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Predicting Student Performance Using Machine Learning for Student Management in University (Study Case ABC University) Berlit Deddy Setiawan; Dermawan Wibisono
Syntax Literate Jurnal Ilmiah Indonesia
Publisher : Syntax Corporation

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (668.262 KB) | DOI: 10.36418/syntax-literate.v7i10.12791

Abstract

Higher education institutions play a vital role in providing quality education and producing skilled human resources. In Indonesia, there is a growing demand for higher education due to population growth and increasing awareness of its importance. ABC University, currently ranked 46-50 in Indonesia Uni Rank 2023, faces challenges in the rankings. To thrive in this competitive landscape, universities must be selective in admitting qualified students and ensure effective academic development processes. Machine learning capabilities can be leveraged to predict students' potential academic performance, facilitating timely interventions and support to enhance learning outcomes. However, there is currently no research available that focuses on creating a prediction model that integrates student profiles with academic performance. Highlights factors that contribute to student failure, including low academic ability, financial constraints, and geographical location. ABC University, with its limited database, requires a method to improve performance and predict students' academic performance. Machine learning techniques such as Educational Data Mining (EDM) and Random Forest can assist the university in understanding students' needs and developing effective educational policies. By leveraging these techniques, ABC University can remain competitive and enhance its students' academic performance. This research aims to establish a connection between the Random Forest algorithm theory and the prediction of students' potential academic performance. The objective is to develop an accurate and efficient method for managing student affairs at ABC University. The research employs both quantitative and qualitative approaches, with a focus on analyzing numerical data and generating classification predictions. The research process begins with a thorough analysis of the business situation to understand the university's environment and determine the research topic. The researcher then establishes research boundaries, prioritizes key issues, and constructs a research framework. A comprehensive literature review and Focus Group Discussions are conducted to identify research gaps and determine the factors that influence student performance. Data collection and processing take place, with the data processing phase encompassing tasks such as data cleaning, outlier removal, handling missing values, and variable transformation. The data modeling stage employs the Random Forest algorithm and the k-Folds cross-validation technique, dividing the data into training and testing sets. The evaluation stage involves assessing the model's performance using the testing data and performance metrics such as accuracy, precision, and recall. This study aims to investigate the completion rates of students at ABC University categorized as Fast (3 years), On Time (3.5-4 years), and Late (4.5-6 years) studies. The dataset includes both completed and uncompleted students, and a specific treatment is provided for those who have not completed their studies. Factors that influence student performance are identified through focus group discussions and correlation testing, enabling the identification of significant independent variables. The study analyzes the profiles of students who graduated in 2016-2017, combined with academic performance data. A regression test is conducted to determine the influence of 18 attributes on performance. Random Forest Machine Learning is compared to other techniques to identify the most accurate predictive model for students' academic performance. ABC University, the Random Forest model achieved a prediction rate of 89.60%.
A Proposed Methodology For Bridging Policy And Practice To Apply Indonesian SOE Regulations In The Balanced Scorecard Model Izhar Rahman Dwiputra; Ima Fatima; Dermawan Wibisono
Journal of Economic, Bussines and Accounting (COSTING) Vol 7 No 5 (2024): Journal of Economic, Bussines and Accounting (COSTING)
Publisher : Institut Penelitian Matematika, Komputer, Keperawatan, Pendidikan dan Ekonomi (IPM2KPE)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31539/costing.v7i5.12074

Abstract

This research aims to develop a practical methodology to bridge policy and operational practice at PT Jakarta Industrial Estate Pulogadung (JIEP) through the implementation of a modified Balanced Scorecard (BSC) framework that aligns with Indonesian State-Owned Enterprises (SOEs) regulations. The study addresses the challenge of aligning shareholder directives with daily operations, which often struggle to translate corporate KPIs into operational KPIs. The research finds that while SOEs' administrative culture ensures regulatory compliance, there remains a need for a more structured performance management approach. By integrating goal-setting, expectancy, and control theories into the modified BSC framework, the study offers an approach that aligns regulations, corporate targets, and operational goals. The methodology used is a descriptive case study involving qualitative and quantitative data collection through internal document analysis, workshop discussions, and in-depth interviews. The data were analyzed to develop and implement a strategy map and KPIs relevant to the organization's strategic objectives. The findings show that the proposed framework effectively bridges the gap between policy and practice, ensuring that SOE regulations are not only adhered to but strategically leveraged to enhance organizational performance. By adopting this framework, JIEP and other SOEs can align unit goals with corporate and governmental strategic objectives, creating a more effective and sustainable performance management system. This research makes a significant contribution to the development of performance management systems that can be implemented in other SOEs, offering substantial improvements over existing practices.
Determining Key Performance Indicators With Balanced Scorecard Approach For Construction Project Warehouse Efficiency Durio Etgar; Dermawan Wibisono
Journal of Economics and Business UBS Vol. 12 No. 2 (2023): Regular Issue
Publisher : UniSadhuGuna Business School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v12i2.146

Abstract

Recent Covid-19 pandemic had negative impacts on various formal industries in Indonesia. Many companies needed to stop operating because of disrupted supply chain, others had to lay off their employees. This adverse condition also affected PT Waskita Karya (Persero) Tbk, reflected from the slump in company’s business revenue. Waskita was forced to readjust their strategies to coupe with the situation by introducing “Sustainable Growth” grand strategy namely Maximize cash inflow from project payment and land acquisition credit, Tollroad divestation, credit relaxation proposal, and OPEX efficiencies. OPEX efficiencies is the one that possibly managed by project for now. Moreover, efficiencies are the most relevant, potentially permanent, and long-term strategy to reach “Sustainable Growth” vision and can be applied throughout the company. Efficiency in construction project warehouse is currently unmanageable because there is no proper Performance Management System for measuring the achievement. It is quite contradictive with the fact that warehousing process contains moreless 30% of project financing. Developing and tracking Key Performance Indicators (KPI) with Balanced Scorecard (BSC) approach had been seen as the solution as it is covering four important perspectives of performance namely financial, customer, internal process, and learning and growth. BSC is considered holistic and comprehensive enough to bolster the warehouse efficiency. The development of BSC for construction project warehouse was involving the vision derivating process, which is efficiency. That vision has been derived into 16 strategic objectives by analyzing the internal and external factor of Waskita’s construction project warehouse using SWOT and TWOS Matrix analysis. Those objectives will later be translated into 28 Key Performance Indicators to measure the objective achievement with the proportion of 7 financial indicators, 6 customer indicators, 9 internal process indicators, and 6 learning and growth indicators. The process of gaining consensus and set the priorities towards the proposed BSC framework was involving 10 experts from Waskita with certain criteria that represent the demographic of stakeholders. The qualitative result will be analyzed and quantified using Fuzzy Delphi Method (FDM). FDM is a multi criteria decision making tool which is a modified version of the Delphi Method that incorporates elements of fuzzy logic to allow for uncertainty and subjectivity in the decision-making process. It converts linguistic variables into fuzzy numbers, which represent a range of values rather than a specific value. The analysis had been conducted with the results of all Balanced Scorecard perspectives (Financial, Customer, Internal Process, and Learning and Growth) are deemed applicable for Waskita’s construction warehouse based on the result of expert consensus with the financial perspective became the top priority. Furthermore, 21 out of 28 Key Performance Indicators had been agreed as the performance measurement for Waskita’s construction warehouse, with the proportion of 5 financial indicators, 4 customer indicators, 6 internal process indicators, and 6 learning and growth indicators. Those indicators had been translated from strategic objectives that could lead to efficiency. Order fulfillment rate became the most important indicator to track. Performance scoring system has been determined to categorize the performance indicators’ achievement of Waskita’s construction warehouse by the range of high, medium, and low with specific targets for each indicator. Waskita’s Project Manager has given the validation and willingness to implement the BSC. However, the development phase of determining indicator weight and initiatives should be continued to complement the existing research.
Proposed Corporate Performance Management System For CV. Pelangi Nusantara Muhammad Handeriyan Assydik; Dermawan Wibisono
Journal of Economics and Business UBS Vol. 13 No. 2 (2024): Regular Issue
Publisher : UniSadhuGuna Business School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v13i2.955

Abstract

This research aims to design a performance management system suitable for the company. The design is created by translating the company's future objectives to enable growth and competitiveness. The research utilizes the Knowledge-Based Performance Management System (KBPMS) framework, as it can address the existing issues in the company. The KBPMS framework aims to assist companies that have not yet achieved their vision by utilizing all aspects owned by the company. There are three perspectives in KBPMS: organizational output, internal processes, and resource capabilities. This research results in a performance management system with 25 key performance indicators (KPIs) derived from the company's vision, mission, strategy, business processes, and discussions between the researcher and the company. It is hoped that by implementing the performance management system, the company can achieve its targets and develop its business lines to compete competitively.
Proposed Performance Management System Using Kbpms Framework At PT. Kita Bersama Rizki Utama; Dermawan Wibisono
Journal of Economics and Business UBS Vol. 13 No. 1 (2024): Regular Issue
Publisher : UniSadhuGuna Business School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v13i1.956

Abstract

In Indonesia, company performance measurement is regulated by standards such as Financial Accounting Standards (SAK) published by the Indonesian Accountants Association (IAI). PT Kita Bersama, which operates in the direct sales sector, has experienced a decline in revenue in the last 5 years. One of the causes is the absence of clear performance indicators for employees so that they work without adequate targets and control. Therefore, this thesis research aims to propose the implementation of an integrated performance management system at PT Kita Bersamawith a focus on product marketing and Key Performance Indicators (KPI). The result is 23 KPIs derived from the company's strategy and business processes to carry out more comprehensive performance measurement and evaluation. Furthermore, the Knowledge Based Performance Management System (KBPMS) is designed to overcome various company challenges related to data integration, employee involvement, alignment of activities with vision and mission, and performance management. KBPMS is also based on five principles to simplify operations, increase efficiency, and drive sustainable growth of the company. By implementing this knowledge management system, it is hoped that company performance can be improved in a structured manner according to long-term targets.
Improvement of the Performance Appraisal System at PT XYZ Roza Muhammad Shidqi; Dermawan Wibisono
Journal of Economics and Business UBS Vol. 12 No. 6 (2023): Special Issue
Publisher : UniSadhuGuna Business School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v12i6.957

Abstract

PT XYZ, a leading gaming company in Indonesia, underwent strategic transformation in 2023 - shifting focus to become a multifaceted gaming services provider in Southeast Asia. This research analyzed PT XYZ's performance appraisal system, identified gaps, and recommended improvements aligned with its renewed vision. The annual appraisal comprises cultural and competence reviews using 360-degree feedback. Self-assessments are veryfied before submission to HR, which produces mapping leading to Talent Mapping. Research objectives were assessing strengths/weaknesses, identifying gaps, and recommending practical enhancements tailored to PT XYZ. Diagnostic qualitative methodology examined the system. Results revealed fragmented data, scalability issues, dynamic criteria, subjectivity, limited feedback and recognition, and incomplete evaluations - despite a structured cultural/competence review. Proposed improvements include modernizing tools, enabling continuous feedback, and refining indicators reflecting industry demands. Recommendations aim to simplify appraisals, boost engagement, reduce subjectivity, and enable holistic evaluation - ultimately enhancing motivation, retention, and strategic alignment. Impact lies in potential to position PT XYZ as a leading regional gaming outsourcer. This contributes insights on optimizing appraisals for the Indonesian gaming industry. By addressing gaps and aligning systems to industry dynamics, recommendations can foster more engaging and effective evaluations at PT XYZ.