Evaluasi Sistem Pengukuran Kinerja Pada Divisi SDM PT PELNI (Persero) Dalam Mendukung Pengembangan Karyawan

Maygitasari, A.A Rosita Maygitasari (2026) Evaluasi Sistem Pengukuran Kinerja Pada Divisi SDM PT PELNI (Persero) Dalam Mendukung Pengembangan Karyawan. Other thesis, Institut Teknologi Sepuluh Nopember.

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Abstract

Dalam upaya mendukung pencapaian tujuan organisasi, perusahaan butuh suatu sistem pengukuran kinerja yang tidak hanya berfokus pada aspek financial, tetapi juga mampu
menggambarkan aspek non-financial secara seimbang. PT PELNI (persero) telah menggunakan Balanced Scorecard sebagai pendekatan dalam sistem pengukuran kinerjanya, namun kondisi
penerapan sistem pengukuran kinerja pada Divisi SDM belum diketahui secara jelas kesesuaiannya dengan kerangka Balanced Scorecard serta keterkaitannya dengan pengembangan karyawan. Penelitian ini bertujuan untuk mengevaluasi sistem pengukuran kinerja pada Divisi SDM PT PELNI (Persero) dengan acuan Balanced Scorecard, menganalisis keterkaitannya dengan pengembangan karyawan, serta menyusun rekomendasi perbaikan.
Evaluasi dilakukan secara deskriptif kualitatif terhadap tujuh elemen Balanced Scorecard menggunakan instrumen Behaviorally Anchored Rating Scale (BARS), dengan data diperoleh melalui wawancara semi terstruktur dan studi dokumen. Hasil evaluasi menunjukkan bahwa dua elemen dikategorikan Sesuai, yaitu keterkaitan Balanced Scorecard dengan visi dan strategi perusahaan serta kelengkapan dan keseimbangan empat perspektif, sementara lima elemen lainnya dikategorikan Sebagian Sesuai, yaitu kejelasan sasaran strategis, kesesuaian ukuran kinerja dan target, proses cascade dan alignment KPI, mekanisme monitoring dan tindak lanjut, serta keterkaitan sistem pengukuran kinerja dengan pengembangan karyawan. Temuan menunjukkan bahwa fondasi desain strategis Balanced Scorecard Divisi SDM sudah baik,
namun implementasi operasionalnya masih memerlukan penguatan, terutama pada konektivitas antara KPI individu dengan Balanced Scorecard divisi serta mekanisme keterkaitan sistem pengukuran kinerja dengan perencanaan pengembangan karyawan yang saat ini masih bersifat bottom up demand driven. Berdasarkan temuan tersebut, disusun lima rekomendasi perbaikan yang dikelompokkan ke dalam dua dimensi, yaitu dimensi dokumentasi dan transparansi sistem,
serta dimensi konektivitas dan pemanfaatan sistem. Penelitian ini diharapkan dapat menjadi bahan evaluasi dan pertimbangan bagi PT PELNI (Persero) dalam menyempurnakan sistem pengukuran kinerjanya agar lebih komprehensif dan mendukung pengembangan karyawan secara berkelanjutan.
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In order to support the achievement of organizational goals, a company needs a performance measurement system that not only focuses on financial aspects but is also capable of capturing non-financial aspects in a balanced manner. PT PELNI (Persero) has been using the Balanced Scorecard as an approach in its performance measurement system; however, the
implementation within the Human Resources Division has not been clearly known in terms of its alignment with the Balanced Scorecard framework and its relationship with employee development. This study aims to evaluate the alignment of the performance measurement system at the Human Resource Division of PT PELNI (Persero) with the Balanced Scorecard framework, analyze its relationship with employee development, and formulate improvement recommendations. The evaluation was conducted descriptively and qualitatively on seven Balanced Scorecard elements using the Behaviorally Anchored Rating Scale (BARS) instrument, with data obtained through semi structured interviews and document studies. The
results show that two elements were categorized as Aligned, namely the alignment of Balanced Scorecard with the company's vision and strategy, and the completeness and balance of the four perspectives, while the remaining five elements were categorized as Partially Aligned, namely
the clarity of strategic objectives, the appropriateness of performance measures and targets, the KPI cascading and alignment process, the monitoring and follow up mechanism, and the relationship between the performance measurement system and employee development. The findings indicate that the strategic design foundation of the Human Resource Division's Balanced Scorecard is already sound, but its operational implementation still requires strengthening, particularly regarding the connectivity between individual KPIs and the divisional Balanced Scorecard, as well as the mechanism linking the performance measurement system with employee development planning, which is currently still bottom up demand driven. Based on these findings, five improvement recommendations were formulated and grouped into
two dimensions: system documentation and transparency, and system connectivity and utilization. This study is expected to serve as an evaluation material and consideration for PT
PELNI (Persero) in refining its performance measurement system to be more comprehensive and to better support sustainable employee development.

Item Type:	Thesis (Other)
Uncontrolled Keywords:	Sistem pengukuran kinerja, Balanced Scorecard, Pengembangan karyawan, Behaviorally Anchored Rating Scale, Performance measurement system, Balanced Scorecard, Employee development, Behaviorally Anchored Rating Scale
Subjects:	H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD31 Management--Evaluation H Social Sciences > HD Industries. Land use. Labor > HD58.93 Balanced scorecard T Technology > T Technology (General) T Technology > TS Manufactures
Divisions:	Faculty of Industrial Technology > Industrial Engineering > 26201-(S1) Undergraduate Thesis
Depositing User:	Aa Rosita Maygitasari
Date Deposited:	31 Jul 2026 06:23
Last Modified:	31 Jul 2026 06:23
URI:	http://repository.its.ac.id/id/eprint/140815

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