Article Per Year (5 Year)
p-Index From 2021 - 2026
0.408
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All Journal Journal of Economic, Bussines and Accounting (COSTING) Journal Research of Social Science, Economics, and Management
Cedaryana Cedaryana
Universitas Negeri Jakarta
Economics, Econometrics & Finance Environmental Science

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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.
Co-Authors Dimas Kuncoro Yekti Herry Prinada Olivia Tiara R. Muh Deddy Hanif Sardjito