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"Although there has been an increase in Performance Management (PM) literature over the yearsarguing that PM perceptions are likely to be a function of PM process components and contextualfactors, the actual relationship between the contextual factors and employee satisfaction of PMremains little explored. Extending previous research, this study examines relationships betweencontextual factors and employees? PM satisfaction. Derived from the literature, these contextualfactors are motivation and empowerment of employees, role conflict, role ambiguity, perceived organisationalsupport, procedural justice and distributive justice. Seven directional hypotheses aretested accordingly through a series of regression analyses. This article finds that these contextualfactors, with the exception of role conflict, are directly predictive of enhanced employees? PM satisfactionat the Thai state enterprise."

"ABSTRACTThe objective of this study was to identify the factors affecting domestic tourist satisfaction of tourist destinations. The type of this study was a quantitative descriptive study using Cochran Q test and factor analysis of tourist satisfaction drivers factors. The result of this study showed that there were 38 attributes affecting domestic tourist satisfaction in Indonesia. The first rank was the beauty of natural attractions; the second rank was artificial tourism attractions; and, the third rank was the cost and cleanliness of facilities and environment of tourism destinations. Furthermore, all these attributes were clustered into several factors: attraction, amenities, accessibility, hospitality, and ancillary. The significance of this study is that the identified factors are beneficial for stakeholders as the indicators of customer satisfaction."

"Perusahaan jasa konstruksi BUMN publik Indonesia adalah perusahaan jasa konstruksi yang jumlah kepemilikan saham perusahaannya dimiliki oleh Pemerintah Republik Indonesia dengan jumlah minimal 51%. Saat ini, terdapat 4 BUMN konstruksi yang telah menjadi perusahaan publik. Kinerja BUMN konstruksi publik pada tahun 2018 yang diukur dengan mengadopsi dan modifikasi Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) menempatkan 2 BUMN konstruksi publik pada kelas industry leader, 1 pada kelas emerging industry leader, dan 1 pada kelas good performance. Salah satu faktor penyebab rendahnya kinerja pada perusahaan konstruksi adalah perencanaan yang kurang baik. Manajemen portofolio proyek (MPP) dapat meningkatkan perencanaan sehingga kinerja perusahaan juga dapat meningkat. Tujuan dari penelitian ini adalah menganalisa faktor yang mempengaruhi keberhasilan portofolio proyek untuk meningkatkan kinerja perusahaan dengan objek BUMN konstruksi publik. Penelitian ini dilakukan dengan cara melakukan wawancara terhadap direksi BUMN konstruksi publik dimana data kemudian diolah untuk mendapatkan strategi meningkatkan kinerja perusahaan. Adapun hasil penelitian yang didapatkan adalah skala prioritas dalam meningkatkan kinerja perusahaan adalah strategi bisnis, persiapan masa depan, keseimbangan portofolio, kinerja proyek, sinergi antar proyek, pemangku kepentingan, dan aspek bisnis perusahaan.

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Indonesia public construction state owned enterprise (SOE) is construction company that owned by the government of Indonesia by 51% or more. Currently there are 4 Indonesia state owned public construction company. These companies’ performance in 2018 are measured by adapting and modifying Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) and putting 2 companies as industry leader, 1 as emerging industry leader, and another as good performance. One of the main reasons for low company performance is poor planning. Project portfolio management (PPM) can increase the planning quality and followed by increasing company performance. The purpose of this study is to analyze the critical success factors for PPM to increase company performance with Indonesia public construction SOE as object. This research is done by doing interview with directors from Indonesia public construction SOE and the data will be analize in order to know the strategy to improve company performance. The result of this research is that to improve company performance, the priority is business strategy, future preparedness, balance portfolio, project performance, project synergy, stakeholders, and company business aspect."

"Sebagai bentuk implementasi hasil dari evaluasi pelaksanaan Reformasi Birokrasi Tahun 2017 di Lingkungan Kementerian Sekretariat Negara oleh Kemenpan RB yaitu dengan memanfaatkan hasil informasi capaian kinerja individu sebagai dasar pemberian tunjangan kinerja. Kementerian Sekretariat Negara melalui Biro Sumber Daya Manusia telah membangun dan mengimplementasikan Sistem Manajemen Kinerja yaitu Portal Informasi Kinerja Pegawai (PIAWAI) sejak tahun 2018 untuk mengukur capaian kinerja pegawai dan pejabat di lingkungan Kementerian Sekretariat Negara. Namun dalam pelaksanaan-nya, dilihat persentase pengguna PIAWAI melalui fitur pelaporan kinerja harian hanya 18% dari target yang diharapkan. Berdasarkan permasalahan tersebut, maka penelitian ini melakukan analisis lebih lanjut untuk mengetahui faktor- faktor yang memengaruhi kepuasan dan penerimaan pengguna terhadap PIAWAI. Pengumpulan data menggunakan kuesioner dengan menyebarkan kuesioner online ke pegawai di Kementerian Sekretariat Negara yang menggunakan PIAWAI dan pengelolaan data serta penarikan kesimpulan menggunakan Structural Equation Modeling dan Partial Least Square untuk melakukan analisis data. Analisis dilakukan terhadap 96 data responden atau 7,1% dari jumlah pengguna PIAWAI dengan sebaran data responden pada 3 Unit Kerja atau 30% dari jumlah Unit Kerja di Kementerian Sekretariat Negara. Hasil dari penelitian ini menunjukkan bahwa dari 9 hipotesis terdapat 6 hipotesis yang diterima dan 3 hipotesis yang ditolak. Faktor- faktor yang memengaruhi penerimaan pengguna terhadap PIAWAI yaitu faktor Perceived Usefulness, Perceived Ease of Use, Information Quality, Commitment from Leadership, User Satisfaction. Selanjutnya diharapkan penyedia Biro Sumber Daya Manusia dapat menyederhanakan aplikasi PIAWAI dengan dibuat versi mobile baik android/IOS serta penambahan fitur reminder pada tiap harinya.

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As a form of implementation of the evaluation of the performance of the 2017 Bureaucratic Reform in the Ministry of State Secretariat by the Ministry of Administrative and Bureaucratic Reform, namely by utilizing the results of the information on individual performance achievements as the basis for providing performance allowances, through the Bureau of Human Resources, the Ministry of State Secretariat has built and implemented a Performance Management System, namely the Employee Performance Information Portal (PIAWAI) since 2018 to measure the performance achievements of employees and officials within the Ministry of State Secretariat. However, in its implementation, the percentage of PIAWAI users through the daily performance reporting feature is only 18% of the expected target. Based on these problems, this study conducts further analysis to determine the factors that influence user satisfaction and acceptance of PIAWAI—collecting data using questionnaires by distributing online questionnaires to employees at the Ministry of State Secretariat using PIAWAI. Data management and drawing conclusions using Structural Equation Modeling and Partial Least Square to perform data analysis. The analysis was carried out on 96 respondent data or 7.1% of the number of PIAWAI users with the distribution of respondent data in 3 work units or 30% of the number of work units in the Ministry of State Secretariat. This study indicates that of the 9 hypotheses, there are 6 accepted hypotheses and 3 rejected hypotheses. The factors that influence user acceptance of PIAWAI are Perceived Usefulness, Perceived Ease of Use, Information Quality, Commitment from Leadership, and User Satisfaction. Furthermore, the Human Resources Bureau provider can simplify the PIAWAI application by making a mobile version of both android/IOS and adding a reminder feature every day."

"Reformation in Indonesian government offices leads to many substantial changes, and demandsimproved job performances while arguably loading employees with more work. This research aimsto understand factors that potentially influence job performance in Indonesian government officesthat carries on such reformation. Using adapted scales from previous studies, this researchinvestigates the role of workload, responsibility for others (level of responsibility to care for otherpeople) and need for achievement on employee?s performance. A survey to all full-time workers inan Indonesian government office is conducted. Contrary to expectation, workload does not influenceemployee?s performance. Instead, regression analysis demonstrates that, employee?s need forachievement and responsibility for others are significant factors affecting individual performance.These results are important because they highlight the significance of need for achievement for thesuccess of reformation in this office, and by extension for reformation in Indonesia. The results arealso interesting because this is the first study that points out to the role of responsibility for others ininfluencing individual performance in Indonesia which is characterized by collectivistic culture. Thispaper discusses the contributions of these results for theory and practice."

"Public organizations are now requested to continually increase its service quality to be able to compete with the private sector which is continually expanding to respond to the environment changes. One of the new paradigm in the management of the public sector is known as the New Public Management (NPM) , in which, according to some research conducted by experts, the Traditional Model of public Administration is no more suitable to the present organizational needs. A lot of work has been done towards the NPM approach , and the one , especially discussed in this writing , is the adoption of the Performance Management System (PMS) as realized by the private sector. This is because the performance measurement at the traditional model does not include the periodical evaluation towards the program as well as the individual. This measurement is also more leaning towards the economic perspective (input oriented) in which the connection between input cost and the goal has not yet been seen. For this purpose, some countries have tried to implement the PMS with some different conclusion. This writing tried to insvestigate whether the the PMS is successful or has failed based on some literature research as conducted by some scholars in this field. On the other hand, problems which are related to the implementation of the PMS and its effect towards the public sector have also been evaluated. At the end of this writing some recommendations have been presented. It is certain that each organization has different characteristics which means that the implementation of the program should be adjusted to the uniqueness of the public sector organization."