Analisis Pengukuran Kinerja Karyawan PT. PLN ULP Larantuka Dengan Human Resources Scorecard Dan Analytical Hierarchy Process

Rosih, Akhmad Raunaq (2023) Analisis Pengukuran Kinerja Karyawan PT. PLN ULP Larantuka Dengan Human Resources Scorecard Dan Analytical Hierarchy Process. Masters thesis, Institut Teknologi Sepuluh November.

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Abstract

Sistem penilaian kinerja masih terdiri dari aset berwujud dan belum maksimal dari segi aset tidak berwujud, namun pengukuran kinerja unit yang ada saat ini sudah mampu menggambarkan kinerja unit. Pengukuran kinerja pada unit-unit unggulan PT PLN (Persero), khususnya Unit Pelayanan Pelanggan Larantuka, diharapkan dapat bermanfaat dari perspektif tambahan kajian ini. Penelitian ini mengkaji tentang kinerja 12 orang tenaga penjualan dan pelayanan teknis pada perusahaan Indonesia PT PLN (Persero) ULP Larantuka yang berada di sebuah kecamatan di Kabupaten Flores Timur Nusa Tenggara Timur. Pendekatan Human Resources Scorecard digunakan ini didasarkan pada paradigma bisnis perusahaan, visi, misi, budaya perusahaan, perilaku bisnis utama, dan empat perspektif dari Human Resources Scorecard yaitu keuangan, pelanggan, proses bisnis internal, serta pembelajaran dan pertumbuhan. Dengan menggunakan Human Resources Scorecard dan Analytical Hierarchy Process penelitian ini harus mengukur kinerja sumber daya manusia agar dapat mengambil keputusan terbaik dan dapat diterima oleh seluruh pengambil keputusan perusahaan. Berdasarkan bagaimana hasil perbandingan pembobotan lagging KPI. Temuan survei tentang mengoptimalkan penjualan listrik dan piutang mendapat bobot tertinggi yaitu 1.00. Hal ini menunjukkan bahwa hasil survei sejalan dengan tujuan perusahaan untuk meningkatkan efisiensi SDM khususnya di sektor keuangan pada tahun 2022. Berdasarkan perbandingan hasil pembobotan leading KPI, hasil survei dengan bobot 1.00 terhadap jumlah pendapatan penjualan listrik dan jumlah kWh terjual menjadi prioritas utama. Hal ini menunjukkan bahwa hasil survei tersebut sejalan dengan upaya yang harus dilakukan karyawan untuk menaikkan harga jual listrik yang akan meningkatkan pendapatan perusahaan pada tahun 2022
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This article documents the improvement of performance appraisal system of a power generation company in Indonesia. The current organizational performance measurement is powerful to describe the overall performance of the organization or unit. However, the performance appraisal system for measuring employee performance only assesses tangible asset and without taking the intangible assets into account. This research aims to provide another perspective for measuring performance of one of the units in the largest power generation company in Indonesia, that so-called PT (Persero) PLN ULP Larantuka particularly Customer Service Unit. We reformulate the performance appraisal system based on the vision, mission, corporate culture, the main behaviors of business actors, and the company's business paradigm into four perspective of Balance Scorecard: financial, customer, internal business processes, and learning and growth. To get the best decisions that can be accepted by all decision makers in the company, through this research applied at ULP Larantuka, it is necessary to measure the performance of human resources using the Human Resources Scorecard (HRSC) and Analytical Hierarchy Process (AHP) methods. The reformulated performance appraisal system is used to evaluate the performance of 12 employees in the sales and technical service division at PT PLN (Persero) ULP Larantuka, which is located in a sub-district of East Flores Regency, East Nusa Tenggara, Indonesia. Based on the results of the global lagging indicator weight comparison, the result that optimizing electricity sales and receivables have the highest weight of 1.00. This shows that the survey result is in line with the company's goals in its efforts to increase HR efficiency, especially in the financial sector in 2022. Based on the results of the global leading indicator weight comparison, the survey result show that the number of kWh of electricity sales and the total sales revenue of electricity occupy the top priority with the highest weight of 1.00. This shows that the survey result is in line with the efforts that must be made by employees in an effort to increase the cost of selling electricity and the company's income in 2022

Item Type:	Thesis (Masters)
Uncontrolled Keywords:	Pengembangan SDM, Kinerja Pegawai, Human Resources Scorecard, Analytical Hierarchy Process.
Subjects:	T Technology > T Technology (General) > T56.8 Project Management
Divisions:	Interdisciplinary School of Management and Technology (SIMT) > 61101-Master of Technology Management (MMT)
Depositing User:	Akhmad Raunaq Rosih
Date Deposited:	20 Jan 2023 06:24
Last Modified:	20 Jan 2023 06:24
URI:	http://repository.its.ac.id/id/eprint/95493

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