PEMBINAAN PEGAWAI DALAM PELAKSANAAN TUGAS DI BIRO UMUM KANTOR GUBERNUR PROVINSI SUMATERA SELATAN

The goal of this research are to see information about employee coaching duties. The population is 151 employee and the sample is 53 people that taken by stratified proportional random sampling. The instrument of this research is question with Likert scale models that had tested for validity and reliability. Data analyzed using mean score. The result of this research are the employee coacing duties Biro Umum Kantor Gubernur Provinsi South Sumatra. Stay in is Good category.

THE INFLUENCE OF EMPLOYEE DEVELOPMENT AND EMPOWERMENT OF HUMAN RESOURCES TO THE PERFORMANCE OF PENITENTIARY ORGANIZATIONS IN GREATER BANDUNG

The Low Performance of Penitentiary Organizations in Greater Bandung. The cause of the problem is allegedly Guidance for Employees and Empowerment of Human Resources has not been done on the Performance of Penitentiary Organizations in Greater Bandung. Human resources as part of the scope of Public Administration by using qualitative descriptive analysis research methods and quantitative analysis (path analysis), while the population is Bandung Correctional Institutions (Sukamiskin Class I Correctional Institution Bandung, Class IIA Banceuy Bandung and Class I Kebon Waru Bandung). Staff development and empowerment of human resources have been carried out in accordance with the capabilities of the apparatus at the Bandung Institute of Corrections. Simultaneously the effect of employee coaching and empowerment of human resources on the performance of the Bandung Correctional Institution in Greater Bandung was 69.9%, while the epsilon was 30.1%. Partial influence of employee coaching consisting of factors giving decent wages, providing opportunities and encouragement to develop careers, disciplining the rules to achieve high organizational effectiveness, The results of research indicate a new thing that Organizational Performance in Penitentiary in Greater Bandung needs make new breakthroughs so that employees can work more innovating into the future to produce employees who have high morale and fighting spirit in carrying out their duties. Meaning that it is necessary to optimize the development and empowerment of human resources towards the performance of organizations in Bandung Correctional Institutions in Greater Bandung.

THE INFLUENCE OF EMPLOYEE DEVELOPMENT AND EMPOWERMENT OF HUMAN RESOURCES TO THE PERFORMANCE OF PENITENTIARY ORGANIZATIONS IN GREATER BANDUNG

The Low Performance of Penitentiary Organizations in Greater Bandung. The cause of the problem is allegedly Guidance for Employees and Empowerment of Human Resources has not been done on the Performance of Penitentiary Organizations in Greater Bandung. Human resources as part of the scope of Public Administration by using qualitative descriptive analysis research methods and quantitative analysis (path analysis), while the population is Bandung Correctional Institutions (Sukamiskin Class I Correctional Institution Bandung, Class IIA Banceuy Bandung and Class I Kebon Waru Bandung). Staff development and empowerment of human resources have been carried out in accordance with the capabilities of the apparatus at the Bandung Institute of Corrections. Simultaneously the effect of employee coaching and empowerment of human resources on the performance of the Bandung Correctional Institution in Greater Bandung was 69.9%, while the epsilon was 30.1%. Partial influence of employee coaching consisting of factors giving decent wages, providing opportunities and encouragement to develop careers, disciplining the rules to achieve high organizational effectiveness, The results of research indicate a new thing that Organizational Performance in Penitentiary in Greater Bandung needs make new breakthroughs so that employees can work more innovating into the future to produce employees who have high morale and fighting spirit in carrying out their duties. Meaning that it is necessary to optimize the development and empowerment of human resources towards the performance of organizations in Bandung Correctional Institutions in Greater Bandung.

AN ANALYSIS OF BALANCED SCORECARD AS TOOL OF MEASUREMENT PERFORMANCE AT THE BANK OF BENGKULU

The purpose in this research was one effort to help the perpetratorts business in asses the performance of the company (banking). Which is to know how the performance of PT.Bank of Bengkulu in the period 2013-2015 years, if viewd with the Balanced Scorecard approach. Based on the result measured performance used Balanced Scorecard method in Pt.Bank of Bengkulu viewed from the fourth perspective there were : 1. Perspective finance result of ratio ROA 2013 year amount 4,51%, 2014 year amount 3,69% and 2015 year amount 3,29% this can be said healthy. The result ratio BOPO 2013 year amount 526,35%, 2014 year amount 571,62% and 2015 year amount 593,99% this can be said unhealthy. The result ratio LDR 2013 year amount 104,05%, 2014 year amount 85,79% and 2015 year amount 91,05% this can be said healthy. 2. Customer perspective, the result from satisfaction of customer can be categorized satisfied at frequent 3,41-4,20 intervals. 3. Business perspective interval, the result from ratio AETR 2013 year amount 0,06% this can be said not good. 4. Perspective learning and growth, the result from productifitas employee 2013 year amount 19,81%, 2014 year amount 20,73% this can be said good. 2015 year amount 16,09% this can be said not good. Employee coaching 2013 year amount 0% this can be said not good, 2014 year amount 6,44% and 2015 year amount 16,09% this said good.Keyword: Performance, Balanced Scorecard, Bengkulu Banking

Moving Beyond “The Great Debate”

The contention in this chapter is that the distinction between “administrative” and “developmental” 360 Feedback has become meaningless because it is rarely performed with developmental self-awareness as the only end goal. Almost all 360 systems use the data gathered to inform talent and performance management to some degree. However, these possibilities are likely overlooked when adopting an “either/or” viewpoint on how 360 Feedback can be leveraged in the workplace. First, the historical distinction between administrative and developmental 360 Feedback is reviewed. Highlighted is how this dichotomy has become outdated when thinking about the uses of 360 Feedback. Second, some of the ways that developmentally oriented 360 Feedback is used to strengthen strategic practices in talent management are explored, including individual and team training, employee coaching, succession planning, executive onboarding, and leader development. The chapter ends by using a continuum framework for 360 Feedback in organizations; noted are some future research and practice concerns that are evident from adopting this framework.

IMPLEMENTASI KONSEP GOOD GOVERNANCE DALAM MEWUJUDKAN KESEJAHTERAAN SOSIAL DI DESA LANDUNGSARI KECAMATAN DAU KABUPATEN MALANG

ABSTRAKFenomena KKN timbul dan merabah disegala bidang karena sistem pemerintahannya yang tidak dikelola dengan baik. Salah satu cara agar sistem pemerintahan berjalan dengan baik maka harus ada pengimplementasian konsep good governance dari suatu lembaga pemerintahan.Penelitian ini bertujuan untuk : (1) Mendeskripsikan bagaimana implementasi konsep good governance di Desa Landungsari, (2) Menganalisis faktor pendukung dan penghambat, (3) menjelaskan solusi dalam mengatasi masalah yang dihadapi. Penelitian ini menggunakan teknik penelitian deskriftif kualitatif. Dimana peneliti berusaha memberikan gambaran secara sistematis dan cermat fakta-fakta aktual dan sifat-sifat populasi tertentu. Bertujuan untuk memecahkan masalah-masalah aktual dan mengumpulkan data. Pengumpulan data diperoleh dengan teknik wawancara observasi dan dokumentasi. Adapun informan yang digali informasinya yakni kepala desa, sekretaris desa, tokoh desa, dan warga desa Landungsari kabupaten Malang.Berdasarkan penelitian diperoleh hasil sebagai berikut: (1) konsep good governance telah diimplementasikan oleh pemerintah desa Landungsari (2) Faktor pendukung yaitu kemampuan dan kompetensi pegawai, sedangkan faktor penghambatnya adalah kedisiplinan dari pegawai desa tersebut. (3) solusi dengan membina pegawai dengan baik dan disiplin dan konsistensi.Berdasarkanhasilpenelitian diperoleh kesimpulan sebagai berikut: (1) Implementasi konsep good governanace telah diimplementasikan di desa Landungsari kabupaten Malang, (2) Faktor pendukung yaitu kemmapuan dan kompetensi pegawai Desa. Sedangkan faktor panghambatnya adalahindisipliner dari pegawai desa tersebut, (3) solusi melalui pembinaan pegawai dengan baik dan disiplin dan konsistensi.Kata Kunci : Implementasi, Good Governance, Kesejahteraan Sosial. ABSTRACTThe phenomenon of corruption arise and spread in all fields because of the system of government that is not managed properly. One way that the governance system goes well then there should be the implementation of the concept of good governance of a government agency. This research aims to : (1) Describe how the implementation of the concept of good governance in the village Landungsari, (2) Analyzing the supporting factors and obstacles, (3) explain the solution in addressing the problems faced. This research usesdescriptive qualitative research techniques. Where researchers tried to give an idea systematically and meticulously actual facts and the properties of certain populations. Aiming to solve the actual problems and collect data. The data collection was obtained by interview observation and documentation. The information unearthed information that the village head, village secretary, village leaders and villagers Landungsari Malang regency.Based on the research results as follows: (1) the concept of good governance has been implemented by the village government Landungsari, (2) Factors supporting the ability and competence of the employees, while inhibiting factor is the discipline of the employees of the village. (3) solutions to foster employee well and discipline and consistency.Based on the research results obtained the following conclusions: (1) Implementation of the concept of good governance has been implemented in the village of Malang regency Landungsari, (2) Factors supporting the ability and competence of the employees of the village, While inhibiting factor is the indiscipline of the village employees, (3) solutions through employee coaching well and discipline andconsistency.Keywords : Good Governance, social welfare

Feedback Dynamics Are Critical to Improving Performance Management Systems

Colquitt, Murphy, and Ollander-Krane (Adler et al., 2016) argue that performance ratings are problematic in part because of the problems associated with feedback: Ratees dislike and dismiss performance feedback, raters are reluctant to provide tough feedback, and organizations do not enact research findings about improving feedback processes (Adler et al.). Discarding performance ratings on these grounds is effectively “throwing out the baby with the bath water,” given that we know quite a lot about how to improve the delivery and receptivity of feedback. Our commentary is intended to briefly illustrate ways to leverage research on feedback receptivity to improve performance management systems. Specifically, we focus on (a) cultivating supportive feedback environments, (b) integrating employee coaching into performance management systems, and (c) attending to the characteristics of feedback recipients to understand how they process feedback.