Perencanaan Tujuan dan Sasaran Evaluasi Kinerja
DOI:
https://doi.org/10.32585/jbfe.v6i2.7495Keywords:
Performance Management, Goal Setting, Performance Evaluation, Goal Alignment, Employe ProductivityAbstract
This research examines the strategic role of performance management in optimizing organizational human resources through measurable goal setting and systematic performance evaluation. Using a literature study method with a descriptive qualitative approach, this research analyzes the relationship between goal planning, performance evaluation, and organizational goal achievement. The research findings indicate that setting goals aligned with the organizational vision is a crucial foundation for shaping productive work behavior and enhancing employee commitment. The study’s findings also suggest that misalignment between individual and organizational goals can decrease employee motivation and productivity. Effective performance management, accompanied by mature goal planning and periodic evaluation, has been shown to strengthen the reciprocal relationship between the organization and its employees, thereby contributing to improved performance and the achievement of organizational competitive advantage. Additionally, the study highlights that consistent communication, transparent feedback, and continuous capacity building are essential to ensure that employees clearly understand expectations and are able to contribute optimally. When these elements are implemented effectively, performance management becomes not only a monitoring tool but also a strategic mechanism to foster long-term organizational sustainability.
Downloads
References
Aguilera, R. V., Ciravegna, L., Cuervo-Cazurra, A., & Gonzalez-Perez, M. A. (2024). Organizational goals and performance: A multilevel analysis. Journal of Management Studies, 61(3), 956–989.
Ainiyah, N. (2025). Peran manajemen sumber daya manusia dalam meningkatkan produktivitas organisasi. Jurnal Bisnis Mahasiswa, 5(3), 2807–2219.
Armstrong, M., & Baron, A. (1998). Performance management: The new realities. Institute of Personnel and Development.
Aula, H. M., Tjahjono, H. K., & Anwar, N. (2022). Building organizational resilience through human resource management practices. International Journal of Organizational Analysis, 30(5), 1245–1267.
Basuki, R. (2023). Strategi manajemen sumber daya manusia untuk mengoptimalkan modal manusia dalam pertumbuhan organisasi. Jurnal Manajemen dan Bisnis, 18(2), 145–160.
Bauer, F., & Friesl, M. (2023). Attention structures and synergy valuation practices in post-merger integration. Strategic Management Journal, 44(8), 1876–1908.
Bianco, M., Caimi, G., & Petrucci, E. (2023). Digital performance appraisal: Benefits and challenges. International Journal of Human Resource Management, 34(15), 2845–2870.
Evita, S. N., Syamsir, & Afriviani, N. (2019). Implementasi management by objectives dalam meningkatkan kinerja pegawai. Jurnal Administrasi dan Kebijakan Publik, 10(2), 156–172.
Fara Damayanti, Suryani, & Herlina. (2024). Pengaruh motivasi kerja dan disiplin kerja terhadap kinerja pegawai. Jurnal Manajemen dan Keuangan, 13(1), 78–92.
Farchan, M. A. (2018). Strategi manajemen sumber daya manusia dalam menciptakan keunggulan bersaing. Jurnal Manajemen Strategis, 12(2), 201–218.
Fitriana, R., Susanto, A., & Wibowo, D. H. (2024). Penerapan key performance indicator sebagai sistem penilaian kinerja karyawan. Jurnal Manajemen Kinerja, 10(1), 45–62.
Handayani, E. M. D., Pratiwi, H. D., Aulliah, R. A. F., & Fahreza, M. (2022). Human resource development focused on performance in IT consulting company. Management Studies and Entrepreneurship Journal, 3(5), 2916–2923.
Husnul Hotimah, Ambarwati, D., Mufarrohah, Muttaqin, A., & Anshori, M. I. (2023). Manajemen kinerja digital. Jurnal Teknologi Manajemen, 8(2), 112–128.
Khofi, M. A., Pratama, R., & Sari, D. P. (2024). Pentingnya umpan balik konstruktif dalam lingkungan kerja untuk meningkatkan kinerja. Jurnal Psikologi Industri dan Organisasi, 9(1), 34–51.
Locke, E. A., Shaw, K. N., Saari, L. M., & Latham, G. P. (1981). Goal setting and task performance: 1969–1980. Psychological Bulletin, 90(1), 125–152.
Mamat. (2014). Teori dan konsep manajemen kinerja (Modul Pembelajaran, 1–25). https://repository.ut.ac.id/3928/1/ADPG4443-M1.pdf
Mukayah, S., Wulandari, T., & Purwanto, E. (2023). Penerapan sistem manajemen kinerja dalam meningkatkan produktivitas karyawan. Jurnal Ekonomi dan Bisnis, 16(2), 189–204.
Murphy, K. R., & DeNisi, A. (2023). Performance management: Past, present, and future perspectives. Annual Review of Organizational Psychology and Organizational Behavior, 10, 523–552.
Nanik, S., Hermawan, A., & Sutrisno, B. (2024). Sistem manajemen kinerja dan efektivitas perusahaan. Jurnal Manajemen Strategis, 18(1), 67–85.
Ngurah, I. G., Suardhika, I. N., & Widyani, A. A. D. (2024). Peran strategis manajemen SDM dalam alignment tujuan organisasi. Jurnal Riset Manajemen, 15(3), 234–251.
Ningsih, F., Afifah, Ramadhan, Kalis, & Mayasari. (2025). Pengaruh job mismatch dan keterampilan kerja terhadap kinerja. Jurnal Penelitian Nusantara, 1(6), 203–213. https://padangjurnal.web.id/index.php/menulis
Nurdin, H., Cahyono, Y., & Wijaya, S. (2024). Mengelola talenta untuk kinerja optimal: Pendekatan holistik. Jurnal Manajemen Sumber Daya Manusia, 11(2), 156–174.
Pahira, J., & Rinaldy, F. (2023). Manajemen sumber daya manusia yang efektif dalam meningkatkan kinerja organisasi. Jurnal Bisnis dan Manajemen, 17(4), 412–428.
Prayudista, A., & Virgia, L. (2023). Dampak strategi seleksi terhadap kinerja organisasi. Jurnal Administrasi Bisnis, 14(3), 298–315.
Riofita, H. (2023). Teknologi informasi dan komunikasi dalam manajemen sumber daya manusia. Jurnal Teknologi dan Manajemen, 12(2), 178–195.*
Riofita, H. (2024). Pengaruh motivasi finansial dan nonfinansial terhadap kinerja karyawan. Jurnal Ekonomi dan Manajemen, 15(1), 89–107.*
Schosser, J. (2023). 360-degree feedback: Perspectives and challenges in modern organizations. Human Resource Development Quarterly, 34(2), 189–212.
Åsberg, K., Hursti, T., Söderström, M., & Dennhag, I. (2025). Goal setting in digital behavior change interventions: A systematic review. Digital Health, 11, 1–18.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Journal of Business, Finance, and Economics (JBFE)
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Authors who publish with the Journal Of Business, Finance, and Economics (JBFE) agree to the following terms:
- Authors retain copyright and grant the journal the right of first publication with the work simultaneously licensed under a Creative Commons Attribution License (CC BY-SA 4.0) that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
