Analisis Pengukuran Kinerja Sumber Daya Manusia Perusahaan dengan Metode Human Resources Score Card dan Metode Analytical Hierarchy Process di PT. Adil Bersama Indra

Abstract

PT Adil Bersama Indra (ABI) adalah bengkel pemeliharaan tabung gas LPG 3 KG dengan proses pengecekan tabung Retest, Repaint, dan Retest Repaint. Dengan target 30.000/bulannya dan normal operasinya 330 hari/tahun. Dengan melakukan pengecekan dan klasifikasi pemeliharaan tabung LPG untuk ditentukan apakah tabung repaint, retest, Retest Repaint atau tabung afkir. Perusahaan ini merupakan industri reparasi dan pemeliharaan tabung gas elpiji 3 kg yang memiliki karyawan sebanyak 25 orang dibagian workshop dan 8 orang dibagian administrasi atau kantor. Jam kerja diperusahaan ini yaitu dari pukul 07.30-16.30 WIB. Metode yang digunakan didalam penelitian ini adalah metode Human Resources Scorecard dan metode Analytical Hierarchy Process. Metode Human Resources Scorecard adalah suatu sistem pengukuran sumber daya manusia yang mengaitkan manusia, strategi, dan kinerja untuk menghasilkan perusahaan yang unggul. Human Resources Scorecard menjabarkan visi, strategi menjadi aksi human resources yang dapat diukur kontribusinya. Human Resources Scorecard menjabarkan sesuatu yang tak berwujud (leading atau sebab) menjadi berwujud (lagging atau akibat). Dalam perhitungan tingkat pengukuran kinerja karyawan PT. ABI pada penelitian yang dilakukan melalui penyebaran kuesoner didapatkan hasil metode HRSC hasil kuesioner di uji validitas dan uji reliabilitas diperoleh rtabel sebesar 0,396 dan rhitug 0,523 dan dinyatakan valid dan di uji reliabilitas diperoleh nilai variabel sebesar 0,727 dan dinyatakan reliable. Dalam metode AHP didapatkan hasil pengukuran kinerja berdasarkan perhitungan kuesioner perbandingan menunjukkan bahwa: kriteria Prespective Compensation merupakan kriteria yang paling penting bagi Pengukuran Kinerja Sumber Daya Manusia di PT. Adil Bersama Indra dengan nilai bobot 0,41 atau 41%, berikutnya adalah kriteria Prespektif Personal dengan nilai bobot 0,38 atau 38%, kemudian kriteria Prespective Alignment dengan nilai bobot 0,14 atau 14% sedangkan kriteria Prespective High Performance dengan nilai bobot 0,07 atau 7%.

PT Adil Bersama Indra (ABI) is a repair shop for 3 KG LPG gas cylinders with a Retest, Repaint, and Retest Repaint tube checking process. With a target of 30,000/month and normal operation of 330 days/year. By checking and classifying the maintenance of LPG cylinders to determine whether the tubes are repainted, retested, Retest Repainted or rejected tubes. This company is a repair and maintenance industry for 3 kg LPG gas cylinders which has 25 employees in the workshop section and 8 people in the workshop section, administration or office. Working hours in this company are from 07.30-16.30 WIB. The method used in this research is the Human Resources Scorecard method and the Analytical Hierarchy Process method. The Human Resources Scorecard method is a human resource measurement system that links people, strategy, and performance to produce a superior company. The Human Resources Scorecard describes the vision, strategy into action of human resources whose contribution can be measured. The Human Resources Scorecard describes something that is intangible (leading or cause) into tangible (lagging or effect). In calculating the level of employee performance measurement of PT. ABI in the research conducted through questionnaires, the results of the HRSC method were obtained. The results of the questionnaire were tested for validity and reliability tests were obtained with rtable of 0.396 and rhiug of 0.523 and declared valid and the reliability test obtained a variable value of 0.727 and declared reliable. In the AHP method, the results of performance measurement based on the calculation of the comparison questionnaire show that: the Perspective Compensation criteria are the most important criteria for Measurement of Human Resources Performance at PT. Adil with Indra with a weight value of 0.41 or 41%, the next is the Personal Perspective criteria with a weight value of 0.38 or 38%, then the Perspective Alignment criteria with a weight value of 0.14 or 14% while the Prespective High Performance criteria with a weight value of 0.07 or 7%.