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All Journal Jurnal Manajemen Teknologi Journal of Business and Management The Indonesian Journal of Business Administration KURVA S JURNAL MAHASISWA Gadjah Mada International Journal of Business EKOMBIS REVIEW: Jurnal Ilmiah Ekonomi dan Bisnis Jurnal Mirai Management Jurnal Manajemen Indonesia Syntax Literate: Jurnal Ilmiah Indonesia Dinasti International Journal of Education Management and Social Science Community Engagement and Emergence Journal (CEEJ) Journal of Economics and Business UBS Journal of Research in Social Science and Humanities The South East Asian Journal of Management International Journal of Management, Entrepreneurship, Social Science and Humanities (IJMESH) Jurnal Bisnis dan Pemasaran Digital
Dermawan Wibisono
School of Business and Management, Bandung Institute of Technology, Bandung, Indonesia
Religion Arts Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Energy Environmental Science Health Professions Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Mathematics Social Sciences Other

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Design of Performance management System in Non-Profit Organisation Based on Integrated Performance Management System Framework Inggis, Raka Achmad; Wibisono, Dermawan
Journal of Business and Management Vol 5, No 1 (2016)
Publisher : Journal of Business and Management

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Abstract- Rumah Kepemimpinan, as a Non-Profit Organisation, has been running for more that a decade, however, they face the same problem regarding to their performance every year. They have a problem in reaching their annual donation inflow target and they seem that they cannot overcome the problem. It was finally found that they do not have a good performance management system. Therefore, this research is conducted to identify the performance variables that help Rumah Kepemimpinan to improve their organisation’s performance. There are three research objectives in this paper, analyse the current vision and mission of Rumah Kepemimpinan to meet the criteria of good vision and mission, identify the new strategies for Rumah Kepemimpinan, and identify the Performance Variables of RK in 2016 based on IPMS Framework. The method used to develop the performance management system is by analysing the vision and mission, assessing the current external and internal condition, identifying the critical success factors, and defining the performance variables based on IPMS Perspective. The data is gathered by discussion with the management, explore information through internet and look to the internal document of Rumah Kepemimpinan. The data analysis shows that the vision and mission of Rumah Kepemimpinan has met the criteria of good vision and mission. The current external-internal condition assessment shows that Rumah Kepemimpinan should apply the “Hold and Maintain” strategy. The discussion with the management and analysis of current external-internal condition of Rumah Kepemimpinan are resulting sixteen Critical Success Factors (CSFs). They are the factors which determine the success of Rumah Kepemimpinan. The CSFs are broken down into performance variables. There are forty-three performance variables that have been identified. By having new performance variables that represents the current condition and align to the vision, Rumah Kepemimpinan will be on the right track in reaching their vision. Keywords: Performance Management System, Integrated Performance Management System Framework, Non-Profit Organisation, Rumah Kepemimpinan, Critical Success Factors, Performance Variables 
Design of Corporate Performance Management Based on Integrated Performance Management System (Case Study: PT. IEV Pabuaran KSO) Cornell, Axel William; Wibisono, Dermawan
Journal of Business and Management Vol 5, No 3 (2016)
Publisher : Journal of Business and Management

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Abstract.As a growing oil company in KSO (Kerja Sama Operasi) industries, which is a partnership to state oil company Pertamina Upstream (EP), PT. IEV Pabuaran KSO (IEVPABKSO) performance is in need of improvements. As we know, oil price is dropping below US$ 35 USD/barrel which is close to the lifting cost of crude oil production, which forces every oil company in the market to adjust their strategy and adapt to the situation. IEVPABKSO also suffers a quite big loss in 2015 because of their failed drilling project, which led to zero production and negative profit margin for them, despite their target which to reach positive profit. IEVPABKSO have not yet implemented performance management system in their company, which leads to to inconsistent internal performance of their company. For 2016, the Integrated Performance Management System (IPMS) Framework are being used because of their flexibility to match any companies, whether profit or non-profit. The objective of the of this research is to determine the proper indicators or the KPIs, develop a performance management framework and analyze IEVPABKSO’s performance through radar diagram. The data is gathered by focused questionnaire, having discussion with the general manager of IEVPABKSO and analyzing the internal data of the company. The vision and mission of IEVPABKSO will be analyzed by Vision Generator from Wibisono (2012) and the preferable KPIs is all taken from Panduan Penyusunan Indikator also from Wibisono (2011). After analyzing the available data and having discussion the the general manager, we’ve come to an agreement that vision and mission of IEVPABKSO is already a good vision and mission. The KPIs that resulted from the questionnaire and the discussions with the management consists of 53 preferable KPIs with no Gap and False indicators. From the performance framework and the analysis, we can conclude that IEVPABKSO has a good performance in planning and estimating their costs. They should maintain their conditions and their current performance. Improvements need to be considered as their long-term plan.Keywords: Performance Management System, Key Performance Indicators, Performance Management Framework, Integrated Performance Management System, Oil Company, IEVPABKSO. 
Proposed Performance Management System for Hanifa Islamic School Using Integrated Performance Management System Chairuna, Dina; Wibisono, Dermawan
The Indonesian Journal of Business Administration Vol 6, No 1 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract - Hanifa Islamic School is an organization that specializes in early childhood education. In the world of education, management as a discipline plays a very important role in realizing quality education system and sustained where management is seen as a series of activities or processes that can integrate a variety of sources in order to achieve organizational goals that have been determined. The rapid development of education, especially in the area of South Tangerang characterized by a number of institutions that continue to grow claim Hanifa Islamic School to be able to compete with the newcomer and existing schools. It is therefore necessary to have systems that can help Hanifa Islamic School to simultaneously improve and maintain performance so that it can compete and continue to grow. Using the Integrated Performance Management System (IPMS) of Wibisono, 2012, can be proposed a performance framework that is simple and can reflect the comprehensive performance using a resource perspective, organizational output, perspective, and an internal process perspective that all integrated. As well as conducting benchmark with other school to review the performance system made. These designed IPMS should encourage Hanifa Islamic School to think forward and challenge to improve the performance measurement more effective. The IPMS design will cover several aspects on each perspective. In Resource availability perspective the aspect will be Human Capital, Organization Capital, Technology and Infrastructure Capital. In Internal process perspective will cover Operation aspect and marketing aspect and lastly Organization output perspective will cover Financial and Non Financial Aspects. In this final project the design of performance management system made to be implemented for overall management of Hanifa Islamic School. The final stage that needs to be done is the implementation of performance management systems. The main four foundations in implementation of Performance Management System is the performance measurement, measurement result evaluation, diagnosis for identifying improvement process, and follow-up.Keywords: management, performance management, integrated performance management system, the education industry, Hanifa Islamic School
Proposed Performance Management System Design Using IPMS (Integrated Performance Management System) Framework at PT Kereta Api Indonesia (Persero) Ravenska, Nanda; Wibisono, Dermawan
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT Oranyeprima or hereinafter referred to company is the state-owned company that provides and manages railway transportation service. The company's goal is to implement and support government policies and programs in the field of economy and national development, by providing high quality and competitive goods and services. Therefore, to assist the achievement of national economic growth, then the company needs to manage its performance by producing a good service to contribute in increasing state revenues, and also be able to compete domestically and internationally. Currently, the performance management system implementation at PT Oranyeprima uses KPKU and Balanced Scorecard frameworks. The implementations of both methods are not effective and not fully implemented by the employees. Most employees do not understand the performance management system, and do not get the essence from the performance management system implementation. This study aims to provide the proposed performance management system design of PT Oranyeprima. PT Oranyeprima focus on meeting customer service according to the company's vision is to be the best railway service provider focusing on customer service and meeting stakeholder expectations. Mission of the company is undertaking the best business practices to create higher added value for the stakeholders. IPMS (Integrated Performance Management System) method was chosen as a performance management framework to be designed at PT Oranyeprima, because IPMS has focus successes in accordance with the vision, mission and objectives of the company which is the integration between aspects of financial and non-financial. IPMS is believed to be easily understood by the employees in the company. The author designed the performance indicators for the company based on three perspectives within IPMS namely: organizational result, internal processes, and resources capabilities. The performance indicators adjusted to the company's strategy in 2015. The performance indicators generated are related to profitability, customer, government and society, welfare and productivity of employees, operation processes, marketing, infrastructure, innovation and technological development. By implementing the performance management system using IPMS, the employees will more easily understand and motivated to implement the performance management system. In addition, the company will obtain a picture of the achievement of the company to date, and also the company can make continuous improvement and achieve the excellence performance. Keywords: IPMS, integrated performance management system, performance management system, railway industry, state-owned enterprise
Key Performance Indicators Selection for PT. Len Railway System (LRS), Bandung, Indonesia Binti Hassan, Radiah; Wibisono, Dermawan
The Indonesian Journal of Business Administration Vol 5, No 1 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract – Performance measurement for PT. Len Railway Systems (LRS) still not setup since it had been spin off from their main PT. Len Industri. The main objectives of this study  are the following: i) to identify key performance indicators that affect the LRS performance; ii) to introduced a framework for key performance indicators (KPIs); and iii) to examine the weight and linkage of each KPIs to the organization performance. The results from questionnaire were used to develop a eight performance indicators. Then, there are categorized into three parts regarding IPMS framework; resource capability, internal process and organization results. Moreover, the eight indicators will be cascaded into the business and managerial level indicators for them to understand what are the activities to be done to achieve organization goals. Experts from their organization participated in the process of confirmation the weight of each indicators and linkage process. Next, analytical hierarchy process (AHP) had been used to reconfirm back the important and linkage of those KPIs selected to the organization objectives. Besides, the implementation plan is to start documented all the KPIs data from January until December 2016, then, there are two options for them at the end of year 2016; either to continue this proposed study by developing information technology system (ITS) for these KPIs in the future or review again the KPIs and framework proposed. Nevertheless, this study offered to other researchers for further discussion and research in other perspectives that can be cooperated together as one objective to improve company performance. Keywords: performance management system, key performance indicators
Designing Knowledge Based Performance Management System (KBPMS) in Coffindo Bandung Branch Pasaribu, Amanah; Wibisono, Dermawan
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract- Coffindo is known as one of coffee company in Indonesia and has been established since 1999. The company has grown into a national export and trading company and has 9 sales offices in Medan, Jakarta, Surabaya, Pekanbaru, Bali, Bandung, Balikpapan, Singapore and United State of America. On Coffindo Bandung branch, the business sector focused on supply company product to market trade, hotel restaurant cafe (horeca) and coffee shop. The current competitive conditions occur very quickly. The company is expected to improve the performance of external and internal in order to realize the vision. The critical issue is because the company does not have a performance management system. This study was conducted to design performance management system in the Coffindo Bandung branch. Proposed the Knowledge-Based Performance Management System (KBPMS) as the framework considers that KBPMS allows measure performance in integrated ways. The method of collecting data uses interview and distribute questionnaires to the manager and employees of the company. To determine the indicator linkage was used Analytical Hierarchy Process (AHP).  KBPMS has three perspectives include business result, internal process and resource capability perspective. In this study business result perspective includes finance aspect of 3 measurement indicators and financial aspect of 3 measurement indicators. Internal process perspective includes innovation aspect of 2 measurement indicators, operation aspect of 3 measurement indicators and marketing aspect of 3 measurement indicators. Resource capability perspective have 4 measurement indicators include human resource, technology resource and organizational resource. The finding of linkage using AHP shows that finance is more important than non financial and sales growth affected it. For internal process the value of priority vector average for innovation is higher than the operation and marketing, and the product innovation indicators affected it. Human resource is the important indicators for resource capability.  Benchmark describe that Coffindo lag behind in support and market share in the segment of Horeca. Finally, this designing performance management system needs to be implemented and the implementation plan consists of measurement, evaluation, diagnosis and follow up.   Keywords: Coffindo, Knowledge-based performance management system (KBPMS), analytical hierarchy process (AHP), Benchmark
Proposed Method to Increase Productivity at PT AMI Andhella, Arief; Wibisono, Dermawan
The Indonesian Journal of Business Administration Vol 2, No 17 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT AMI is a bakeware manufacture located in Bandung and all its product is 100 percent export oriented. The products are exported to American and European markets. The type of business is based on jobs order or customers’ orders. The company found that low productivity and high number of defects have caused the company to lose sales and profits. During the analysis the main problem regarding quantity lies in the Unit Press Shop, which has poor layout which causing the production unable to reach optimum level. While in the quality issue, the problem lies in the Unit Press Shop and Unit Painting. The problems are due to lack of knowledge of the operators. The methods that will be discussed in analyzing the roots of problems in PT AMI are the Lean Manufacturing concept with DMAIC methodology to identify the root of the caused and waste in the manufacturing area. The propose method in order to eliminate the problems are additional machines, new layout and the grouping of similar items and processes help to improve the capacity in production. The capacity improvement is about 85.5% compare to the existing system. Another proposes solution is to create training for the operators to improve the skill and knowledge regarding the impact of high reject to the company’s growth. The first expectation after the training is the improvement of 20% compare to total reject in 2012. The implementation to improve the productivity will require the effort and team works form few departments. The timeline in applying the propose methods will takes about three months starting from January 2014.Keywords: Lean manufacturing, productivity and optimum management.
Performance Management System for Information Technology Project (Case Study: NEW ROAM SR Project in Coca-Cola Amatil Indonesia) Wisaksono, Mohammad; Wibisono, Dermawan
The Indonesian Journal of Business Administration Vol 2, No 2 (2013)
Publisher : The Indonesian Journal of Business Administration

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Information Technology is playing a big role integrating information flow. Information technology implementation is an investment with targeted to gain the efficiency of competitive edge over competitor for business. Ensuring the investment made in Information Technology project to reach the objective and provides value for the business is something that people are used to rely on triple constraint on time, on scope and on budget. Triple constraint only evaluate project fulfillment based on the project plan, on time, on scope and on budget but does not guarantee the final output is providing expected value for business, triple constraint is considered as short term goal which is easy to use for evaluating project but do not reflect the actual impact and benefit. A case study conducted in Coca-Cola Amatil Indonesia to design a performance management system to provide a comprehensive IT project key performance indicator based on PRISM approach to ensure all necessary strategy, process and capability in place to achieve project stakeholder satisfaction and contribution. Keywords: Analytical Hierarchy Process, PRISM, Information Technology Project
Analysis of The Balanced Scorecard Implementation at Divisional Level in PT KPC to Rebuild Contextual Map for MOD Performance Management System Meiliza, .; Wibisono, Dermawan
The Indonesian Journal of Business Administration Vol 4, No 10 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract – The Balanced Scorecard is one of Performance Management System invented by Kaplan and Norton that is widely used in many companies in the world. KPC (PT. Kaltim Prima Coal) started the Balanced Scorecard implementation at the end of year 2013 in three divisions; one of them was Mining Operation Division (MOD). But, according to observation during one year of implementation at the end of year 2014, it seemed that MOD management never used the Balanced Scorecard for performance review. Thus, a study was conducted to seek and analyze the root causes of the problem. In this study, researcher used purposive sampling because those being interviewed were chosen based on their position in the company. Primary data was gathered by doing interviews and discussion. Meanwhile, the sources of secondary data were company’s historical documents regarding Balanced Scorecard implementation in KPC.During interviews and discussions, it was concluded that there were three main aspects which caused the balanced Scorecard implementation failure. Current Balanced Scorecard strategy map, software used for scorecard automation, and implementation process itself were three main aspects that were being analyzed. The analyses results showed that there were three root causes of the problem; those were incomplete strategy map structure, limited software capability, and premature implementation. To solve the problem researcher suggests MOD to rebuild its current MOD Balanced Scorecard strategy map and modify software setting to solve limited software capability. The researcher also suggests MOD to involve personnel from other divisions which activities are related to MOD activities.
Performance Management and Reward Systems in PT XYZ Rahardjo, Kukuh M; Wibisono, Dermawan; Firman, Aries F
The Indonesian Journal of Business Administration Vol 1, No 4 (2012)
Publisher : The Indonesian Journal of Business Administration

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This paper describes the performance management and reward systems as it has been, and should have been implemented in PT XYZ. The need for updating and implementing the updated PT XYZ’s performance management and reward systems are because there have been such business issues as higher failure rate in test bay and lower employee productivity if compared with the specified targets in the financial year of 2010-2011. Based on the following facts and theory: (1) ICMA International’s survey in 2010 of PT XYZ’s employees; (2) The expectancy theory model which describes that employee’s satisfaction and motivation are as functions of his or her last effort to performance expectancies, performance to reward expectancies and perceived attractiveness of rewards; and (3) intense communication between the president director and the president of union of PT XYZ of bonus scheme and salary increment, the author believes that the root causes of increase in failure rate in test bay and lower productivity are that the major employees of PT XYZ had less motivation and target commitments. These were due to their dissatisfaction with the implemented performance management and reward systems in PT XYZ. PT XYZ has decided to approach both short and long-term business solutions in handling the business issues. The short-term business solutions are more likely to be fire-fighting activities. They are developed and implemented for smoothening (daily) operational activities while the long-term solutions are developed to be in-line with PT XYZ’s long-term (strategic) plans or intents. Keywords: Performance management, failure in test bay, productivity.
Co-Authors , Akhiyar , Akhyar . Meiliza, . agus Purwadi Alpha Nur Setyawan Pudjono Amanah Pasaribu Anugia, Zakie Arief Andhella Aries F Firman Asbah, Zuhwan Assydik, Muhammad Handeriyan Bangun, Madju Yuni Ros Binti Hassan, Radiah Chairuna, Dina Cornell, Axel William Darusulistyo, Sidik Durio Etgar Firmanto, Andri Budhiman Habsoro, Moh Akhim Bayu Hadiyanto, Haris Halim, Didi Kurniadi Harimukti Wandebori Hibban, Laksamana Naufal Husodo, Widodo Kukuh Sujatmiko I Nyoman Sardjana Ima Fatima, Ima Jonathan, Ivan Kaff, Ahmad Auva Nadiyyi Kukuh M Rahardjo Lase, Putri Vaerina Maulanda, Fadrian Dwiki Mohammad Wisaksono Mohammad Zaki Mubarok, Mohammad Zaki Mohammed K. Khan Muhammad Shidqi, Roza Mustika Sufiati Purwanegara Nabilla, Faradhina Astri Nanda Ravenska Oktorius Kosasih Priyanto, Rohmat Putri, Aghnia Nadhira Aliya Rahmat Hidayat Rahmawati, Isadora Raka Achmad Inggis, Raka Achmad Reni Sri Rahayu Riansa, Muhamad Danindra Santi Novani Setiawan, Romi Shihran, Reza Setiadi Siallagan, Manahan Parlindungan Saragih Sonia, Veren Sulaeman, Dwi Rian Utama, Rizki Wirdhawan, Rhanni Apriani Zulfikar, Prananda Septian