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Abstrak :
ABSTRAK
Penelitian ini membahas Implementasi Penganggaran Berbasis Kinerja di Sekretariat Kabinet Studi Kasus Tahun 2016 . Tujuan penelitian ini adalah untuk membahas Implementasi Penganggaran Berbasis Kinerja dilihat dari komponen Penganggaran Berbasis Kinerja, yaitu Indikator Kinerja, Standar Biaya dan Evaluasi Kinerja serta Prakondisi Penganggaran Berbasis Kinerja di Sekretariat Kabinet. Penelitian ini menggunakan pendekatan post positivis dengan metode pengumpulan data kualitatif. Teknik pengumpulan data dilakukan dengan wawancara dan studi kepustakaan serta dokumen. Temuan dari penelitian ini menunjukkan bahwa implementasi Penganggaran Berbasis Kinerja di Sekretariat Kabinet belum sepenuhnya menerapkan komponen-komponen dari Penganggaran Berbasis Kinerja. Hal ini tercermin dari : a Indikator Kinerja Outcome yang belum mencerminkan core bussiness dari Sekretariat Kabinet dan belum sesuai dengan prinsip SMART-C; b Tidak adanya Standar Biaya Keluaran dan belum diterapkan prinsip value for money terhadap penyusunan komponen biaya; dan c Mekanisme feedback yang belum berjalan dengan baik, sehingga rekomendasi hasil evaluasi tidak dimanfaatkan dan belum memberikan pengaruh yang signifikan terhadap peningkatan kinerja program dan kegiatan. Prakondisi yang mengakibatkan belum maksimalnya Implementasi Penganggaran Berbasis Kinerja di Sekretariat Kabinet adalah: 1 Lingkungan atau kondisi yang kurang mendukung dan kurang berorientasi pada kinerja, 2 Sistem kontrol yang kurang efektif dari pimpinan kementerian/lembaga, dan 3 Penerapan Strategic Planning yang kurang baik. Hasil penelitian menyarankan untuk menyusun Kamus Indikator Kinerja sebagai pedoman dalam penyusunan informasi kinerja, menyusun Standar Biaya Keluaran, peningkatan koordinasi dan sinkronisasi antara Biro Perencanaan dan Keuangan, Biro Akuntabilitas Kinerja dan Reformasi Birokrasi serta Inspektorat, peningkatan keterlibatan dan komitmen pimpinan terhadap proses perencanaan dan penganggaran, adanya mekanisme umpan balik dari pimpinan atas hasil evaluasi dan meningkatkan kualitas manajemen kinerja melalui pengembangan budaya kinerja di Sekretariat Kabinet

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ABSTRACT
This study discusses the Implementation of Performance Based Budgeting in the Cabinet Secretariat Case Study of 2016 . The purpose of this study is to discuss the Implementation of Performance Based Budgeting based on Performance Based Budgeting Performance, ie Performance Indicators, Cost Standards and Performance Evaluation and Performance Based Budgeting Preconditions in the Cabinet Secretariat. This research uses post positivist approach with qualitative data collection method. Data collection techniques were conducted by interviews and literature studies and documents.The findings of this study indicate that the implementation of Performance Based Budgeting in the Cabinet Secretariat has not fully implemented the components of Performance Based Budgeting. This is reflected in a Outcome Performance Indicators not yet reflecting the core business of the Cabinet Secretariat and not in accordance with the SMART C principle B The absence of Output Cost Standard and not yet applied the principle of value for money against the preparation of cost components And c Feedback mechanism that has not run well, so that recommendation of evaluation result is not utilized and has not give significant influence to the improvement of program and activity performance. Preconditions that result in not yet maximized Implementation of Performance Based Budgeting in Cabinet Secretariat are 1 Environment or conditions that are less supportive and less performance oriented, 2 Ineffective control systems from ministry institution leaders, and 3 poor implementation of Strategic Planning. The results of the study suggest to compile the Performance Indicators Dictionary as guidance in the preparation of performance information, compile the Output Cost Standard, improve coordination and synchronization between the Planning and Financial Bureau, the Bureau of Performance Accountability and Bureaucracy Reform as well as the Inspectorate, the increased involvement and commitment of the leadership towards the planning and budgeting process, There is a feedback mechanism from the leadership of the evaluation results and improving the quality of performance management through the development of performance culture in the Cabinet Secretariat

Abstrak :
Previous literature has documented various aspects of behavior in the budgeting process. Behavioral problems that are often discussed include budgetary slack and opportunistic behavior that occur due to information asymmetry. However, there is little attention to behavioral problems in previous studies called ratcheting behavior. This study investigates such behavior in a governmental budgeting setting. Besides, this study extends by testing ratchet behavior when local government adopts a well-known budget control mechanism, called analysis on standardized expenditure. To accomplish this purpose, study participants role-played as the budget preparer on a government budgeting task. The experiment used a web-based instrument that involved 51 participants. Results showed that budget preparer engaged in a ratchet behavior when setting their budget. Furthermore, budget ratcheting did not occur when preparer using an analysis of standardized expenditure. However, this situation only remains for one year. In the next year, preparer engaged in a ratchet behavior, at a lower intention. These findings underscore the importance of analysis of standardized expenditure in a government budgeting process environment. As a practical contribution, these findings suggest that using and monitoring for the adoption of analysis on standardized expenditure should be maintained continuously.

Abstrak :
Penelitian ini bertujuan untuk melihat pengaruh kontrak psikologis, shared financial interest dan keadilan prosedural terhadap kejujuran dalam penyusunan anggaran partisipatif. Variabel independen dalam penelitian ini adalah pemenuhan atau pelanggaran kontrak psikologis, shared financial interest, kesadaran karyawan lain atas penciptaan slack dan persepsi keadilan prosedural. Variabel dependen dalam penelitian ini adalah kejujuran manajer unit bisnis dalam proses penyusunan anggaran partisipatif. Metode yang digunakan dalam penelitian ini adalah metode eksperimen dengan total partisipan 184 orang. Kriteria sampel yang digunakan dalam penelitian ini adalah mahasiswa pascasarjana, telah bekerja minimal 2 tahun, memiliki anak buah, dan terlibat atau pernah terlibat dalam proses penganggaran. Hasil penelitian ini menunjukkan bahwa kontrak psikologis berpengaruh terhadap kejujuran manajer unit bisnis. Kejujuran manajer unit bisnis dalam kondisi penganggaran partisipatif penuh- full influence lebih besar dibandingkan dalam kondisi penganggaran partisipatif pseudo- some influence serta kejujuran manajer unit bisnis dalam kondisi penganggaran partisipatif pseudo- some influence lebih kecil dibandingkan dengan penganggaran partisipatif pseudo-no influence. Hasil penelitian ini juga menunjukkan bahwa shared financial interest berpengaruh terhadap kejujuran manajer unit bisnis yaitu kejujuran manajer unit bisnis lebih kecil dalam kondisi adanya pembagian manfaat atas slack yang diciptakan dibanding tanpa adanya pembagian manfaat slack yang diciptakan. Dalam kondisi tidak adanya pembagian manfaat slack yang diciptakan kepada karyawan lain, maka kejujuran manajer unit bisnis lebih tinggi ketika karyawan lain mengetahui penciptaan slack dibandingkan dengan ketika karyawan lain tidak mengetahui penciptaan slack. Selain itu, hasil penelitian ini juga membuktikan bahwa keadilan prosedural meningkatkan kejujuran manajer unit bisnis dalam proses penyusunan anggaran partisipatif

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This research objective is to examine the effect of phsycological contract, shared financial interest, and procedural fairness to honesty in participative budgeting making process. The independent variables used in this research are fulfillment or violation of phsycological contract, shared financial interest, the awareness of other employees of slack creation and perception of procedural fairness. The dependent variable used in this research is honesty of business unit managers. The researcher uses the experiment method with total of sample is 184 participants. Sample criterias used in the research are postgraduate student, at least 2 years experience, having sub-ordinates, and their involment in budgeting process. The result of research shows that there is influence of phsycological contract to honesty of unit business manager. The honesty of business unit manager in the full participative budgeting - full influence is higher compared to pseudo participative budgeting ? some influence and honesty of business unit manager in the pseudo participative budgeting ? some influence is less compared to pseudo particpative budgeting ? no influence. The research also shows that shared financial interest influences the honesty of business unit manager. In the condition that created slack is not shared to other employees, the honesty of business unit manager is higher when the other employees know the creation of slack than other employees don?t. The research also shows that procedural fairness increases the honesty of business unit manager in the participative budgeting making process.