Employee Performance Measurement Research Articles

PERANCANGAN SISTEM PENDUKUNG KEPUTUSAN KEY PERFORMANCE INDICATOR KARYAWAN PT ISS AREA UNIKA ATMAJAYA

This performance measurement is a very important thing to do because all organizations need to evaluate and plan their performance to achieve organizational goals. The benefit is that workers can focus on achieving company goals and report company conditions to company stakeholders. The assessment and performance of employees' performance at this time is not good, always getting complaints from top clients about the quality obtained. A system is needed that can support decisions in evaluating employee performance. Selecting and setting KPI targets appropriately can lead the organization to potential improvements or quality improvements. This study is to analyze declining employee performance, determine key performance indicators. So that it can design an employee performance measurement system at PT ISS Indonesia

Application of Fuzzy Indicators for Measuring Employee Performance in Manufacturing Companies

Application of Fuzzy Indicators for Measuring Employee Performance in Manufacturing Companies

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

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.

MEASURING EMPLOYEE PERFORMANCE WITH THE HUMAN RESOURCE SCORECARD APPROACH PT MATAHARI DEPARTMENT STORE CIPUTRA CIBUBUR

This study aims to identify and develop employee performance measurement using the Human Resources Scorecard approach. This performance measurement is to determine the level of success of the Human Resources Division's strategy which has been measured using the Key Performance Indicator / Performance Appraisal by PT Matahari Department Store Ciputra Cibubur. The research method used is qualitative and quantitative analysis. In this study, a strategic map for the Human Resources division was designed and the success indicators of each strategic objective and performance measurement of human resources were identified using the "Human Resource Scorecards" method based on the Cal Hierarchy Process (CHP) analysis tool. The results of this study recommend a strategy map and human resource assessment card for each objective strategy to the Human Resources division at PT Matahari Department Store Ciputra Cibubur, so that performance assessment can be easier.

Performance Measurement of Human Resources PT. Pulau Bintan Jaya Based on the Human Resource Scorecard Model

PT Pulau Bintan Jaya is one of the foreign investment companies producing crumb rubber in Riau Islands Province. The company had been in operation since 1969, producing rubber with a few measures which were Standard Indonesian Rubber (SIR) 5, SIR 10, and SIR 20 per customer request. Companies have conducted employee performance measurements but have not specifically measured employee performance by linking it to company strategic functions. Current performance assessments are not yet focused on human resource development efforts. There were still poorly educated employees who served as team leaders and as supervisors. As a result, work-related communication became difficult and led to multiple obstacles under which employment resources became inadequate, and the targets of corporate performance unattainable. There are issues relating to the quality of human resources, and companies have been declining demand and declining production rates for several months. The decline in demand from customers has become one of the issues to evaluate in the company's performance measurement, due to its inadequate strategic resource management. It requires alightnment of the work systems to capture the role of human resources, while in this regard some current case work accident are still faund annually in the production section, even though for the past three consecutive years the accident rate has declined, it needs to be figured out by performing performance measurements. A human resource scorecard measures the performance of human resources by finding solutions to the weaknesses of human managerial resources in PT. Pulau Bintan Jaya, and assist in linking mission vision and strategic objectives. In this study, the design results were obtained as follows: there are 15 strategic goals and 32 Key Performance Indicators, special elements of the human resource system can be driven by 16 performance drivers (called Lagging Indicators), and 16 performance outputs to be achieved (called Leading Indicators), while the results Measurement of employee performance in PT Pulau Bintan Jaya using the Human Resource Scorecard method obtained good results.

Factorial Analysis of the Critical Success Factors of Continuous Improvement (CI) Techniques in the Companies from Sohar Industrial Estate, Oman

Purpose: The research objectives were to analyze the role of continuous improvement (CI) techniques in manufacturing in Oman in the CI process and to investigate the crucial factors of CI and the application techniques of CI that have been implemented by the manufacturing companies during the CI process. Design/methodology/approach: A survey questionnaire was developed with the baseline of CI practices used by manufacturing companies in Oman and a convenient sampling method was used to collect the data. 146 completely filled-in questionnaires were collected from 75 manufacturing units out of the entire Public Establishment database. The data was tabulated, compiled. The robustness was tested along with the ranking tests and the factor analysis using SPSS and AMOS. Findings: The results reveal that the Omani manufacturing companies using structured CI programs had lesser product recalls, leading to increased overall sales, decrease in processing time. Further, it is also revealed that the CI culture and Employee Performance Measurement and Review are instrumental in translating into company savings. Research limitations/implications: This research was limited to Sohar Industrial estate only. As there are nine industrial estates in Oman, the research can be undertaken to study the CI practices adoption in all the other industrial estates as well. Social implications: Countries from all over the world are facing numerous challenges due to COVID-19. The paper will help the manufacturing companies in decision making towards the process improvement. Originality/Value: There are not many studies on continuous improvement practices within the Omani manufacturing industry and this paper examines the status of CI implementation in manufacturing companies in Oman.

To investigate the Association between Normative Commitment (Sense of Obligation to Stay) and Employee’s Performance in “FENDA COMMUNICATION AND IT -KSA”

Normative commitment happens when employee feel a sense of obligation towards his organization, even if employee is not happy with tasks and responsibility assigned, or even if employee desires to chase better chances or opportunity. Normative commitment(NC) is one of the three components of Organizational commitment that has received less attention in research than other two components ( Affective and Continuance).The main purpose of this research paper was to critically understand the normative commitment and evaluate the existing relationship between normative commitment and employees performance in “FENDA COMMUNICATION AND IT -KSA”. The Total number of respondents were 68 surveyed and eight statements used to measure the normative commitment, has been developed by Allen and Meyer (1991) and three -statements used for measuring employee performance has been developed by the Williams and Anderson (1991). The data was analyzed that clearly showed that there is a close relationship between normative commitment and employees’ performance in sample study organization.

Measuring The Competence of Human Resources in The Organization

An organization can run effectively if the management functions such as planning, organizing, motivating and controlling in it are functioning properly, and the supporting elements are available and meet the requirements. One of the most important elements that can support the running of the company is human resources (employees). Human resources have an important role in determining the success of the organization. For that we need a tool for measuring employee performance results, so we look for criteria and weights to calculate the results of employee performance achievements, as a measure to calculate achievements using the analytical hierarchy process (AHP) method approach

Balanced scorecard method as measurement of key performance indicators at PT PELNI (Persero)

PT PELNI (Persero) is engaged in sea transportation and strives to design a comprehensive performance measurement system. The purpose of the research was to identify the indicators used by PT PELNI (Persero) as a measurement of employee performance, draft the concept of a balanced scorecard system in accordance with the measurement of the company's performance, and develop a balanced scorecard simulation design in accordance with the vision, mission, and strategy of PT PELNI (Persero). Measuring the company's performance using the Balanced Scorecard (BSC) method begins with SWOT analysis. This analysis aims to determine internal factors and external factors of the company. From the results of this analysis will be known the current position of the company and what strategies should be applied. The results showed that the company is in good shape, but facing challenges, so the strategy to choose is a diversification strategy. The final result of this study is the selection of several KPIs and 7 (seven) work programs that must be done, including improved efficiency of asset use, promoting cheap tickets during the covid-19 pandemic, efficiency and control utilization during the covid-19 pandemic, developing agency applications and automation of travel service systems, to ensure and monitor On-Time Performance (OTP) per ship, voyage account application development, improving education and training programs for employee self-development.

Applied of Balanced Scorecard (BSC) Approach with Determination and Weighting of Key Performance Indicator (KPI) for Employee Performance Measurement

The many types of production of goods in a company spearhead the progress of this company in industrial competition in Indonesia, the variety of types of products and large production capacity makes this company need a large number of employees to balance the variety and production capacity. This large number of employees creates its own problems, one of the problems is employee performance appraisal, employee performance appraisal in this company is only centered on the highest supervisor's consideration in one section. From that problem, the researcher wants to solve the problem using the Balanced Score Card (BSC) method by using the determination and weighting of Key Performance Indicators (KPI). The final result of the research conducted at PT Alam Jaya Primanusa in May 2018 the results of the following employee achievement grades and categories: Average material value: 76.65 Fair category, Operator's average value: 85.51 Good category, Average value - Selector section average: 89.79 Good category, Packer section average value: 94.98 Good category, Values ​​in each of these sections become the basis for calculations for all injection division production, so conclusions are drawn for the final value and achievement category of all injection division production the value of 83.37 in the Fair category.

Pengaruh Tranformational Leadership, Work Environment Terhadap Employee Performance Dengan Islamic Motivation Sebagai Variabel Intervening (Studi Pada Bank Jatim Syariah Cabang Jember)

Employees have a big and important role in the success of an organization. Benchmarks for organizational success can be seen from employee performance. Employee performance means employee productivity and output as a result of employee development and ultimately will affect organizational effectiveness. Good performance can be achieved through good transformational leadership, through motivation based on the Islamic values of employees. Much research has been conducted examining the relationship between motivation and performance. However, some things have not shown success and there are research gaps. The results of the study have a major effect on employee performance appraisal Bank Jatim Syariah Jember Branch tries to measure employee performance from transformational leadership and work environment through the motivation of each employee. This decision-making is based on existing theories. The role of motivation is expected to be able to make the employees of Bank Jatim Syariah Branch of Jember will be better than other areas that have achieved their goals. Keywords: Transformational Leadership, Work Environment, Islamic Motivation, and Employee Performance

EVALUASI KINERJA BADAN PENGELOLA KEUANGAN DAN ASET DAERAH KOTA PADANG MENURUT PERSPEKTIF BALANCED SCORECARD

Each public sector organization was given an annual budget by the government which was used based on the programs launched, so that the vision and mission of the organization could be achieved properly. So far, the evaluation of organizational performance was assessed only on the basis of financial aspects, through financial reports that were provided annually by related agencies or agencies to the Padang City government and similar things were also carried out by the Regional Financial and Asset Management Agency of Padang City. Meanwhile, to assess whether a performance was good or not, it must also be measured based on other criteria, such as performance evaluation using the balanced scorecard method. This research was conducted through a descriptive study with a qualitative approach. Data collection techniques used in this study were interviews and documentation studies. The technique used to measure employee performance was balance scorecard method. Then the data were analysed through manual data analysis procedure. The results showed that in terms of budget management, the Padang City Financial and Asset Management Agency has not fully implemented the balance scorecard method in its performance.

Pengaruh Work Life Balance terhadap Kinerja Karyawan Generasi X dan Y di Jakarta

The purpose of this research is to understanding the impact or work life balance on employee performance with the existence of X and Y in Jakarta. The dimensions of work life balance in this study was divided into four dimensions, personal life interference (PLIW), work interference personal life (WIPL), work enhancement personal life (WEPL) and personal life enhancement work (PLEW). This research was analyzing questionnaire’s result of 384 employees’ in Jakarta using quota sampling technique. The sample consist of 192 employee generation X and 192 employee generation Y. SPSS 23 was used for statistical analysis including regression. The partial test showed that WIPL has a insignificant effect on the performance of X and Y generation, PLIW has a negative and significant effect, WEPL and PLEW has a positive and significant effect. From the four dimensions of work life balance measurement, it was also founded that the variable that most influence generation X was PLEW and the variable that most influence generation Y was WEPL. Next research must pay attention to the measurement of employee performance with different methods, namely real measurement derived from company.

Maksimalisasi Kinerja Pegawai Dengan Efek Penguatan Kepuasan Kerja

Triggered by the organizational restructuring of PT Indoperta Jawa Timur, this is a study of the influence of employee commitment, competence and work motivation on job satisfaction and employee performance. Uses an explanatory approach with quantitative and qualitative methods with descriptive analysis and Structural Equation Modeling (SEM) with the help of AMOS applications. The results obtained are there positive and significant influence between employee commitment variables on employee job satisfaction. That employee competence shows a positive direct effect on employee job satisfaction. That employee work motivation shows a positive but not significant direct effect on job satisfaction. That employee commitment shows a significant positive direct effect on employee performance. However, employee commitment is not a parameter in measuring employee performance through job satisfaction variables. That the competency variable shows a negative and insignificant direct effect on employee performance. This is the indirect effect through job satisfaction. Work motivation shows a positive and insignificant direct effect on employee performance. Likewise, the indirect influence through job satisfaction. Job satisfaction has a positive direct effect but not significant on employee performance.

Strategi pengembangan sumber daya manusia berbasis kompentensi dalam meningkatkan kinerja pegawai di Universitas Jambi

This research aimed to determine the implementation of competency-based Human Resources (HR) development strategies in improving employee performance at Universitas Jambi. This research is descriptive using a qualitative approach. Data collection techniques include observation, interviews, and documentation. The results of the study show that the HR development strategy and competency standards set in improving employee performance at the Universitas Jambi are guided by the Indikator Kinerja Utama Perguruan Tinggi Negeri IKU-PTN issued by the Directorate General of Higher Education of the Ministry of Education, Culture, Research and Technology, and the Universitas Jambi Strategic Plan 2021-2024 which reduced in the form of Beban Kinerja Dosen (BKD) dan Sasaran Kinerja Pegawai (SKP) so that the competence of lecturers and education staff can be increasingly seen from having high motivation, character, creativity, knowledge, and skills. Measuring employee performance looks at work productivity in terms of quality and quantity, independence, initiative, adaptability, and a strong teamwork spirit based on employees' primary duties and functions.

Maximising training evaluation for employee performance improvement

Orientation: Employee performance is a vital aspect within organisations in South Africa (SA). It is argued that poor performance can be addressed through training and development. Performances should be evaluated before and after training interventions to ensure that training was beneficial to the employees.Research purpose: The study intended to establish whether training evaluation conducted after training in the SA financial sector measures employee performance improvement.Motivation for the study: Most businesses invest in training and development interventions anticipating that employees will use what they have learned to improve their performance. There is limited recent empirical research on SA financial sector training evaluation tools, especially those that indicate employee performance improvement after training.Main findings and discussion: The findings of this study indicate the following: SA financial organisations frequently use levels 1–3 (satisfaction; learning; application) of the Kirkpatrick-Phillips training evaluation tool; continuous employee performance improvement needs to be assessed more regularly, especially after training; and levels 4–5 (results; ROI) of the Kirkpatrick-Phillips evaluation model are seldom measured due to a lack of skills, motivation, and resources.Implications and contribution: There are significant implications for Human Resource Development (HRD) professionals and managers within the SA financial sector. Since there is a positive significant association with training evaluation and employee performance, relevant stakeholders must be aware that the purpose of training must be to improve and measure employee performance. This paper contributes theoretically to HRD management practices, training evaluations, and performance improvement. The practical contribution is the proposed Training Evaluation Framework for Performance Improvement for stakeholders to use to ensure that HRD evaluations measures performance improvement.

Model of developing key performance indicator to increase the quality of education during the Covid-19 pandemic

Indonesia is one of the countries whose people are most affected by the 2019 corona virus (COVID-19). When the corona virus spreads faster, the Indonesian government imposed large-scale social restrictions in big cities to villages in Indonesia. With the changing situation in carrying out work activities during this pandemic, it will certainly affect the quality of organization in companies and the quality of education in schools and colleges. In order to identify all processes in teaching and learning activities that are running well or not, schools need to monitor and measure employee performance. Key performance indicators (KPIs) are generally used as benchmarks to determine how well a company’s performance can be represented by employee performance. In this study, the key performance indicator preparation process was carried out through the stages of designing a questionnaire, distributing questionnaires to employees in educational institutions, conducting factor analysis and then developing a KPI model. The output is in the form of a KPI model that can be used as a reference in the formation of KPIs in educational institutions, namely Y = 5,360 + 1,380 X1-1, 068 X3.

Development of government employee performance measurement models: Using Analytical Network Process and Simple Additive Weighting methods

This paper describes how to measure the performance of government employees to society using different assessment methods and new services instruments, and providing opportunities for the community to assess the services provided to them. The Analytical Network Process (ANP) method is used to generate global weights obtained from the pairwise comparison matrix and supermatrix which will be used as preference weights. The final score of each employee is obtained from a questionnaire that has been filled in by respondents using the Simple Additive Weighting (SAW) method then the calculation will be combined with preference weights obtained from previous calculations. The results showed that the use of the ANP-SAW method resulted in good performance calculations with employee 5 getting the highest value at 0.9526, while employee 2 getting the lowest value at 0.7753. With the assessment carried out by the community and the use of appropriate decision making methods, leaders in government can easily assess the performance of their employees, not only from the achievement of work but also based on the assessment of the community.

Measuring Employee Performance through Emotional Intelligence with Gender Perspective

This study was motivated by the fact that performance achievement at BKKBN (The National Population and Family Planning Board) of Bangka Belitung Islands Province in 2016-2018 was less than standard. This study investigated the effect of emotional intelligence and gender on employee performance of BKKBN of Bangka Belitung Islands Province. A quantitative descriptive study was used to collect data from 49 employees who were selected by saturated sampling technique. Data were analysed by using SPSS software. The findings show that emotional intelligence has positive and significant effect on employee performance. From gender perspective, there is no difference between the performance of male and female employees.

The Moderating Effect of Age on the Association Between High-Performance Work Systems and Employee Performance in Different Work Roles

AbstractHigh performance work systems (HPWS) have been shown to associate with performance at diverse levels. In this article, we study the effects of employee age on the relationship between HPWS and employee performance. We use a role-based measurement of employee performance, which introduces five roles that an employee can hold within an organization, namely the roles of Job holder, Career seeker, Innovator, Team member, and Organization member. Integrating social exchange theory with lifespan theories (i.e., future time perspective and socio-emotional selectivity theory), we propose that HPWS have different associations with job roles for older employees. Using 342 pairs of supervisors and their subordinates, that are nested in 111 service organizations, multilevel analyses show that HPWS positively associate with employee performance in the Organization member role. Moreover, the relationships between HPWS and performance in the Job holder and the Career seeker roles are weaker for older than for younger employees. The results are discussed in the light of the challenges they pose for the management of an aging workforce.