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"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."

"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."

"Penelitian ini bertujuan mengukur kinerja Mahkamah Konstitusi dengan menggunakan pendekatan Balanced Scorecard. Penelitian ini adalah penelitian kuantitatif dengan menggunakan desain deskriptif Empat perspektif yang peneliti gunakan yaitu perspektif pelanggan perspektif proses bisnis internal perspektif pembelajaran dan pertumbuhan dan perspektif keuangan dalam rangka mengukur kinerja Mahkamah Konstitusi. Pengumpulan data dilakukan dengan kuisioner untuk aspek pelanggan aspek proses bisnis internal dan aspek pembelajaran dan pertumbuhan sedangan untuk aspek keuangan pengumpulan data dilakukan dengan mengambil data sekunder.Hasil dari penelitian menggambarkan bahwa kinerja Mahkamah Konstitusi adalah baik. Meskipun demikian terdapat salah satu elemen pada aspek pembelajaran dan pertumbuhan yang status kinerjanya cukup baik yaitu pada komponen kepuasan pegawai terutama pada aspek kepemimpinan dimana berdasarkan pengukuran menjadi salah satu sumber ketidakpuasan pegawai.Selain itu penelitian ini juga menyarankan bahwa meskipun aspek pelanggan memperoleh status baik namun Mahkamah Konstitusi sebagai lembaga yudikatif yang banyak diharapkan dapat menjadi pintu terakhir penegakan hukum di Indonesia maka sudah seharus terus meningkatkan pelayanannya kepada masyarakat.

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This study aims to measure the performance of the Constitutional Court by using a Balanced Scorecard approach. This research is quantitative research using a descriptive design Four perspectives that researchers use the customer perspective the perspective of internal business processes learning and growth perspective and a financial perspective in order to measure the performance of the Constitutional Court. Data collection was conducted by questionnaire for aspects of the customer internal business processes and aspects of learning and growth while for the financial aspects of data collection is done by taking a secondary data.

The results of the research mentioned that the performance of the constitutional court is good. Nevertheless there is one of the elements on the learning and growth which has good performance on satisfaction employees components especially in the aspect of leadership which became one of discontent source by employees measurement.

In addition research is also suggest that although the aspect of customers obtains the status good but the constitutional court as judicative institutions more expected to be the last gatekeeper for law enforcement in Indonesia should continue to improve its service to the public."

"ABSTRAKLaporan Magang ini bertujuan untuk membahas kemampuan mahasiswa FakultasEkonomi dan Bisnis Universitas Indonesia dalam mengenal, memahami, mengerti, dan mengaplikasikan informasi tentang manajemen sumber manusia yang dilaksanakan oleh perusahaan tempat internship/magang di PT. Merck Tbk.Untuk mengenal hal-hal yang berkaitan langsung dengan manajemen sumber manusia khususnya di prosedur rekrutmen, pelatihan dan manajemen kinerja. Penulis mengadakan penelitian baik dengan membandingkan teori-teori yang dipergunakan dan hasil observasi langsung di divisi sumber manusiaPT Merck Tbk.Penelitian ini adalah penelitian kualitatif. Hasil penelitian ini membuktikan bahwa prosedur yang terdapat di PT. Merck Tbk mengenai rekrutmen, pelatihan dan manajemen kinerja telah sesuai dengan teori yang terdapat di buku yang digunakan sebagai bahan landasan/referensi.Adapun rekomendasi yang diberikan adalah agar disivi sumber daya manusia di PT. Merck Tbk tetap menjelaskan tentang kinerja prosedur tersebut ke pihak manajer maupun pegawai. Guna untuk menghindari kesalahan dalam melakukan prosedur tersebut agar kinerja divisi sumber daya manusia di PT. Merck Tbk lebih efisien.

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ABSTRACTThe focus of this internship report is for the freshman student of Faculty ofEconomy and Business at University of Indonesia to recognize, understand, andapply information about the human resource management procedure carried out by the company where the internship program is occurred in PT. Merck Tbk.The purpose of this study is to understand the things that are directly related to the human resource management particularly in recruitment, training and performance management procedures. The authors conducted research in whichcomparing the theories used and the actual procedures withdirect observation method in PT. Merck Tbk.This internship report is written as a qualitative research. The result of this internship report shows that the actual procedures of recruitment, training and performance management in PT. Merck Tbk were matched to the theories in book used as a guidance reference.As for recommendation given to human resource division in PT. Merck Tbk is to keep clarify about the procedures to the managers and employes. In purpose of avoiding error in doing the procedures and to create efficient working performance for human resource division in PT. Merck Tbk"

"ABSTRAKKurang optimalnya kualitas pelayanan di Satpas Jakarta Barat terjadikarena banyak faktor yang berpotensi mempengaruhinya. Teknologi informasi,budaya organisasi, dan kompetensi sumberdaya manusia merupakan tiga diantarabanyak faktor yang menarik untuk diangkat dalam penelitian. Penelitian inibertujuan untuk menganalisis besarnya pengaruh teknologi informasi, budayaorganisasi, kompetensi sumberdaya manusia terhadap kualitas pelayanan SatpasJakarta Barat.Teknologi informasi, budaya organisasi, kompetensi sumberdaya manusiadan kualitas pelayanan merupakan variabel pokok dalam penelitian. Pengukuranvariabel dilakukan dengan membagikan kuesioner kepada 149 personil SatpasJakarta Barat, yang dipilih melalui metode convenience sampling, dimanaanggota yang sedang melaksanakan tugas, diminta untuk berpartisipasi dalampengisian kuesioner. Analisis data dengan menggunakan structural equationmodeling (SEM) dengan metode alternatif partial least square (PLS), dimanatidak diperlukan uji asumsi klasik.Penelitian menghasilkan temuan bahwa: a) Dimensi tangible merupakandimensi yang memiliki pengaruh paling kuat terhadap kualitas pelayanan SatpasJakarta Barat; b) Dimensi kompetensi menggunakan word processing merupakandimensi yang paling kuat pengaruhnya pada penggunaan informasi teknologi diSatpas Jakarta Barat; c) Dimensi pemanfaatan teknologi informasi merupakandimensi yang berpengaruh kuat terhadap penggunaan teknologi di Satpas JakartaBarat; d) Karakteristik budaya organisasi yang memberikan pengaruh paling besarterhadap budaya organisasi di Satpas Jakarta Barat adalah dimensi penekananpada strategi yang memiliki karakteristik memberikan penekanan kepada usahauntuk memperoleh sumberdaya baru, menciptakan tangtangan baru atau berusahamencoba sesuatu yang baru.Berdasarkan temuan penelitian tersebut maka untuk meningkatkan kualitaspelayanan di Satpas Jakarta Barat dapat dilakukan dengan peningkatan terhadapdimensi pelayanan tangible dan peningkatan kompetensi anggota Kepolisiandalam bidang teknologi informasi secara bersama-sama.

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ABSTRACTLess optimal quality of service in Satpas West Jakarta occurred becausemany factors that potentially influence it. Information technology, organizationalculture, and human resource competence are three of the many interesting factorsto be raised in research. This study aims to analyze the magnitude of the influenceof information technology, organizational culture, human resource competence toservice quality Satpas West Jakarta.Information technology, organizational culture, human resourcescompetence and service quality are the main variables in the research.Measurement of variables was done by distributing questionnaires to 149personnel of Satpas West Jakarta, selected through convenience samplingmethod, in which the members who were carrying out the task, were asked toparticipate in the questionnaire filling. Data analysis using structural equationmodeling (SEM) with alternative partial least square method (PLS), where noclassical assumption test is required.The research resulted in the finding that: a) Tangible dimension is thedimension which has the most influence to the quality of service of West JakartaSatpas; b) The competence dimension using word processing is the most powerfuldimension of influence on the use of technological information in Satpas WestJakarta; c) Dimensions of the use of information technology is a dimension thatstrongly influences the use of technology in Satpas West Jakarta; d) Thecharacteristics of organizational culture that have the greatest impact onorganizational culture in the Satpas of West Jakarta is the dimension of emphasison strategies that have the characteristics of emphasizing the effort to acquirenew resources, creating new ones or trying to try something new.Based on the findings of this research, to improve the quality of service inSatpas West Jakarta can be done by increasing the tangible service dimensionand increasing the competence of Police members in the field of informationtechnology together."

"[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]"

"Penelitian ini bertujuan menganalisis penerapan Sistem Manajemen Kinerja dalam kerangka SAKIP serta menganalisis kendala utama yang menghambat penerapan SAKIP pada UPT BPOM dan solusi untuk meminimumkan kendala tersebut. Objek studi yang digunakan adalah Balai Besar/Balai POM, yang merupakan UPT BPOM di daerah yang melaksanakan tugas teknis operasional di bidang pengawasan obat dan makanan. Penelitian ini menggunakan metodologi penelitian kualitatif melalui pendekatan studi kasus (problem solving).  Data yang diperoleh dianalisis menggunakan metode descriptive analysis, dilakukan dengan menggunakan kombinasi data primer (hasil dari wawancara semi terstruktur yang mendalam) dan data sekunder (hasil dari dokumentasi).  Hasil penelitian adalah implementasi SAKIP pada  UPT BPOM menunjukkan hasil yang baik dan menunjukkan penyelenggaraan pemerintahan yang berorientasi pada hasil, namun demikian, terdapat beberapa aspek yang memerlukan perbaikan dan penyempurnaan. Kendala utama yang dihadapi adalah penetapan target kinerja belum semuanya berdasarkan basis data yang memadai, penggunaan berbagai macam aplikasi Monev yang tidak terintegrasi, dan pemanfaatan informasi kinerja yang belum maksimal. Penelitian ini akan membantu UPT BPOM menyempurnakan tata laksana sistem akuntabilitas kinerja, dengan berfokus pada penetapan target kinerja disertai data dukung memadai, pengembangan dan penyempurnaan aplikasi Monitoring dan Evaluasi, dan  pembuatan kertas kerja rekomendasi untuk mengoptimalkan pemanfaatan informasi kinerja.

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This study aims to analyze the implementation of the Performance Management System within the SAKIP framework and the main obstacles that hinder the implementation of SAKIP at UPT BPOM, and solutions to minimize these obstacles. The object of study used is the Balai Besar/Balai POM, which is the UPT BPOM in the regions that carry out operational technical tasks in the drug and food control field. This study uses a qualitative research methodology through a case study approach (problem-solving). The data were analyzed using the descriptive analysis method, combining primary data (results from in-depth semi-structured interviews) and secondary data (results from documentation). The results are that the implementation of SAKIP at  UPT BPOM showed good results and result-oriented governance; however, several aspects needed improvement and refinement.   The main obstacles faced are the setting of performance targets that are not all based on adequate databases, the use of various types of Monev applications that are not integrated, and the utilization of performance information that is not optimal. This research will help UPT BPOM improve the management of the performance accountability system, focusing on setting performance targets with adequate supporting data, developing and perfecting the Monitoring and Evaluation applications, and making recommendation working papers for utilizing maximum performance information."

"Penelitian ini bertujuan untuk menganalisa terhadap implementasi kebijakan penilaian kinerja melalui sistem manajemen kinerja (SMK) secara online di Polda Metro Jaya. Rujukan teori yang digunakan adalah teori sistem manajemen kinerja yang dikemukakan williams (1998), menjelaskan bahwa dalam mengelola penilaian kinerja dapat melalui 4 (empat) tahapan yang saling berhubungan yaitu perencanaan, pengelolaan, penilaian, dan pengembangan. Selanjutnya konsep implementasi kebijakan yang dikemukakan oleh Edward III (1980), menjelaskan bahwa dalam mengimplementasikan suatu kebijakan terdapat empat faktor yang dapat mempengaruhinya yaitu komunikasi, sumber daya, sikap pelaksana, dan struktur birokrasi. Penelitian ini menggunakan pendekatan kualitatif dan dalam pengumpulan data digunakan teknik dokumentasi dan wawancara. Hasil penelitian menunjukan bahwa penilaian kinerja melalui SMK-Online telah dilakukan melalui siklus sistem manajemen kinerja. Namun dalam pelaksanaannya terdapat kendala pada beberapa faktor implementasi kebijakan sehingga pelaksanaan penilaian kinerja melalui SMK-Online belum terlaksana secara maksimal. Sehingga diperlukan komunikasi yang intensif dan pengawasan serta evaluasi terkait pengisian data kinerja, kemampuan dan keaktifan anggota Polri dalam menginput data kinerja.

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This study aims to analyze the performance policies through the online Performance management system (PMS) at Polda Metro Jaya. The theoretical reference used is the theory of performance management systems proposed by Williams (1998), explaining that managing performance can go through 4 (four) interrelated stages, namely planning, management, assessment, and development. Furthermore, the concept of policy implementation proposed by Edward III (1980), explains that in implementing policies there are four factors that can influence it, namely communication, resources, implementing attitudes, and employee structure. This study uses a post-positivist approach and in data collection used documentation and interview techniques. The results showed that the assessment through SMK-Online was carried out through a performance management system. However, in its implementation there are obstacles in several factors of implementing the implementation of the SMK-Online policy that has not been implemented optimally. So that intensive communication and monitoring and evaluation are needed related to filling out performance data, the ability and activity of Polri members in inputting performance data."

"Tesis ini membabas perancangan balanced scorecard sebagai pengukuran kinerja di PD PAL Jaya. Pengukuran kinerja diarahkan untuk mengukur sasaran strategik. Penelitian ini bersifat kualitatif dengan desain deskriptif. Hasil penelitian ini menyimpulkan babwa perancangan balanced scorecard tidak semata dipakai sebagai alat pengukuran kinerja, tetapi juga merupakan suatu proses sistem manajemen strategik untuk mencapai visi, misi dan tujuan perusahaan itu sendiri. Sasaran strategik yang satu dengan yang lainnya saling berhubungan sebab akibat, sehingga keseimbangan pencapaian sasaran strategik di setiap perspektifnya hams terjaga. Hasil penelitian ini menyarankan babwa penetapan sasaran strategik berikut pencapaian kinerja harus dievaluasi secara rutin karena kebutuhan layanan pengelolaan air limbah berkembang secara dinamis. Kebutuhan menurunkan inisiatif strategik dan pengukuran kinerja sampai pacta lini terbawah organisasi (karyawan) juga hams dilakukan untuk perbaikan dan pencapaian sasaran strategik yang lebih baik.

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The thesis discusses a proposed design of the balanced scorecard as a performance measure in PD PAL Jaya. Performance measurement aimed to measure the strategic goals. This research is a qualitative research with descriptive design. Results of this study concluded that the design of the balanced scorecard is not only used as a performance measurement tool, but also a process of strategic management system to achieve the vision, mission and goals of the company itself. Strategic objectives with each other have a causal interconnected, so that the balance of achieving strategic objectives in each perspective must be well maintained.

Results of this study suggest that targeting the strategic goals and achievement of performance should be evaluated on a regular basis because of the need for wastewater services evolve dynamically. The need for strategic initiatives and performance measurement should be cascaded to the bottom line of the organization (employees) for a better improvement and achievement strategic goals."

"ABSTRAKDengan terpisahnya kedua proses performance management yakni penilaian kinelja dan pengembangan karir di PT. PSC Indonesia, karyawan merasa bahwa proses pengembangan karir kurang dapat berjalan secara efektif terutama bagi karyawan yang di non core department. Berkaitan dengan pennasalahan tersebut, pada penulisan mgas akhir ini penulis lebih memfokuskan pembahasan pada permasalahan yang berkaitan dengan kurang efektiihya proses pengembangan karir yang terjadi di salah satu departemen yang ada di PSC Indonesia Company, yakni departemcn sumber daya manusia & administrasi (HR and Admin) dan departemen pengcmbangan organisasi (Organization Development). Berbicara mengenai proses pengembangan karir karyawan tidak terlepas dari proses manejemen kinezja atau Performance Management. Proses Petformance Management merupakan kerjasama antara pimpinan dengan bawahan dalam hal:1. Plan Perjbrmance, yakni mendetinisikan tanggung jawab pekerjaan dan harapan, scrta merancang sasaran yang al