scholarly journals Perancangan Performance Management System Divisi Purchase dengan Balance Score Card Framework dan Strategy MAP (Studi Kasus Rumah Sakit Bersalin X di Pacitan)

2018 ◽  
Vol 3 (2) ◽  
pp. 127-138
Author(s):  
Resti P. Ari Widjaja
Keyword(s):  
Performance Management ◽  
Management System ◽  
Public Awareness ◽  
Evaluation Process ◽  
Monitoring And Evaluation ◽  
Balance Score Card ◽  
Score Card ◽  
Strategy Map ◽  
Internal And External Factors ◽  
Operational Excellence

Abstract: The business of health services is a business that is closely related to social responsibility because the object is human so that it cannot be equated with other businesses. Hospital as one of the health service facilities, has a role in increasing public awareness of the importance of health. A hospital is a unique and complex organization because it is a labor-intensive institution, has charac- teristics and functions and functions that are specific to the process of producing medical services and have various professional groups in the service of sufferers. This study aims to design a Perfor- mance Management System in order to analyze internal and external factors, facilitate the monitoring and evaluation process to improve the performance and competitive advantage of Rumah Sakit Bersalin X Pacitan as a whole and improve purchase division performance in particular. The re- search method used in this study is qualitative with purposive sampling for sampling techniques. The results of this study, that management of Rumah Sakit Bersalin X execute High Contacts Busi- ness Strategy by means of recruiting workers who have the competence, knowledge, skills and abilities as a core employee business company that cannot be excluded, because this workforce is an executor in the company and is very much needed to be maintained. It can be seen from learning and growth perspective, the companies prefer ‘people expertise’, by choosing workers who have expertise that is tailored to each division within the company. People expertise is prepared as the executor of the company’s strategies and plans that are seen in the internal process. The dominance of these people expertise that drives ‘operational excellence’ which is expected to increase cus- tomer equity and thus will affect the company’s overall income and profitability.

scholarly journals ENHANCING LECTURER’S “TRI DHARMA” THROUGH PERFORMANCE MANAGEMENT SYSTEM: A STUDY AT AN INDONESIAN PRIVATE UNIVERSITY

2020 ◽  
Vol 11 (1) ◽  
pp. 1-15
Author(s):  
Yuliani Rachma Putri ◽  
Syarifuddin Syarifuddin
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Private University ◽  
Key Performance Indicators ◽  
Strategic Communication ◽  
Performance Management System ◽  
Balance Score Card ◽  
System A ◽  
Score Card

For the last decades, Institution of Higher Learning (IHL) activities has become more complex. Competitive environment, technological advances, stakeholder and profit- oriented markets have demanded IHLs to facilitate broad areas of activities which require many resources ranging from human to technical. Thus, IHL’s managers as decision-makers faced the problems of finding the right performance measurement and the proper usage of Performance Management System (PMS) for measuring all of the performances especially for lecturers which measured by Key Performance Indicators (KPIs) known as “Tri Dharma”. Hence, this study aims to examine the use of performance management system at one faculty of an Indonesian private university. This research is the extended version from the paper presented on 3rd Icotic 2017, titled “A Study of Strategic Communication in Supporting the Performance Management System: A Case at an Indonesian Private University”. Using semi- structured interviews with 12 managers at the faculty, this study was examine how the PMS used to support lecturers in conducting the “Tri Dharma” activities by providing the guidance to reach the objectives and target of the institution. The qualitative evidence collected during the course of the research indicates that private university is now being highly competitive and it is very sensitive to changes in technology, student tastes and behaviours. In so doing, IHLs managers have to set up some suitable indicators to be measured through the Balance Score Card (BSC) as the PMS that allows faculty managerial level to translate their visions into collective visions that enhance all lecturers as teams to move in a shared-service and value-creating work. This PMS also used as a strategy map to guide with signposts and guardrails to construct and to motivate all lecturers to reach the KPIs also to maintain their performance in conducting “Tri Dharma” by linking the salary, increment, bonus to performance and make quarterly report to evaluate. Keywords: Performance Management System, Key Performance Indicators, Balance Score Card

scholarly journals Contribution of Balanced Scorecard Implementation in Performance Management System to Enhance Job Satisfaction: Empirical Evidence from FMCG Sector of Pakistan

2020 ◽  
Vol 7 (1) ◽  
pp. 40
Author(s):  
Sophia Khalid ◽  
Ansar Waseem
Keyword(s):  
Performance Management ◽  
Employee Satisfaction ◽  
Management System ◽  
Relevant Literature ◽  
Primary Data ◽  
Performance Measurement System ◽  
Performance Management System ◽  
Balance Score Card ◽  
Score Card ◽  
The Impact

Many conglomerates employ various performance measurements tools to monitor the performance of their employees. Most of these performance measures only concentrate on the financial dimension of the performance. The Balance score card is one such tool that measures multiple performance dimensions. This study investigated the impact of Balance score card implementation in performance measurement system towards employee satisfaction in the FMCG Sector of Pakistan. To achieve this objective, a review of relevant literature was done. Based on literature review, eight hypotheses were postulated to test the significance of the research problems. A quantitative study was designed on FMCGs, and primary data was gathered using a Likert scale questionnaire format administered to 218 respondents. Results indicate that employee satisfaction experience improved after implementation of Balance Score Card in the Performance management System of the organizations. Moreover, the mediating role of Performance Management System in the relationship between Balance Score Card and Employee Satisfaction was also partially proved.

APLIKASI SCORE CARD UNTUK PENILAIAN KINERJA PENGELOLAAN SUNGAI

Kinerja ◽  
2019 ◽  
Vol 1 (02) ◽  
pp. 38-51
Author(s):  
Anis Lutfiati
Keyword(s):  
Monitoring And Evaluation ◽  
Planning System ◽  
Performance Measurement System ◽  
Measuring Instruments ◽  
Evaluation Activity ◽  
Executive Performance ◽  
Balance Score Card ◽  
Score Card ◽  
Measurement Tools ◽  
Early Use

Evaluation activity should basically clear and provide context for the improvement ofmanagement processes for the better future . This should be realized by every management withinthe company wherever located . Clarity measurement tools will help achieve the objectives of thecompany later . One of the measuring instruments are applied is BSC (Balance Score Card ).BSC Assist management to evaluate and help correct the exact performance of the company.At first , the BSC is used to improve executive performance measurement system. Early use of theexecutive's performance is measured only in terms of finances. Then developed into a morespacious with four perspectives, which are then used to measure the performance of theorganization as a whole . The four perspectives, namely financial, customer, internal businessprocesses and learning and growth .In the development of the BSC has helped many companies to successfully achieve its goals. BSChas several advantages that are not owned traditional systems management strategy. Theadvantages of the BSC approach in the strategic planning system is able to produce a strategicplan, which has the characteristics : a comprehensive, coherent, balanced and measured .Basin , is an area that needs attention . Governments and communities must work together toachieve clean rivers, healthy, and productive and provide sustainable benefits to the surroundingcommunity. If the indicators are assessed in the score card is identical to the indicators used inthe monitoring and evaluation of the basin, the score card is also a tool for monitoring andevaluation of the river basin

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.

scholarly journals PENERAPAN SISTEM MANAJEMEN KESELAMATAN DAN KESEHATAN KERJA OHSAS 18001:2007 PADA PELAKSANAAN PROYEK PEMBANGUNAN FLY OVER PASAR KEMBANG SURABAYA

Heuristic ◽  
2016 ◽  
Vol 12 (01) ◽  
Author(s):  
I Nyoman Lokajaya
Keyword(s):  
Management System ◽  
Gap Analysis ◽  
System Development ◽  
Evaluation Process ◽  
Monitoring And Evaluation ◽  
Policy Planning ◽  
Planning Program ◽  
A Value ◽  
Safety And Health ◽  
Radar Chart

The purpose of this study was (1) Know the process of applying for K3 management system development projects Fly Over Flower Market Surabaya, (2) Getting the elements associated with OHSAS 18001:2007. From the analysis it was found that (1) monitoring and evaluation process of the construction SMK3 Fly Over Flower Market, is only intended to measure the level of implementation of SMK3 in fulfilling the terms of the security, safety and health at the site of construction activities carried out to the service user (PIU ), KDP, and the service provider. By adjusting the results of the monitoring and evaluation SMK3 into the element K3 OHSAS 18001:2007 Management, implementation SMK3 more profitable. The advantage is that its elements can be used to specify the K3 policy, planning, program objectives and K3. (2) Through Gap Analysis calculations using the Radar Chart, obtained K3 Management OHSAS 18001:2007 elements associated with the results of the monitoring and evaluation is an element SMK3 K3 Policy (clause 4.2) with a value of 94.00%, Planning (clause 4.3) with values 96.30%, Implementation and Operation (clause 4.4) with a value of 96.30%, Inspection and Repair (clause 4.5) with a value of 93.34% and Management Review (clause 4.6) with a value of 93.33%. It shows very well and in accordance with the implementation of the management system K3 is done through monitoring and evaluation.Kata kunci : fly over, gap analysis, OHSAS

DEVELOPING PERFORMANCE MANAGEMENT SYSTEM WITH BALANCED SCORE CARD APPROACH: A CASE STUDY OF PT. SMART-MODULAR BUILDING INDONESIA

2020 ◽  
Vol 25 (3) ◽  
pp. 200-215
Author(s):  
Elia Oey ◽  
Daniel Tommiki ◽  
Fachrun Nisaa Widyastuti
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Continuous Improvement ◽  
Measurement System ◽  
Management System ◽  
Performance Measurement System ◽  
Balanced Score Card ◽  
Performance Management System ◽  
Score Card

Performance Measurement System (PMS) is essential for any organization, as it serves as guiding compass for continuous improvement. The research is a case study in a modular concrete company refining their current PMS using Balanced Score Card approach. The research developed Balanced Score Card starting from the whole company level, and then cascaded down into 3 main company activities, design, supply and construction. Measurement for 1st quarter of 2019 was done, and target and action plans for each activity were also set for the studied company

Balanced Scorecard Development as a Performance Management System in Saudi Public Universities: A Case Study Approach

2021 ◽  
pp. 2319510X2110485
Author(s):  
Hussein H. Sharaf-Addin ◽  
Hesham Fazel
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Strategic Plan ◽  
Research Approach ◽  
Performance Management System ◽  
Depth Analysis ◽  
Strategy Map ◽  
The University ◽  
A Performance

This study’s main objective is developing a balanced scorecard (BSC) model as a performance management system for the University of Bisha, Kingdom of Saudi Arabia. The study aims to describe how the University can move from mission to vision using goals and objectives articulated in its strategic plan 2017–2022. The study uses a qualitative research approach. It comprises an extensive review of relevant literature, an in-depth analysis of documentation of the University’s strategic plan 2017–2022, and a comprehensive discussion and face-to-face interview with relevant executives. A BSC framework was developed as a complementary process for the University’s strategic plan 2017–2022. In addition, a strategy map was designed based on the BSC model. The BSC framework and strategy map can be used to assess and monitor the University’s performance towards achieving ‘Educational and Research Excellence’ status by translating its strategic objectives into action plans.

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