IMPROVING THE PERFORMANCE MANAGEMENT SYSTEM FOR POWER PLANT OPERATORS IN CAPRYCOAL MINING COMPANY
The performance management system for power plant operators of Caprycoal Mining Company is the subject of this research, which critically evaluates and suggests a redesign. It was anchored in the Resource-Based View (RBV), Performance Management Theory, Goal-Setting Theory, and Management by Objecti...
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| Format: | Theses |
| Language: | Indonesia |
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| Online Access: | https://digilib.itb.ac.id/gdl/view/82912 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | The performance management system for power plant operators of Caprycoal Mining Company is the subject of this research, which critically evaluates and suggests a redesign. It was anchored in the Resource-Based View (RBV), Performance Management Theory, Goal-Setting Theory, and Management by Objectives (MBO), emphasizing strategic resource value, clear objectives, and structured performance management. The study used Soft System Methodology (SSM) with semi-structured interviews to understand system deficiencies from managers, supervisors, operators, and human capital management. Significant shortcomings were revealed, including the absence of clearly defined Key Performance Indicators (KPIs) essential for objective performance assessment and a lack of mechanisms for managing competency data crucial for technical training and career development. Existing training programs were unstructured and misaligned with operational demands, leading to ineffective skill improvement. In response, the study proposed a comprehensive overhaul, recommending a structured KPI framework based on Goal-Setting Theory and MBO with specific, measurable, achievable, relevant, and time-bound (SMART) goals aligned with individual and organizational objectives. A digital competency management system was suggested to facilitate efficient data collection, management, and analysis for data-driven decision-making. Additionally, it proposed systematically designed and regularly updated technical training programs to reflect best practices and technological innovations in the energy sector, enhancing operator competencies. The new system emphasized regular, structured feedback mechanisms and advanced data analytics to continuously monitor and evaluate performance, ensuring adaptability to changing operational needs and market conditions. Furthermore, a formal rewards and recognition program was advised to motivate and retain high-performing employees by linking performance outcomes with individual or team rewards. |
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