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JALAN TERJAL MERIT SYSTEM DI MUHAMMADIYAH: Studi Kasus SD Muhammadiyah 14 Surakarta Rio Estetika; Mohamad Ali
Tajdida: Jurnal Pemikiran dan Gerakan Muhammadiyah Vol 17, No 2 (2019): Desember
Publisher : Universitas Muhammadiyah Surakarta

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Merit system di lembaga pendidikan menjadi salah satu langkah menuntaskan problemkepastian karir bagi guru. Merit system diterjemahkan sebagai pembayaran imbalan(reward) yang dikaitkan dengan jasa atau kinerja seseorang atau manfaat yang telahdiberikan karyawan kepada organisasi. Dalam rangka memahami penerapan merit systemdi lembaga pendidikan, maka dilakukan penelitian di SD Muhammadiyah 14 Surakarta.Penelitian dilakukan dengan wawancara pemangku kepentingan dan observasi. Meritsystem di SD Muhammadiyah 14 Surakarta dalam menjamin karir guru adalah denganmemberikan apresiasi kinerja dan pengembangan kompetensi. Kemudian, hambatanterbesar implementasi merit syatem antara lain: (1) adanya perasaan tidak adil yangditerima oleh beberapa guru; (2) masih terdapat guru yang kerjanya belum maksimal: (3)nepotisme dalam jabatan; dan (4) ketidakseimbangan pendelegasian tugas kepada guru.

Manajemen Kinerja dalam Mencapai Competitive Advantage Sekolah Muhammadiyah Rio Estetika; Imron Rosyadi; Muh. Nur Rochim Maksum
Jurnal Basicedu Vol 6, No 3 (2022): June Pages 3200-5500
Publisher : Universitas Pahlawan Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/basicedu.v6i3.3064

Problem manajemen kinerja pada lembaga pendidikan Islam masih kerap sekedar untuk penilaian formal berkala demi kenaikan pangkat/jabatan. Lembaga pendidikan Muhammadiyah yang berjumlah fantastis, ternyata tidak serta merta secara keseluruhan memperlihatkan competitive advantage-nya (keunggulan bersaing). Sekolah-sekolah Muhammadiyah di wilayah pedesaan Wonogiri kerap dinilai tata kelolanya asal jalan, dilabel sekolah buangan, kalah bersaing dengan sekolah negeri, dan dipandang sebelah mata oleh masyarakat. Lembaga pendidikan Muhammadiyah diharapkan keluar dari situasi tersebut dengan keunggulan bersaing melalui manajemen kinerja Penelitian lapangan ini menggunakan pendekatan kualitatif dengan menekankan analisis data berupa kata-kata tertulis maupun lisan dan gambar. Data dikumpulkan melalui metode wawancara dan dokumentasi. Analisis data dilakukan dengan metode induktif melalui beberapa langkah, yaitu: pengumpulan data dibarengi dengan reduksi data, menyajikan data dalam bentuk narasi dan deskripsi, lalu menarik kesimpulan. Kajian ini menemukan bahwa manajemen kinerja dalam mencapai competitive advantage pada SD Muhammadiyah PK Pracimantoro dan SD Muhammadiyah Inovatif Baturetno, dilakukan dengan tiga tahapan. Pertama, perencanaan meliputi: penentuan tujuan, rekrutmen guru dan tenaga kependidikan, perjanjian kinerja. Kedua, pelaksanaan. Pada tahap pelaksanaan manajemen kinerja mengandung beberapa aktivitas, yaitu: pembinaan disiplin, motivasi, pengembangan kompetensi, dan penghargaan. Ketiga, evaluasi kinerja ditempuh dengan dua pendekatan, yaitu formal dan informal. Proses tersebut dilakukan untuk mewujudkan keunggulan sekolah pada aspek-aspek pendidikan antara lain: (1) Lokasi; (2) Keunggulan nilai, yang meliputi: kurikulum, layanan pendidikan, tenaga pendidik, sarana-prasarana, program pendidikan, dan prestasi lulusan.

Performance Management in Improving Competitive Advantage at School Rio Estetika; Imron Rosyadi; Muh. Nur Rochim Maksum
At-Ta'dib Vol 17, No 2 (2022): Islamic Education and Its Methods
Publisher : Fakultas Tarbiyah, Universitas Darussalam Gontor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21111/at-tadib.v17i2.7847

The problem of performance management in Islamic educational institutions is still often carried out for only periodic formal assessments for promotion/position. The fantastic number of Muhammadiyah educational institutions, in fact, does not necessarily show their competitive advantage as a whole. Muhammadiyah schools in the outskirts of Wonogiri district (rural areas) are often judged for their management from the road, labeled as discarded schools, unable to compete with public schools, and being underestimated by the community. Muhammadiyah educational institutions are expected to be able to get out of this situation by building a competitive advantage that can be achieved through proper performance management, in line with opportunities and the surrounding environment. Research at SD Muhammadiyah (PK) Pracimantoro and SD Muhammadiyah Inovatif Baturetno, aims to obtain a description based on field facts about planning, implementing, and evaluating performance management in achieving competitive advantage. This field research uses a qualitative approach by emphasizing the analysis of descriptive data in the form of written and spoken words and pictures. The data in this study were collected through interviews and documentation methods. Data analysis was carried out using the inductive method through several steps, namely: data collection accompanied by data reduction, presenting data in the form of narratives and descriptions, then drawing conclusions. The results of this study are performance management in achieving competitive advantage at SD Muhammadiyah PK Pracimantoro and SD Muhammadiyah Innovative Baturetno, carried out in three stages. First, planning includes: goal setting, recruitment of teachers and education personnel, performance agreements. Second, implementation. At the implementation stage of performance management contains several activities, namely: coaching discipline, motivation, competency development, and awards. Third, performance evaluationtaken by two approaches, namely formal and informal. This process is carried out in order to realize school excellence that focuses on educational aspects, including: (1) Location; (2) Value excellence, which includes: curriculum, educational services, teaching staff, infrastructure, educational programs, and graduate achievements.

Performance Management in Improving Competitive Advantage at School Rio Estetika; Imron Rosyadi; Muh. Nur Rochim Maksum
At-Ta'dib Vol. 17 No. 2 (2022): Islamic Education and Its Methods
Publisher : Fakultas Tarbiyah, Universitas Darussalam Gontor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21111/at-tadib.v17i2.7847

The problem of performance management in Islamic educational institutions is still often carried out for only periodic formal assessments for promotion/position. The fantastic number of Muhammadiyah educational institutions, in fact, does not necessarily show their competitive advantage as a whole. Muhammadiyah schools in the outskirts of Wonogiri district (rural areas) are often judged for their management from the road, labeled as discarded schools, unable to compete with public schools, and being underestimated by the community. Muhammadiyah educational institutions are expected to be able to get out of this situation by building a competitive advantage that can be achieved through proper performance management, in line with opportunities and the surrounding environment. Research at SD Muhammadiyah (PK) Pracimantoro and SD Muhammadiyah Inovatif Baturetno, aims to obtain a description based on field facts about planning, implementing, and evaluating performance management in achieving competitive advantage. This field research uses a qualitative approach by emphasizing the analysis of descriptive data in the form of written and spoken words and pictures. The data in this study were collected through interviews and documentation methods. Data analysis was carried out using the inductive method through several steps, namely: data collection accompanied by data reduction, presenting data in the form of narratives and descriptions, then drawing conclusions. The results of this study are performance management in achieving competitive advantage at SD Muhammadiyah PK Pracimantoro and SD Muhammadiyah Innovative Baturetno, carried out in three stages. First, planning includes: goal setting, recruitment of teachers and education personnel, performance agreements. Second, implementation. At the implementation stage of performance management contains several activities, namely: coaching discipline, motivation, competency development, and awards. Third, performance evaluationtaken by two approaches, namely formal and informal. This process is carried out in order to realize school excellence that focuses on educational aspects, including: (1) Location; (2) Value excellence, which includes: curriculum, educational services, teaching staff, infrastructure, educational programs, and graduate achievements.

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