hasil penilaian kineija yang diberikan dari atasan karyawan sebagai peniiai. Apabila masalah ini tidak diperbaiki maka dapat mengakibatkan konfiik, ketidakpuasan kexja, turunnya motivasi karyawan dan keluarnya karyawan potensial. Menurut Noe et al (2004), salah satu proses dari manajemen kinezja adalah adanya umpan balik kineija, melalui sesi dislcusi kineija, manajer memberikan informasi pada karyawan mengenai kinerja mereka, sehingga karyawan dapat menyesuaikan perilaku mcreka untuk mencapai tujuan organisasi. Dalam diskusi kine1jia, atasan dan kaxyawan membicarakan basil nilai kinerja yang didapat oleh karyawan. Untuk mengatasasi masalah tersebut di atas, maka direkornendasikan beberapa intervensi. Intervensi dilakukan pada (1) proses manajemen kineija secara keselumhan, muiai dari proses perencanaan dan umpan balik, (2) intervensi terhadap karyawan melalui pemberian umpan balik dan pelaksanaan proses coaching, dan (3) intervensi terhadap para atasan (penilai) dengan mengernbangkan kompetensi yang dibutuhkan. Selain itu, disarankan pula agar Bank XYZ melakukan pcngukuran secara berkala terhadap keefektifan manajemen kineija yang dijalankan, baik dari sisi Enansial maupun pencapaian target pcrusahaan.

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Performance management is one of function from important HRM management, for the agenda of attainment of purpose of company. This thing realized by Bank, XYZ, as a second largest private national bank in Indonesia. What becoming problem of performance management in Bank XYZ is at process of assessment of performance, where of employeeses tend to to give subjective assessment at the time of assessment of ownsclvcs, and inexistence work discussion ( feedback) from result of assessment of performance which given from employees superior as assessor. If this problem don't improve hence can result conflict, dissatisfation of job, lowering of employees motivation and exit of potential employees.

According to Noe et al (2004), one of process from performance management is existence of performance feedback, through performance discussion session, manager give information at employees concerning their performance, so that employeeses can accomodate their behavior to reach purpose of organizations. In performance discussion, employees and superior discuss performance value result which got by employees.

For above mentioned problem, hence recommended some interventions. Intervention is done at (1) performance management process as a whole, start from feedback and planning process, (2) intervention to employees through giving of feedback and execution of process coaching, and (3) intervention to of superiors ( assessor) by developing the required competencies. Besides, suggested that Bank XYZ do periodical measurement to effectiveness of the implemented performance management, either from side finansial and also attainment of company goals."

"ABSTRAKTesis ini membahas sistem pengukuran kinerja pengelolaan Sumber Daya Manusia (SDM) pada di Komisi Pemberantasan Korupsi Republik Indonesia dengan konsep Human Resources Scorecard. KPK dibentuk dengan tujuan agar Indonesia bebas dari korupsi bukan hanya pada sistem birokrasi tetapi dimulai dari cara berpikir seluruh masyarakat Indonesia. Untuk mencapainya, strategi disertai indikator kinerja yang jelas perlu dirancang bagi unit-unit di dalam KPK RI. SDM menjadi penting karena untuk pencapaian amanahnya KPK memerlukan SDM yang berintegritas bukan hanya dari sisi karakter jiwa tetapi integritas dalam berkerja mencegah dan memberantas korupsi di Indonesia. Biro SDM merupakan biro yang bertanggungjawab mengelola SDM di KPK. Biro SDM KPK belum menggunakan HR Scorecard dalam menentukan efektivitas dan efisiensi SDM KPK. Tujuan tesis ini adalah untuk mengevaluasi kinerja dan memberi rekomendasi alternatif perbaikan sistem pengelolaan SDM KPK yang diperlukan berdasarkan visi, misi serta strategi KPK. Dari hasil analisis data sekunder berupa Sistem Pengukuran Kinerja KPK RI dan Biro SDM yang berbasis Balanced Scorecard didapatkan hasil berupa strategi dan KPI Biro SDM serta keselarasannya dengan konsep HR Scorecard.

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ABSTRACTThis thesis explores the performance measurement system of Human Resource (HR) at CEC with the Human Resources Scorecard concept. KPK was formed with the goal of keeping Indonesia free from corruption not only at the beginning of a bureaucratic system but starting from the mindset in all Indonesian. To achieve this goal, KPK needs clear strategy and performance indicators to be designed in their each unit. Focused in HR is important because in achieving its goal, KPK requires human resources with high integrity not only in their soul but also in their creativity attitude in working for preventing and combating corruption in Indonesia. Human Resources Bureau KPK is responsible for managing human resources in the Commission. In determining the effectiveness and efficiency, Human Resources Bureau has not using the HR Scorecard yet. The purpose of this thesis is to evaluate and make proper alternative recommendations for human resources management system improvement based on the Commission's vision, mission and strategy. The result from the analysis of secondary data from the Commission and the Human Resources Bureau Performance Measurement System which based on Balanced Scorecard is obtained in the form of HR KPI and its alignment with the concept of HR Scorecard."

"There are a number of performance management models available to help organizations achieve their desired level of performance. This Infoline will help you understand the general concepts behind these different models, identify the organizational domains you wish to improve, and select the right performance management model for your organization."

"Capaian pemulihan kerugian negara sebagai hasil kinerja Komisi Pemberantasan Korupsi dinilai tidak optimal yang menunjukkan adanya masalah pada manajemen kinerjanya. Oleh karena itu, riset ini bertujuan untuk menemukan manajemen kinerja (organisasi) dalam optimalisasi pemulihan kerugian negara dengan menggunakan model Balance Score Card. Permasalahan pemulihan kerugian negara di KPK akan dianalisis dengan menggunakan teori manajemen kinerja, balanced scorecard (BSC) dan teori pemulihan aset (asset recovery). Secara keseluruhan balance scorecard dalam mengukur kinerja KPK dalam pemulihan kerugian negara akibat tindak pidana korupsi masih di katakan cukup dengan total score 73%, artinya keseimbangan antara perspektif satu dengan yang lainnya masih belum bisa dicapai. Dalam analisis kualitatif, faktor-faktor yang mempengaruhi pengoptimalan pemulihan kerugian adalah 1) Regulasi yang diterapkan belum optimal khusunya pada penetapan hukuman dan denda yang diperoleh oleh tersangka; 2) Tunggakan perkara dan kurang dari segi kualitas dan kuantitas perkara yang diselidiki; 3) kuantitas dan kualitas Sumber Daya Manusia yang masih rendah; 4) Sinergisitas antara Komisi Pemberantasan Korupsi dengan Aparat Penegak Hukum lain yang masih terbentur egosektoral

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The achievement of recovery of state losses due to the performance of the Corruption Eradication Commission is considered not optimal, which indicates a problem in its performance management. Therefore, this research aims to find a performance management (organizational) in optimizing the recovery of state losses using the Balanced Score Card model. The problem of recovering state losses at the Corruption Eradication Commission will be analyzed using performance management theory, the balanced scorecard (BSC) and asset recovery theory. Overall, the balanced scorecard in measuring the performance of the Corruption Eradication Commission in recovering state losses due to corruption is still said to be sufficient, with a total score of 73%, meaning that KPK cannot achieve a balance between one perspective and another. In the qualitative analysis, the factors that influence the optimization of loss recovery are 1) the regulations applied are not optimal, especially in determining the penalties and fines obtained by the suspect; 2) Case arrears and less in terms of quality and quantity of cases investigated; 3) the quantity and quality of Human Resources are still low; 4) Synergy between the Corruption Eradication Commission and other Law Enforcement Apparatuses which is still colliding with ego-sectoral conflicts."

"[ABSTRAKKajian ini membahas tentang pemicu dan pembentuk budaya yang mendorongkinerja untuk meningkatkan efektivitas manajemen kinerja di pemerintahandaerah. Penelitian ini menggunakan soft systems methodology (Checkland &Scholes, 1990) dengan dual imperative of action research (McKay & Marshall,2001) melalui 4 (empat) tahapan SSM (Checkland & Poulter, 2006). Kajian inimemetakan permasalahan faktual di Pemerintahan Provinsi Jawa Timur yangmenunjukkan tidak efektifnya tahapan pembelajaran dikarenakan kurangnyabudaya yang mendorong kinerja. Kajian ini merekonstruksi konsep Marr (2009)tentang pemicu dan pembentuk budaya yang mendorong kinerja. Hasilrekonstruksi menunjukkan ada 5 (lima) pemicu budaya yang mendorong kinerja,yaitu adanya rasa kesatuan sebagai komunitas, tanggung jawab dan akuntabilitas,integritas dalam kejujuran dan keterbukaan, kesamaan visi dan persepsi tentangbudaya kinerja, dan kepemimpinan yang memberdayakan dalam kemitraan. Hasilrekonstruksi juga menghasilkan adanya 5 (lima) pembentuk budaya yangmendorong kinerja, yaitu kepemimpinan yang mendorong kinerja, pengakuan danpenghargaan kinerja, pelaporan kinerja yang efisien, reviu kinerja secarainteraktif, dan peta kinerja. Selain itu, bersama-sama dengan para aktor diPemerintahan Provinsi Jawa Timur, kajian ini melakukan pemecahan masalah(problem solving) terkait pengelolaan unsur-unsur pembentuk budaya yangmendorong kinerja dan menghasilkan rekomendasi yang disepakati berupaketerlibatan gubernur dalam Musrenbang, dimulainya program apresiasi kinerja,penyederhanaan proses penyusunan laporan kinerja, reviu periodik secaradialogis, pembangunan Pusat Data Kinerja dan penyusunan indikator kinerja yangterintegrasi;

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ABSTRACTThe implementation of performance management has its own drawbacks. When aparticular performance management technology is applied in an organization, it does notalways come to fruition. Sometimes it ends as a formality, sometimes it stops atmeasurement phase and never reaches the management phase. This assertion is supportedby a number of factual problems found in the local government of East Java province,and a number of conceptual problems from the pervious theories. To solve theseproblems, we need to employ a set of enablers and building blocks of Performance-Driven Culture; which are expected to bring improved effectivity in the application ofPerformance Management. Mar (2009) states that, to achieve the desired Performece-Driven Culture, a set of factors that consist of five enablers and five building blocks arerequired. This study has successfully reconstructed those factors. This study finds that inIndonesian government, especially in East Java province, there are 5 (five) buildingblocks of performance-driven culture, namely: (1) leadership that encouragesperformance, (2) acknowledgement and appreciation of performance, (3) efficientperformance reporting, (4) interactive performance review, and (5) performance map.Furthermore, together with the actors in the Government of East Java Province, this studyalso performed problem solving upon the problem related to the management of elementsthat construct Performance-Driven Culture. The result of this problem solving processleads to a number of agreed recommendations, namely the involvement of the governor inMusrenbang, the initiation of performance appreciation program, the simplification ofperformance report framing, dialogic periodical review, establishing Performance DataCenter, and the framing of integrated performance indicator;The implementation of performance management has its own drawbacks. When aparticular performance management technology is applied in an organization, it does notalways come to fruition. Sometimes it ends as a formality, sometimes it stops atmeasurement phase and never reaches the management phase. This assertion is supportedby a number of factual problems found in the local government of East Java province,and a number of conceptual problems from the pervious theories. To solve theseproblems, we need to employ a set of enablers and building blocks of Performance-Driven Culture; which are expected to bring improved effectivity in the application ofPerformance Management. Mar (2009) states that, to achieve the desired Performece-Driven Culture, a set of factors that consist of five enablers and five building blocks arerequired. This study has successfully reconstructed those factors. This study finds that inIndonesian government, especially in East Java province, there are 5 (five) buildingblocks of performance-driven culture, namely: (1) leadership that encouragesperformance, (2) acknowledgement and appreciation of performance, (3) efficientperformance reporting, (4) interactive performance review, and (5) performance map.Furthermore, together with the actors in the Government of East Java Province, this studyalso performed problem solving upon the problem related to the management of elementsthat construct Performance-Driven Culture. The result of this problem solving processleads to a number of agreed recommendations, namely the involvement of the governor inMusrenbang, the initiation of performance appreciation program, the simplification ofperformance report framing, dialogic periodical review, establishing Performance DataCenter, and the framing of integrated performance indicator, The implementation of performance management has its own drawbacks. When aparticular performance management technology is applied in an organization, it does notalways come to fruition. Sometimes it ends as a formality, sometimes it stops atmeasurement phase and never reaches the management phase. This assertion is supportedby a number of factual problems found in the local government of East Java province,and a number of conceptual problems from the pervious theories. To solve theseproblems, we need to employ a set of enablers and building blocks of Performance-Driven Culture; which are expected to bring improved effectivity in the application ofPerformance Management. Mar (2009) states that, to achieve the desired Performece-Driven Culture, a set of factors that consist of five enablers and five building blocks arerequired. This study has successfully reconstructed those factors. This study finds that inIndonesian government, especially in East Java province, there are 5 (five) buildingblocks of performance-driven culture, namely: (1) leadership that encouragesperformance, (2) acknowledgement and appreciation of performance, (3) efficientperformance reporting, (4) interactive performance review, and (5) performance map.Furthermore, together with the actors in the Government of East Java Province, this studyalso performed problem solving upon the problem related to the management of elementsthat construct Performance-Driven Culture. The result of this problem solving processleads to a number of agreed recommendations, namely the involvement of the governor inMusrenbang, the initiation of performance appreciation program, the simplification ofperformance report framing, dialogic periodical review, establishing Performance DataCenter, and the framing of integrated performance indicator]"