Electronic Theses and Dissertation

Pengukuran kinerja karyawan merupakan aspek penting dalam mendukung pencapaian tujuan perusahaan, khususnya pada industri otomotif yang menuntut kualitas layanan dan produktivitas yang tinggi. pt. dunia barusa belum memiliki sistem pengukuran kinerja yang sistematis sehingga perusahaan belum dapat mengevaluasi kinerja karyawan secara komprehensif. meskipun perusahaan telah memiliki key performance indicator (kpi), indikator tersebut belum dibobotkan berdasarkan tingkat kepentingannya dan hasil pencapaiannya belum diklasifikasikan untuk menentukan prioritas perbaikan. penelitian ini bertujuan untuk mengukur kinerja karyawan pt. dunia barusa menggunakan human resource scorecard (hrsc), menentukan bobot prioritas perspektif dan kpi dengan analytical hierarchy process (ahp), serta menganalisis tingkat pencapaian kinerja melalui scoring system dan traffic light system (tls). data primer diperoleh melalui kuesioner ahp kepada pihak perusahaan sebagai expert judgment, sedangkan data sekunder diperoleh dari dokumen perusahaan berupa data kpi karyawan bagian sales dan service tahun 2023 dan 2024. metode hrsc mengelompokkan kpi ke dalam empat perspektif, yaitu high performance work system (hpws), hr system alignment, hr efficiency, dan hr deliverables. hasil penelitian menunjukkan bahwa kinerja karyawan pt. dunia barusa secara keseluruhan berada pada kategori baik dengan mayoritas kpi berada pada kategori hijau pada tahun 2023 dan 2024. indikator yang memerlukan perhatian adalah tingkat keterlambatan service pada tahun 2023 yang berada pada kategori kuning dengan skor 80%, namun meningkat menjadi 120% pada tahun 2024. penerapan hrsc, ahp, scoring system, dan tls menghasilkan pengukuran kinerja yang terstruktur dan terukur sehingga dapat membantu perusahaan dalam mengevaluasi kinerja karyawan, menentukan prioritas perbaikan secara berkelanjutan. kata kunci : human resource scorecard, analytical hierarchy process, key performance indicator, scoring system, traffic light system.

Employee performance measurement is an important aspect of supporting the achievement of organizational goals, particularly in the automotive industry, which demands high service quality and productivity. PT. Dunia Barusa has not yet implemented a systematic performance measurement system, making it difficult for the company to comprehensively evaluate employee performance. Although the company has established several Key Performance Indicators (KPIs), these indicators have not been weighted based on their level of importance, and their achievement results have not been classified to determine improvement priorities. This study aims to measure employee performance at PT. Dunia Barusa using the Human Resource Scorecard (HRSC), determine the priority weights of HRSC perspectives and KPIs using the Analytical Hierarchy Process (AHP), and analyze performance achievement levels through a scoring system and Traffic Light System (TLS). Primary data were obtained through AHP questionnaires distributed to company representatives as expert judgments, while secondary data were collected from company documents containing KPI data of sales and service employees for the years 2023 and 2024. The HRSC method classifies KPIs into four perspectives: High Performance Work System (HPWS), HR System Alignment, HR Efficiency, and HR Deliverables. The results indicate that the overall employee performance of PT. Dunia Barusa was categorized as good, with most KPIs falling into the green category in both 2023 and 2024. The only indicator requiring attention was the service tardiness rate, which was classified in the yellow category with a score of 80% in 2023 but improved to 120% in 2024. The implementation of HRSC, AHP, the scoring system, and TLS produced a structured and measurable performance measurement system that can assist the company in evaluating employee performance and determining continuous improvement priorities. Keywords : Human Resource Scorecard, Analytical Hierarchy Process, Key Performance Indicator, Scoring System, Traffic Light System.