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"There are a number of performance management models available to help organizations achieve their desired level of performance. This Infoline will help you understand the general concepts behind these different models, identify the organizational domains you wish to improve, and select the right performance management model for your organization."

"Pengukuran kinerja berbasis Balanced Scorecard (BSC) belum sesuai dengan kebutuhan perusahaan berskala kecil menengah yakni pengukuran kinerja yang sederhana dan mampu mendorong karyawan untuk menyelaraskan perilaku mereka dengan tujuan perusahaan. Penelitian ini ditujukan untuk mendapatkan suatu usulan perbaikan terhadap pengukuran kinerja berbasis BSC agar lebih sesuai untuk diimplementasikan di perusahaan berskala kecil menengah di Indonesia. Usulan perbaikan yang diajukan merupakan kombinasi dari tiga metode yakni TOPSIS-AHP, Total Performance Scorecard, dan Pay for Performance. Berdasarkan hasil pengujian penerimaan karyawan, tingkat penerimaan karyawan lebih baik terhadap pengukuran kinerja yang baru. Dengan demikian, usulan perbaikan ini diharapkan lebih sesuai untuk kebutuhan perusahaan berskala kecil menengah di Indonesia.

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BSC based - performance measurement has not fitted the needs of small medium enterprises which are simple yet able to encourage employees to allign their behaviour with company's objective. This research is intended to get an improvement proposal upon BSC based ? performance measurement that more suitable to be implemented in Indonesian small medium enterprise. The improvement proposal is combination of three methods which are TOPSIS - AHP, Total Performance Scorecard, and Pay for Performance.

Based on employees acceptance test, it is concluded that the employees acceptance towards the new performance measurement is better. Therefore, this improvement proposal is expected to be more suitable with the needs of Indonesian small medium enterprises."

"Conducting a front-end analysis (FEA) will help determine performance or training solutions. This Infoline will show the important link between performing a comprehensive FEA and determining the most effective training or performance solution. "

"To ensure the health and safety of their workforce and protection of their assets and the environment,a global oil and gas company operating in Indonesia requires comprehensive identificationand evaluation of job hazards that were included in work permitting process prior work executionin the field. Based on 20 data points obtained in August 2013, start-working time for contractorswho worked for Capital Project Management (CPM) Team in Facility B was in average at 09.05 a.m.The aim of this paper is to present how the firm implemented Lean Six Sigma to reduce non-addedvalue activities while fulfilling to its safety requirements and to share lessons learned from practicaland theory testing perspective. The methodology used is Lean Six Sigma?s DMAIC (Define, Measure,Analyze, Improve, Control) as mandated by the corporate policy of the firm. This research adopts amix-methods approach, by using both qualitative and quantitative data. This study was a one yearlongitudinal study of the Lean Six Sigma implementation to improve contractors? work preparationprocess. The improvement resulted in reduction of non-value added activities and successfully increasedthe available working time per day by 59.3 minutes in average. The results of this case studyreconfirm Lean Six Sigma as a good management theory since it shows a consistency between thetheory and the real practice in a global oil and gas company in Indonesia.Untuk memastikan kesehatan dan keselamatan pekerjanya dan perlindungan terhadap aset danlingkungan, sebuah perusahaan minyak dan gas yang beroperasi di Indonesia membutuhkanproses identifikasi dan evaluasi bahaya dalam pekeraan yang komprehensif yang tercakup dalamproses perijinan kerja sebelum suatu pekerjaan dieksekusi di lapangan. Berdasarkan 20 data yangdiperoleh pada bulan Agustus 2013, rata-rata jam mulai kerja kontraktor yang bekerja untuk timCapital Project Management (CPM) pada fasilitas B adalah pada pukul 09:05 pagi. Objektif darimakalah ini adalah untuk mempresentasikan bagaimana suatu perusahaan mengimplementasi-kan Lean Six Sigma untuk mengurangi aktifitas yang tidak memberikan nilai tambah sedangkandi saat yang sama juga memenuhi persyaratan keselamatan kerja, dan membagi pelajaran darisegi praktikal dan teoritikal. Metodologi yang digunakan permasalahan ini adalah DMAIC (Define,Measure, Analyze, Improve, dan Control) milik Lean Six Sigma yang diwajibkan oleh perusahaanminyak dan gas tersebut. Penelitian pada makalah ini mengadopsi pendekatan gabungan denganmenggunakan data kuantitatif dan kualitatif. Kajian ini merupakan kajian longitudinal selamasatu tahun terhadap implementasi Lean Six Sigma untuk memperbaiki proses persiapan kerja kontraktor.Hasil dari perbaikan ini adalah pengurangan aktifitas yang tidak memberikan nilai tambah(non-added value) dan berujung pada peningkatan jam kerja selama rata-rata 59,3 menit perhari. Hasil dari kajian kasus ini mengkonfirmasi bahwa Lean Six Sigma adalah teori manajemenyang bagus, karena menunjukkan konsistensi antara teori dan praktik sesungguhnya yang dalamhal ini praktik di perusahaan minyak dan gas di Indonesia."

"ABSTRACTThis study was about the performance of researchers in the Ministry of Home Affairs' Research and Development Agency (R & D Unit of the MoHA). This research was motivated by the suboptimal performance of researchers in developing policies in the Ministry of Home Affairs. The purpose of this study was to describe the performance of the researchers and their various efforts on research and development in the Ministry of Home Affairs and Regional Government. This study used Structural Equation Modeling (SEM). The results of this study showed that empowerment has a direct effect on innovation and improvement of the researcher's performance. This means that more empowerment will lead to an increase in the performance of MoHA and Regional Government researchers indicated by the increase in R & D innovations produced by the researchers. The Organization Commitment had a direct effect on innovation and improvement of the researcher's performance. This means that a high level of commitment in the organization will lead to an increase in the performance of MoHA and the Regional Government researchers, through the increase in innovations. Innovations had a direct effect on the researcher's performance. This means that a high degree of innovations will lead to an increase in the researchers' performance. Together, the increased empowerment and organizational commitment directly influence the performance of researchers. This means that increasing empowerment and organizational commitment at the same time will improve the researchers' performance. The novelty factor from this study was the theoretical implication that this study strengthens the previous studies, that empowerment directly influenced innovation and enhanced the researchers' performance, the organizational commitment had a direct effect on researcher innovation and improved the researchers' performance, innovations directly influenced the researchers' performance, and that empowerment and the organizational commitment together have a direct effect on the performance of researchers."