scholarly journals Usulan Perancangan Key Performance Indicator (KPI) dengan Konsep Green HRM menggunakan Perspektif Performance Prism dan Metode AHP pada Waris Cafe

2019 ◽  
Vol 5 (2) ◽  
pp. 70
Author(s):  
Winda Ayu Kinanti ◽  
Nunung Nurhasanah
Keyword(s):  
Quality Control ◽  
Human Resources ◽  
Analytical Hierarchy Process ◽  
Performance Indicator ◽  
Human Resources Management ◽  
Company Performance ◽  
Control Mechanisms ◽  
Performance Measurements ◽  
The Government ◽  
Hierarchy Process

<p class="Default"><em>Abstrak</em> – <strong>Dalam keberlangsungan suatu kinerja perusahaan, pentingnya </strong><strong>memiliki satuan baku dalam pengukuran kinerja perusahaan. Jika perusahaan tidak memiliki pengukuran kinerja, hal tersebut ternyata berdampak buruk bagi perusahaan karena tidak adanya bahan evaluasi untuk memperbaiki kinerja perusahaan terutama di bagian sumber daya manusia. </strong><strong>Pada penelitian ini, dilakukan usulan perancangan KPI pada restoran Waris <em>Café </em>dengan menerapkan konsep <em>Gree</em>n HRM. Bertujuan untuk merancang kinerja perusahaan dan turut serta menjaga keseimbangan lingkungan dengan melibatkan seluruh <em>stakeholder</em> restoran. Berdasarkan hasil wawancara dan diskusi dengan pakar, didapatkan </strong><strong>75 KPI secara keseluruhan yang terdiri dari tiap 5 <em>stakeholder</em>, dimana dalam tiap <em>stakeholder</em> memiliki 5 perspektif <em>performance prism</em>, dan dalam tiap 1 perspektif memiliki masing-masing 3 KPI</strong><strong>. Dengan menggunakan metode <em>Analytical Hierarchy Process</em> yang dibantu dengan <em>software Super Decisions</em>, </strong><strong>didapatkan hasil bobot kepentingan <em>stakeholder</em> terpilih yaitu investor dengan bobot 30,38%. </strong><strong>Bobot KPI pada tiap hirarki yaitu, <em>stakeholder </em>investor sebesar 0,1056 terdapat pada KPI peningkatan persentase pendapatan, pemasok sebesar 0,0993 terdapat pada KPI mekanisme <em>quality control</em> yang dilakukan diperketat, pelanggan sebesar 0,1047 terdapat pada KPI penentuan kualitas makanan yang disajikan, karyawan sebesar 0,1349 terdapat pada KPI efektivitas pemberian <em>rewards</em> dan <em>compensation</em> 10% dari pendapatan, regulator sebesar 0,1154 terdapat pada KPI mematuhi aturan yang ditetapkan pemerintah dalam proses bisnis yang dijalankan. </strong><strong></strong></p><p><em>Abstract </em><strong>- </strong><strong>In the sustainability of a company's performance, the importance of having a standard unit in measuring company performance. If the company does not have performance measurements, it turns out to have a bad impact for the company because there is no evaluation material to improve company performance, especially in the human resources section. In this study, the proposed design of KPI in Waris Café restaurant by applying the Green HRM concept. Aiming to not only design company performance, but also to maintain environmental balance by involving all restaurant stakeholders. Based on the results of interviews and discussions with experts, obtained 75 KPIs as a whole consisting of every 5 stakeholders, where each stakeholder has 5 performance prism perspectives, and in each 1 perspective each has 3 KPIs. By using the Analytical Hierarchy Process method which is assisted by the Super Decisions software, the result of the weighting of the interests of the selected stakeholders is investors with a weight of 30.38%. KPI weights in each hierarchy namely, stakeholder investors amounted to 0.1056 contained in KPIs increased percentage of income, suppliers amounted to 0.0993 contained in KPI quality control mechanisms were carried out tightened, customers amounted to 0.1047 contained in KPI determining the quality of food served, employees amounted to 0.1349 contained in KPI effectiveness granting rewards and compensation of 10% of revenue, the regulator of 0.1154 found in KPI complies with the rules set by the government in the business processes carried out.</strong></p><p><strong><em>Keywords</em></strong><strong> - </strong><em>Performance indicator</em>, <em>Performance prism</em><em>, </em><em>Green human resources management, Analytical Hierarchy Process</em></p>

scholarly journals Evaluasi Kinerja Perusahaan Berdasarkan Perspektif Organisasi, Proses, dan Staf Berbasis AHP dan OMAX

2018 ◽  
Vol 19 (1) ◽  
pp. 49
Author(s):  
Ratih Ardia Sari ◽  
Rahmi Yuniarti ◽  
Farida Risqi Nur Safitri
Keyword(s):  
Analytical Hierarchy Process ◽  
Scoring System ◽  
Performance Indicator ◽  
Company Performance ◽  
Key Performance Indicator ◽  
Traffic Light ◽  
Improve Performance ◽  
Organization Process ◽  
Green Zone ◽  
Hierarchy Process

Performance measurement is done to measure the achievement of the company. Performance is made to know the company is reaching its target. In this research, the company's performance in the field of electrical contractor is measured. Key Performance Indicator (KPI) used from the perspective of the organization, process, and staff. Weighting KPI using Analytical Hierarchy Process. Objective Matrix and Traffic Light System are used for the scoring system. The results showed that from 23 KPI got 9 KPI is in the red zone, 10 in the yellow zone and the rest in the green zone. From these results then the company needs improvement to improve performance.

scholarly journals Analysis of the Performance of Employees with the Methods of Human Resources Scorecard and Analytical Hierarchy Process in the Labor Outsourcing Company

2020 ◽  
Vol 5 (8) ◽  
pp. 1615-1619
Author(s):  
Kharisma Islamy ◽  
Erry Rimawan ◽  
Farih Hidaya ◽  
Farid Faraitody
Keyword(s):  
Human Resources ◽  
Analytical Hierarchy Process ◽  
Service Providers ◽  
Performance Indicator ◽  
Employee Performance ◽  
Research Result ◽  
Performance Assessments ◽  
Good Service ◽  
Internal Business Process ◽  
Hierarchy Process

Corporate services are service providers. A good service company should give the best possible service in order to create its own satisfaction for customers. Therefore, there is a greet need for qualified human resources. A company’s success is based on it’s performance, if an employee’s performance is bad then it produces a bad company. This is where human resources are concerned. With the methods of Human Resources Scorecard and Analytical Hierarchy Process this can help to see if the company’s employee’s performance is good or not. On the method of Human Resources Scorecard are the four perspectives of financial perspectives, customer perspectives, internal business process perspectives, and learning & growth perspectives. The four perspectives have the strategy of objectivity, from the strategy of objectivity, the key performance indicator. Research result from the use of both method of human resources scorecard and analytical hierarchy process, show that the employee performance assessments in this company have increased from a 4,03 score which can mean good employee performance to 4,51 which can mean very good employee performance.

scholarly journals Strategies for the Development of Earthenware Craft Business

2019 ◽  
Vol 8 (2) ◽  
pp. 174-188
Author(s):  
Khafid Ismail ◽  
Sucihatiningsih Dian Wisika Prajanti ◽  
Widiyanto Widiyanto
Keyword(s):  
Human Resources ◽  
Analytical Hierarchy Process ◽  
Secondary Data ◽  
Government Policies ◽  
Primary Data ◽  
Expert Choice ◽  
Weight Value ◽  
Qualitative Descriptive ◽  
The Government ◽  
Hierarchy Process

This study aimed to design priorities of strategies for the development of earthenware craft business in Kasongan Tourism Village, Bantul Regency. To pursue this objective, the method used in this study was qualitative descriptive. Moreover, primary and secondary data were used in the data analysis of this study. The primary data were collected from the results of observation result, interviews, documentation, and questionnaires. Meanwhile, the secondary data were obtained from literatures, articles, journals, and internet websites related to the recent study. The technique of analysis used was Analytical Hierarchy Process (AHP). In this study, there were three criteria analyzed using AHP, namely the government policies, human resources, and institution. The results showed that the most prioritized criterion of the strategies for the development of earthenware craft business in Kasongan Tourism Village was the government policies with the weight value of 65 percent. The next criterion was institution with the weight value of 23 percent, and the last prioritized criterion was human resources with the weight value of 12 percent. From the calculation of AHP through expert choice 11 software, it was known that the results of inconsistency ratio was 0.035, meaning that the answers given by the key persons were consistent.

scholarly journals Potret Kebijakan Pengendalian Demam Berdarah Dengue di Kabupaten Indramayu

2009 ◽  
Vol 4 (3) ◽  
pp. 132
Author(s):  
Henri Peranginangin ◽  
Hasim Hasim ◽  
Bambang Pramudya ◽  
Sri Budiarti
Keyword(s):  
Human Resources ◽  
Analytical Hierarchy Process ◽  
Health Problem ◽  
Living Environment ◽  
Haemorrhagic Fever ◽  
The Government ◽  
Hierarchy Process ◽  
Main Factor ◽  
Main Strategy

Penyakit demam berdarah dengue (DBD) masih menjadi masalah di Kabupaten Indramayu. Penelitian ini bertujuan mengidentifikasi elemen-elemen priori-tas kebijakan pengendalian penyakit DBD di Kabupaten Indramayu menurut pakar berdasarkan metode Analytical Hierarchy Process (AHP). Hasil peneliti-an menunjukkan “strategi utama” pengendalian penyakit DBD di Kabupaten Indramayu adalah peningkatan kesehatan lingkungan permukiman; “aktor utama pengendalian” ialah Pemerintah Kabupaten Indramayu; “faktor utama pengendalian” adalah lingkungan; “tujuan utama pengendalian” ialah Kabupaten Indramayu bebas penyakit DBD; dan “kriteria utama pengendalian” adalah jumlah dan mutu sumber daya manusia. Agar implementasi strategi pengendali-an itu efektif maka Pemerintah Kabupaten Indramayu perlu meningkatkan kerja sama lintas program dan sektoral; dukungan teknologi, dana dan sarana pendidikan kesehatan lingkungan; mutu layanan Puskesmas; dan pengembangan tim pengendalian penyakit DBD dari tingkat Kabupaten sampai Desa/Kelurahan.Kata kunci : Pengendalian, DBD, AHP, kesehatan, lingkungan.AbstractDengue haemorrhagic fever (DHF) still becomes health problem in Indramayu district. The objective of this research is to identify the priority elements of DHF controlling policy in Indramayu district according to 35 experts using analytical hierarchy process (AHP). The result of the research provides information that the “main strategy” of DHF controlling is the improvement of healthy living environment; the “main actor” is the Government of Indramayu district; the “main factor” is the environment; the “main objective” is zero DHF in Indramayu district; and the “main criteria” is the quantity and quality of human resources. Based on this data, in order to implement the main strategy effectively, the Government of Indramayu district should increase the interprogram and inter-institu-tional cooperation; provide technological, funding, and facilities of environment health education supports; increase the quality of Puskesmas services and develop the DHF controlling team in all administrative level. Key words : Controlling, DHF, AHP, health, environment.

scholarly journals Evaluasi Kinerja Perusahaan Berdasarkan Perspektif Organisasi, Proses, dan Staf Berbasis AHP dan OMAX

2018 ◽  
Vol 19 (1) ◽  
pp. 49
Author(s):  
Ratih Ardia Sari ◽  
Rahmi Yuniarti ◽  
Farida Risqi Nur Safitri
Keyword(s):  
Analytical Hierarchy Process ◽  
Scoring System ◽  
Performance Indicator ◽  
Company Performance ◽  
Key Performance Indicator ◽  
Traffic Light ◽  
Improve Performance ◽  
Organization Process ◽  
Green Zone ◽  
Hierarchy Process

Performance measurement is done to measure the achievement of the company. Performance is made to know the company is reaching its target. In this research, the company's performance in the field of electrical contractor is measured. Key Performance Indicator (KPI) used from the perspective of the organization, process, and staff. Weighting KPI using Analytical Hierarchy Process. Objective Matrix and Traffic Light System are used for the scoring system. The results showed that from 23 KPI got 9 KPI is in the red zone, 10 in the yellow zone and the rest in the green zone. From these results then the company needs improvement to improve performance.

Analisis Evaluasi Kinerja Vendor Berdasarkan Penetapan Kriteria Vendor Performance Indicator (VPI) Menggunakan Metode Analytical Hierarchy Process (AHP) Pada PT. XYZ

2019 ◽  
Vol 2 (2) ◽  
pp. 113
Author(s):  
Nadya Uci Pramita ◽  
Adhitomo Wirawan
Keyword(s):  
Performance Evaluation ◽  
Carbon Steel ◽  
Analytical Hierarchy Process ◽  
Pressure Vessel ◽  
Performance Indicator ◽  
Evaluation Process ◽  
Raw Material ◽  
Quality Cost ◽  
Questionnaire Method ◽  
Hierarchy Process

The purpose of this study is to analyze the process of performance evaluation of vendors especially in the vendor that provides a raw material for pressure vessel plate made of carbon steel. As for the evaluation process undertaken by PT. XYZ through performance indicators (KPI) where an evaluation that applied a focus on quality and delivery. In this study, researchers used the designation criteria vendor performance indicator (VPI) where the criteria used consist of quality, cost, delivery, flexibility and responsiveness (QCDFR). The methods used in the analysis process that is Analytical Hierarchy Process (AHP). Data collecting directionally by questionnaire method among 3 respondents on the procurement department that know the performance of the vendors over the years. The result showed that PT. RE has the best performance among the four vendors, as known PT.SS, PT. ST, PT. CH and PT. UN within value 0.540; The vendor with lowest performance owned by PT.CH within value 0.034.Keyword : Analytical Hierarchy Process (AHP), vendor performance indicator (vpi), plate pressure vessel, vendor performance evaluation Penelitian ini bertujuan untuk menganalisis proses evaluasi kinerja vendor khususnya pada vendor yang mensupplai bahan baku plate pressure vessel berbahan carbon steel. Adapun proses evaluasi yang dilakukan oleh PT. XYZ melalui key performance indicator (KPI) dimana evaluasi yang diterapkan hanya berfokus pada quality dan delivery. Dalam studi ini, peneliti menggunakan penetapan kriteria Vendor Performance Indicator (VPI) dimana kriteria yang digunakan yaitu quality, cost, delivery, flexibility dan responsiveness (QCDFR). Metode yang digunakan dalam proses analisis yaitu Analytical Hierarchy Process (AHP). Pengambilan data menggunakan kuisioner terhadap 3 informan pada departemen procurement yang dianggap mengetahui kinerja vendor selama ini. Adapun hasil penelitian menunjukkan bahwa PT. RE memiliki kinerja yang terbaik diantara keempat vendor yaitu PT. SS, PT. ST, PT. CH serta PT. UN dengan nilai bobot sebesar 0.540 sedangkan vendor dengan kinerja terendah dimiliki oleh PT. CH dengan nilai bobot sebesar 0.034.Kata kunci : Analytical Hierarchy Process (AHP), vendor performance indicator (VPI), plate pressure vessel, evaluasi kinerja vendor.

scholarly journals How to Improve Sharia Accountability for Sovereign Sukuk in Indonesia

2020 ◽  
Vol 13 (1) ◽  
pp. 53
Author(s):  
Erny Arianty
Keyword(s):  
Decision Making ◽  
Human Resources ◽  
Financial Reporting ◽  
Analytical Hierarchy Process ◽  
The Third ◽  
Contract Structure ◽  
Hierarchy Process ◽  
Level Of Importance

<pre><em>The</em><em> study entitled How to Improve Sharia Accountability for Sovereign Sukuk in Indonesia aims to analyze </em><em>the factor that has the highest level of importance</em><em> in realizing sharia accountability.</em> <em>The analysis of this research is conducted by applying</em><em>  </em><em>Analytical Hierarchy Process (AHP) approach </em><em>with a hierarchy structure consisting of the first level, namely objectives, sharia accountability for Sovereign Sukuk/Sovereign Sharia Securities (SBSN), then the second level is shariah accountability parameters, consist of structural contract (akad) SBSN, the use of SBSN funds by maqashid sharia, and SBSN accounting and financial reporting. Each criterion is determined by sub-criteria, which are the third level. The last level is the supporting factors for the realization of sharia accountability for SBSN. </em><em>The results showed that human resources competency factor had the highest importance </em><em>level in realizing the sharia accountability for the use of the contract structure (aqad) SBSN parameter, the supervisory function factor had the highest importance level for the parameters of using SBSN funds following the shariahmaqashid, and the decision making authority factor had the highest importance level for the parameters of accounting and financial reporting.  As for the results of the level of importance of the parameters, the parameter of the use of the contract structure has the highest importance level among other parameters. </em></pre>

scholarly journals Pengembangan Ekonomi Masyarakat Desa Wisata Di Kawasan Pantai Pandan Simo Bantul

2020 ◽  
Vol 5 (1) ◽  
pp. 25-37
Author(s):  
Agung Sukardi ◽  
◽  
Mugi Rahardjo ◽  
Bhimo Samudro ◽  
◽  
...  
Keyword(s):  
Human Resources ◽  
Analytical Hierarchy Process ◽  
Economic Activity ◽  
Local Community ◽  
Animal Husbandry ◽  
Quantitative Approach ◽  
Development Patterns ◽  
Global Tourism ◽  
Hierarchy Process

This study provides an overview of the development patterns of tourism activities through the management of Human Resources, capital, technology and natural potential including plantations and animal husbandry. Research is descriptive with a quantitative approach. Researchers obtain the best method for managing tourism through the Analytical Hierarchy Process. Researchers obtained results that the development of tourism activities based on the Analytical Hierarchy Process is an increase in tourism not only on the beach but also on agribusiness tourism such as plantations and animal husbandry. There needs to be cooperation with investors to increase tourism activities, in addition, improving human resources is very important for the process of adaptation to the development of global tourism. In addition, technology is an equally important aspect. With this increase, tourism activities will run optimally. The researcher suggests that the manager of the Pantai Baru Pandan Simo area to further optimize the development of agro tourism activities that focus on marketing agricultural and livestock activities so that tourists can blend in with the activities of the local community. This will add value to economic activity.

Analytical Hierarchy Process (AHP) for Selecting and Designing a Mini LNG Plant: A Case Study of Batam Indonesia

2013 ◽  
Author(s):  
Ketut Buda Artana ◽  
Dinariyana Dwi Putranta ◽  
Irfan Syarief Arief ◽  
I MadeAriana
Keyword(s):  
Supply Chain ◽  
Analytical Hierarchy Process ◽  
Clean Energy ◽  
Small Scale ◽  
Chain Model ◽  
Optimization Approach ◽  
Supply Chain Model ◽  
The Government ◽  
Hierarchy Process

Increase in demand for clean energy is one of the strategic issues in Indonesia nowadays, considering the significant economic growth of the country. A conventional LNG supply chain is not the best solution taking into consideration its high investment. The possibility of using a small scale LNG supply chain concept (Mini LNG) is recently sought by the government and private sectors in Indonesia. It is even more promising when we consider the amounts and number of stranded gas fields in the country. One of the main obstacles to the development plan is the geographical position of Indonesia as an archipelagic country. This paper presents a case study of LNG supply chain model of 10 mmscfd Gas Sales Agreement (GSA) in Batam and its design of LNG transportation model from Batam to Siantan-West Kalimantan [1]. The distance between Batam and Siantan is approximately 392 nautical miles. Two main objectives are covered in this paper. The first one is an implementation of the Analytical Hierarchy Process (AHP) to select the best location for mini LNG plant, and the second one is to design the LNG supply chain model based on optimization approach. The AHP model uses a pairwise comparison of 4 (four) qualitative attributes and 14 (fourteen) sub-attributes. 3 alternatives of location for mini LNG plant are evaluated, namely: Tanjung Uncang, Pemping Island and Janda Berhias Island. A sensitivity analysis by varying the weight of some critical attributes is also conducted to ensure that preferred location is sensitively selected with minimum error. The optimization of the LNG supply chain model is carried out by means of Gradually Reduced Gradient (GRG) methods. The Objective is to attain one design that will minimize investment (cost). Decision variables of the model are LNG plant capacity, storage tank capacity in loading and receiving terminal, vessel size, number of round trip, number of operating vessels, regasification capacity at the receiving terminal, and others.

HRD: Better Service through Credentialling?

1986 ◽  
Vol 15 (4) ◽  
pp. 451-458
Author(s):  
John B. Kenny
Keyword(s):  
Human Resources ◽  
Public Service ◽  
Employee Performance ◽  
Human Resources Management ◽  
Professional Associations ◽  
Personal View ◽  
Traditional Role ◽  
Public And Private ◽  
The Public ◽  
The Government

More is and will be expected of public service employees. Human resource developers, trainers and educators can do much to help the public service move more assuredly into meeting the changing demands of the public in what is becoming an information oriented society. One of the ways in which the government of Ontario, Canada has determined it can better serve its public, was in the restructuring of the human resources management of the Public Service. A letter from the Premier of the province to the 80,000-member civil service, outlining some of the objectives of the government, and a summary of the March 1986 Report “Managing Human Resources in the Ontario Public Service” are cited. The call was for more clearly communicated goals and policy priorities, training and workplace enhancement, and regular feedback on employee performance. The author's personal view is that the time is ripe, in both the public and private sectors, for the traditional role of staff developer to likewise be strengthened through an enhanced form of personal professional development, professionalization, and the promotion of a new image of the profession by their professional associations. A key link in the process is found in the credentialling question. A model and a personal appeal to “trainers” is put forward to address this question.

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