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Journal : Jurnal Mantik

Application Of Total Quality Management (Tqm), Performance Measurement System And Effectiveness Systems On Managerial Performance: Application Of Total Quality Management (Tqm), Performance Measurement System And Effectiveness Systems On Managerial Performance Tita Boedi Astuti; Muhamad Rifa’i
Jurnal Mantik Vol. 4 No. 1 (2020): May: Manajemen, Teknologi Informatika dan Komunikasi (Mantik)
Publisher : Institute of Computer Science (IOCS)

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Abstract

The application of high TQM will improve managerial performance, and vice versa. Managers will be more motivated to improve performance, if high performance measurements in the form of information needed that provide feedback for improvement and learning. After TQM is applied, managerial performance must be measured to find out how the manager's abilities (keep in mind that this has entered the millennial era) in supporting the company's strategy. The measuring instrument used to determine how much the manager's ability is a performance measurement system based on multicultural, because the performance measurement system based on multicultural is a combination of financial performance and non-financial performance. The multicultural performance measurement system is the Balance Scorecard (BSC). BSC was chosen because the BSC indicator which consists of financial, customer, internal business processes, and learning and growth perspectives and is very comprehensive. These indicators are very applicable to measure the manager's performance. The awards received by middle managers can be in the form of financial and non-financial rewards. Financial awards are external awards given to the performance given to companies in the form of salaries, wages, bonuses, commissions, pensions, accident insurance, and others. While non-financial rewards are part of the work itself such as task completion, achievement, personal development and so on. Performance-based reward systems encourage employees to change their tendencies from enthusiasm to fulfill their own interests to the spirit of meeting organizational interests. Performance-based rewards provide two benefits, namely motivating and providing information (Mulyadi and Jhony, 1998).
Co-Authors Abd. Rohman Agung Suprojo Agus Suseno, Agus Annisa Purwatiningsih Anton Eko Yulianto Aryo Bimo Setya Permana As'ari As'ari Asih Widi Lestari Asih Widi Lestari Asnah Asnah Bimbi Bimbi Brigita Adela Tai Mau Bulu, Novrianus Dede Cahyo Sasmito Difa Alabror Dwihandoko, Toto Heru Elita Mega Selvia Wijaya Elita Mega Selvia Wijaya Elok Nurhiasati Emilia Emilia Erika, Fransiska Fendiyatmi Kusufa Feronnika Feronnika Fetrushio Finambello TM Fetrushio Finambello TM Firman Gunawan, Cakti Indra Handayati, Ratna Herianto Kurniawan Indrihastuti, Poppy JONI HERMANTO, JONI Jubertus Jubertus Kalista Siska Elisa Kurniawan, Herianto Lediana Mbeo M. Adik Rudiyanto Maria Afriani Manul Maryanto Maryanto Mau, Brigita Adela Tai Mochammad Imron Awalludin Moh. Askiyanto Moh. Farid Nurul Anwar Muhammad Arif Rahmanto Mulyadi, Bambang Agus Nifanngeljau, Johanis Nur Ida Iriani Nur Ida Iriani Poppy Indrihastuti Poppy Indrihastuti Prasetyo, Anung Nugroho Purwatiningsih, Annisa Rambu Trio Lita Baok Ratna Handayati Ratuloly, Rudy Retno Ayu Dewi Novitawati Retno Ayu Dewi Novitawati Rini Armin Riski Aprilia Dwi Susanti Riski Aprilia Dwi Susanti Rizki, Rizki Aprilia Dwi Susanti Rosalia Sela RR. Nugraheni Suci Sayekti Rudy Setiawan Sayekti, RR. Nugraheni Suci Soebiantoro, Ugy Sri Handayani Suci Sayekti, Rr. Nugraheni Suci Sayekti Sugiharto, Friesta Bagus Suprihatin Suprihatin Suroto, Karunia Setyowati Tita Boedi Astuti Totok Sasongko Totok Sasongko Totok Sasongko Trihardiyanto, Willy Ulum, Tajul Wahyunindyawati Wahyunindyawati Warter Agustim Warter Agustim Warter Agustim Widar Ningsih Widya Agustin Setyawati Willy Tri Hardianto Wisari Yati Yanti, Dyah Agustin Widhi Yulianto, Anton Eko