"[
ABSTRAKKajian ini membahas tentang pemicu dan pembentuk budaya yang mendorong
kinerja untuk meningkatkan efektivitas manajemen kinerja di pemerintahan
daerah. 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 ini
memetakan permasalahan faktual di Pemerintahan Provinsi Jawa Timur yang
menunjukkan tidak efektifnya tahapan pembelajaran dikarenakan kurangnya
budaya yang mendorong kinerja. Kajian ini merekonstruksi konsep Marr (2009)
tentang pemicu dan pembentuk budaya yang mendorong kinerja. Hasil
rekonstruksi 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 tentang
budaya kinerja, dan kepemimpinan yang memberdayakan dalam kemitraan. Hasil
rekonstruksi juga menghasilkan adanya 5 (lima) pembentuk budaya yang
mendorong kinerja, yaitu kepemimpinan yang mendorong kinerja, pengakuan dan
penghargaan kinerja, pelaporan kinerja yang efisien, reviu kinerja secara
interaktif, dan peta kinerja. Selain itu, bersama-sama dengan para aktor di
Pemerintahan Provinsi Jawa Timur, kajian ini melakukan pemecahan masalah
(problem solving) terkait pengelolaan unsur-unsur pembentuk budaya yang
mendorong kinerja dan menghasilkan rekomendasi yang disepakati berupa
keterlibatan gubernur dalam Musrenbang, dimulainya program apresiasi kinerja,
penyederhanaan proses penyusunan laporan kinerja, reviu periodik secara
dialogis, pembangunan Pusat Data Kinerja dan penyusunan indikator kinerja yang
terintegrasi;
ABSTRACTThe implementation of performance management has its own drawbacks. When a
particular performance management technology is applied in an organization, it does not
always come to fruition. Sometimes it ends as a formality, sometimes it stops at
measurement phase and never reaches the management phase. This assertion is supported
by 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 these
problems, 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 of
Performance 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 are
required. This study has successfully reconstructed those factors. This study finds that in
Indonesian government, especially in East Java province, there are 5 (five) building
blocks of performance-driven culture, namely: (1) leadership that encourages
performance, (2) acknowledgement and appreciation of performance, (3) efficient
performance reporting, (4) interactive performance review, and (5) performance map.
Furthermore, together with the actors in the Government of East Java Province, this study
also performed problem solving upon the problem related to the management of elements
that construct Performance-Driven Culture. The result of this problem solving process
leads to a number of agreed recommendations, namely the involvement of the governor in
Musrenbang, the initiation of performance appreciation program, the simplification of
performance report framing, dialogic periodical review, establishing Performance Data
Center, and the framing of integrated performance indicator;The implementation of performance management has its own drawbacks. When a
particular performance management technology is applied in an organization, it does not
always come to fruition. Sometimes it ends as a formality, sometimes it stops at
measurement phase and never reaches the management phase. This assertion is supported
by 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 these
problems, 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 of
Performance 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 are
required. This study has successfully reconstructed those factors. This study finds that in
Indonesian government, especially in East Java province, there are 5 (five) building
blocks of performance-driven culture, namely: (1) leadership that encourages
performance, (2) acknowledgement and appreciation of performance, (3) efficient
performance reporting, (4) interactive performance review, and (5) performance map.
Furthermore, together with the actors in the Government of East Java Province, this study
also performed problem solving upon the problem related to the management of elements
that construct Performance-Driven Culture. The result of this problem solving process
leads to a number of agreed recommendations, namely the involvement of the governor in
Musrenbang, the initiation of performance appreciation program, the simplification of
performance report framing, dialogic periodical review, establishing Performance Data
Center, and the framing of integrated performance indicator, The implementation of performance management has its own drawbacks. When a
particular performance management technology is applied in an organization, it does not
always come to fruition. Sometimes it ends as a formality, sometimes it stops at
measurement phase and never reaches the management phase. This assertion is supported
by 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 these
problems, 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 of
Performance 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 are
required. This study has successfully reconstructed those factors. This study finds that in
Indonesian government, especially in East Java province, there are 5 (five) building
blocks of performance-driven culture, namely: (1) leadership that encourages
performance, (2) acknowledgement and appreciation of performance, (3) efficient
performance reporting, (4) interactive performance review, and (5) performance map.
Furthermore, together with the actors in the Government of East Java Province, this study
also performed problem solving upon the problem related to the management of elements
that construct Performance-Driven Culture. The result of this problem solving process
leads to a number of agreed recommendations, namely the involvement of the governor in
Musrenbang, the initiation of performance appreciation program, the simplification of
performance report framing, dialogic periodical review, establishing Performance Data
Center, and the framing of integrated performance indicator]"
