PERANCANGAN MANAJEMEN KINERJA BERBASIS BALANCED SCORECARD PADA DIVISI SDM & UMUM DI PT SATU PERSADA

• Main Author: Anto Jonathan, Ricky
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/77756
• Institution: Institut Teknologi Bandung

PT Satu Persada is a private company engaged in construction. Currently, PT Satu Persada is experiencing financial problems where the financial statements are still far below the expectations of the company's directors. In addition, the directors also consider that the company's targets are not achieved due to the performance of employees who have not been maximized. Meanwhile, according to the company's HR & General Manager, employees do not know the company's long targets because the targets are only discussed by the board of directors. Until now, the performance appraisal used by the company is still based on the subjectivity of superiors without any objective reference. Based on the preliminary study, it is believed that the company needs a management that is able to integrate company goals into each level of the organization as a work reference and increase employee motivation and performance through objective assessment. Integrating company targets to all levels of the organization will refer to performance management theory and use the Balanced Scorecard method in which there is a Key Performance Indicator (KPI) as a measuring tool for performance achievement. Based on the Company's Long Term Plan (RJPP), strategic objectives are determined through expert judgment with the Director of Finance & General Affairs. The strategy was then designed into a strategy map using the four perspectives of the Balanced Scorecard. After the strategy map was validated, the company's scorecard design was then derived down to the divisional and individual levels. The design process was based on a literature study and validated using face validity together with relevant stakeholders. Then, weighting was carried out to determine the company's priorities using the Analytical Hierarchy Process (AHP) method. Broadly speaking, the design of PT Satu Persada's performance management resulted in 13 strategic objectives with 18 KPIs as measuring instruments at the company level. Then, the company's strategic objectives were reduced to the division level which resulted in 6 strategic objectives with 10 KPIs as measuring instruments. In addition, the design of a performance appraisal form that aims as a reference in conducting performance appraisals. Thus, the performance appraisal carried out can be objective, transparent, and provide appropriate feedback as a basis for continuous performance improvement.