scholarly journals Studi Kasus Tentang Performance Management di Sebuah Perusahaan Manufaktur Ban : Key Performance Indicator (KPI) untuk Industrial Engineering dengan Metode Balanced Score Card

2017 ◽  
Vol 18 (2) ◽  
pp. 168
Author(s):  
Muh Rokhim
Keyword(s):  
Performance Management ◽  
Performance Indicator ◽  
Industrial Engineering ◽  
Management Tool ◽  
Balanced Score Card ◽  
Key Performance Indicator ◽  
Management Tools ◽  
Score Card ◽  
Engineering Department ◽  
And Performance

Balanced Score Card (BSC) is one of the management tools to manage the implementation of strategy, measure the performance beyond mere financials and to communicate the vision, strategy and performance to stakeholders. In this research, researcher will focus on cascading the Key Performance Indicator (KPI) with using the BSC methodology in the industrial Engineering Department at one of the tire manufacturing company located in Tangerang. This KPI will be a good tools to manage the performance of each engineers in the organization and to ensure align with the vision and strategy from the Top Management. Result of the KPI performance also will be an useful Performance Management tool for the Manager  in order to give the yearly appraisal for each engineers in avoiding of the subjective way likes currently happened.

scholarly journals Implementation of the Balanced Score Card to Achieve Strategic Goals in the State Islamic Religious Colleges

2019 ◽  
Vol 7 (2) ◽  
pp. 281-301
Author(s):  
Yusuf Hadijaya ◽  
Inom Nasution ◽  
Suhairi Suhairi
Keyword(s):  
Higher Education ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Performance Indicator ◽  
Management Approach ◽  
Balanced Score Card ◽  
Score Card ◽  
Religious Colleges ◽  
And Performance ◽  
The Balanced Score Card

Performance Management in State Islamic Religious Colleges (PTKIN) Indonesia are still often ignoring the identification of stakeholders and the primary performance indicator of management measurement goal. The Balanced Score Card (BSC) as a management approach translates the direction of Higher Education developing into an action based on the initiatives identity number and management measurement goal systems. In the context aims to determine the implementation of the Balanced Score Card at PTKIN with four perspectives which are connected as part of the chain driving to achieve the strategic point of Higher Education and performance of higher education results model. This research is qualitative research with the technique of data collection on observation, in-depth interviews, and documentation. The results paper shows that the Balanced Score Card is the performance integrating on management system at UIN Jakarta, UIN Yogyakarta, and UIN North Sumatera through the making of Score Cards with the processing of strategy maps to achieve its strategic point of higher education objectives. The Map Strategy is preparing as a companion model for its BSC implementation management goal of Higher Education. Keywords: Balanced Scorecard, Strategic Objectives, Initiatives, and Performance Indicators Abstrak Manajemen Kinerja di banyak Perguruan Tinggi Keagamaan Islam Negeri (PTKIN) di Indonesia masih sering mengabaikan identifikasi stakeholders dan sistem pengukuran indikator kinerja utama. Balanced Score Card (BSC) sebagai sebuah pendekatan manajemen menerjemahkan arah pengembangan Perguruan Tinggi pada aksi yang dilandasi oleh identifikasi inisiatif dan sistem pengukuran. Dalam konteks ini, penelitian ini bertujuan untuk mengetahui implementasi Balanced Score Card di PTKIN dalam empat perspektif yang dihubungkan sebagai bagian dari rantai pendorong untuk mencapai tujuan-tujuan strategis dan hasil capaian kinerja. Penelitian ini merupakan penelitian kualitatif dengan teknik pengumpulan berupa observasi, wawancara, dan dokumentasi. Hasil penelitian menunjukkan bahwa BSC diintegrasikan dalam sistem manajemen kinerja di UIN Jakarta, UIN Yogyakarta, dan UIN Sumatera Utara melalui pembuatan score cards dan/atau peta strategi dalam mencapai tujuan-tujuan strategis. Kata Kunci: Balanced Score Card, Tujuan Strategies, Inisiatif, dan Indikator Kinerja

scholarly journals Selected Human Resources Factors as Determinants of Performance Management Framework Implementation in Kenya

2016 ◽  
Vol 11 (9) ◽  
pp. 192
Author(s):  
Jane Sang ◽  
Michael Korir ◽  
Bob Wishitemi
Keyword(s):  
Performance Management ◽  
Leadership Style ◽  
Balanced Score Card ◽  
Management Framework ◽  
Performance Framework ◽  
Score Card ◽  
Employee Relationship ◽  
And Performance ◽  
The Balanced Score Card ◽  
Card Model

The purpose of this paper is to examine human resource factors on implementation of performance management framework in Kenya and, specifically, at Moi Teaching and Referral Hospital (MTRH). The theory of planned behaviour and the Balanced Score Card Model were used to show how people are linked to the success of the organization. Questionnaires were 510 respondents through simple random and stratified sampling techniques out of which 505 (99%) subjects responded. SEMPATH model was test the hypotheses. Results of hypothesis testing indicate that employee attitude and leadership style have a significant relationship with implementation of performance management. The first model showed that leadership style was found not to likely affect implementation with other variable at the standardized regression measured .01 and was not significant at p> .05. A second model was therefore tested whereby leadership styles were conceptualized to influence attitude and in retrospect attitude affect implementation of performance management. The standardized regression between attitude and performance management directly was .41. The study established that leadership style influence attitude which, in turn, determines employee relationship with the implementation of performance management framework. It was therefore recommended that, to effectively manage the implementation of performance framework, an organization should put in place.

scholarly journals PERANCANGAN SISTEM INFORMASI KINERJA PEGAWAI STUDI KASUS: BUMN KONTRUKSI

2017 ◽  
Vol 3 (3) ◽  
Author(s):  
Ridha Hanafi
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Performance Monitoring ◽  
Employee Performance ◽  
Balanced Score Card ◽  
Management Process ◽  
Organizational Goals ◽  
Score Card ◽  
And Performance

[Id]Dalam era kompetisi bisnis yang semakin tinggi dan tuntutan customer yang semakin meningkat, organisasi semakin dituntut untuk mencapai kinerja yang optimal dalam usahanya mencapai tujuan organisasi. Pencapaian kinerja organisasi sangat ditentukan oleh bagaimana organisasi mengoptimalisasi potensi sumber daya yang dimilikinya. Sumber daya utama yang dimiliki oleh organisasi dalam pencapaian tujuan organisasi adalah Sumber Daya Manusia (SDM). Agar SDM yang dimiliki oleh perusahaan dapat dimanfaatkan secara optimal dan fokus pada pencapaian tujuan organisasi maka perlu dilakukan proses manajemen kinerja pegawai yang baik. Secara strategis, kinerja pegawai harus dapat diselaraskan dengan kinerja organisasi untuk pencapaian tujuan strategis organisasi. Untuk mengakomodasi hal ini maka konsep Balanced Score Card sangat potensial untuk diakomodasi dan diimplementasikan. Pada level operasional, pengelolaan kinerja pegawai yang meliputi proses perencanaan kinerja (performance planning), pelaksanaan dan monitoring (performance tracking) dan penilaian kinerja (performance appraisal) harus dapat dilaksanakan secara komprehensif dan aplikatif sehingga realisasinya benar-benar sesuai dengan apa yang diharapkan organisasi.Implementasi proses manajemen kinerja organisasi pada umumnya dan pegawai pada khususnya seperti yang dijelaskan tersebut, akan sangat sulit pelaksanaannya apabila masih dilakukan secara manual. Semakin kompleksnya parameter kinerja pegawai yang ingin dicapai, semakin besarnya jumlah pegawai, semakin dinamisnya perubahan bisnis dan semakin banyak kesibukan pekerjaan akan menyebabkan implementasi manajemen kinerja pegawai secara manual tidak efisien dan efektif untuk dilaksanakan karena proses bisnis yang kompleks, mekanisme pelaporan dan monitoring kinerja akan sangat memakan waktu dan sulit dilakukan. Implementasi sistem informasi manajemen kinerja pegawai merupakan suatu solusi yang potensial untuk diterapkan untuk menghadapi permasalahan tersebut. Apabila permasalahan tersebut dapat diatasi maka diharapkan pencapaian kinerja perusahaan dalam mencapai visi dan misinya dapat terealisasi. Berdasarkan hal tersebut, maka perlu dilakukan perancangan sistem aplikasi manajemen kinerja pegawai yang dapat memenuhi kebututuhan organisasi dan pegawai. Implementasi sistem ini diharapkan dapat mendukung berjalannya proses manajemen kinerja organisasi sehingga secara strategis tujuan organisasi dapat tercapai..[En]In an era of increasingly high business competition and customer demands, organizations are increasingly required to achieve optimal performance in an effort to achieve organizational goals. Achievement of organizational performance is largely determined by how the organization optimizes the potential of its resources. The main resource that the organization has in achieving its organizational goals is Human Resources (HR). In order for HR can be utilized optimally and focus on achieving organizational goals it is necessary to conduct an excellent employee performance management process. Strategically, employee performance must be aligned with organizational performance for the achievement of organizational strategic goals. To accommodate this concept, Balanced Score Card is very potential to be accommodated and implemented. At the operational level, employee performance management that includes performance planning process, performance monitoring and performance appraisal must be implemented comprehensively and applicable so that the realization is exactly what the organization expects.Implementation of the organization's performance management process in general and employees in particular as described, will be very difficult if it is still done manually. The more complex the performance parameters of employees to be achieved, the greater the number of employees, the more dynamic the business changes and the more busy work will lead to implementation of employee performance management manually inefficient and ineffective. This is because of complex business processes, reporting mechanisms and performance monitoring will be very time consuming and difficult to do. Implementation of employee performance management information system is a potential solution to be applied to face the problem. If the problem can be solved, it is expected that the achievement of the company's performance in achieving its vision and mission can be realized. Based on this, it is necessary to design an employee performance management application system that can meet the needs of the organization and employees. Implementation of this system is expected to support the running of organizational performance management process so that the strategic objectives of the organization can be achieved.

Report Key Performance Indicators for Employee Salaries at PT Mayora Indah Tbk

2017 ◽  
Vol 8 (1) ◽  
pp. 15-21
Author(s):  
Muhamad Irsan ◽  
Silvia Ayunda Murad ◽  
Riri Oktaviani
Keyword(s):  
Real Time ◽  
Performance Indicators ◽  
Analytical Methods ◽  
Performance Indicator ◽  
Data Entry ◽  
Relevant Information ◽  
Indicator System ◽  
Balanced Score Card ◽  
Key Performance Indicator ◽  
Score Card

The purpose of this research to solve problems in making decisions on key performance indicator system report. To obtain the data needed for this research, the author uses several methods such as observation, interviews, and literature and uses analytical methods Balanced Score Card (BSC), which researchers use to get the perspectives of the company as a balanced and uses analytical methods PIECES to identify problems. The process of managing the information presented in this system ranging from data entry process, store and update it at any time so that employees and departments "head" to get the relevant information, the latest more easily and in real time, the system is also equipped with a graphic KPI report. With a system of this KPI Report, the manager can see the development of the company annually, making it easier to manage employee appraisal data and make recap the results of employee assessments and facilitate in taking a decision based on the results of this assessment. Keywords: employee assessment, Key Performance Indicator, Report

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

Key Performance Indicators Analysis for Quay Container Crane Performance Assessment (Case Study at Jakarta International Container Terminal)

2021 ◽  
Vol 2 (2) ◽  
pp. 115
Author(s):  
Mufti Imam Pekih ◽  
Adelina Sembiring ◽  
Sugeng Santoso
Keyword(s):  
Performance Indicators ◽  
Performance Indicator ◽  
Container Terminal ◽  
Management Tool ◽  
Container Port ◽  
Key Performance Indicator ◽  
Heavy Load ◽  
Container Loading ◽  
Container Crane ◽  
Loading And Unloading

<p><span lang="PT-BR">PT Jakarta International Container Terminal (JICT) is the largest container port in Indonesia. Currently, JICT capacity is 2.5 million TEUs (Twenty-foot Equivalent Units) per year, it continues to strive to improve international services and is supported by adequate container loading and unloading equipment. The requirement to establish common standards in different types of container port equipment and identify performance indicators to assess the performance of container handling equipment has increased. Although the Quay Container Crane (QCC) operating system may be different at each container terminal, there are similarities in its main movements, namely: Main Hoist, Trolley, Gantry, and Boom. By knowing the clock metric for each movement, it is possible to determine the Key Performance Indicator (KPI) that has been adopted and assess the performance of the Quay Container Crane (QCC). The results of the study identified that the value of MMBF (Mean Move Between Failures) decreased due to the accumulation of long-lasting heavy load operations, while the number of maintenance activities for machine parts and working hours continued to increase. Key Performance Indicator (KPI) as a management tool can guide QCC inspections and the results can provide useful insights for improving the performance of equipment and container loading and unloading operations in the future.</span></p>

How to Manage Sustainability

2016 ◽  
pp. 418-439 ◽  
Author(s):  
Yasemin Sen
Keyword(s):  
Environmental Management ◽  
Human Life ◽  
Corporate Sustainability ◽  
Value Stream Mapping ◽  
Balanced Score Card ◽  
Management Tools ◽  
Score Card ◽  
Sustainable Value ◽  
Important Player ◽  
Definition Of

Sustainability has increasingly become a critical issue for wellbeing of human life and maintaining sustainability is responsibility of many parties such as individuals, corporations or governments. When taking its social, economical, or environmental impacts into consideration, maybe the most important player in that arena is organizations and in order to take the necessary actions about sustainability, first of all a common understanding of the topic is needed. For this reason, in this chapter it is aimed to create awareness about sustainability issue and commonly used tools for management of it. In this context, definition of sustainability and four corporate sustainability management tools (Environmental Management System - EMS, Sustainable Value Stream Mapping - Sus-VSM, Total Quality Environmental Management - TQEM and Sustainable Balanced Score Card - SBSC) have been explained.

scholarly journals The integration of intrapreneurship into a performance management model

2007 ◽  
Vol 5 (2) ◽  
pp. 1 ◽  
Author(s):  
Thabo WL Foba ◽  
Dawie De Villiers
Keyword(s):  
Performance Management ◽  
Management Model ◽  
Management Systems ◽  
Balanced Score Card ◽  
Opinion Survey ◽  
New Approach ◽  
Performance Management Systems ◽  
Score Card ◽  
The Balanced Score Card ◽  
New Generation

This study aimed to investigate the feasibility of using the dynamics of intrapreneurship to develop a new generation performance management model based on the structural dynamics of the Balanced Score Card approach. The literature survey covered entrepreneurship, from which the construct, intrapreneurship, was synthesized. Reconstructive logic and Hermeneutic methodology were used in studying the performance management systems and the Balanced Score Card approach. The dynamics were then integrated into a new approach for the management of performance of intrapreneurial employees in the corporate environment. An unstructured opinion survey followed: a sample of intrapreneurship students evaluated and validated the model’s conceptual feasibility and probable practical value.

Sign in / Sign up

Export Citation Format

Share Document