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"[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]"

"Pemberian layanan kesehatan dasar yang berkualitas diperkirakan akan dapat menurunkan AKI sampai 20%. Tujuan penelitian adalah untuk mengetahui gambaran tentang kinerja bidan di desa dalam pelayanan antenatal dan faktor-faktor yang berhubungan dengan kinerja tersebut. Penelitian ini menggunakan desain Cross Sectional. Hasil penelitian menunjukkan kinerja bidan di desa yang baik 69,9%. Variabel yang mempunyai hubungan dengan kinerja bidan adalah supervisi dan kelengkapan sarana.

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Provision of quality basic health services is expected to be able to reduce maternal mortality to 20%. The research objective is to comprehend the big picture about the performance of rural midwives in antenatal care and the factors associated with it.

This study uses cross-sectional design. The results show good performance of rural midwives of 69.9%. Variables that have a relationship with the performance of midwives are supervision and completeness of facilities."

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Penelitian tentang hubungan antara inventori dan kinerja finansial sejauh ini bersifat inkonklusif: ada yang menunjukkan hubungan positif, ada yang menunjukkan hubungan negatif. Salah satu faktor yang mempengaruhi variasi hubungan tersebut, siklus hidup organisasi, akan dianalisis dalam penelitian ini. Siklus hidup organisasi memiliki relevansi dalam hubungan antara manajemen inventori dan kinerja finansial perusahaan karena perusahaan yang berada dalam tahapan siklus yang berbeda akan menerapkan strategi dan desain operasi yang berbeda pula. Penelitian ini menggunakan sampel 33 perusahaan manufaktur yang terdaftar di BEI dalam masa observasi selama 7 tahun. Analisis regresi akan memasukkan variabel dummy hasil clustering perusahaan (menggunakan metode k-mean) sesuai dengan tahapan siklus hidup masing-masing. Analisis regresi dan analisis clustering dilakukan menggunakan Stata. Hasil analisis menunjukkan bahwa hubungan antara inventori dan kinerja finansial bersifat positif di tahapan siklus hidup pertumbuhan awal dan menjadi negatif di tahapan siklus hidup pertumbuhan akhir. Hasil inkonklusif dan tidak signifikan ditemukan dalam tahapan siklus hidup pembentukan dan tahapan siklus hidup stabilitas. Melalui hasil tersebut, bisa disimpulkan bahwa dalam membuat keputusan soal inventori, perusahaan perlu mempertimbangkan di tahapan siklus hidup organisasi manakah mereka berada sekarang, agar keputusan yang diambil bisa berdampak positif pada kinerja finansial perusahaan.

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Research regarding the relationship between inventory management and financial performance is so far inconclusive: some found it to be positive, others found it to be negative. One of the many factors that influence the variance, the organizational life cycle, will be explored in this research. Organizational life cycle might influence the relationship between inventory management and financial perfomance due to the different strategies and designs pursued by the organizations along each of their life cycle stages. This study use a sample set of 33 manufacturing companies listed in BEI, with 7 years observation period. A regression analysis is performed with dummy variables of organizational life cycle, resulting from a cluster analysis with k-mean method. Regression analysis and cluster analysis are all done with Stata. The result shows that the relationship between inventory and financial performance is positive in the early growth stage of organization life cycle and turns to negative at late growth stage. The relationship is inconclusive at the conception and stability stage of organizational life cycle. Therefore, we can conclude that in making decisions about inventory, firms should consider what stage of organizational life cycle they are currently in so that the decisions made can impact the financial performance positively.

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"Kejadian bencana alam di Indonesia yang terjadi setiap tahunnya mengakibatkan masifnya kerusakan rumah masyarakat, hal tersebut membutuhkan strategi pelaksanaan rekonstruksi perumahan pascabencana yang cepat dan tepat. Salah satu kontributor terpenting adalah perusahaan konstruksi atau kontraktor, dalam keadaan pascabencana kontraktor harus bekerja di lingkungan proyek yang jauh lebih rumit daripada proyek konvensional, hal ini sering mengakibatkan buruknya kinerja kontraktor. Untuk menyelesaikan masalah tersebut, sebuah penelitian dilakukan dengan mengajukan alternatif solusi untuk meningkatkan kinerja kontraktor pada proyek rekonstruksi perumahan pascabencana. Penelitian ini bertujuan untuk melihat pengaruh impementasi bean Construction dan Building Information Modelling (BIM) terhadap peningkatan kinerja kontraktor. Survey kuesioner yang divalidasi menggunakan PLS-SEM dipilih sebagai metode penelitian, dengan sampel responden anggota tim kontraktor yang mengerjakan proyek rekonstruksi perumahan pascabencana. Penelitian ini menyajikan evaluasi dari hubungan antara faktor-faktor Lean Construction dan BIM yang mempengaruhi secara signifikan meningkatnya kinerja kontraktor pada proyek rekonstruksi perumahan pascabencana di Indonesia.

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The occurrence of natural disasters in Indonesia every year results in massive damage to people's homes, this requires a strategy for implementing post-disaster housing reconstruction that is fast and precise. One of the most important contributors is a construction company or contractor, in post-disaster situations, contractors have to work in a project environment that is much more complicated than conventional projects, and this often results in poor contractor performance. To solve this problem, a study was conducted by proposing alternative solutions to improve contractor performance in post-disaster housing reconstruction projects. This study aims to see the effect of Lean Construction and Building Information Modeling (BIM) implementation on improving contractor performance. A validated questionnaire survey using PLS-SEM was chosen as the research method, with a sample of respondents belonging to a contractor team working on a post-disaster housing reconstruction project. This study presents an evaluation of the relationship between Lean Construction and BIM factors that significantly influence contractor performance improvements in post-disaster housing reconstruction projects in Indonesia."

"Kegagalan dalam pengelolaan sampah berarti kegagalan dalam menjaga dan melindungi kesehatan masyarakat dan lingkungan. Penelitian ini mengembangkan indikator kinerja TPS3R dan bank sampah serta indikator tingkat kepuasaan rumah tangga terhadap layanan pengelolaan sampah di TPS3R dan bank sampah. Diterapkan pendekatan gabungan, yaitu studi kualitatif untuk menggali indikator kinerja, serta studi kuantitatif untuk memeriksa validitas dan reliabilitas instrumen pengukur kinerja TPS3R dan bank sampah. Data memperlihatkan bahwa validitas dan reliabilitas instrumen yang dikembangkan cukup baik. Skor kinerja TPS3R yang berkinerja baik (skor 60 atau lebih) lebih banyak (48,61%) dari pada bank sampah (24,04%). Terungkap asosiasi secara statistik antara indikator masukan dan keluaran kinerja di TPS3R, namun tidak demikian halnya di bank sampah. Pemerintah daerah disarankan dapat memakai instrumen yang dikembangkan ini untuk mengukur kinerja TPS3R dan bank sampah. Namun tetap diperlukan studi lain guna memperbaiki indikator kinerja di wilayah yang lebih luas.

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Solid waste mismanagement means failure to maintain and protect public health and the environment. This study developed performance indicator of TPS3R and waste bank, as well as household satisfaction indicators towards services done byTPS3R and waste bank. A combined qualitative approach to explore performance indicators, and quantitative study to test the validity and reliability of instruments, was employed. The validity and reliability of developed instruments were satisfied. Using total score, it was revealed that TPS3R good performance (score 60 or higher) was found more frequent (48,61%) than the waste bank (24,04%). The association of input and output performance indicators was statistically found in TPS3R, but not in waste bank. The local government to assess the level of performance of TPS3R and waste bank might use these instruments. Hence, it still calls for more studies to improve indicators in a wider area."

"Berbeda dengan penelitian atas CSR Corporate Social Responsibility sebelumnya di Indonesia, tujuan dari penelitian ini adalah untuk menjelaskan tingkat pengaruh kinerja CSR perusahaan dalam tiga dimensi yaitu Environment, Product Quality dan Community Relations dalam melakukan praktek Earning Management. Penelitian ini juga melihat bagaimana tahapan siklus hidup perusahaan. Berdasarkan hal tersebut sampel dalam penelitian ini adalah perusahaan yang tercatat di Bursa Efek Indonesia pada tahun 2008 - 2012, yaitu sebanyak 130 perusahaan dengan 650 observasi penelitian. Hasil penelitian ini menunjukkan bahwa adanya pengaruh negatif kinerja CSR perusahaan dalam melakukan manajemen laba, selain itu tahapan hidup mature perusahaan akan berpengaruh negatif atas kinerja CSR perusahaan terhadap manajemen laba.

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In contrast to previous research on CSR Corporate Social Responsibility in Indonesia, the purpose of this study was to describe the level of influence the performance of the company's CSR in three dimensions, namely Environment, Product Quality and Community Relations in practice earnings management. This study also looked at how the stages of the life cycle of the company. Based on the sample in this study is a listed company on the Indonesian Stock Exchange in the year 2008 2012, as many as 130 companies with 650 observation research. The results of this study indicate that the presence of negative influence CSR performance management company in profit, in addition the life cycle of mature companies will negative affect of the performance CSR on earnings management."

"The success of an organization is very depended on its human resources performance (Sherman and George, 1992: 294). An organization capable of competing in the future is an organization which able to improve the quality of its human resource to be responsive to changes. ln order to improve its existence in the future, an organization is demanded to develop its human resources in order to produce better performance.The implementation of a new regional office structure at Department of Law and Human Rights West Java Province as regulated in the regulation of Minister of Law and Human Rights Rl, No. M-01-PR.07.10, 2005 on Organization Structure and Work Regulation of Regional Office Department of Law and Human Rights, had forced the organization to maximize its performance, both organizational or individually. The organization has tried to maximize its individual employees' performances, for example in giving employees training, both at the central and regional offices. Beside that, in order to maximize the individual performance, the organization is also give compensation to employees as a reward for their work. This compensation took form in salary, incentives, allowance, and other form of compensation.Gomes (2002; 170) stated that performance is influenced by training, and Gibson, lvansevich and Donelly, Jr in Ilyas (2001; 67) mentioned that performance is influenced by organizational variables such as compensation. Training is a process of knowledge, skill and attitude improvement done systematically through orientation program with the aim to improve employees' performances related to their works in order to fulfill the organizational aims and effectiveness. Compensation is everything received by employees as a reward for their work, given systematically by the organization in order to motivate employees to improve their performance related to work in which to fulfill the aims and effectiveness of organization.Research design is a plan and research structure systematically structured in order to Search of conclusion for research questions, Sample was selected through stratified random sampling technique and questioners posed to all 32 respondents at regional office Department of Law and Human Rights, West Java Province. Data collected through questioners are analyzed using SPSS 11.0 for Windows and Product Moment Pearson correlation formula.Data collected through the use of questioners and literature study Questioners are to gain the opinion of employees at regional office Department of Law and Human Rights, West Java Province. The questioners scoring used Likert Scale. Primary data sampling used stratified random sampling from the population of 108 employees, 32 respondents were selected. Maximum respond of respondents is determined by the returning questioners which reach 100%. Before the analysis was done, instruments of data collection are tested for their validity and reliability, using SPSS 11.0 for Windows and Product Moment Pearson correlation formula.Statistic analysis show there is a significant and positive relation although the level is rather low with 0.538 correlation score between training and performance. There is a significant relation between compensation and performance with correlation score of 0.622. Acting together, the independent variables have positive relation to perfomwance about 46.4%.In order to improve the performance of employees at regional office Department of Law and Human Rights, West Java Province, employees training is needed to improve knowledge, skill and change of attitude most desired by organization, as well as motivating employees to continuously improve their work output, in quality and quantity, to fulfill the organizational aim for instance through good compensation."

"Tuberkulosis resisten obat merupakan satu dari sepuluh penyakit penyebab kematian. Jakarta Timur merupakan wilayah dengan jumlah penduduk tertinggi di DKI Jakarta dan beban Tuberkulosis resisten obat di Jakarta Timur meningkat setiap tahunnya. Penelitian ini bertujuan untuk mengetahui bagaimana pelaksanaan manajemen terpadu dalam meningkatkan kinerja pengendalian tuberkulosis resisten obat di Jakarta Timur. Jenis penelitian ini adalah penelitian kualitatif dengan metode Rapid Assessment Procedure (RAP). Hasil penelitian menunjukkan manajemen terpadu dilaksanakan secara simultan dari perencanaan, pengorganisasian, penggerakan dan monitoring dalam memanfaatkan sumber daya pengendalian TB RO yang terbatas dengan menitik beratkan pada jejaring internal dan eksternal untuk meningkatkan kinerja pengendalian TB RO. Kinerja pengendalian Tuberkulosis resisten obat di Jakarta Timur belum optimal karena tidak semua pasien terkonfirmasi Tuberkulosis resisten obat mengikuti program pengobatan dan angka keberhasilan pengobatan masih rendah. Suku Dinas Kesehatan Jakarta Timur perlu meningkatkan program preventif promotif, berinvestasi mengembangkan jenis pelayanan penunjang di RSUD dan mengembangkan sistem survailans Tuberkulosis resisten obat untuk meningkatkan kinerja pengendalian Tuberkulosis resisten obat di Jakarta Timur.

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Drug-resistant tuberculosis is one of ten diseases that cause death. East Jakarta is the region with the highest population in DKI Jakarta and the burden of drug resistant tuberculosis in East Jakarta is increasing every year. This study aims to find out how the implementation of integrated management in improving the performance of drug resistant tuberculosis control in East Jakarta. This type of research is a qualitative study using the Rapid Assessment Procedure (RAP) method. The results showed that integrated management was carried out simultaneously from planning, organizing, leading and monitoring in utilizing limited TB RO control resources by focusing on internal and external networks to improve TB RO control performance. The performance of controlling drug resistant tuberculosis in East Jakarta is not optimal because not all patients confirmed drug resistant tuberculosis is following the treatment program and the success rate of treatment is still low. The East Jakarta Health Office needs to increase promotive preventive programs, invest in developing supporting services in hospitals and develop drug resistant tuberculosis surveillance sistems to improve the performance of drug resistant tuberculosis control in East Jakarta. "

"ABSTRAKLatar Belakang. Kekuatan dengan motivasi tinggi dan kompitmen dalam suatu organisasi menggambarkan budaya organisasi. Manajer bertanggung jawab atas kinerja stafnya. Kepala ruangan adalah tenaga keperawatan yang bertanggung jawab untuk mengatur dan mengendalikan kegiatan pelayanan keperawatan diruang perawatan. Tujuan dari penelitian ini untuk mengetahui hubungan budaya organisasi dan pelaksanaan fungsi manajemen kepala ruangan dengan kinerja perawat pelaksana. Metode penelitian yang digunakan adalah deskripsi korelasi dengan pendekatan cross sectional dengan jumlah sampel 209 responden. Penelitian dilaksanakan pada tiga rumah sakit di Sulawesi Tengah. Hasil. Nilai signifikansi hubungan budaya organisasi dan kinerja p<0.001, dan hubungan pelaksnaan fungsi manajemen kepala ruangan dan kinerja p<0.05. Kesimpulan ada hubungan antara budaya organisasi dan kinerja perawat pelaksana. Ada hubungan antara pelaksanaan fungsi manajemen kepala ruangan dengan kinerja perawat pelaksana. Rekomendasi diperlukan sosialisasi mengenai visi dan misi organisasi untuk mengarahkan perawat pelaksana dalam mengoptimalkan kinerjanya. Peningkatan pelaksanaan fungsi manajemen kepapa ruangan akan membantu memaksimalkan pemahaman mengenai budaya organisasi.

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ABSTRACTBackground. Strength with high motivation and commitment in organizational organization. The manager is responsible for the performance of his staff. Outside heads are responsible actions to develop and control nursing care activities in the care setting. The purpose of this research is to know the relation between work and task implementation with nurse executor. Method used is cross sectional approach with 209 respondents. The study was successful in three hospitals in Central Sulawesi. Results. The value of significance of organizational relations and performance p <0.001, and relationship head management functions implementation and performance p <0.05. Conclusion There is a relationship between the organization and the performance of the implementing nurse. There is a relationship between the task performed with the performance of the nurse. Recommendations are needed for the socialization of the organization's vision and mission to direct the implementing nurse in its performance performance. Improve the management functions of the need for understanding."

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Penelitian ini bertujuan untuk menganalisis bagaimana pengaruh budaya organisasi dan kepuasan kerja terhadap kinerja pada Biro Manajemen BMN dan Pengadaan Kementerian Keuangan. Penelitian ini menggunakan pendekatan kuantitatif. Sampel pada penelitian ini adalah 133 pegawai Biro Manajemen BMN dan Pengadaan dengan  menggunakan metode simple random sampling. Penelitian ini menggunakan instrumen berupa kuesioner yang dianalisis menggunakan regresi linier sederhana dan regresi linier berganda. Hasil penelitian ini menunjukkan bahwa budaya organisasi memiliki pengaruh positif dan signifikan terhadap kinerja, kepuasan kerja memiliki pengaruh positif dan signifikan terhadap kinerja, dan budaya organisasi memiliki pengaruh positif dan signifikan terhadap kepuasan kerja. Budaya organisasi secara bersama sama dengan kepuasan kerja memiliki pengaruh sebesar 70,5% terhadap kinerja dan budaya organisasi memiliki pengaruh sebesar 34,1% terhadap kepuasan kerja.

 

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This study aims to analyze the influence of organizational culture and job satisfaction on performance in the Asset Management and Procurement Bureau of the Ministry of Finance. This study uses a quantitative approach. The sample in this study were 133 employees of the Asset Management and Procurement Bureau using the simple random sampling method. This study uses an instrument in the form of a questionnaire and is analyzed using simple linear regression and multiple linear regression. The results of this study indicate that organizational culture has a positive and significant effect on performance, job satisfaction has a positive and significant effect on performance, and organizational culture has a positive and significant effect on job satisfaction. Organizational culture together with job satisfaction has an effect of 70.5% on performance and organizational culture has an influence of 34.1% on job satisfaction.

 

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