THE ANALYSIS OF ABEPANTAI PUBLIC HEALTH · PDF fileapproach and Six- Box Model of Marvin Weisbord. 2. Special Purpose In accordance with the problems identified above, this research

Jan. 2017. Vol. 13, No.1 ISSN 2307-2083

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THE ANALYSIS OF ABEPANTAI PUBLIC HEALTH CENTRE (PHC)

PERFORMANCE WITH BALANCED SCORECARD APPROACH AND SIX- BOX

MECHANISM IN YEAR 2016

1MELVA DESINTHA SIRAIT,

2RANTETAMPANG,

2SANDJAYA

1Magister student Public Heath UNCEN PAPUA,doctor.

2Lecturer of Public Health UNCEN PAPUA.

Email:[email protected]

Abstract

Background : Recently, the measurement for work analysis to company and public service is urgent to be

evaluate for the performance of the company and the future planning ahead. This happen in other to gain

effeciency and effectiveness to the company business roles. Public Health Centre (PHC) is the thomb centre for

public service in Indonesia, mention as the first aid health service in the line that very responsible to Indonesian

society health grades in their working area. This justifies the importance of assessing the performance of the

health center, to measure the extent to which the success of a health center in carrying out its function as a

functional health organization executive who is central to the development of public health is also fostering

community participation. Performance Assessment carried out by the approach of Balanced Scorecard and Six-

Box mechanism. Research aim: To produce a strategy as an effort to increase the performance of Public Healt

Centre Abepantai with Balance scorecard approach and Six- Box Model of Marvin Weisbord. Methods: this

descriptive quantitative approach using Design Cross sectional study to all Abepantai entire health center staff,

both medical and support staff totally 36 people. Research results: Mapping problem, the manufacture of priority

issues raised by the approach of the Six-Box, namely: Purpose (understanding of the problem of vision, mission

and goals of health centers), leadership, organizational structure, system of reward and punishment as well as

Mechanism. Further intervention in any part of the City Six box mechanism. The results of the evaluation of the

performance of health centers is the needed for improved Abepantai quality of communication, leadership,

discipline and system of reward and punishment as well as the need for regular monitoring and evaluation in the

processing of health care and proper planning process, controlling the well.

Keywords: Performance Improvement, Public Health Centre (PHC) abepantai

INTRODUCTION

A. Background

Today, the performance measurement

company or public service becomes very important

to evaluate the performance of the company and

planning purposes in the future. Public sector

organizations is the organization that manages the

mission and responsibilities imposed by the public

both financial and non-financial. The series of

interrelated requires infrastructure, equipment and

system accountability adequate performance.

Various information has been compiled in order to

work performed can be controlled and accountable.

This is done in order to achieve efficiency and

effectiveness in all business processes.

Picture of company performance can be

obtained from two sources, namely financial

information and non-financial information.

Financial information obtained from budgeting to

control biaya.Sedangkan non-financial information

is a key factor for setting the strategy chosen to

carry out the intended purpose.

Public Health Centre (PHC) is a publicly-

governmental organization which is a unity of

functional health organization executive who is

central to the development of public health is also

fostering community participation in addition to

providing a comprehensive and integrated services

to the public in the working area in the form of

principal activity. Territory covers one district

health center or part of the district. Factors density

of population, area, geographic situation and the

state of other infrastructure is a material

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consideration in determining the working area

health centers. Target population served by a health

center an average of 30000 people, each health

center, to bring closer the service or access to health

care, health centers supported by several smaller

units called puskesmas and mobile health clinics

Public Health Centre (PHC) is the spearhead

of health services in Indonesia, referred to as first-

level health facilities become first-line

responsibility for the health of people in their

working area. This justifies the importance of

assessing the performance of the health center, to

measure the extent to which the success of a health

center in carrying out its function as a functional

health organization executive who is central to the

development of public health also foster public

participation in addition to providing

comprehensive services and integrated to the public

in the working area in form the main activities.

Based on observations made by researchers

at Puskesmas Abepantai, that PHC Abepantai in

recent years shows the development was pretty

good, it can be seen from the increasing number of

patient visits, Increased program performance in

the year 2016 and is one of the health centers

assisted by USAID's performance in Jayapura ,

But the last few years this happened was a great

conflict and disrupt the passage of the health care

provision and internal communications Puskesmas.

It's quite an impact on the achievement of the

vision, mission and strategy of the Community

Health Center as well as a decline in work

performance Abepantai health center.

Researchers who is the leader of the newly

inducted into the task of implementing (PLT) head

of Puskesmas Abepantai in May 2016 ago, saw the

importance of proper assessment of the

performance of PHC Abepantai, by instrument or a

measuring tool that is able to evaluate and find the

root of the problem, look for the priority problems

and solutions to the problem. Researchers chose

measurement of performance using the Balanced

Scorecard approach, which gauges the performance

capable of assessing all aspects, both financial and

non-financial, which are then grouped into four

main perspectives, namely: Perspective of financial,

customer perspective, business process perspective

internal and Perspectives of growth and learning.

Scorecard through government organizations or

public sector will be able to explain its mission to

the public and can identify indicators of satisfaction

of the people in a more transparent, objective and

measurable, and be able to identify the work

processes and the quality of human resources it

needs to achieve its mission and strategy.

As was said Mulyadi (2001), Balanced

Scorecard is a contemporary management tool that

is used to boost the organization's ability to double

its financial performance. Balanced scorecard is a

comprehensive framework for translating the vision

and mission as well as the company's strategy for

an integrated set of performance measures, arranged

in four perspectives, namely financial, customer,

internal business processes, and learning and

growth (Hardiyanto et al: 2005). Application of

Balanced Scorecard in the business sector is

intended to increase competition (competitiveness),

while for the public sector more emphasis on

values, mission and achievements, Aurora (2010)

Six-box approach Mechanism is able to

perform basic assessment and mapping of the

problem of the health center. There are six things

that can be assessed by this approach, namely:

Purpose (Referring to the vision and mis well as the

goal of Companies), Structure (Referring to the

arrangement in the organization), Relationship

(How people communicate, and how we interact

with technology), Reward ( incentives in the form

of intrinsic and extrinsic rendered in connection

dengaan the job done), leadership (Referring to the

tasks of leaders including how to maintain the

balance between the existing components),

Mechanism (Referring to the process of planning,

controlling, budget allocation and information

systems that support organizational goals) , This

research is expected to do the identification of

problems of employee performance, leadership and

the prevailing system in primary Abepantai so do

interventions to improve the quality of the health

services. Some of the other reasons which also

underlie the researcher conducting research in

health centers Abepapai are as follows:

Puskesmas Abepantai have never done an

assessment of the performance of health centers.

1. Researcher is a new leader in

primary Abepantai, so it is necessary to

conduct Assessment and performance

assessment.

2. The frequency of conflict in this clinic is

very high, both internal and external issues that

involve the community .Therefore it is a change of

heads of health centers because of external

interventions Puskesmas.

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3. Abepantai Health Center is the only health

center with the highest achievement Standart

Minimum service levels in Jayapura in 2016. Even

with the heavy work field, consisting of highlands

and islands, an area big enough area and population

distribution is scattered but able to make efforts in

the achievement of the basic health center program.

This research is expected to produce a

strategy for improving the performance of health

centers abepantai using Balanced Scorecard and Six-

box mechanism that is expected to perform problem

identification, assessment, and put a priority issue for

intervention to improve performance is not optimal

and maintain performance or achievements that is

have been there.

Table 1.1. Total revenue and the number of patients visited the public health center (PHC) Abepantai.

Year Income Patient

2011 496 435 000 9240

2012 456 437 500 11 019

2013 447 850 000 14 197

2014 1340557950 16 439

2015 957 678 360 16 279

Source: Budget Statement and report on the visit health centers Abepantai

B. Problem Formulation

Based on the description of the background

of the above, then the problem of research

formulated Performance Analysis of Puskesmas

Abepantai assessed from a financial perspective,

customer perspective, internal business process

perspective according to the Six-B0x Mechanism

by Weisbord, according to the learning and

growth perspective of the Balanced Scorecard.

C. Objective

1. General Purpose

To generate performance analysis

Abepantai health center with Balance scorecard

approach and Six- Box Model of Marvin

Weisbord.

2. Special Purpose

In accordance with the problems

identified above, this research is conducted with

aim:

1. Describing the performance of PHC

Abepantai rated Perspective finance

2. Describing the performance of the

health center health center performance

Abepantai assessed from Customer Perspective

How big is the effort of all employees of the

health center Abepantai to satisfy patient

through: Standart Services Officer Community

Health Center by nurses as Frontliners,

Implementation Abepantai communication

between health center staff, implementation of

basic tasks and functions Public Health Centre?

How is leadership (Leaderhip pattern) in

Puskesmas Abepantai? Reward system?

3. Describe PHC Abepantai rated

performance of internal business process

perspective

How formulation of Vision,

Mission and Strategy Health Center as well as

compliance with the activities carried out? Is the

organizational structure of the health center is in

conformity with the need to achieve

organizational goals? (Assessment using Six-box

approach Mechanism.

4. Describe the performance and learning

and growth perspective

How high is the growth and health centers of

learning to prepare human resources at his

disposal to achieve the vision, mission and

strategy of health centers assessed in terms of the

health center staff job satisfaction, training

conducted training for health center staff,

education given to health center staff.

The assessment of the above will

produce an analysis of the performance of health

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centers Abepantai to be the basis of PHC

performance improvement efforts Abepantai

useful for optimizing public health service health

centers Abepantai working area.

D. Benefits Research

This research is expected to provide utility as

follows:

1.For The Related Agencies

The results of this study are expected to be input

for the puskesmas head Abepantai as an analysis

of performance puskesmas Abepantai (as

Assessment) to be followed up in order to

improve the quality of the performance of the

health center using Balanced Scorecard approach

and Weisbord's six-box model that would affect

the quality of health care PHC Abepantai.

2.his research is expected to be useful to enrich

our knowledge about the analysis of the

performance of health center services Abepantai

method Weisbord's Balanced Scorecard and Six

- Box Model.The results of this study will also be

used a basis actions in Abepantai Public Health

Centre(PHC) performance improvement efforts.

3.For Researchers

This study is a preliminary to conducting

research studies for instance other more targeted

performance analysis clinic or in certain medical

services. This study is also a determinant

Brenchmarking the first to research further when

where going to do Cohort Study As well as well

as a reference that can be used by researchers

who are leaders puskesmas Abepantai in taking

action and making strategies to improve

performance PHC Abepantai which aims to

improve the performance and quality of service

Abepantai health centers in the future.

LITERATURE

A. Assessment Theory

A.1 performance

A.1.1 Definition of Performance

Kaplan and Norton (2000) suggests, the

company's performance is something produced by

a certain period perusahaandalam with reference to

established standards. According to Tika (2006),

the performance is the results of a job function or

activity of a person or group in an organization that

is affected by a variety of factors to achieve

organizational goals within tertentu.Kinerja

companies should be a measurable outcome and

describe the empirical conditions of a company

from various agreed standards. Thus, the

performance is something produced by a company

or organization in a particular period is influenced

by various factors.

A.1. 2 Understanding Performance

Measurement

Kaplan and Norton (2000) argues, the

measurement of company performance

is part of a management control system

that includes both actions imply

planning decisions as well as employee

performance evaluation and process

operasinya.Ulum (2009) in Waskito,

Anisykurlillah and Murtini (2014)

argues, the system performance

measurement can be used as a means

of controlling the organization, as

amplified by setting the performance

measurement reward and punishment

system. Tangkilisan (2003) suggests,

performance measurement is the

determination of periodic operational

effectiveness of an organization and its

employees based on the operational

part objectives, standards and criteria

established in advance. It can be

concluded that the performance

measurement is the basis for assessing

the success and failure of

implementation of activities in

accordance with the goals and

objectives that have been set.

Measurement of the performance of a

company is very useful for planning in

the future to make the company's

performance is better than ever.

Kaplan and Norton (2000) points out,

financial measures only describes the

events of the past. Investment in long-

term capabilities and customer

relationships is a factor that is

important in achieving success.

According to Ghosh and Subrata

(2006) in Handayani (2011),

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measuring the performance of the

company is no longer considered good

if only in terms of finance are

considered unable to reflect the

complexity and value inherent in the

company, do not pay attention to other

things outside of finance, ie the

customers and employees is an

important factor for companies and

cogs company.

According to Mulyadi (2001), the main purpose of

performance appraisal is to motivate employees to

achieve organizational goals and meet the standards

of behavior that was previously set, in order to

produce the desired actions and outcomes of the

organization. Standards of behavior can be either

formal management policy or plan as outlined in the

organization's budget.

Wiyati (2014) suggests, a performance measurement

system in the traditional management is only focused

on the financial aspects, there are some strengths and

weaknesses in the traditional measurement system

that emphasizes the financial aspect.

From the financial aspect of the business sector will

prioritize profitability, growth and market share,

while the public sector for the purpose of measuring

productivity and efficiency levels. Through

performance measurement can be seen how effective

the implementation of the strategy that has been done

these organizations can assess the success of the

organization's management in conducting the

activity, and can be used as a basis for preparing

system / reward system within the organization to

achieve the expected goals (Mulyadi and Setiawan,

2002).

A.2 Balanced Scorecard

A.2.1 Definition of Balanced Scorecard

Kaplan and Norton (1996) states that the concept of

Balanced Scorecard (BSC) was developed to

complement the measurement of financial

performance (or known by traditional measurements)

and as a measurement tool which is quite important

for the company's organization to reflect new

thinking in the era of competitiveness and

organizational effectiveness. This concept introduces

a system for measuring the company's performance

using certain criteria which is a translation of what

the mission and long-term corporate strategy.

The criteria are classified into four perspectives:

1. Perspectives financial,

2. Perspectives consumer,

3. Internal business process perspective

4. The learning and growth perspective.

Through measurement fourth this

perspective, the company's management will

be easier to measure the performance of the

business unit today while considering the

interests of the future, to measure what has

been invested in the development of human

resources, systems and procedures for the

sake of improved performance in the future,

as well as allowing to assess intangible assets

such as customer satisfaction, customer

loyalty, and others. The measures in each

perspective should be balanced between the

size of the output and the size of certainty

(driving performance), between measures of

objective and subjective, between internal and

external size, and the size of the financial and

non-financial (Hansen and Mowen, 2004).

More focused the targets of the four

perspectives are in line with new

developments in the organization as a

learning organization, it is expected that

employees from the top to the bottom level to

know what the vision and strategy of the

company, because BSC is not as controlling

employee behavior but rather as a means of

communication, information, and the learning

process in a company, as well as directing

efforts to achieve the company's goals to

employees. It is intended to deal with the shift

of power in the market as a result of economic

globalization, which now consumers who

control the business. Consumers are being

very picky, and determine what goods and

services will be designed by the manufacturer

to meet their needs.

Mahmudi (2007) in Aurora (2010)

argues, the fact that many companies are

adopting the Balanced Scorecard method

showed many significant changes, among

other things: management increasingly

oriented to the customer, the response time to

customers faster, improving the quality of

products, emphasis on work team, and

management is more oriented toward the

future. In the opinion of Chow (1998) in

Fathoni and Kesuma (2011), which

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recommends the implementation of the

Balanced Scorecard in assessing the

performance of health organizations.

According to Kaplan and Norton

(1996) financial performance alone is not able

to fully guide the company into a better

direction, because the intangible assets allows

the company to:

(1) Develop a relationship with the customer

to maintain the loyalty and enable a wide

range of customer segments and new market

areas to be served effectively and efficiently.

(2) Introduce innovative products and services

desired by targeted segments.

(3) Producing high quality products and

services according to customers at low prices

and with a short grace period.

(4) Mobilize the ability and motivation of

workers for the improvement of process

capability, quality, and response times are

sustainable.

(5) Develop information technology,

databases, and systems. It required a

performance measurement method that

measures not only financial performance, but

also other aspects considered important to

maintain the company's existence.

With that in mind, the

authors wanted to know and to describe the

performance of PHC Abepantai using existing

perspectives in the Balanced Scorecard to

measure performance Abepantai health

centers, to improve performance and service.

Perspectives in the Balanced Scorecard

namely financial perspective, customer

perspective, internal business perspective and

learning and growth perspective.

BSC has a feature on the measurement

area comprehensive enough because while

taking into consideration the financial

performance. BSC also consider the

performance of non-financial performance,

the customer, internal business processes, and

learning and growth. In addition, the BSC

does not only measure the final result

(outcome) but also measure the final deciding

activities (driver). Measurements are

consistent with the driver and an embodiment

of the opinion of Porter in Kaplan and Norton

(1996) which states that "only by moving to

the level of the underlying drivers can be

truesources of competitive advantage

identified".

According to a survey conducted by

Gartner Group (in Monika Kussetya Ciptani,

JAK 2000: 31), as many as 60% of Fortune

1000 companies magazine (August, 1999),

applying the BSC philosophy in their overall

management system in 2000.

Scorecard objectives and measures

derived from vision and strategy, in which the

objectives and measures looked at the

company's performance through four

perspectives: financial, customer, internal

business processes, and learning and growth.

Figure 2.1 Balanced Scorecard Framework

Describe and Translation

Vision and mision

Planning and

sharpened goals

Communicating and

connecting

Feed back and Strategy

learning

Balanced

Scorecard

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Source : Kaplan and Norton (2000)

A.2.2 perspectives in the Balanced Scorecard

Kaplan and Norton (2000)

suggested, based on the financial

performance of the Balanced Scorecard

concept is actually the result or outcome of

the non-financial performance (customer,


growth) that can be described as follows:

a.Financial perspective

This perspective is related to the

achievement of financial objectives related

to the acquisition of profit improvement for

the organization. This indicator is achieved

with the achievement of operating income,

return on capital employee and the economic

value added. Financial performance

measurement will indicate whether the

planning and implementation of strategies to

provide improvements that are fundamental

to the company's profits.

Measurement of financial

performance considering the stages of the

business life cycle, namely: growth, sustain,

and harvest. Each stage has a different

target, so the emphasis in different

measurements. For more details will be

described performance measurement to

consider the stages of the business life cycle,

namely:

1.Stage of growth (Growth)

Early stages of the life cycle of

companies in which the company has a

product or service that significantly has the

best growth potential. Management is

committed to developing new products or

services, build and develop a product or

service and production facilities, increase

operating capabilities, developing systems,

infrastructure and distribution network that

will support global relationships, and foster

and develop relationships with customers.

3. Phase Sustain (maintain)

The second stage in which the

company is still investing and reinvesting

the returns terbaik.Pada hinted this stage, the

company tried to maintain existing market

share, even expanding it if

mungkin.Investasi conducted generally

directed to develop capacity, and improve

operational improvements in

konsisten.Sasaran finance at this stage is

directed at the level of return on the

investment made. The benchmarks are used,

for example; return on investment and value-

added economy ..

4. Stage Harvest (reap)

The third stage in which the

company actually harvest reaping the

rewards of investment in previous

reviews.No stages is no longer a great

investment, both expansion and

development of new capabilities, except

expenditures for maintenance and repair

facility, the primary financial target of at this

stage, so it is taken as a yardstick measure is

to maximize cash inflows and a reduction in

working capital.

b.Customer perspective

In this perspective the company's

attention should be directed to the internal

capabilities to increase product performance,

innovation and technology to understand the

tastes of the market.In this perspective the

role of market research is very large. A

product or service should be of value to

customers or potential customers, it means

giving greater benefits and what the

customer sacrificed to get it. The customer

perspective enables companies to align

various sizes important customers

(satisfaction, loyalty, retention, acquisition,

and profitability) with targeted customers

and segments. Kaplan and Norton (2000)

points out, there are two groups of

measurement the performance of the

customer.

The first group is the core measurement

group (core group) consisting of:

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1.Market Share (marketshare)

These measurements will reflect part of the

whole company controlled by the existing

market, which include among others: the

number of customers, the number of sales.

2.Customer Retention (CustomerRetention)

Indicate the level where the company can

maintain a relationship with

Costumers.Measureing this can be done by

knowing the magnitude of the percentage of

growth in business with existing.

3.Customer Acquisition

(CustomerAcquisition)

This measurement shows the level at which

a business unit is able to attract new

customers to win new business. This

acquisition can be measured by comparing

the number of new customers with total

existing customers.

5. Customer Satisfaction

(customersatisfaction)

This measurement is used to measure the

level of customer satisfaction. The technique

used to measure / assess customer

satisfaction in general by using

questionnaires, surveys, or interviews.

Figure 2.2. Chart Customer Value Proposition

= + + + + + + +

Source: Kaplan and Norton (2000)

c.Business process internal

In this perspective, the company take

measurements of all activities undertaken by

the company both the manager and

employee to create a product that can

provide a certain satisfaction for customers

and shareholders.

1.Customer Acquisition

(CustomerAcquisition)

This measurement shows the level at

which a business unit is able to attract new

customers to win new business. This

acquisition dapatdiukur by comparing the

number of new customers with total existing

customers.

2.Customer Satisfaction

(customersatisfaction)

This measurement is used to measure the

level of customer satisfaction. The technique

used to measure or assess customer

satisfaction in general Customer

Profitability, after calculating the expenses

that are used to meet the needs of

pelanggantersebut Measuring net profit

gained from the customer or a particular

segment.

In the internal business perspective,

companies take measurements of all

activities undertaken by the company both

the manager and employee to create a

product that can provide a certain

Value

Quality fungtions

Atribute Figure and

Reputation

Relationship

Prices Time

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satisfaction for customers and shareholders.

Routine evaluation of the internal bsnis

perspective can minimize deficiencies in the

communication process between the

leadership and staff sertamengkoreksi

whether any duties are already well

underway aimed at achieving the vision,

mission and strategic objectives suastu

companies.

Figure 2.3. Internal Business Process Perspective

d. Learning and Growth

perspective

Last perspectives in the Balanced Scorecard

is a learning and growth perspective.

Reveals how important an organization to

continue to pay attention to their employees,

to monitor the welfare of employees and

increase the knowledge of employees by

increasing the knowledge of employees will

also increase the ability of employees to

participate in the achievement of the results

of the previous three perspectives and

objectives of the company. In this

perspective, there are three factors that must

be considered to make the measurement,

namely:

1. The ability of Employee

In measuring the ability

employees, measurements were carried out

on three main points, namely the

measurement of employee satisfaction,

measurement of employee turnover in the

company, and the measure of employee

productivity.

2. Information System

Capabilities

Increased stuff quality and stuff

productivity also influenced by access to

information systems owned by the company.

The easier the information obtained, the

employee will have a better performance

measurement of access to information

systems of the company can be done by

measuring the percentage of availability of

the information required by the employees

about its customers, the percentage of

availability of information on the cost of

production and others.

Kaplan and Norton (2000) points out, most

companies set a goal of workers drawn from

the three main measurements that are

generally applicable. Three measures,

namely: Employee satisfaction, job

retention, employee productivity

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17

Figure 2.4. Chart framework size


Kaplan and Norton (2000) points

out, the advantage in the Balanced

Scorecard performance measurement

concept has the following characteristics:

1. Comprehensive

Balanced Scorecard formulate strategic

goals, not only limited to the financial

perspective, however, extends to the

customer perspective, internal business

processes, learning and growth. Expansion

of the strategic objectives of the non-

financial perspective to direct the attention

of the personnel and direct all efforts to spur

real namely financial performance.

2. Coherent

Balanced Scorecard require personal to

establish a causal link between the various

targets generated in the planning

strategik.Setiap strategic goals set out in the

non-financial perspective must have a causal

relationship with the financial targets either

Directly or indirectly.

3. balanced

The balance of the resulting strategic

objectives in the four perspectives include

Short- and long-term focus on internal

factors and eksternal.Keseimbangan in the

Balanced Scorecard IS ALSO reflected by

the disjointed Scorecard personal staff with

Scorecard companies so that every personal

in the company responsible for advancing

the company.

4. measured

Strategic targets that are difficult, to measure

such as the customer perspective, internal

business processes, and learning and growth

by using the Balanced Scorecard can be dik

elola so that it can be Tirrenus.

e. Implementation of

Balanced Scorecard on

Government Organization.

In addressing the new paradigm in the

management of government and

community-focused, Balanced Scorecard

system can be applied in government

organizations in Indonesia. Indeed, at first

was a bit difficult, for Government Officials

Indonsia to implement the Balanced

Scorecard performance management system

for various reasons, such as limited human

resources professional, remuneration and

reward system that does not appeal to the

State apparatus, and others. However,

despite the development of government

performance management system that is

effective and efficient through the training of

professional management training takes

time, the Balanced Scorecard concept will

be relevant to the era of regional autonomy

confusing today.

Result

Retension of workers

Workers satisfied

Productivity workers

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The government has been should bridge the

gap between the expectations of public or

social needs and the delivery of public

services that it Provides. The government

organization is a referral system of public

services (Public service delivery system) to

the public. There are differences -

differences in perspective balanced

scorecard that apply to organisasi with a

profit-oriented business (Private sector) that

applied to government organizations

oriented to public services (Public Sector).

Two teachers in the field of performance

measurement balanced, Robert Kaplan and

David Norton in their book The Balanced

Scorecard , has complemented and

strengthened the effort the Vice President of

the United States Al Gore through "The

National patnership Reinventing

Government" in improving the outcome

results -oriented approach towards

performance management reward managers

based on the size and balanced performance

measures that include the goals of the

strategic plan objectives, level of customer

satisfaction, the results of the survey results

keryawan (NPR)

Norton and Kaplan argue that customer

perspective should be controlling the size

Scorecard government organizations. The

success of government and nonprofit

organizations (Non-for-profit -organizations)

should be measured by the effectiveness and

efficiency in meeting the needs of the

Taxpayers. Tangible objectives (Tengible

objectives) should be defined for the

customer, in this case the community of

Taxpayers. In order to create pelaggan

perspective, in this case adalaha society, the

manager bureaucrats (Government Officials)

can start defining segment of society they

will serve, and then selecting the objectives

and measures of performance for this

segment of society.

The revelation of the vision, mission and

strategy of the government organizations

that focus on community must be translated

into specific goal-oriented public and

communicated to all government

organizations. Based on the focus to grade

segment masyarka segment, performance of

internal processes play an important role in

Achieving the aim of giving quality service

to society should be identified, measured

Analyzed and improved continuously. The

key internal business perspective in

government organizations is to identify the

key processes, measure and analyze,

memnentukan performance targets and

implement performance improvement

initiatives or programs to Achieve the main

goal of providing public services value

added (quality) to the public Taxpayers.

Learning and growth perspective in balanced

scorecard, member of an infrastructure for

government organizations Achieve the

targets that have been identified in

perspective another perspective. Interest in

learning and growth perspective is the

government organization as controller

(driver) to Achieve excellence results from

another perspective, especially the

perspective of adding value in public service

to the community.

The gap between the perspective of the

customer, financial, internal process and

organizational capability of government to

Achieve its strategic objectives should be

the need for investment in three categories

scorecard learning and growth perspective.

Table 2.1 Perspective Balanced Scorecard on the Private Sector and Public Sector

Perspective Private Organization / Business

(Private Sector)

Government organizations (Public Sector)

Financial / O

Efficiency

perasional

How do we see and the member

value to shareholders

How we perceive the value to the

community members and / or Taxpayers

Customer How pelaggan see or Evaluate How did the people who use the services /

Jan. 2017. Vol. 13, No.1 ISSN 2307-2083




19

our performance? public services perceive and Evaluate our

performance?

Learning and

growth

Can we continue to improve and

create value to customers,

shareholders, employees,

management and organization?

Can we continue to improve and create

value for society / Taxpayers, Officials

and Government Officials, and interested

parties another (Stake holder)

Processes and

products

What should be the underdog of

the process and our products?

Is the development programs to be

implemented has produced results in

accordance with the results expected /

desired

Figure 2.5 Chart Balanced Scorecard in government organizations.

VISION & STRATEGY

Costumers perspective

- customer service quality,by

proffesionalism

- performance indicator

- Targetting Program

Perspektive to Organisation

learning

- Competency, adaptability

,rmotivation

- Performance indicator

-Target Programming

Perspektif Finansial

-Payment balance (

APBN/APBD), local income

(PAD), domestic bruto (PDB),

Spesifict income


- Targetting

- Programe

Perspective of Internal

- Growth of bisnis,quality of

life in crease etc


- targetting

- Program

Jan. 2017. Vol. 13, No.1 ISSN 2307-2083




20

From the picture above that the Balanced

Scorecard Appears governmental

organization consisting of four perspectives,

ie:

1. Customer perspective.

Government managers must Determine

Whether the public services they provide

meet the needs of society as citizens and

Taxpayers. They must Determine the answer

to the question: Is the government has given

the Organisation of public services

According to the needs and expectations of

rational society?

2. Financial perspective

Government managers must focus on

operations critical operations that allow

them to meet the needs of the community.

Manager must answer the question: Can a

government organization to improve public

services by altering the way (method)

service?

3. Internal Process Perspective.

In the internal business perspective to

government organizations, government take

measurements of all activities performed by

government organizations trsebut both levels

of the leadership and staff to create a product

or service or services that can provide

particular satisfaction for customers and

shareholders.

4. Learning and growth perspective.

The ability of a government organization to

improve and meet people's needs Directly

related to the ability of employees (human

resources) to meet the public demand.

Government managers must answer the

question: Is the government organization

maintains employee training daan

technology for continuous improvement?

PHC is one form of service to the

community kesahatan definitely have a

purpose in accordance with the vision and

mission that has been set. One form of

performance measurement to balance the

financial perspectives have results, learning

and growth perspectives have Puskesmas is

by applying the Balanced Scorecard as a

performance measurement. While the

Assessment of Business Internal to do with

the approach of Six Box Mechanism. For the

assessment of patient or customer

perspective can be done by using the Service

Quality Gaps on the models of Parasuraman

et al.

b. Six - Box Mechanism

Is a tool developed by marvin

Weisbord, analyst developer Organisation

(OrganizationalnDevelovement) to analyze

the functions that exist within organissasi.

Six models -Box This was first published in

the book Organizational Diagnosis: A work

Book of Theory and Practice, in 1978. Six-

Box used to see in the organization Gap

between what happens sekaraang with the

desired optimum conditions. By using a

simple framework roomates this model of

bias Becomes a powerful tool to see

Whether the functioning of the organization

is already

running as expected or not. Six- Box

consists of six boxes items, namely:

1. Purpose

Referring to the vision and mission and

goals of companies

2. Structure

Referring to the arrangements within the

organization. Can be done in function

(Specialist) or by product, program or

project (Multi skill Team work together)

3. Relationship

How people berkomunikasi and how we

berinteraksi with technology.

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21

4. Reward

Intrinsic and extrinsic incentives are granted

in connection dengaan the job done.

5. Leadership

Referring to the tasks of leaders Including

how to maintain the existing balance

diantarakotak box.

6. Mechanism

Referring to the process of planning,

controlling, budget allocation and

information systems that support

organizational goals.

c.Excess Six -Box Model

Six- Box models is are relatively easy to

understand, uncomplicated and very Easily

explained by looking at pictures

modelnya.Six- Box models Reflects an

important activity and a key variable in the

organization and has been successfully

applied in helping clients implement a

program of change within Reviews their

organisasi.

Weisbord considers internal politics as an

integral part of prosses change. If organisasi

want to succeed in the face of change, then

the individuals and departments within the

organization should have the power to

execute the change. Although the Six-Box

Model Not Widely used en masse by other

management consultants but of some famous

authors in this field using the Six-Box

Model as their frame of reference.

Figure 2.6. Six- Box Mechanism of weisbord

Vision, Mision

,Strategy

Pengarang Judul Indikator Metode

Penelitian

Hasil

Penelitian

Ketut

Mahardika

dan Ni Luh

Supadmi

(2014)

Analisis

Komparatif

Kinerja

Puskesmas

Denpasar

Selatan dan

Denpasar

Timur dengan

Menggunakan

Metode

Balanced

Scorecard

Perspektif Keuangan, yaitu rasio ekonomi, efisiensi,dan efektifitas. Perspektif Pelanggan, yaitu kepuasan pasien. Perspektif ProsesBisnis Internal, yaitu proses pelayanan. Perspektif Pembelajaran dan Pertumbuhan , yaitu

kepuasan

karyawan.

Teknik

pengambil

an sampel

mengguna

kan

metode

Accidental

Sampling.

Jumlah

sampel

pasien

sebanyak

200 dan

karyawan

sebanyak

103

Kinerja

Puskesmas

Denpasar

selatan dan

Denpasar

Timur secara

keseluruhan

baik. Tidak

ada

perbedaan

yang

signifikan

Leadership

Support Mechanism

Structure

Organisation

Punishment support

Relationship

people

Jan. 2017. Vol. 13, No.1 ISSN 2307-2083




22

Theory Framework


Persfektif Keuangan

Perspective of Internal

business

Leadership

Vision, Mision, Strategy

Structure Organisation

Sistem ganjaran

Hubungan antar manusia

Mekanisme penunjang

Customer Perspective

Heritage

Costumer standart

Service translator

Stuff communication

( Servis Quality Gabs)

Persfektifve of Learning

and growing

Stuff satisfaction

Stuff education,

workshop

Measuring PHC Performance

VISION,MISION,

PHC AIM

Focusing to Public

Service only

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23

Picture Frame work

Perspective Monetery

Monetery Growth

PHC Performance to gain

VISION, MISION

And PHC goals

Persfective internal Business - Leadership - Vision, Mision, Strategy - Structure of

Organisation - Rewards system

- Relationship

- Mekanisme penunjang

Perspective of Patients

Satisfaction

Closeness to patients

Standart of patients satisfaction

Standart Translator

Growth Perfective and

Learning

Stuff satisfaction

Stuff education,

workshop and training

Jan. 2017. Vol. 13, No.1 ISSN 2307-2083




24

RESEARCH METHODS

A. Research design

Based on the characteristics of the

problem and research objectives to be

Achieved, then this type of research can be

Categorized into descriptive research with

cross sectional approach. According to

Nasir, et al (2011), a descriptive study

presents an overview of the situation or

social phenomena in detail. Meanwhile,

According to Nasir quantitative approaches,

et al (2011), is the research focus on the

analysis of the data points.

B. Locations and the time of the

study

This study uses the PHC Abepantai

as a research object Because this clinic is

one public sector organization that is owned

by a local government-oriented service to

the community, we need a performance

measurement right to apply to the clinic in

order to assess the performance of health

center if it can be good in accordance with

the expected local Governments and

community.

This research was conducted in

October-November 2016 to Evaluate the

performance of health centers hinngga

Abepantai today.

C. Population and sample

Population

Population is amount of subject has

specific characteristic (sastroasmoro and

ismae, 2008 ) . The argument about the

definition of population that is not much

different from previous opinions that define

the population as a number of cases that

meet a set of criteria determined researcher

(Siswojo in Setiadi, (2007).

The population in this study are all

medical and non-medical personnel working

in health centers Abepantai.

Table 3. 1. Total workforce Puskesmas Abepantai

Power type amount

Top Manager 1 person

middle manager 1 person

employee 34 people

amount 36 people

Source: Public Health Centre personnel abepantai

Samples

The samples used in this study is

the Total Population (total number of health

workers in health centers Abepantai)

D. Data collection techniques

The data used in this

research is secondary data. According to

Hasan (2006), the data is the data Obtained

secondary / collected by people who do

Jan. 2017. Vol. 13, No.1 ISSN 2307-2083




25

research from sources that already exist.

Secondary data is in the general form of

evidence, records, or historical reports that

have been compiled in the archive

published. In this study, secondary data is

used is the data years 2011 - 2015, the use of

budget funds in 2011 -2015, and the data

concerning the customer perspective,


growth of employees by using current data.

Also the data was taken using questionnaires

and interviews.

E. Data analysis

In this study the authors

used ordinal scale, therefore, any study

variables can be measured by applying the

scale ranges. Based on respondents' answers,

then rated / score. The scale used to assess

the response or attitude of each respondent

to any of the questions (items) in this study

is the Likert scale . Likert Scale used to

measure attitudes, opinions and perceptions

of a person or group of people about events

or social phenomena. Every answer that is

linked form of questions or support the

attitude Expressed in the category.

According to the priest Widodo (2005)

Likert Scale is a scale containing five levels

of preference answers.

Table 3.2. Assessment Score by Likert scale

No.

Score

1 A Great Fit 1

2 Corresponding 2

3 less accordance 3

4 It is not in accordance with 4

5 Very suitable 5

Assessment Score Sheet questionire

using answer sheet S k a l a Li to rt they are

answering with ST S ( Sangat Tidak Match

) score given 5, answering T S ( Tidak

Match) given score of 4, answering KS (less

Appropriate) by a score of 3, answer S (

Match ) given score 2, and answering S S (

Sangat Match ) given score 1, S u g i y ono,

2 007 ) .

F. Methods of analysis

The analysis method used in this

research is descriptive quantitative approach,

Design research is the method of Cross

Sectional . Priority analysis problems using

Pareto diagrams or commonly called the

Pareto Chart.

Pareto chart is one of the tools (tool)

on QC 7 Tools that are Often used in terms

of quality control. Basically, Pareto diagram

is a graph Indicating the problem based on

the sequence of the large number of events.

The sequence number of issues ranging from

the most common to the most little

happened. In the graph, shown with stem

highest chart (left) to the Lowest chart (far

right).

In its application, Pareto diagrams or Often

Referred to as the Pareto Chart is very

helpful in Determining and identifying

priority issues to be resolved. The problems

most Often happen is our top priority for

action.

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26

By using the tools above, will be generated

heart of the matter is sorted from highest to

cancel. From the analysis of the issue's

priority will then be given the interpretation

and problem solving so that research results

are expected to be Abepantai PHC

performance improvement strategy.

IV. RESULT AND DISSCUSSION

RESEARCH RESULT

1. General describes of Abepantai Public

Health Centre

Abepantai Public Health Centre start since

01 Februari 2010, open house by

government Mayor Jayapura

(Bpk.Drs.M.R.Kambu,Msi) on the date 07

Maret 2010 ( the same time with Jayapura

city Birthday and giving thanks Party 13

Maret 2010)

2. General view and environtment

Location of Public health centre abepantai in

Jalan Raya Abepantai RT 001/RW 007,

Kelurahan Abepantai Distrik Abepura city

of Jayapura Papua Province. Geography

abepantai view:

Public health centre of abepantai located on:

3. Landscape Abepantai Public Health

Centre Workarea totally : 96 KM2

Borderline of Abepantai Public Health

centre work area are :In the East borderline

with District South Jayapura In the west

borderline with District Keerom In the North

borderline with Kelurahan Asano District

Abepura In the south Borderline with Koya

Barat

4.2 Assessment of Performance Health

Center

Business Valuation Internal Health Center

Discussion Assessment of vision, mission

and goals of health centers:

VISI, MISI DAN TUJUAN PUSKESMAS

MASALAH JUMLAH PERSEN (%) AKUMULASI (%)

1

2

3

4

5

6

7

8

9

634 100

12.93375394 12.93375394

12.77602524 25.70977918

82

67

71

63

76

81

8.517350158 100Puskesmas Abe Pantai mempunyai VISI, MISI

dan Tujuan Puskesmas

Visi,Misi dan Tujuan Puskesmas sudah

dimengerti oleh seluruh staf

Semua staf terliabt dalan penyusunan

Visi,Misi dan Tujuan Puskesmas

Program strategis puskesmas sesuai dengan

upaya pencapaian Visi dan Misinya

10.56782334 81.54574132

Semua staff memahami program dan

rencana kegiatan puskesmas

Seluruh staff bekerja sesuai dengan program

dan rencana kegiatan puskesmas

54

73

37.69716088

11.51419558 49.21135647

9.936908517 91.48264984Program puskesmas mengacu kepada

program strategisnya

Kegiatan tahunan sesuai dengan tugas pokok

dan fungsi (TUPOKSI)

11.19873817 60.41009464

10.56782334 70.97791798

Semua staf memahami program strategis

puskesmas

11.9873817

67

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27

1.The involvement of local health center

staff in preparing the vision and mission and

purpose clinic to a major problem with the

highest points 82 points out of a total score

of 634 (12, 93%). This shows that the staff

of health centers Abepantai not involved se

direct way in the preparation v content,

mission and goals of the health center,

sehing ga vision, mission and goals of health

centers are poorly understood by sluruh

health center staff (Point no. 4) have an

impact on the achievement of the objectives

puskesmas have constraints and the main

problem in the assessment of the mission, m

content and purpose of the health center.

1.Health center staff understanding of the

program and plan of PHC activities have

points of: 81 of 634 (12, 7%). This shows a

lack of understanding of the local health

center staff on programs and action plans

health center. This has an impact on the

achievement of program targets basic health

centers, the gains and other support

programs. Misunderstanding of the program

will affect the quality of health programs

that are given directly related to customer

satisfaction.

3.An assessment of the suitability of the

basic tasks and functions in the annual event

has points by 76 of 634 (11.9%) it is

explained that the placement of officers in

puskesmas Abepantai less in accordance

with the expertise of employees.

Pareto chart ratings vision, mission and goals of health centers Based on the Pareto diagram can be

seen the priority issues of the vision, mission and purpose health centers. The problem was sorted

from highest to smallest problems.

-20

10

40

70

100

0

15

30

45

60

75

JUMLAH

AKUMULASI (%)

Poly. (AKUMULASI (%))

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28

Tabel 4.3 Evaluation Persfektive of Bisnis Internal

1.Suitability Placement staff with expertise were the main issues on the assessment of the

organizational structure with a total value of 96 of 673 (14.2%). This will affect the services

provided to optimalan individually to a patient or customer .

2.Mismatch staff in doing the job description of each is permaalahan with a value of 93 of 673

(13.7%) 3.Inequality in the distribution of tasks for each person in the clinic abepantai value: 93 of

673 (13.7%)

STRUKTUR ORGANISASI


675 100

66.66666667

Penempatan staff puskesmas sesuai dengan

kemampuan

96

13.77777778 41.77777778

Semua staff bekerja sesuai dengan uraian

tugasnya masing-masing

93

10.81481481 100

Struktur puskesmas sesuai dengan

kebutuhan untuk mencapai tujuan

puskesmas

77

14.22222222 14.22222222

1

2

3

4

5

Semua uraian tugas disusun bersama oleh

staf dam pimpinan

75

11.40740741 78.07407407

Semua staff memahami uraian tugasnya 78

11.11111111 89.18518519

Pembagian tugas puskesmas cukup seimbang

untuk setiap orang

93

13.33333333 55.11111111Disetiap unit kerja, tersedia uraian tugas 90

11.55555556

6

7

13.77777778 28

8

Struktur organisasi mempermudah proses

koordinasi antar unit kerja

73

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29

Based on the Pareto diagram can be

seen priority organizational structure, where

mismatches staffing with expertise, the

inequality in the division of tasks, lack of

staff understanding of the tupoksi can be the

three biggest problems in the organizational

structure.

0

20

40

60

80

100

0

20

40

60

80

100

120

140

160

JUMLAH

AKUMULASI (%)


Jan. 2017. Vol. 13, No.1 ISSN 2307-2083




30

Table 4.4 Internal Business Perspective Assessment of the support mechanism

The discussion table supporting mechanism:

1. Availability of equipment work the

main problem on the assessment of the

support mechanism with 107 points out of

1131 points total points (9.5%). This affects

the supporting mechanism implemented by

puskesmas Abepantai.

2. Obedience staff in carrying out the

working mechanism into problems in

second, with 86 points from the total points

of 1131 points (7.6%). It is influential in

running the staff working mechanism in

health centers.

MEKANISME PENUNJANG


1131 100

Pemahaman staff terhadap tupoksinya cukup

baik

79

9.460654288

1

2

3

4

9.460654288

5

Ketrampilan staf untuk menjalankan

tupoksinya cukup baik

64

7.603890363 24.66843501

Mekanisme kerja ditaati oleh seluruh staf

puskesmas

86

6.277630416 58.62068966

Rencana kerja puskesmas tersusun dengan

baik

68

6.100795756 64.72148541

Informasinya yang berguna untuk menunjang

pelaksanaan kerja mudah diperoleh

81

6.808134394 45.62334218

Mekanisme kerja puskesmas tersusun

dengan baik

69

6.719717065 52.34305924

7.161803714 31.83023873

Seluruh staf penuh inisiatif dan kreatif dalam

melaksanakan tupoksinya

77

6.984969054 38.81520778

Seluruh peralatan kerja cukup tersedia 107

Pengetahuan staff untukmenjalankan

tupoksinya cukup baik

68

7.603890363 17.06454465

5.747126437 94.34129089

Pengawasan terhadap pelaksanaan kerja

berjalan dengan baik

86

5.658709107 100

PROTAP/SOP untuk semua jenis tugas

disusun bersama oleh staf dan kepala

puskesmas

65

6.012378426 82.84703802

Staf puskesmas bekerja sesuai dengan

PROTAP masing-masing

76

5.747126437 88.59416446

Seluruh rencana kerja puskesmas

dilaksanakan dengan baik

71

6.100795756 70.82228117

Prosedur tetap (PROTAP/SOP) untuk seluruh

jenis tugas sudah tersdia

65

6.012378426 76.83465959

Sikap kerja staf sangat mendukung

pelaksanaan tupoksinya

69

11

12

13

14

15

6

7

8

9

10

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31

3. Pengawasaan work is not done

well, becoming the biggest problem further

with 86 points from the total points of 1131

points (7.6%). This certainly affects the

performance of staff in carrying out the

working mechanism in primary Abepantai

Pareto chart support mechanism

votes puskesmas

Based on the Pareto diagram can be

a matter of priority to the assessment

mechanism is supporting health centers,

equipment unavailability of work,

implementation tasks are not in accordance

with the SOP, the lack of supervision of the

execution of work in health centers.

Table 4.5 internal business perspective a reward system

Discussion reward system tables:

1. The key problem is the gap between

workload with the income earned by the

staff, with 102 points out of a total of 500

points (20.4%) 2.Non-performance by either

a system of reward and punishment

Punishments for violations of discipline is

not running, with 90 points out of a total of

500 points (18%).

3.Non-enforcement of the award for work

performance, an issue the third, with 85

SISTEM GANJARAN


500 100

Hukuman terhadap pelanggaran disiplin

dijalankan dengan konsekuen dan objektif

90

15 70.4Kesempatan untuk pengembangan diri dan

karir terbuka lebar untuk staf puskesmas

75

20.4 20.4Keseimbangan antar beban kerja dan

penghasilan cukup baik

102

18 38.4

Semua staf puskesmas diperlakukan dengan

cara yang sama dan adil

75 15 85.4

Kesempatan untuk promosi selalu terbuka

lebar bagi setiap orang

73 14.6 100

Pengahargaan terhadap pretasi kerja

dijalankan dengan konsekuen dan objektif

85 17 55.4

2

1

3

4

5

6

Jan. 2017. Vol. 13, No.1 ISSN 2307-2083




32

points out of a total of 500 points (17%).

Pareto chart ratings reward system. Based on

the Pareto diagram can be a matter of

priority to the assessment of reward system

is, the imbalance between workload and

income earned by the staff of the clinic, did

not go well penalties against violators

ofdiscipline, non-enforcement of the award

on job performance.

Table 4.6 internal business perspective Human relationships

1. The main problem is, do not walk with a

good working relationship between friends

of the same level, in which points are

generated is 96 points out of a total of 453

points (21.2%)

2. The second problem is the delays in

the relationship between working units

involved in the organizational structure of

the clinic, where points are obtained 82

points out of a total of 453 points (18.1%)

3. Third problem is the working

relationship is not going well between

partners in health centers. Which points are

generated is 79 points out of a total of 453

points (14.8%)

HUBUNGAN ANTAR MANUSIA


453 100

Hubungan antar unit unit kerja yang terkait

berjalan dengan baik an lancar

82

14.79028698 86.31346578Hubungan antar staf puskesmas dengan

pasien berjalan dengan baik dan lancar

67

13.68653422 100

Huungan kerja antar teman kerja setingkat


96

17.4392936 56.73289183Hubungan pribadi antar teman kerja berjalan

dengan baik

79

14.79028698 71.52317881

Hubungan kerja antar atasan dan bawahan


62

21.19205298 21.19205298

Hubungan pribadi antar atasan dengan

bawahan berjalan dengan baik

67

18.10154525 39.29359823

2

3

4

5

6

1

Jan. 2017. Vol. 13, No.1 ISSN 2307-2083




33

Pareto chart human relationships

Based on the Pareto diagram can be seen the

most prominent problems in human relations

is the working relationship between friends

level is not going well, stagnated working

relationships between units, the working

relationship between colleagues is not going

well. The main problem in leadership in

the clinic are, tops delegate authority to

subordinates are not in accordance with their

respective tupoksinya. Where points are

obtained is 69 points out of a total of 363

points (19%) The second problem is the boss

does not assist subordinates in carrying out

daily tasks, which produced 64 points from a

total of 363 points (17.6%)

3. Third problem is the boss less

justice to all his subordinates, in which

points are generated is 60 out of a total of

KEPEMIMPINAN


363 100

Atasan memberikan pendeglasian wewenang

sesuai tupoksinya kepada bawahan

69

15.97796143 69.14600551

Atasan berfikir dan berbuat untuk kemajuan

puskesmas

57

19.00826446 19.00826446

Atasan membantu bawahan dalam

melaksanakan tugasnya sehari

17.6308539964 36.63911846

Atasan berlaku adil dan seimbang kepada

seluruh bawahan

60

15.70247934 84.84848485

2

1

Atasan sangat menghargai bawahan 55 15.15151515 100

Atasan member petunjuk pelaksanaan tugas

kepada bawahan

58

16.52892562

3

4

5

6

53.16804408

0

20

40

60

80

100

0

20

40

60

80

100

120

JUMLAH

AKUMULASI (%)

Jan. 2017. Vol. 13, No.1 ISSN 2307-2083




34

363 points (16.5%).

Based on the Pareto diagram can be seen the

most prominent problems in leadership is :

Superiors delegate authority to subordinates

are not in accordance with their respective

tupoksinya, the boss does not help the

everyday tasks of subordinates, superiors

less justice to all of his staff.

Table 4.8 customer satisfaction perspective

According to medical personnel ustomer Satisfaction perspective table discussion:

1. The main problems in the perspective of

customer satisfaction is, the health center are

less able to perform services that have been

promised, the resulting points 69 points out

of a total of 295 points (23.4%)

2. The second problem is. Physical

appearance, equipment, employees and

communications materials for the less

qualified, the resulting points 64 points out

of a total of 295 points (21.7%)

3. Third issue in the perspective of

customer satisfaction was. Lack of attention

to the patient and perawatanya, produced 60

points from a total of 295 points (20.3%)

NO MASALAH JUMLAH PERSEN (%) AKUMULASI (%)

1

2

3

4

5

295 100

Perhatian pada setiap pasien dan perawatan

setiap pasien secara pribadi 60

16.94915254 100

PERSPEKTIF KEPUASAN PELANGGAN MENURUT TENAGA MEDIS

Kemauan puskesmas untuk membantu

pasien dan memberikan pelayanan segera 52

20.33898305 65.42372881

Pengetahuan karyawan dan keramah

tamahannya serta kemampuannya untuk

dapat dipercaya dan menyimpan rahasia

50

17.62711864 83.05084746

Penampilan Fisik puskesmas,peralatan,

karyawan dan bahan untuk komunikasi 64

23.38983051 23.38983051

Kemampuan puskesmas ini untuk

melaksanakan pelayanan yang telah

dijanjikan

69

21.69491525 45.08474576

Jan. 2017. Vol. 13, No.1 ISSN 2307-2083




35

Pareto chart perspective of customer satisfaction

Based on the Pareto diagram above,

it can be seen that the health center are less

able to carry out the services as promised,

the physical appearance of the clinic,

equipment, employees and materials for

inadequate communication, lack of attention

to each patient and the care given to him.

Table 4.9 according to the learning and growth perspective front liners

-20

10

40

70

100

0

10

20

30

40

50

60

70

80

JUMLAH

AKUMULASI (%)


NO MASALAH JUMLAH PERSEN (%) AKUMULASI (%)

1

2

3

4

5

28 100

46.42857143

28.5714285728.57142857

5

Kepuasan Petugas medis bekerja di

puskemas

PERSPEKTIF PERTUMBUHAN DAN PEMBELAJARAN MENURUT FRONTLINERS

Disiplin Pegawai

8

17.85714286 100

Pelaksanaan Rotasi Pegawai

5

17.85714286 82.14285714

Pemberian kesempatan untuk pendidikan

pegawai 5

17.85714286 64.28571429

Jumlah pelatihan atau pebelajaran yang

dilaksanakan bagi pegawai 5

17.85714286

Jan. 2017. Vol. 13, No.1 ISSN 2307-2083




36

The discussion table by learning and growth perspective front liners:

1. The main problem is the lack of

employee discipline, where points earned is

8 out of a total of 28 points (28.6%)

2. The second problem is the

satisfaction of medical personnel in working

in health centers less, wherein the resulting

points are 5 points out of 28 points (17.8%)

3. The next problem is the lack of

training or learning for employees who

performed at the clinic, where the resulting

points is five points out of a total of 28

points (17.8%)

Based on the diagram above can be seen that

the main problem in the learning and growth

perspective by frontliners are: lack of

discipline of employees, lack of satisfaction

in the work of medical personnel, inadequate

number of training and learning provided to

employees.

Table 10. perspective of patient satisfaction according to a top manager

The discussion table the perspective of patient satisfaction ratings of top managers:

1. The main problem is, the distance

between the head of the health center and the

health center staff, with four points from a

total of 15 points (26.6%)

No MASALAH JUMLAH PERSEN (%) AKUMULASI (%)

1

2

3

4

5

6

7

8

9

15 100

73.33333333

66.66666667

6.666666667

6.666666667

6.666666667

6.666666667

6.666666667

13.33333333

TOP MANAJER JARANG SEKALI

BERKOMUNIKASI DENGAN PASIEN

MANAJER JARANG SEKALI MENCARI SARAN

TENTANG PELAYANAN TERHADAP PASIEN

DARI PETUGAS FRONTLINER

CARA KOMUNIKASI YANG PALING SERING

DILAKUKAN KEPALA PUSKESMASDENGAN

PETUGAS FRONTLINERS TIDAK MELALUI

MANAJER SERING BERBINCANG BINCANG

DENGAN PETUGAS BAGIAN DEPAN

(FRONTLINERS)

PUSKESMAS MEMPUNYAI BANYAK JENJANG

ANTARA KEPALA PUSKESMAS (TOP

MANAJER) DENGAN STAF PUSKESMAS

2

26.66666667 26.66666667

2

13.33333333 40

1

13.33333333 53.33333333

4

1

1

2

1

1

100

93.33333333

86.66666667

80

KAMI SECARA TERATUR MENCARI

INFORMASIMENGENAI KEBUTUHAN PASIEN

KAMI JARANG SEKALI MEMPERGUNAKAN

PENELITIAN UNTUK MENGUMPULKAN

INFORMASI MENGENAI PASIEN KAMI

KAMI SECARA TERATUR MENGUMPULKAN

INFORMASI TENTANG HARAPAN PASIEN

TENTANG PELAYANAN KAMI

PETUGAS BAGIAN DEPAN (FRONTLINER)

SERING BERKOMUNIKASI DENGAN PIMPINAN

PERSPEKTIF KEPUASAN PASIEN MENURUT TOP MANAJER

Jan. 2017. Vol. 13, No.1 ISSN 2307-2083




37

2. The second problem is the lack of

effort in seeking information about the needs

of the patient, the resulting two points from

a total of 15 points (13.3%)

3. Permas a third space is, the lack of

effort in surveys / studies in search of

information about the health needs of the

community.

Pareto chart perspective of patient satisfaction (customer) according to a top manager

Based on the diagram above can be seen that

the main problem in the perspective of

patient satisfaction (customer) according to a

top manager are: the gap between the head

of the health center with a staff of health

centers, lack of effort in seeking information

about the needs of patients, lack of effort in

a survey / research in seeking information

about health needs community.

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