#TITLE_ALTERNATIVE#

• Main Author: Rahayu NIM: 19004075, Budiarti
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/5862
• Institution: Institut Teknologi Bandung

PT Jasa Marga a state owned company running in the infrastructure industry <br /> <br /> <br /> <br /> provides intercity and intra city highways along with the services throughout Indonesia Since <br /> <br /> <br /> <br /> it was established PT Jasa Marga served as the operator and regulator of highways But now <br /> <br /> <br /> <br /> it mainly functions as highway operator and must face the emerging competition from the <br /> <br /> <br /> <br /> private companies working in the same industry To survive PT Jasa Marga must formulate <br /> <br /> <br /> <br /> strategy to face the competition <br /> <br /> <br /> <br /> PT Jasa Marga reorganized its organizational structure and its job descriptions The <br /> <br /> <br /> <br /> new aim of PT Jasa Marga now is to be the highway developer based on maintenance service <br /> <br /> <br /> <br /> and operation and be the benchmark company for similar companies Therefore PT Jasa <br /> <br /> <br /> <br /> Marga needs a set of performance measurement so they will keep track of their activities <br /> <br /> <br /> <br /> supporting the new strategy <br /> <br /> <br /> <br /> The performance measurement created in this research is solely based on the job <br /> <br /> <br /> <br /> descriptions along with the authority and responsibility of the job The measurement will <br /> <br /> <br /> <br /> only focus on the Human Resource Department positions specifically the heads of the <br /> <br /> <br /> <br /> department divisions and subdivisions It consists of performance criteria and performance <br /> <br /> <br /> <br /> indicators of each job position <br /> <br /> <br /> <br /> The primary data used is the company s documents of vision mission and strategic <br /> <br /> <br /> <br /> goals the HR strategic goals and job analysis for each job holder in each department The <br /> <br /> <br /> <br /> design does not use Balanced Scorecard and Competency Analysis with the assumption that <br /> <br /> <br /> <br /> each job and its functions are aligned with the company s vision and mission The job <br /> <br /> <br /> <br /> analysis will be analyzed for its performance criteria what the deliverables are of each job <br /> <br /> <br /> <br /> holder s authority and responsibility Each jobholder may have overlapping areas of business <br /> <br /> <br /> <br /> process such as remuneration labor relation HR administration and so on This may result <br /> <br /> <br /> <br /> some similar performance criteria for another job position <br /> <br /> <br /> <br /> After determining performance criteria for each job position then performance <br /> <br /> <br /> <br /> indicators are formulated to help measure the performance criteria Each performance <br /> <br /> <br /> <br /> indicator will have a detailed definition and an analysis as to why it measures the related <br /> <br /> <br /> <br /> performance criteria To simplify the reading of the whole analysis the analysis will be <br /> <br /> <br /> <br /> presented in tables An implementation plan for this design is also suggested