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All Journal Journal of Economic, Bussines and Accounting (COSTING) Community Engagement and Emergence Journal (CEEJ) Management Studies and Entrepreneurship Journal (MSEJ) Journal Research of Social Science, Economics, and Management Global Leadership Organizational Research in Management
Cedaryana Cedaryana
Universitas Negeri Jakarta
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Health Professions Social Sciences

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KEY PERFORMANCE INDICATORS AND ORGANIZATIONAL PERFORMANCE: A SYSTEMATIC LITERATURE REVIEW OF FRAMEWORKS, IMPLEMENTATION, AND HUMAN RESOURCE MANAGEMENT IMPLICATIONS R. Muh. Deddy Hanif Sardjito; Herry Prinada; Cedaryana Cedaryana
Journal of Economic, Bussines and Accounting (COSTING) Vol. 9 No. 3 (2026): 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/p3nx8h61

Abstract

This systematic literature review synthesizes extant research on Key Performance Indicators (KPIs) and organizational performance. Following PRISMA 2020 guidelines and the PICOC framework, a systematic search was conducted across Scopus, Web of Science, and Emerald Insight databases. Applying structured inclusion/exclusion criteria and quality appraisal using a modified Critical Appraisal Skills Programme (CASP) checklist, 43 peer-reviewed studies published between 2021 and 2026 were included in the final synthesis. Thematic synthesis identified five overarching themes: (1) KPI Framework Design and Methodological Foundations; (2) KPI Culture, Communication, and Organisational Adoption; (3) Technology-Enabled KPI Monitoring and Analytics; (4) Cross-Sectoral KPI Applications and Contextual Adaptation; and (5) HRM-KPI Integration and People Performance Management. Findings reveal that while technology-enabled KPI systems have advanced rapidly, organisational culture, employee awareness, and leadership communication remain persistent barriers to effective implementation. The review proposes the Integrated KPI-Performance Framework (IKPF) bridging measurement design, organisational culture, and digital enablement. Organisations should invest simultaneously in robust KPI systems and a culture of performance transparency and accountability.
Restructuring The Performance Management of Security Service Enterprises (BUJP) Through The Balanced Scorecard Approach: A Critical Analysis of Strategies to Mitigate Staff Turnover and Enhance Operational Discipline at PT Gitra Sandi Borlak Dimas Kuncoro Yekti; Olivia Tiara; Cedaryana Cedaryana
Journal Research of Social Science, Economics, and Management Vol. 6 No. 1 (2026): Journal Research of Social Science, Economics, and Management
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jrssem.v6i1.1630

Abstract

The security outsourcing industry in Indonesia faces persistent challenges including high employee turnover, field discipline issues, and demanding SLA fulfillment for personnel substitution. PT Gitra Sandi Borlak, a strategic Security Services Business Entity (BUJP) managing security portfolios in healthcare and manufacturing sectors, has experienced significant business growth yet continues to receive recurring client complaints regarding personnel instability and operational discipline. This research aims to formulate a reconstruction of the performance management system in Security Services Business Entities (BUJP), with an empirical locus on PT Gitra Sandi Borlak, using the Balanced Scorecard (BSC) framework. The security outsourcing industry faces structural challenges in the form of high employee turnover rates, discipline issues in the field, and demands for the speed of fulfillment of Service Level Agreements (SLAs) for personnel substitution from corporate clients. Through an analytical descriptive qualitative method that integrates operational data with qualitative in-depth interview data with top management and operational users, this study explores causal relationships across four BSC perspectives. The results of the analysis show that operational problems at the customer level are rooted in the need to reconstruct the pillars of the Learning and Growth Perspective, especially related to human capital retention and standardization of the compensation system. The strategic recommendations are directed at the digitization of GPS-based real-time patrol monitoring and the restructuring of the ongoing coaching program to reduce turnover below the critical tolerance threshold of 10% per annum to secure long-term financial profitability stability.
Paradoks Work From Anywhere: Ekstensi Waktu Kerja, Produktivitas, Dan Kepuasan Karyawan Dalam Perspektif Hubungan Industrial Lalu Aditya Sumarwata; Joel Rinaldy Simbolon; Muhamad Al Rafi Badhrika; Cedaryana Cedaryana
Management Studies and Entrepreneurship Journal (MSEJ) Vol. 7 No. 1 (2026): Management Studies and Entrepreneurship Journal (MSEJ)
Publisher : Yayasan Pendidikan Riset dan Pengembangan Intelektual (YRPI)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37385/egq55a10

Abstract

Penelitian ini bertujuan menganalisis hubungan durasi kerja dengan persepsi produktivitas dan kepuasan karyawan dalam penerapan Work from Anywhere (WfA) dari perspektif hubungan industrial. Penelitian menggunakan pendekatan kuantitatif dengan desain survei cross-sectional. Data primer dikumpulkan melalui kuesioner terstruktur pada karyawan unit layanan bisnis, pemasaran, dan produksi, kemudian dianalisis menggunakan statistik deskriptif, tabulasi silang, dan regresi linier sederhana dengan metode ordinary least squares (OLS). Hasil analisis deskriptif menunjukkan bahwa 52,9% responden bekerja selama 8–10 jam per hari dan 20,6% bekerja selama 11–12 jam per hari. Sebanyak 78,9% responden melaporkan peningkatan produktivitas selama menjalankan WfA, sedangkan 94,7% menyatakan puas atau sangat puas terhadap sistem kerja tersebut. Bahkan, pada kelompok yang bekerja selama 11–12 jam per hari, 92,3% responden tetap menunjukkan tingkat kepuasan yang tinggi. Meskipun demikian, hasil regresi menunjukkan bahwa peningkatan kategori durasi kerja berhubungan negatif dan signifikan dengan kepuasan karyawan (B = −0,1881; p = 0,0376), sedangkan hubungan durasi kerja dengan persepsi produktivitas tidak signifikan secara statistik (p = 0,4475). Temuan ini mengungkap paradoks WfA, yaitu fleksibilitas kerja dapat mempertahankan tingkat kepuasan dan persepsi produktivitas yang tinggi secara agregat, tetapi durasi kerja yang semakin panjang tidak berkaitan dengan peningkatan produktivitas dan justru berkaitan dengan penurunan kepuasan karyawan. Penelitian ini menegaskan bahwa efektivitas WfA tidak seharusnya dinilai berdasarkan panjangnya waktu kerja, melainkan melalui pencapaian hasil yang disertai pengaturan batas waktu kerja, waktu istirahat, dan komunikasi pekerjaan yang jelas untuk menjaga keberlanjutan hubungan kerja.
Membuka "Black Box" Kesiapan Individu Menghadapi Perubahan Organisasi: Peran Mediasi Komunikasi Perubahan dalam Menghubungkan Kepemimpinan dan Budaya Organisasi Cedaryana Cedaryana; Gandhi Cahyo Wicaksono; Nabila Syafira; Olivia Tiara Borlak
Global Leadership Organizational Research in Management Vol. 4 No. 4 (2026): Global Leadership Organizational Research in Management
Publisher : STIKes Ibnu Sina Ajibarang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59841/glory.v4i4.4275

Abstract

Organizational transformations in the post-pandemic era increasingly rely on employees' individual readiness to adopt changes. Although change leadership and organizational culture are widely recognized as primary antecedents of change readiness, empirical literature reveals inconsistent findings regarding their direct effects. This study aims to address this critical knowledge gap by examining the mediating role of change communication in connecting change leadership and organizational culture with individual readiness for change among cross-industry employees in the metropolitan Jabodetabek area. Utilizing a quantitative explanatory design with a cross-sectional survey approach, data were gathered from 127 full-time employees who experienced significant organizational transformations within the past one to two years. The hypothesized structural relationships were evaluated using Partial Least Squares Structural Equation Modeling. The empirical results demonstrate that change communication serves as the most powerful direct driver of individual readiness for change. Furthermore, change communication fully mediates the impact of organizational culture on individual readiness, while also mediating the indirect influence of change leadership. The overall structural model accounts for a substantial proportion of variance in both change communication and individual readiness, proving that leadership and culture do not automatically foster employee readiness without transparent, structured communication channels. Theoretically, these insights unpack the essential mechanism connecting macro-level organizational antecedents to micro-level individual responses. Practically, organizational leaders and human resource practitioners must prioritize building open, interactive change communication channels rather than relying solely on top-down leadership directives or passive cultural slogans to ensure successful organizational adaptation.
Pengaruh Strategi Global HRM Standardisasi dan Lokalisasi terhadap Kinerja Karyawan dengan Cultural Intelligence sebagai Variabel Moderasi Cedaryana Cedaryana; Sari Kristina Sagala; Jeremia Morris Manurung
Community Engagement and Emergence Journal (CEEJ) Vol. 7 No. 5 (2026): Community Engagement & Emergence Journal (CEEJ)
Publisher : Yayasan Riset dan Pengembangan Intelektual

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37385/ceej.v7i5.12169

Abstract

Dalam era globalisasi, perusahaan multinasional menghadapi tantangan dalam mengelola sumber daya manusia yang berasal dari berbagai latar belakang budaya. Strategi Global Human Resource Management (GHRM) yang umum digunakan adalah pendekatan standardisasi dan lokalisasi. Standardisasi menekankan penerapan kebijakan SDM yang seragam di seluruh negara, sedangkan lokalisasi menyesuaikan praktik SDM dengan budaya dan kondisi lokal. Penelitian ini bertujuan untuk menganalisis pengaruh strategi GHRM standardisasi dan lokalisasi terhadap kinerja karyawan dengan Cultural Intelligence (CQ) sebagai variabel moderasi. Penelitian menggunakan pendekatan kuantitatif dengan metode survei terhadap karyawan perusahaan multinasional. Teknik analisis data dilakukan menggunakan Moderated Regression Analysis (MRA). Hasil penelitian menunjukkan bahwa strategi standardisasi dan lokalisasi berpengaruh positif terhadap kinerja karyawan. Selain itu, Cultural Intelligence terbukti memperkuat hubungan antara strategi GHRM dan kinerja karyawan. Karyawan dengan tingkat CQ yang tinggi memiliki kemampuan adaptasi budaya yang lebih baik sehingga mampu meningkatkan efektivitas kerja dalam lingkungan multikultural. Penelitian ini memberikan implikasi bagi perusahaan global untuk mengembangkan strategi SDM yang seimbang antara standardisasi dan lokalisasi serta meningkatkan kompetensi cultural intelligence karyawan.
Co-Authors Dimas Kuncoro Yekti Gandhi Cahyo Wicaksono Herry Prinada Jeremia Morris Manurung Joel Rinaldy Simbolon Lalu Aditya Sumarwata Muhamad Al Rafi Badhrika Nabila Syafira Olivia Tiara Olivia Tiara Borlak R. Muh Deddy Hanif Sardjito Sari Kristina Sagala