KUALITAS PENGUKURAN KINERJA ORGANISASI PUBLIK

Ella Lesmanawaty Wargadinata

Abstract


Pelaksanaan pengukuran kinerja organisasi publik telah dilakukan oleh Pemerintah Indonesia sejak tahun 1999 sebagai bentuk mekanisme akuntabilitas dari organisasi pemerintah. Kebijakan ini diterapkan untuk seluruh organisasi tingkat nasional maupun organisasi  pemerintah daerah. Hasil capaian kinerja kemudian dinilai secara terbuka oleh Kementerian Penertiban Aparatur dan Reformasi Birokrasi,  berdasarkan penilaian tersebut, Pemerintah Kota Bandung selalu mendapat nilai C. Latar belakang empiris itu yang mendorong penelitian ini dilakukan, mengapa dan bagaimana proses pengukuran kinerja yang dilakukan oleh SKPD Pemerintah Kota Bandung sehingga memberi kontribusi atas rendahnya nilai laporan AKIP yang diperoleh. Penelitian ini dilakukan di 18 SKPD Kota Bandung menggunakan metode deskriptif kuantitatif,  dengan jumlah responden sebanyak 192 orang.   Penelitian ini menggunakan konsep kualitas pengukuran kinerja dari Van Dooren et al (2010). Hasil penelitian menunjukan bahwa indikator kualitas pengukuran kinerja yang terdiri dari validitas adalah 0,613,  nilai legitimasi 0,601 dan fungsionalitas sebesar 0,618, nilai tersebut jauh dari titik optimum yang bernilai 1,00. Penelitian menunjukan bahwa alat ukur  belum mampu mengukur secara tepat kinerja masing-masing organisasi, pengukuran belum sepenuhnya diakui  sebagai bagian penting dalam manajemen organisasi dan hasil pengukuran belum difungsikan secara optimal sebagai alat untuk meningkatkan kinerja organisasi secara berkesinambungan.


Keywords


Akuntabilitas, Validitas, Legitimasi, Fungsionalitas, Pemerintah Daerah, berkesinambungan

References


Akbar Rusdi, 2012, Performance Measurement in Indonesia: The Case of Local Government, Pacific Accounting Review, Vol. 24 Issue: 3, pp.262 – 291

Arnaboldi Michaela Azzone Giovani, 2010, Constructing performance measurement in the public sector, Critical Perspectives on Accounting 21: 266–282

Behn D Robert, 2003, Harvard University Why Measure performance?Different Purposes Require Different Measures, Public Administration Review, September/October 2003, Vol. 63, No. 5,pp 586-606

Bouckaert G,1993, Measurement and Meaningful Management, Public Productivity & Management Review, Vol 17 No. 1: 31-43.

Bouckaert Greet, Halligan John, A Framework for Comparative Analysis of Performance Management, Paper for presentation to Study Group on Productivity and Quality in the Public Sector, Conference of European Group of Public Administration, Università Bocconi, Milan, 6-9 September 2006, p 1-31.

Carmines, E. G. and Woods, J.A. (2005). Validity Assessment. Encyclopedia of Social Measurement. K. Kempf-Leonard, Elsevier, Vol. 3, pp. 933-937

Chakrabarty Biswanath,2007, Is it meaningful to measure performance in government sector? Vidyasagar University Journal of Commerce Vol. 12, March, pp32-42

Curristine Teresa,2005, Government Performance: Lessons and Challenges, Journal On Budgeting Volume 5 – No. 1

De Lancer Julnes et al, 2008, International Handbook of Practice-Based Performance Management,Sage Publication

Dusenbury Pat, 2000, Governing for Result and Accountability, The Urban Institute

Epstein Paul. D, 1988, Using Performance Measurement in Local Government, National Civic League Press

Flick 2009, An Introduction to Qualitative Approach, Sage Publications Ltd

Ghobadian Abby and Asworth John, 1994, Performance measurement in local government - Concept and practice, International Journal of Operations & Production Management 14. 5 (1994): 35-

Halachmi A, 2002, Performance measurement accountability and improved performance, Public Performance & Management Review Vol. 25, No. 4 (Jun., 2002), pp. 370-374

Hatry, Harry P. 1999. Performance Measurement. Getting Results. Washington, DC: Urban Institute.

Hood C, 1991, A Public Management for All seasons, Public Administration Vol. 69, pp:3-19

Hoque Zahirul and Adams Carol, 2008,Measuring Public sector Performance,A Study of Government Departments in Australia,

Kaplan, Robert S and Norton, David P (1996), Balanced Scorecard, The President and Fellows of Harvard College, USA

Lichiello,1997, Guide book for performance measurement, University of Washington Health Policy Analysis

Mihaiu Diana Marieta, Opreana Alin, Cristecu Marian,2010, Efficiency Efectiveness And Performance of The Public Sector, Romanian Journal of Economic forecasting 4/2010.

Moran JW, Epstein PD, Beitsch LM, 2013, Designing, Deploying and Using an Organizational Performance Management System in Public Health: Cultural Transformation Using the PDCA Approach

Otley David, 1999, Performance management: a framework for management control systems research, Management Accounting Research,10,363-382

Piotrowski Suzanne, Citizen Attitudes Toward Transparency in Local Government, The American Review of Public Administration Volume 37 Number 3 September 2007 306-323

Poister Theodore,2003, Measuring Performance in Public and Non Profit Organizations, John Wiley&Sons,

Pollit Christopher, 2011, Performance Blight and the Tyranny of the light? Accountability in advanced Performance Measurement Regimes in Accountable Government: Problems and Promises, Dubnick Melvin (eds), Routledge.

Proper C & Wilson D, 2003, The Use and Usefulness of Performance Measures in the Public Sector, CMPO Working Paper Series No. 03/073, pp 1-25

Phusavat et al, 2009, Performance measurement, roles and challenges, Industrial Management & Data

Ruane Janet.M, 2005, Essentials of Research Methods A Guide to Social Science Research, Blacwell Publishing

Streib Gregory and Poister Theodore, 1999, Assessing The Validity, Legitimacy, and Functionality of Performance Measurement System in Municipal Governments, American Review Public Administrations, Vol 29 No 7, June 1999

Sudaryo Yoyo, Kinerja Perguruan Tinggi dengan pendekatan Balanced Scorecard (studi pada 6 sekolah Tinggi Ilmu Ekonomi di Kota Bandung), Sosiohumaniora Vol 12, No 1, Maret 2015

Van Dooren, W. (2005), What makes organizations measure? Hypotheses on the causes and conditions for performance measurement. Financial Accountability and Management, 21(3), 363-383.

Van Dooren W, Bouckaert G, Halligan J, 2010, Performance Management in the Public Sector, Routledge

Van Thiel Sandra, 2002, The Performance Paradox in Public Sector, Public Performance & Management Review, Vol. 25 No. 3, March 2002 267-281

Yang Kaifeng, 2008, Making Peformance measurement relevant: Informing and involving stakeholders in performance measurement in International Handbook of Practice-Based Performance Management,Sage Publication. de Lancer Julnes (eds), Sage publications




DOI: https://doi.org/10.24198/sosiohumaniora.v19i2.11497

Refbacks

  • There are currently no refbacks.


Copyright (c) 2017 Sosiohumaniora

Creative Commons License
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

 Sosiohumaniora Indexed By:

 

width= width= width= width=120 width= width=  width=  width= width= width= width= width=  width= width=120 

Lisensi Creative Commons Creation is distributed below Creative Commons Attribution-ShareAlike 4.0 International License.

  

Visitor Statistics


Published By:

Faculty of Social and Political Sciences, Universitas Padjadjaran

Dean's Building 2nd Floor, Jalan Ir. Soekarno Km. 21 Jatinangor, Sumedang 45363

Email: jurnal.sosiohumaniorafisip@gmail.com