Abstract

<p><span class="fontstyle0">Nowadays, the performance measurement is often only measure of financial performance, and it cannot portray overall the company’s performance. It’s given these shortcomings, then created a performance measurement method that considers the financial aspects as known as the Balanced Scorecard. Balanced Scorecard performance measurement involves four perspectives: i.e. financial perspective, customer perspective, internal business process </span>perspective, and learning and growth perspective. The authors choose to use Dinas Pendapatan, Pengelolaan Keuangan, dan Aset of Sidoarjo Regional Government Agency, because during the measurement of performance of company remains focused on financial aspects. The approach of this study is a qualitative approach. The data source are secondary data, where it is an overview of the company gained from those authorized in the agency, vision, mission, strategy, and corporate organization sectors. The research result of this study using the balanced scorecard performance that involves the four perspectives.</p>

Highlights

  • Government Agency, because during the measurement of performance of company remains focused on financial aspects

  • The data source are secondary data, where it is an overview of the company gained from those authorized in the agency, vision, mission, strategy, and corporate organization sectors

  • The Balanced Scorecard: Innovative Performance Measurement and Management Control System

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Summary

Pengukuran Kinerja

Penelitian ini membahas hasil analisis penerapan BSC sebagai alat ukur penilaian kinerja pada Dinas Pendapatan, Pengelolaan Keuangan, dan Aset Kabupaten Sidoarjo yang memiliki penilaian sangat baik, tetapi organisasi seharusnya mampu mengetahui apakah pengukuran BSC tersebut dapat membantu manajemen dalam pengambilan keputusan supaya bisa mengubah suatu pengukuran kinerjanya yang memerlukan waktu panjang. Kabupaten Sidoarjo Program-program yang dijalankan oleh Dinas Pendapatan, Pengelolaan. Dan Aset Kabupaten Sidoarjo adalah: (a) Rencana Program dan Kegiatan Dengan Kerangka Pendanaan, dan (b) Program Pembangunan Rencana Strategis mengacu ketentuan Peraturan Menteri Dalam Negeri Nomor 13 Tahun 2006 tentang Pedoman Pengelolaan Keuangan Daerah yang terakhir telah diubah dengan Permendagri Nomor 59 Tahun 2007, yaitu struktur belanja secara runtut dimulai dari urusan organisasi, belanja tidak langsung (meliputi: jenis, obyek dan rincian obyek belanja) dan belanja langsung (meliputi: jenis, obyek, dan rincian obyek belanja).

Target penerimaan PAD yang ditetapkan berdasarkan potensi riil daerah
Tahun Rasio belanja terhadap APBN Rasio belanja pembangunan
Full Text
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