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Abstrak :
Tindak Pidana Pencucian Uang (TPPU) menjadi semakin kompleks dan rumit dengan menggunakan modus yang beragam dan bervariatif. Sesuai dengan Laporan Akuntabilitas Kinerja KPK pada tahun 2021, Kinerja penanganan TPPU hanya sebesar 40% dari target kinerja yang ditetapkan. Penelitian ini menganalisis penyebab utama kinerja KPK yang belum optimal, dan memberikan rekomendasi agar kinerja lebih optimal dalam menangani perkara TPPU. Peneliti menggunakan tinjauan literatur dan analisis studi kasus dengan pendekatan kualitatif melalui observasi secara langsung sumber internal, analisis dokumen, dan wawancara dengan pihak terkait serta menggunakan teknik analisis data model interaktif. Penelitian ini menganalisis kinerja organisasi KPK dalam menangani perkara TPPU. Berdasarkan hasil penelitian, Peneliti menemukan belum adanya kebijakan secara khusus mengenai penanganan perkara TPPU dan adanya variasi fraud yang digunakan oleh para pelaku tindak pidana yang semakin kompleks. Dengan demikian, untuk mengoptimalkan penanganan TPPU, KPK dapat membuat kebijakan khusus penanganan TPPU dan meningkatkan kapabilitas serta kemampuan seluruh pihak di KPK mendukung penanganan perkara TPPU. ......Money laundering (ML) is a crime that becomes increasingly complex as it uses different and varied methods. Only 40% of the established performance target has been met, according to the KPK's Performance Accountability Report for 2021, in terms of handling money laundering offenses. This article examines the primary reasons for the KPK's low performance and offers suggestions for managing ML cases more effectively. Through direct observation of internal sources, document analysis, related party interviews, and interactive model data analysis methodologies, researchers conducted a literature review and case study analysis with a qualitative approach. This study evaluates the KPK organization's performance in managing ML cases. Based on the research's findings, the researcher concluded that there was no established process for handling ML cases and that fraud was a common tactic utilized by those who committed increasingly sophisticated crimes. As a result, the KPK can create specific policies for managing ML and enhance the skills and capacities of all KPK members to support the treatment of ML situations in order to optimize the handling of ML.

Abstrak :
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.

Abstrak :
PT. Presisi Cimanggis Makinur est une société a responsabilité limitée avec une spécialisation sur les domaines d?injection plastique et de moulage. Elle a debute comme une p etite affaire puiselles?est developpée en une entreprise auniveau nationale . Avec 20 employees au debut en 1983, aujourd?hui elle en emploie 320. Le Departement de Ressources Humaines aussi été developpé, avec un chef de departement et cinq subordonnées. Ce n?est pas facile de maintenir 320 employées qui travaillent 24 heures sur 24. C?est pourquoi, l?entreprise doit developper imperativement les competences de ses employées de Department de Ressources Humaines. Cette These parle des activites de la Gestion de Ressources Humaines á PT. Presisi Cimanggis Makmur qui sont: a. Le proces de recrutement. Concerne la definition, les niveaux de recrutement, les methodes, les sources des candidats jusqu? au j ob preview. b. Le process de selection. Concerne la mission et les facteurs qui l?influencent, l?interview, la methode, la mesure de la perfonnance des employees jusqu?a la gestion d?entrajnement des personnels. c. L'entrainement et le plan du developpement. Concerne l?entrainement des employées jusqu ' au developp ement du personnel. Chaque sujet sera discutée en chapitre separée. Finallement, il y á une conclusion et une recommendation sur le systeme de Ressotwces HUmaines a PT. Presisi Cimanggis Makniur. Bien que, il existe une quantite insuffisante de la théorie, mais il est clair que PT. Presisi Cimanggis Makmur á essayeé d?applique au maximum son systeme et ses activites de ressources humaines.

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PT. Presisi Cimanggis Makmn is a national company with line business in plastic injection and mold making. It started from a small business to become a national level company. With 20 employees in initial stage in 1983, today PCM has 320 employees. Human Resources Department is being developed as well from two employees in the beginning to five employees today includes the manager himself. It is not easy to maintain day-to-day activities with limited personnel. That is the reason why HRD has to upgrade its staff capabilities. This report speaks about some activities of Human Resources Department of PCM which are: a. Recruitment process. Concern in the definition, recruitment level, methods, sources of the candidates until job preview. b. Selection process. Concern in the mission and influenced factors, method until interview. c. Performance management system. Concern in mission and planning, training and development. Each topic is discussed in separate chapter. Finally, there are conclusion and recommendation of human resources activities in PCM. Even though, the real application is not always in accordance with the based theory, we can see with its limitation PCM has tried to maximize the real application in accordance with the theory.

Abstrak :
Departemen Keuangan (Depkeu) sebagai salah satu pemegang amanat rakyat dalam pengelolaan keuangan negara terus berupaya untuk menjadi bagian dari reformasi itu sendiri dengan cara melakukan reformasi birokrasi secara bertahap dan terus menerus dengan tujuan untuk menciptakan aparatur negara yang bersih, profesional, dan bertanggung jawab. Selain itu, untuk menciptakan birokrasi yang efisien dan efektif sehingga dapat memberikan pelayanan publik prima. Untuk mempercepat tercapainya tujuan tersebut, Menteri Keuangan memutuskan menggunakan balanced scorecard sebagai sistem manajemen kinerja dan sistem manajemen strategis di departemen yang dipimpinnya. Tesis ini bertujuan untuk mengevaluasi rancangan dan implementasi BSC untuk tema pendapatan negara. Selain itu, kriteria Baldrige juga digunakan untuk mengevaluasi apakah Depkeu memiliki kinerja yang unggul setelah BSC diterapkan. Penelitian atas tingkat kesiapan strategis organisasi juga dilakukan untuk mengukur tingkat kesiapan organization capital Departemen Keuangan dalam menerapkan BSC. Hasil tesis ini mengusulkan perbaikan rancangan dan implementasi BSC yang sudah berjalan dan mengidentifikasi hal-hal yang dapat dijadikan pedoman Depkeu dalam mengambil kebijakan untuk meningkatkan tingkat kesiapan strategis organisasi, serta menyarankan perbaikan agar Depkeu dapat menjadi organisasi yang berkinerja unggul.

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Ministry of Finance as one of the owners of people trusteeship in state's finance management continually cope to be a part of reformation process itself by conducting bureaucracy reform step by step and continuously as a mean to create clean, professional and responsible government officers as well as creating efficient and effective bureaucracy enabling it to give excellent public service. In order to speed up the achievement of these objectives, Minister of Finance decided to use balanced scorecard as a performance management and strategic management system in Ministry of Finance. The objective of this thesis is to evaluate balanced scorecard?s design and implementation for revenue generation. Additionally, Malcolm Baldrige Criteria for Performance Excellence is also used to evaluate whether the Ministry of Finance can achieve excellent performance after balanced scorecard is applied. Research in the level of organization strategic readiness is also conducted to measure the level of readiness Ministry of Finance?s organization capital in applying balanced scorecard. Results of this thesis suggest the need of adequate improvement of design and implementation of balanced scorecard that have been done and identify everything that can be used as guidance for Ministry of Finance for creating policy in order to improve the level of organization strategic readiness. This thesis also finds the needs of improvement so that Ministry of Finance can become an organization that can achieve excellent performance.

Abstrak :
Public organizations are now requested to continually increase its service quality to be able to compete with the private sector which is continually expanding to respond to the environment changes. One of the new paradigm in the management of the public sector is known as the New Public Management (NPM) , in which, according to some research conducted by experts, the Traditional Model of public Administration is no more suitable to the present organizational needs. A lot of work has been done towards the NPM approach , and the one , especially discussed in this writing , is the adoption of the Performance Management System (PMS) as realized by the private sector. This is because the performance measurement at the traditional model does not include the periodical evaluation towards the program as well as the individual. This measurement is also more leaning towards the economic perspective (input oriented) in which the connection between input cost and the goal has not yet been seen. For this purpose, some countries have tried to implement the PMS with some different conclusion. This writing tried to insvestigate whether the the PMS is successful or has failed based on some literature research as conducted by some scholars in this field. On the other hand, problems which are related to the implementation of the PMS and its effect towards the public sector have also been evaluated. At the end of this writing some recommendations have been presented. It is certain that each organization has different characteristics which means that the implementation of the program should be adjusted to the uniqueness of the public sector organization.

Abstrak :
Penelitian ini membahas tentang implementasi penilaian kinerja personel dengan sistem manajemen kinerja Polri pada unit STNK Samsat Kota Bekasi. Sistem penilaian kinerja personel Polri ini merupakan upaya peningkatan profesionalitas Polri. Penelitian tesis ini dilakukan dengan metode kualitatif dengan teknik pengumpulan data observasi, wawancara dan studi dokumen. Hasil observasi dianalisa untuk mengetahui bagaimana penyelenggaraan penilaian kinerja personel Polri dengan sistem manajemen kinerja Polri berdasarkan Perkap Nomor 16 tahun 2011 yang dilakukan pada Unit STNK Samsat Kota Bekasi. Penelitian ini membahas secara ilmiah  pelaksanaan sistem manajemen kinerja tersebut menggunakan teori-teori yang relevan seperti teori manajemen dan analisis SWOT dan teori implementasi kebijakan. Tesis ini juga melakukan penelitian tentang faktor-faktor yang mempengaruhi implementasi sistem manajemen kinerja  personel Polri di Unit STNK Samsat Kota Bekasi tersebut.  Hasil penelitian menunjukkan bahwa pelaksanaan penilaian kinerja personel dengan sistem manajemen kinerja Polri belum dilaksanakan secara optimal di Unit STNK Samsat Kota Bekasi berdasarkan Perkap no. 16 tahun 2011. Penilaian yang dilakukan baru merupakan formalitas untuk keperluan usulan kenaikan pangkat dan pendidikan pengembangan. ......This study discusses the implementation of personnel performance appraisal with the Indonesia Nasional police (INP) performance management system in the STNK unit of Bekasi City Samsat. This system is an effort to improve INP professionalism.  This thesis research was conducted with a qualitative method using data collection techniques observation, interview and document study. The observation results were analyzed to find out how the performance of the INP personnel performance was assessed by the INP’s performance management system based on Perkap Number 16 of 2011 conducted at the STNK Unit of Bekasi City Samsat. This study discusses scientifically about the implementation of the performance management system using relevant theories such as management theory and SWOT analysis, and policy implementation theory. This thesis also examines the factors affecting the implementation of performance management system as the personnel performance appraisal system in the STNK unit of Bekasi City Samsat. The results showed that the performance appraisal with the INP performance management system has not been implemented optimally in the STNK Unit of Bekasi City Samsat based on Perkap no. 16 of 2011, because this is applied merely as a requirement for promotion and education.