Evaluasi Proses Penilaian Kinerja Karyawan di Divisi SDM Perum Perhutani dengan Menggunakan NVivo 12

Ganang, Trystania Dytha Kristina (2024) Evaluasi Proses Penilaian Kinerja Karyawan di Divisi SDM Perum Perhutani dengan Menggunakan NVivo 12. S1 thesis, Universitas Kristen Indonesia.

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Abstract

Divisi SDM Perum Perhutani berperan penting dalam menjamin kualitas dan keahlian sumber daya manusia yang mendukung operasional perusahaan. Kunci keberhasilannya adalah merancang dan mengimplementasikan sistem penilaian kinerja yang efektif. Balanced Scorecard digunakan sebagai konsep dasar pengembangan sistem manajemen kinerja di Perhutani. Terdapat tantangan dalam implementasi penilaian kinerja, yaitu belum adanya standar keberhasilan yang jelas dan terukur atas ketercapaian tiap indikator perspektif penilaian kinerja individu yang mengakibatkan penilaian kinerja belum bisa mencerminkan secara akurat kinerja sebenarnya. Tujuan penelitian ini adalah untuk mengevaluasi proses penilaian kinerja karyawan divisi SDM menggunakan metode Balanced Scorecard, mengidentifikasi berbagai faktor yang menyebabkan penilaian kinerja belum efektif, dan merumuskan standar penilaian kinerja yang lebih jelas, terukur, dan objektif. Penelitian kualitatif dengan pendekatan studi kasus ini memanfaatkan parangkat lunak analisis data Nvivo 12. Data yang digunakan dalam penelitian ini berasal dari divisi SDM Perum Perhutani, wawancara, observasi, dan dokumentasi. Hasil penelitian ini menunjukan bahwa metode Balanced Scorecard telah diimplementasikan di divisi SDM Perum Perhutani dengan adaptasi lima perspektif BUMN, namun masih terdapat kurangnya pemahaman karyawan terhadap konsep BSC yang menyebabkan kebingungan dalam interpretasi indikator kinerja. Meskipun penilaian kinerja secara umum baik, terdapat tantangan dalam implementasi, terutama dalam pemecahan indikator kinerja dari target atasan hingga KPI individu yang belum jelas dan spesifik. Faktor-faktor penghambat penilaian kinerja yang efektif meliputi ketidakjelasan dalam pengisian realisasi penilaian kinerja karena beberapa indikator tidak menggambarkan aktivitas dan kontribusi karyawan dengan akurat, kurangnya diskusi dan umpan balik antara pimpinan dan karyawan, serta keterlambatan dalam pemberian umpan balik. Selain itu, kesulitan dalam menetapkan indikator yang objektif untuk peran non-teknis dan ketidaksesuaian antara indikator kinerja dengan tugas dan jabatan turut menjadi hambatan. Standar penilaian yang ada sering kali subjektif dan kurang jelas, sehingga tidak selalu mencerminkan realisasi kerja sebenarnya serta memiliki keterbatasan dalam menggambarkan pelaksanaan pekerjaan karyawan secara utuh. Kata Kunci: Penilaian Kinerja Karyawan, Balanced Scorecard, NVivo 12. / The Human Resources Division of Perum Perhutani plays a crucial role in ensuring the quality and expertise of the human resources that support the company's operations. The key to its success lies in designing and implementing an effective performance appraisal system. The Balanced Scorecard is used as the foundational concept for developing the performance management system at Perhutani. One of the challenges in implementing performance appraisals is the absence of clear and measurable success standards for each performance indicator, resulting in appraisals that do not accurately reflect actual performance. This research aims to evaluate the performance appraisal process of the HR division employees using the Balanced Scorecard method, identify factors that cause performance appraisals to be ineffective, and formulate clearer, measurable, and objective performance appraisal standards. This qualitative research adopts a case study approach utilizing Nvivo 12 data analysis software. The data used in this research are sourced from the HR division of Perum Perhutani, including interviews, observations, and documentation. The results indicate that while the Balanced Scorecard method has been implemented in the HR division of Perum Perhutani by adapting the five BUMN perspectives, there is still a lack of understanding among employees regarding the BSC concept, leading to confusion in interpreting performance indicators. Although the overall performance appraisals are considered satisfactory, there are implementation challenges, particularly in translating performance indicators from supervisors' targets to specific individual KPIs. Factors hindering effective performance appraisals include unclear documentation of performance achievements, as some indicators do not accurately represent employees' activities and contributions, lack of discussion and feedback between supervisors and employees, and delays in providing feedback. Additionally, difficulties in establishing objective indicators for non-technical roles and the misalignment between performance indicators and job roles also pose challenges. The existing performance appraisal standards are often subjective and unclear, thus not always reflecting actual work performance and having limitations in fully describing employees' job performance. Keywords: Employee Performance Appraisal, Balanced Scorecard, NVivo 12

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