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Ignatius Jeffrey
Program Pascasarjana, Universitas Mercu Buana Jakarta

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Analisis Kinerja Pegawai melalui Pendekatan Balanced Scorecard pada Kantor Sekretariat Daerah Kota Depok Astri Susana Maharani; Ignatius Jeffrey; Augustina Kurniasih
Telaah Bisnis Vol 17, No 1 (2016): Juli 2016
Publisher : Sekolah Tinggi Ilmu Manajemen YKPN Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (566.204 KB) | DOI: 10.35917/tb.v17i1.42

Abstract

This study aims to analyze the performance of employees through the Balanced Scorecard ap­proach consisting of four perspectives: financial, customer, internal business processes, and learning and descriptive growth perspective. The method used is literature search on a budget document called Laporan Akuntabilitas Kinerja Pemerintah (LAKIP) or Government Perfor­mance Accountability Report, of Regional Secretariat office Depok in 2012-2013. The budget document was prepared in April 2014 for the financial perspective, while the other three per­spectives were made through questionnaires completed by 30 respondents from the work part­ners of Regional Secretariat Office of Depok City. While the questionnaires for internal business process perspective, and learning and growth perspective were filled out by 129 respondents from the employee of Regional Secretariat Office of Depok City. These questionnaires were prepared within the period of March-September 2014. Likert scale was used for variable mea­surement where a score of 1 was the lowest value and the highest value was a score of 5. Hy­pothesis testing was done by assessing the results of the answers on the understanding of work partners and employees, by understanding the value of the percentage. The result showed that the performance of the financial perspective was very good, and the performance of employees through customer perspective indicated employees produce services in accordance with their duties and functions was also very good, which was showed by as much as 85.65% of respon­dents agreed. Moreover, the internal business process perspective showed employee produces services in accordance with the Standard Operating Procedure (SOP) as well as the result of learning and growth perspective were very good, with the results of as much as 89.14% and 91.59% of respondents agreed, respectively. These perspectives, hopefully will generate Bal­anced Scorecard framework that in turn, will provide inputs for the development of Human Resources (HR) at the office of the Regional Secretariat Depok.
Analisis Dampak Gaya Kepemimpinan dan Budaya Kerja terhadap Kinerja Karyawan (Studi Kasus: Keperawatan Rs Anggota Hermina Tahun 2015) Oktapianti Oktapianti; Ignatius Jeffrey
Telaah Bisnis Vol 17, No 1 (2016): Juli 2016
Publisher : Sekolah Tinggi Ilmu Manajemen YKPN Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (444.028 KB) | DOI: 10.35917/tb.v17i1.40

Abstract

Success or failure of a company is determined by the leader. Good leadership in an organiza­tion is, supposed to be, also supported by the work culture of the employees in that company. The stronger the leadership style applied and supported by the implementation of good work culture, can improve the performance of employees, and ultimately the achievement of the com­pany. The aim of this research is to analyze the impact of leadership style and work culture on employee performance in the field of nursing at Hermina Hospital members. The variable in this research is transformational leadership style (X1) and work culture (X2), as well as em­ployee performance (Y). Samples used as many as 173 respondents from 21 Hermina Hospital members with census techniques. Data is collected using questionnaires, then analyzed by us­ing multiple linear regression statistical methods. The Results showed there were a positive influence of leadership style on employee performance and positive influence of work culture on employee performance. However, compared to the amount of work culture, the style of leader­ship has a greater influence on performance, with the influence score of 30.6 %.