scholarly journals HUMAN RESOURCE SCORECARD DALAM PENDIDIKAN NONFORMAL DAN INFORMAL

2008 ◽  
Vol 3 (2) ◽  
pp. 190-197
Author(s):  
Widya Ayu Puspita
Keyword(s):  
Strategic Management ◽  
Human Resource ◽  
Business Process ◽  
Financial Indicators ◽  
Short Term ◽  
Resource Quality ◽  
Education Organization ◽  
Card System ◽  
Internal Business Process

Human resource scorecard is a tool to record human resource performance in a card system, by focusing on long and short term and using financial and non financial indicators. There are four perspectives in this approach, which are learning and growth, internal business process, customer and finance. Human resource scorecard is not only a tactic measurement but a strategic management to manage long term strategies. This articles discusses how human resource scorecard can be implemented in the formal and nonformal organization comprehensively to increase human resource quality and to improve education organization, so that, it can give the best service to community.

scholarly journals Strategic Management of Small Enterprises in Commune of Peja

2016 ◽  
Vol 5 (1) ◽  
pp. 153
Author(s):  
Ardian Berisha ◽  
Samir Lleshi
Keyword(s):  
Strategic Management ◽  
Business Strategy ◽  
Small Enterprises ◽  
Financial Indicators ◽  
Positive Relation ◽  
Short Term ◽  
Correlative Analysis ◽  
The City

This research is realized in city of Peja, a city in the western part of Republic of Kosovo. In this research are included 40 small enterprises (27 in the center of the city and 13 in the periphery). From them 37 enterprises were established from familiar-individual capital, whereas only three enterprises were corporations. This research is led from two correlation hypotheses .The first hypothesis of this research is:”Strategic management has a positive relation with the empowering of the short-term and long-term objectives of the small enterprises”, is made correlative analysis and we have the statistical production [r= .502**, p smaller than .001], which supports the first hypothesis. Thus a genuine strategic management affects in the empowering and the reflection of the short-term and long-term objectives of small enterprises. The second hypothesis of this research was;”Business strategy affects in the rise of financial indicators”, is made the correlative analysis and we have this statistical production [r= -.220, p smaller than .172, a result that is not significant and it does not support the second hypothesis of this research.

scholarly journals Analisis Pengaruh Penerapan Perspektif Balanced Scorecard Terhadap Peningkatan Kinerja UMKM

2019 ◽  
Vol 4 (1) ◽  
pp. 1 ◽  
Author(s):  
Arasy Alimudin ◽  
Achmad Zakki Falani ◽  
Sri Wiwoho Mudjanarko ◽  
Arthur Daniel Limantara
Keyword(s):  
Business Process ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Commercial Sector ◽  
Short Term ◽  
The Balanced Scorecard ◽  
Work Program ◽  
Internal Business Process

The research conducted on UMKM commercial sector which aims to determine how much the contribution of the Balanced Scorecard (BSC) implementation by using four perspectives: financial, customer, internal business process and learning and growth. The concept Balanced Scorecard is deemed in accordance with the consideration that the concept is able to balance short-term plan with long-term plans, as well as to balance financial performance with the performance of non-financial. In addition, The benefits from this research is that companies have an appropriate business strategy and work program that can face of such change, enabling it to maintain and expand its business in the future in accordance with the vision and mission.By using these research techniques, application of the BSC through four perspectives can contribute significantly to the company's performance. This is indicate that UMKM oriented continuously on efforts to maintain customer satisfaction to earn the trust of the quality of the product followed by their support productive and committed employees who will be able to deliver products / services efficiently, consistent and timely with using technology information that have an impact on the organization's ability to generate adequate financial returns. Penelitian yang dilakukan pada sektor komersial UMKM yang bertujuan untuk mengetahui seberapa besar kontribusi penerapan Balanced Scorecard (BSC) dengan menggunakan empat perspektif: keuangan, pelanggan, proses bisnis internal dan pembelajaran dan pertumbuhan. Konsep Balanced Scorecard dianggap sesuai dengan pertimbangan bahwa konsep ini mampu menyeimbangkan rencana jangka pendek dengan rencana jangka panjang, serta menyeimbangkan kinerja keuangan dengan kinerja non-keuangan. Selain itu, Manfaat dari penelitian ini adalah bahwa perusahaan memiliki strategi bisnis yang tepat dan program kerja yang dapat menghadapi perubahan tersebut, memungkinkan untuk mempertahankan dan memperluas bisnisnya di masa depan sesuai dengan visi dan misi. Dengan menggunakan teknik penelitian ini , penerapan BSC melalui empat perspektif dapat memberikan kontribusi signifikan terhadap kinerja perusahaan. Hal ini menunjukkan bahwa UMKM berorientasi terus menerus pada upaya mempertahankan kepuasan pelanggan untuk mendapatkan kepercayaan dari kualitas produk diikuti dengan dukungan mereka yang produktif dan berkomitmen karyawan yang akan mampu memberikan produk / jasa secara efisien, konsisten dan tepat waktu dengan menggunakan teknologi informasi yang berdampak pada kemampuan organisasi untuk menghasilkan pengembalian keuangan yang memadai.

scholarly journals Employee Performance Measurements at ‘Aisyiyah Klaten Hospital using the Human Resources Scorecard approach

2021 ◽  
Vol 16 (1) ◽  
pp. 47-54
Author(s):  
Siti Kundariyah ◽  
Heru Kurnianto Tjahjono ◽  
Qurratul Aini ◽  
Winny Setyonugroho
Keyword(s):  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Process ◽  
Performance Indicators ◽  
Employee Performance ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process

Background: The rapid development of health services is a challenge for hospitals in facing the increasingly open and accessible competition. Good human resource management is needed to increase the productivity of an organization. One of the strategies to increase productivity and improve human resource management is to use an integrated and comprehensive employee performance measurement. This research measured employee performance using the Human Resources Scorecard (HRSC) approach based on several conditions. HRSC is a Balanced Scorecard with a Human Resources (HR) approach where Key Performance Indicators (KPI) are based on 4 (four) perspectives: Financial Perspective, Customer Perspective, Internal Business Process Perspective, and Learning and Growth Perspective. Method: This study used a quantitative approach with a cross-sectional survey research design. Data collection methods included questionnaires, document review, and Consensus Decision Making Group (CDMG). The research population was 256 employees of the ‘Aisyiyah Hospital Klaten.  Samples were determined using non-probability sampling technique with a purposive sampling method of 100 respondents. Results: The results showed that overall employee performance was good, with a score of 4.03. Based on Key Performance Indicators for each perspective, the internal business process perspective of employee performance was very good, with a score of 1.24. The financial perspective of employee performance was good with a score of 0.8, while the customer perspective of employee performance was good, with a score of 1.19. Finally, the learning and growth perspective of employee performance was good, with a score of 0.8. Conclusion: With the HRSC approach, the overall performance results of the ‘Aisyiyah Klaten Hospital employees were good.

scholarly journals CONSISTENCY OF PLANNING AND BUDGETING IN EDUCATION: THE CASE IN PONTIANAK CITY

2021 ◽  
pp. 109
Author(s):  
Bayu Kharisma ◽  
Sutyastie S. Remi ◽  
Bugi Ario ◽  
Cecep Suhayli
Keyword(s):  
Higher Education ◽  
Data Collection ◽  
Human Resource ◽  
Quantitative Methods ◽  
Quality Education ◽  
Medium Term ◽  
Resource Quality ◽  
Development Plans

Human resource is one of key elements in national or regional development and one way to improve the quality of human resource is through education as higher education means better human resource in terms of quality. Education is one of priority programs in Pontianak city and it is obvious that their government has a plan to enhance their human resource quality through education as it is stated in their long-term and medium-term development plans. Hence, this study aims to identify inconsistency trends between planning and budgeting in education-specific programs and activities in Pontianak city’s government in 2019 using quantitative methods through data collection. Consistency analysis is carried out by evaluating several related documents like RPJPD 2005-2025, RPJMD 2015-2019, RKPD 2019, Renstra 2015-2019, Renja 2019, and DPA 2019. The result of the analysis shows that the planning and budgeting documents in education-specific programs and activities in Pontianak city are not fully consistent.  

scholarly journals RANCANGAN PENGUKURAN KINERJA DENGAN BALANCE SCORECARD PADA SISTEM MANAJEMEN STRATEGI

2018 ◽  
Vol 8 (2) ◽  
pp. 123
Author(s):  
Malikul Adil
Keyword(s):  
Strategic Management ◽  
Business Process ◽  
Balanced Scorecard ◽  
Management System ◽  
Top Management ◽  
Balance Scorecard ◽  
Company Strategy ◽  
Integrated Performance ◽  
Internal Business Process

Balance Scorecard represent a group of integrated performance measuring rod coming from company strategy from entire/all part of organization. Basically strategy represent a theory about how to reach the target of organization. In approach of Balance top management scorecard formulate its strategy into performance measuring rod, so that employees comprehend and can execute something to reach the strategy. Balanced Scorecard represent a strategic management system or more precise named by: “ Based system accounting responsibility Strategic” what formulate strategy and mission an organization into target of performance measuring rod and operational to 4 different in perspective, that is is in perspective financial, in perspective customer, in perspective of internal business process and is in perspective of growth and learning

ANALISIS SISTEM PENILAIAN KOMPETENSI PEMEGANG JABATAN DENGAN KOMPETENSI KERJA DI KELUARGA JABATAN UMUM PADA PT JASA MARGA (PERSERO)

2018 ◽  
Vol 3 (01) ◽  
pp. 69
Author(s):  
Ismulyana Djan ◽  
Ida Juraida
Keyword(s):  
Human Resource ◽  
Qualitative Approach ◽  
Short Term ◽  
Job Requirements ◽  
Employee Recruitment ◽  
Competency Training ◽  
Recruitment And Selection ◽  
Descriptive Method

The purpose of the research was to know whether the implementation of Human resource competency at Jasa Marga (Ltd) has been run well in terms of employee recruitment. The two variables being compared in this study were the competency of the employees who hold positions and the work competency itself. The study focuses on analyzing the existing employees competency with the needed job requirements.  The research used descriptive method with qualitative approach by interviewing related parties and conducting a field observation concerning the problem being researched. From measuring competency of the employees who hold positions at Jasa Marga (Ltd) it was found that there were still a few employees whose qualification were below the job requirements. It was proposed that Jasa Marga (Ltd) should continuously increase the quality of the human resources through development training in short term and long-term programs in order to fulfill the predetermined job requirements. The application of the employees competency training should be conducted interactively to produce professional and transparent human resource because it function as initial filter from the early employees recruitment and selection programs.

Comparative analysis of budgeting in the Slovene hotel industry

2011 ◽  
Vol 17 (1) ◽  
pp. 91-100
Author(s):  
Gordana Ivankovič ◽  
Mateja Jerman
Keyword(s):  
Strategic Management ◽  
Business Strategy ◽  
Management Accounting ◽  
Hotel Industry ◽  
Decision Makers ◽  
Business Strategies ◽  
Short Term ◽  
Strategic Management Accounting ◽  
Standard Cost

The main purpose of the presented research was to investigate whether Slovene hotels that have a business strategy and strategic management accounting are more successful in comparison with those that still do not have a long-term business strategy and strategic management accounting.Hotels that have a business strategy and strategic management accounting are expected to be more successful in comparison with those that still do not have a long-term business strategy. Questionnaires were distributed to the management of selected Slovene hotels. The Slovene budgeting practices were assessed in Slovene large hotels, which have more than 100 rooms. The analysis was performed at the beginning of the years 2004 and 2008, respectively. Budgeting practices in Slovene hotels were assessed by analyzing the extent to which managers used strategic management accounting and the extent to which business strategies were implemented. The analysis provides evidence that hotels with a long-term business strategy are more successful than those that that have a short-term strategy, or are even without one. Although an improvement in the field of continuous budgeting in the five-year period can be ascertained, only a minority of Slovene hotels uses standard cost as a basis for budgeting. This was the first study that ascertained discrepancies between Slovenian budgeting practice and foreign best practices, which is undoubtedly of great interest for decision-makers on the level of individual hotel.

Manajemen Strategik Rumah Amal Salman dalam Meningkatkan Fundraising Zakat

2017 ◽  
Vol 2 (1) ◽  
pp. 68-85
Author(s):  
Erlin Latifah ◽  
Yusuf Zaenal Abidin ◽  
Ahmad Agus Sulthonie
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Performance Management ◽  
Primary Data ◽  
Strategy Formulation ◽  
Medium Term ◽  
Short Term ◽  
Surrounding Environment ◽  
Depth Interviews

Penelitian ini bertujuan untuk mengetahui bagaimana tahapan manajemen strategik yang dimulai dari Formulasi Strategi, Implementasi Strategi dan yang terakhir Evaluasi Strategi yang digunakan Rumah Amal Salman. Metode yang digunakan dalam penelitian ini menggunakan metode deskriptif dengan pendekatan kualitatatif. Adapun teknik pengumpulan data dengan menggunakan kajian pustaka,observasi, dan wawancara secara mendalam dengan Manajer Litbang Rumah Amal Salman sebagai data primer dan sekunder. Dari hasil penelitian menunjukan bahwa pada tahapan Formulasi Strategi tentang perumusan visi,misi dan tujuan Rumah Amal Salman dengan melakukan analisis lingkungan sekitarnya terlebih dahulu untuk mempertahankan kekuatan dan mengambil peluang yang ada sehingga bisa meminimalisir kelemahan dan ancaman yang terjadi pada lingkungan sekitar sehingga bisa  meningkatkan fundraising zakat.Sedangkan pada tahap Implementasi Strategi yaitu penerapan perencanaan strategis pada program kerja jangka pendek yaitu pada program Salman Day Out Picnic, jangka menengah yaitu program Kampung bangkit, dan jangka panjang yaitu pada program Manajemen kinerja Ekselen Kriteria Zakat. Dan tahapan terakhir yaitu  Evaluasi Strategi yaitu mengevaluasi seluruh kegiatan kerja yang berskala jangka pendek, jangka menengah, dan jangka panjang.Untuk menghasilkan inovasi terbaru pada perencanaan stretgis pada program berikutnya. Oleh karena itu, dapat disimpulkan bahwa manajemen strategik Rumah Amal Salman telah dijalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya meningkatkan Fundraising Zakat. This research aims to find out how the stages of Strategic Management that starts from Strategy Formulation, Strategy Implementation and the last Evaluasi Strategy used Rumah Amal Salman. The data collection techniques using literature review, observation and in depth interviews whit the Rumah Amal Salman research and development manager as secondary and primary data. From the result of the research indicate that in the Formulation Stage of Strategy on the Formulation of vision, mission and objectives of Rumah Amal Salman by conducting the analysis of the surrounding environment in advance to maintain the strength and take the existing opportunities so as to minimize the weaknesses and threats that occur in the surrounding environment so as to increase fundraising zakat. While at the Implementation Strategy stage is the implementation of strategic planning on short term work program that is on Salman Day Out Picnic Program, medium term that isin Kampung Bangkit, and long term that is in program of performance Management of Eccentric Criteria Of Zakat. And the last stage of the Strategy Evalution is to evaluate all work activities that are short term,medium term,and long term. To generate the latest innovations in strategic planning in thenext program. Therefore,it can beconcluded that Rumah Amal Salman Strategic Management has been well executed and shows significant success in efforts to increase the fundraising zakat.

scholarly journals PENGUKURAN DAN EVALUASI KINERJA KARYAWAN PERUSAHAAN DENGAN METODE HUMAN RESOURCES SCORECARD (HRSC) DI PT. SHELTER NUSANTARA SURABAYA

2018 ◽  
Vol 7 (2) ◽  
pp. 1
Author(s):  
Rr Rochmoeljati
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Business Process ◽  
Expert Choice ◽  
Internal Business Process

Human Resources Scorecard adalah suatu sistem pengukuran sumber daya manusiayang mengkaitkan orang – strategi – kinerja untuk menghasilkan perusahaan yangunggul. Human Resource Scorecard menerjemahkan visi, misi dan strategi perusahaanke dalam seperangkat ukuran yang menyeluruh yang memberi kerangka kerja bagipengukuran dan sistem manajemen strategis.PT. Shelter Nusantara merupakan suatu perusahaan penyedia jasa keamanan selama inihanya memperhatikan bagaimana menjalankan proses operasional saja dan berjalansesuai dengan prosedur yang berlaku tanpa memperhatikan apakah kinerja karyawanterdapat peningkatan atau tidak. Meskipun kondisi kinerja menunjukkan hasil yang cukupbaik dan diharapkan masih dapat dioptimalkan. Namun selama ini perusahaan masihbelum ada suatu system pengukuran kinerja sumber daya manusia yang baku dankomprehensif atau menyeluruh. Tiap KPI dan perspektif yang ada dalam metode HumanResources Scorecard dibobotkan dengan menggunakan metode Analytical HierarchyProcess (AHP) melalui perangkat lunak Expert Choice Versi 9.Score pengukuran kinerja karyawan PT. Shelter Nusantara pada tahun 2007 sebesar3.342 yang digolongkan kinerja karyawan, sedangkan skor untuk tiap perspektif adalahsebagai berikut untuk Perspective Financial sebesar 3.252, untuk Perspective Customersebesar 2.686, untuk Perspective Internal Business Process sebesar 3.519, dan untukPerspective Learning and Growth sebesar 4.4.

scholarly journals EVALUACIÓN ECONÓMICA DE LA PESQUERÍA ARTESANAL DE LA CIÉNAGA GRANDE DE SANTA MARTA Y COMPLEJO DE PAJARALES, CARIBE COLOMBIANO

2016 ◽  
Vol 36 ◽  
Author(s):  
Anny P. Zamora Bornachera ◽  
Juan C. Narváez Barandica ◽  
Luz M. Londoño Díaz
Keyword(s):  
Fishery Management ◽  
Cost Benefit ◽  
Fish Population ◽  
Financial Indicators ◽  
Short Term ◽  
The Social ◽  
Low Incomes ◽  
Current Minimum ◽  
Current Value

Financial indicators (investment and operational costs, income and profits and net current value, cost-benefit) were used between 1994 and 2003, in order to evaluate the economic profitability of the most representative fishing economic units (FEU) from the coastal and stilt villages in the Ciénaga Grande de Santa Marta and Pajarales complex (CGSM-CP). It has been stated that most of the FEUs are not financially profitable for these fishers, since they generate very low incomes, which in most cases are not enough to match the current minimum legal salary. In spite of that, fishermen from the coastal villages showed higher economic profitability than those from stilt villages. It has also been observed that the fishermen economic yields suffer variations in a very short term, which is attributed to natural and anthropogenic changes of the CGSM that are affecting the structure and composition of fish population. This is driving the fishery towards being nonviable in the long term, with the implications it has on fishermen behavior: i) higher pressure on fish resources, ii) increase of economic debt, and iii) incapability saving money. In this context, it is recommended to develop the bases for fishery management in the CGSM, without overlooking the social and cultural characteristics of human population, as well as its active participation in the fishery management.

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