MANAGEMENT PLANNING AND ITS DEVELOPMENT TO IMPROVE COMPANY
EMPLOYEE PERFORMANCE
Ahmad Zaelani
Adnan
Universitas Pendidikan Indonesia, Jawa Barat, Indonesia
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KEYWORDS |
ABSTRACT |
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employee, management planning, performance. |
This
study aims to determine how management planning improves employee performance
in a company. This research is qualitative, so the data analysis applied is
qualitative. Data collection is an activity to describe or collect all data
obtained from the field through observations, interviews, and data in certain
documents. Management planning in improving employee performance in a
company, namely providing training, applying discipline, and providing
motivation at work. Management implementation in improving employee
performance in a company is conducting training, applying time discipline in
work, and providing motivation through rewards and punishments. Evaluating
management planning to improve employee performance is effective and
efficient. If this is related to sharia management, then this follows the
three principles of sharia management: justice, trust, and responsibility,
and communicatives. |
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DOI: 10.58860/ijsh.v1i1.1 |
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Corresponding Author: Ahmad Zaelani Adnan
Email: ahmadzaelani.adnan@gmail.com
INTRODUCTION
One of the
determinants of the company's success is the performance of its employees, every
organisation or agency in implementing programs that are always directed to be
efficient in achieving company goals. One way is to improve employee
performance. Management is planning, organising, directing, and controlling,
the activities of organisational members and activities that use all organisational
resources to achieve predetermined organisational goals (Hanafi,
2015) (Lester,
2021). Management development,
or management development, is a program to encourage managers and prospective
managers to develop their skills and knowledge to increase their organisational
responsibilities (Suryani
& SE, 2019). While the notion of
performance (work achievement) is the result of work in quality and quantity
achieved by an employee in carrying out his duties following the
responsibilities given to him (Yamanie
& Syaharuddin, 2017). Performance is what
employees do or do not do, affecting how much they contribute to the agency or
organisation, including the quality of services provided (Panjaitan,
2018). Performance can also be
assessed against expected behaviour which must be determined beforehand.
Management
planning is a way for companies to improve employee performance so that company
goals can be achieved (Dipang,
2013). For the management to be
successful, the company needs to know the performance targets. Performance
targets define specific individuals in projects, processes, routines, and core
activities that will be the responsibility of employees (Ariyanto,
2020). Suppose the performance
target is from within the employee. In that case, it forms a self-strength, and
if the environmental situation supports it, the achievement of performance will
be easier.
Planning in
management is a dynamic process because it takes place continuously in an
organisation (ROMY
et al., 2022). Every management always
requires review and maybe even changes in the future, one of the main reasons
this is the case is because conditions are constantly changing (Suratno,
nd). In other words,
management planning is intended so that the organisation becomes a unit that
can display high performance. A successful organisation is an organisation
whose level of effectiveness and productivity is getting higher and higher (Cahyono
& Pribadiyono, 2017). Only then can the goals
and objectives be achieved with satisfactory results.
The various
effects of changes due to reforms require private and government companies to
innovate to face change demands and seek to develop policies that align with
environmental changes. A company must be able to formulate appropriate policies
to cope with any changes that will occur. One of the policies managements is
concerned about is empowering human resources.
Human
resources are one of the critical factors in economic reform, namely how to
create qualified and skilled human resources and have high competitiveness in
global competition that we have been ignoring. Human resources are a critical
factor in life activities. The success or failure of an organisation or company
usually depends on human resources (Syafruddin
et al., 2022). High-quality human
resources will have a high impact on the success of a company. However,
low-quality human resources will have a low impact on the success level of a
company. In this case, humans are the driving force of a company in building a
successful company. They create strategies, and goals, create innovations and
achieve company goals.
Employees are one of the elements that become resources in the company. These human resources carry out daily activities (Adamy, 2016). Employees are living organisms that enable the functioning of an organisation or company and become an essential element in management (Pratiwi et al., 2022). Everyone has a unique personality and is different from one another. Employees with high morale will improve the life of the organisation or company. Loyalty and morale can be seen from them feeling happy with their work (Samsung, 2017).
METHOD
The method
used in this research is as follows: Literature study; this method is generally
done by reading source books or other written sources of information, both
literature available in lectures or companies, to find various theories and
ideas which can then be formulated following the research objectives. The
literature review in this study is used to obtain conclusions regarding
management planning and its development to improve the performance of company
employees.
RESULT AND DISCUSSION
1. Management Planning
Planning involves defining organisational
goals, determining strategies to achieve them, and developing plans to
integrate and coordinate their work activities. Planning deals with results
(what) and goals (how). Planning is a process to determine the different
results the company wants to achieve in the future. Between planning activities
and the results to be achieved, it is assumed that there is a time lag, where
the more extended the plan is made, the more time lag between planning and the final results to be achieved, and the degree of uncertainty
of achievement also increases. On the other hand, the shorter the time lag
between the plans made and the target results to be achieved, the degree of
uncertainty in achieving the results will decrease. Planning is often called
the primary management function because it sets the basis for everything
managers to do when managing, leading, and controlling. Planning involves two
essential aspects of Purpose and Planning (Silalahi
et al., 2020). A goal (goal) is a
desired outcome or target. It guides management decisions and forms the
criteria against which work results are measured. That is why objectives are
often called the basis of planning. You must know the target or desired outcome
before defining a plan. A plan is a document that outlines how that goal will
be met. A plan usually includes the allocation of resources, a schedule, and
other actions needed to achieve that goal. When managers plan, they develop
both goals and plans.
Management planning is a process
carried out by an organisation to determine management or direction and make
decisions to allocate its resources to achieve this strategy (Wijoyo,
2021). Management planning is a
management tool used to manage current conditions to project conditions in the
future. The strategic plan is a guide organisation can use from current
conditions to work towards the next 5 to 10 years (Hidayat
& Syam, 2020). To achieve management
that the organisation has determined to have a competitive advantage, the
company's leaders and operations managers must work within a system in the
management planning process.
2. Improve The Performance
As has been estimated by Philip
Atkinson (1992) that on average, 10% to 25% of all employees are perpetrators
of poor performance (Fathmawati,
2014). Then, what needs to be
done? Performance improvement as part of a continuous performance management
process must be implemented at the organisational and individual levels.
Improving performance-action at the
organisational level may result from poor leadership, poor management, or a defective
work system. All of this is probably the result of the failure of whoever is at
the organisation's top to cultivate well-defined and unwavering expectations.
As Robert Schaffer (1991) puts it): "Demand-making capacity may be an
overall underdeveloped managerial skill."
Performance management is about more
than just providing support and understanding. If this is done excessively
according to the 1960s human relations model of managers as loving,
understanding, and supportive father figures, expectations and performance need
not be low. As Schaffer points out, managers sometimes use various
psychological mechanisms to avoid uncomfortable truths so that performance gaps
emerge. These mechanisms include:
a. Avoidance using rationalisation.
Managers may escape the demand for better performance
by believing they have done their utmost to generate expectations. They ignore
the possibility of achieving more significant results than the available
resources. While they are expected to trust employees when they state that they
are overburdened, they may get involved in their extra work. Alternatively,
they may move to extreme positions and pressure workers with arbitrary demands
without any specification of requirements and deadlines for results.
b. Trust in procedures.
Management may believe in various procedures,
programs, and systems to get better results., and is based on seeing the need
for what needs to be done to improve performance. Top managers declared,
"That is performance-based pay, or performance management or
whatever," and sat waiting for the panacea for cheating, which they
certainly would not do unless they were part of a business that was constantly
being guided from above.
c. An attack that exceeds the
target.
Managers may set clear goals and insist they are
achievable, even if they fail to hold their subordinates accountable.
3. Steps to Improve
Performance
Every company must often do many ways
to improve the performance of its employee's performance, which aims to
increase the company's work productivity, because a company can develop and
progress, of course, not only because of capital factors and robust business
strategies but also Human Resources (HR). In this case, HR has the meaning of
employees or workers. Great one. Here are some steps to improve employee
performance (Admin,
2017):
a. Transparent Performance
Appraisal System
b. Fulfil Employee Rights
c. Rewards and Punishments
d. Career path
e. Training And Training
f. Making Friendship
CONCLUSION
Based on the
analysis of the discussion and the study results, the researcher can conclude:
Implementation of management in improving employee performance in a company,
namely, every employee is included in various pieces of training held by the
company in house training and outside (principal). In applying discipline, the
company requires every employee to go to work on time. The motivation given by
the leadership to employees is to improve their performance at work; that is,
loyal employees work based on targets that lead to rewards and punishments. The
reward given by the leadership is in the form of money, while the punishment
given is in the form of a one-month suspension. Evaluation of strategies in
improving employee performance, namely, overall employees perform well because
after attending training, the application of discipline and the provision of
rewards and punishments can improve employee performance in working at the
company. In addition, this is following sharia management because it refers to
the rules regarding discipline, entering working hours must be on time, setting
an example for all employees, creating a conducive working atmosphere full of
kinship between employees, and increasing employee welfare or salaries as well
as providing motivation to employees.
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