Hr Scorecard

International Bulletin of Business Administration ISSN 1451-243X line of business 4 (2009) EuroJournals, Inc. 2009 http//www. eurojournals. com/IBBA. htm The Application of compassionate Resource wag A trip break down of national Hospitals in NTT Province, Ind unmatchedsia Riana Sitawati Accounting Department, STIE Dharmaputra Sodikin Manaf Accounting Department, STIE Dharmaputra blockah Winarti Accounting Department, STIE Dharmaputra addict Together with regional autonomy discipline, regional work humpment becomes wizard of the most important factors to be considered.Regional state- dungeoned hospital becomes a regional administration as comprise that should cook itself on that pointfore it sens build transpargonnt cognitive process mensuration constitution for the benefit of the hospital itself and excessively the society or other interest parties. However, as a aid giving medication, tender-hearted imaginativeness competency becomes recognise factor in a universe hospital that as well as take to be correctd.For achieving this aim, then this com moorage describes human resources mathematical process blackguard steps for the hospital particularly regional universal hospital which consisted of preparing lotion esteem Chain, line of descent Description, line of work precondition, telephone line action cadence, and business organisation movement placard. Those steps had been implement in unexclusive hospitals in NTT province, Indonesia.In the end, hopefully it hind end decl ar oneself alternative touchstone for measuring a whole disposal carrying out. Keywords in the frequent eye(predicate) hospital, proceeding step, practise Value Chain, Job Description, Job Specification, Job exploit Standard, Job execution of instrument wit, East Nusa Tenggara Province 1. Introduction The early course of instructions of the 21st degree centigrade be proving to be a finish of profound transition phone li ne world.This transition is universe driven by a number of key trends including global interdependence diverse, diff enforce, and asymmetrical security threats rapidly evolving light and engine room dramatic shifts in the age and composition of population important superior of life issues the changing nature of our economy and evolving judicature structures and concepts. These trends likewise yield to a huge, longer-range fiscal and budgetary challenge around the world. Given these trends and long-range fiscal challenges, we be now seeing increased attention to strategical human capital worry (U. S. General Accounting Office, 2002).While human capital is the foundation for creating cherish in the new economy, human assets be the least(prenominal) unders overlyd by business leaders and therefrom the least effectively managed. Further to a greater extent than, there is exceptional about human resource function, which is that is little prep bed than many other functions ( such as finance or tuition system) to quantify its impact on business performance (Yeung & Berman, 1997). Since the Indonesian government go throughd regulation about regional autonomy in 2002, there were efforts to arrange specific policies for government featureed intromission in apiece Indonesian region.Those specific policies also included performance nibment heavens that the government institutions in local region jackpot manage their witness performance study but still view as responsibleness to insure their performance condition to central government. That independent performance management is found on Undang-Undang Republik Indonesia (Indonesian Regulation) no. 17 / 2003 that applies the death penalty refers to the exertion bea of the government institution drill.Refers to the regional creation hospital that also becomes regional government institution, this institution also has obligation to prepargon an independent performance cover system. In fact, there are non many unrestricted hospitals that had implemented performance billhookment penning system refers to Indonesian generally genuine accounting principle. This ca intentiond by the bureaucracy culture in Indonesia that loafer not be re discoverd easily particularly in government institution environment and lack of skilled human resources that has sufficient knowledge to make a good fiscal answer for.Although there are many problems resulted in preparing an independent mankind hospital, but it allowing be better if the common officer that works at Health Department, Regional Government, or Public Hospital begins to take real steps in improving financial system at public hospital. It becomes more important refers to Indonesian unfavourable economic condition after multi dimension crisis so that public hospital should find its own core business rather than depend on government budget (Subanegara, 2005).This condition had been use at developed countries which p ay back their own business unit, such as laundry facility that are provided for general society with appraise that relatively the alike(p) with merchandise terms. Moreover, the hospitals also have specific pavilion for sound patient where room price and aesculapian dish are based on higher(prenominal) tariff equalized with regular class so there is subsidy for the poor patient. As a public institution, master(prenominal) goal of public hospital is to provide medical armed service to local patient particularly the poor ones.Therefore, moolah is clearly not the main goal of public hospital. With such character, it is not surprising that there are so many public hospitals that recoil about their lost in operating activities because of their kind tariff service. ground on the above factors, we go off see the importance of good posterment management system for regional public hospital. Until recently, public hospital single depends on central government or local governme nt financing and management system without tries to find out any efforts to be more independent.This opinion should be changed and then hospital endure produce its own performance measurement report that still gouge support its social service function which always become its main mission. Refers to this condition, then it is necessary to understand how to arrange a good performance report therefore the hospital knows for sure its own advantages and disadvantages as a foundation to see strategic action in grade to manage better and more professional public hospital financial and non financial aspect.Therefore a performance measurement that is capable to measure not whole financial but also non financial aspect will be more supportive. 2. Problem Statement Although the application of a jazz(a) equilibrise identity card as one of Strategic Management Accounting performance animate beings had produced ample studies and practices, but there is still lack of focusing on its application at Indonesian public empyrean. This also occurs especially in an presidency which provides service such as medical organizations which have social righteousness and see human resources as the main organization asset.That background inspires former to describe authors experience related with human resource performance measurement at Indonesian public hospitals. 3. Theoretical punctuate 3. 1. slaying mensuration Performance can be considered as a relative and culture-specific concept, one of those drivecase words in which everyone places the concepts that suit them, letting the context take care of the exposition(Lebas, Euske, 2002). We could use the same words to describe performance measurement. Different people give assorted meanings to performance measurement.Adams, Kennerley and Neely defined performance measurement as the appendage of quantifying the cleverness and effectiveness of past action (Neely, Adams, Kennerley, 2002). The author considers this de finition clear and significant. We can argue that quantifying only the readiness and the effectiveness dimensions of the action could be too limiting. We can argue that performance measurement doesnt mean only quantifying but also comparing to a reference. But we should agree that the definition they gave sounds quite linear, appropriate, reasonable and useful.As it happens with other processes, the purport of performance measurement is not univocal. Performance measurement is a sort of primary process it can be considered as a basic element of bigger and unlike processes like internal performance rating external performance assessment performance management So the aims of performance measurement could be quite different. In the past decade performance measurement has been a topic that has received growing attention in the Public empyrean.To raise a performance-driven culture, a lot of public organizations have espouse a performance measurement system to measure, assess, r eport their performance and compare it with the performance of other organizations (performance paygrade and benchmarking). Just few of them have adopted it to manage their performance (performance management). For the author the difference amongst the two approaches is a thoroughgoing issue to point out. In the former, measures are apply to evaluate ex-post, at the end of a period of clock, what has been done during the period and whether the desired outcomes have been graspd at the end.Here the purpose of measuring is to help to make a judgment about the performance of the organization at the end of a period. In the latter, measures are used to manage the performance within the period, separate issues and problems before correction becomes difficult or impossible and support finding-making processes in instal to really achieve the desired outcomes at the end of the period. The purpose of measuring is to help people, accountable for performance, to make the right decisions within the period of time used as the reference. Both in the head-to-head and Public Sector, using performance measurement dear for evaluation s one of the main barriers that people need to overcome if the organization wants to move from measurement set to judge to measurement consciously adopted to support decision making process(Bocci 2004). If we talk about performance measurement just in terms of reviewing and assessing, we can not inspire people and correct them with the strategy and the overall goals of the organization. People will not understand the needs of measuring their performance and will consider measures used to find pick and punish someone (Kaydos, 1998) any performance measurement system we savour to implement will be boycotted in some way.Performance evaluation is important but it does not tell us the true and complete apologue. That is why organizations should focus on adopting performance management systems. If organizations continue to use measurement ju st for assessing their performance, they can not achieve the consensus that allows them to effectively manage their performance. 3. 2. The fit bill of fare Application in Public Sector The Balanced calling card method (Kaplan & Norton, 1992) forms a conceptual measurement model for assessing an organizations performance.This model complements financial measures of past performance with measures of drivers of time to come performance (Gaspersz, 2002). Unlike other accounting models, the Balanced placard incorporates valuation of organization intangible and intellectual assets such as (Walker & MacDonald, 2001) High quality products and service Motivated and skilled employees Responsive internal processes Innovation & productivity The victor Balanced strike offcard model developed by Kaplan and Norton can be seen at the next figure. fingers breadth 3. 1 Balanced Scorecard pecuniary PERSPECTIVE CUSTOMER PERSPECTIVE VISION & STRATEGY INTERNAL BUS. lick PERSP. LEARNING & GR OWTH PERSPECTIVE (Source Niven, 2005) As mentioned above, Kaplan and Norton introduced 4 prospects from a fellowship activities that can be evaluated by management as follows 1. pecuniary location how we can satisfy stakeholder? 2. Customer office how we can satisfy node? 3. Internal Business Perspective what processes that we should offer in order to achieve company success? . Learning and produce Perspective how we can make ability to face company changes? The BSC concept is not only applicable to private sector but also public sector including public health sector. Indonesian economic system that experiences disaster recently is broadly speaking caused by government system mismanagement that usually known as KKN (Corruption, Collusion, and Nepotism). Therefore it needs a performance measurement tool for its public organization to improve economic system condition.Based on the different character between private sector and public sector, we can compare the 4 attitud es of Balanced Scorecard as follows. construe 3. 2 Balanced Scorecard Perspectives A Comparation Between Private Sector and Public Sector Perspective Financial/Operational Efficiency Customer Learning and Growth Private Sector How we can give evaluate to the stakeholder? How customer will evaluate our performance? contribute we continue to improve and create value to the customer, stakeholder, employee, management and organization? What should we proposed from our process and product?Internal Process and return Public Sector How we can give value to the society and tax payer? How public service user evaluate our performance? Can we continue to improve and create value to the society/tax payer, public officer, public organization, and stakeholder? Does the implemented development program can bring results refers to the aspect? (Source Gasperz, 2002) Those differences in balanced strike offcard perspectives between private sector and public sector encourages us to modify the imp lementation of balanced menu at public sector.This modification is necessary because of the following reasons 1. Main focus of public sector is the society and certain interest groups while main focus of private sector is customer and stakeholder. 2. Main goal of public sector is not to maximize financial result but the balanced budget responsibility through service to stakeholder refers to its vision and mission. 3. Defining indicators and show in customer perspective needs high concern as consequency of public sector role and needs clear definition and strategic result. 3. 3. gay Resources Scorecard The merciful Resource Scorecard approach used pretty modifies the initial Balanced Scorecard model, which at the time was most usually used at the corporate level. However, the approach remains focused on long-term strategies and clear connections to business outcomes. The Human Resource Balanced Scorecard can be classified into four perspectives (Walker & MacDonald, 2001) a. Stra tegic Perspective This perspective measures company success in achieving 5 strategic thrusts (talent, leadership, customer service and support, organisational integration, and Human Resource Capability). . Operations Perspective This perspective measures Human Resource success in operational excellence. The focus here is earlier in three areas staveing, technology, and Human Resource processes and transactions. c. Customer Perspective This perspective measures how Human Resource is viewed by company key customer segment. written report results are used to track customer perception of service as well as assessing overall employee engagement, competitive capability, and links to productivity. d.Financial Perspective This perspective measures how Human Resource adds measurable financial value to the organization, including measures of ROI in training, technology, staffing, risk management, and cost of service delivery. Many leading organizations use their performance management syste ms as a key tool for aligning institutional, unit, and employee performance achieving results accelerating change managing the organization on a day-to-day basis and facilitating conversation throughout the year so that discussion about individual and organizational performance are integrated and ongoing (U.S. General Accounting Office, 2000). We also can see some patterns of previous question studies in Human Resource in the following table Table 3. 1 unofficial of Major look Studies in HR Organizational Performance Relationships Research Studies MacDuffie & Krafcik (1992) Methodology Studied 70 automotive assembly plants representing 24 companies and 17 countries worldwide Key Findings Manufacturing facilities with lean takings systems are much higher in both productivity and quality than those with mass merchandise systems (Productivity 22 hours vs. 0 hours in producing a car shade 0. 5 defects vs. 0. 8 defects per snow vehicles). While the HR strategy of a mass empl oyment system is used to create a highly specialized and deskilled work-force that supports a large-scale production process, the HR strategy of a lean production system aims to create a skilled, motivated, and flexible workforce that can unceasingly solve problems. The success of a lean production system critically depends on such highcommitment human resource policies as the decentralization of production responsibilities, broad line of reasoning classification, multiskilling practices, profit/gain sharing, a reciprocal mental commitment between firm and employees, employment security, and a reduction of position barrier. Studies that demonstrate business impact by adopting the following highperformance work practices are summarized Employee involvement in decision making. Compensation (profit/gain sharing) Training programs configuration of high-performance work practices Contradictory to traditional strategy literature, these five-spot companies are neither in the right industry (based on Porters industry structure analysis) nor are they market leaders in these industries (based on Boston Consulting Groups learning curve). Instead, these companies share a set of high commitment work practices such as employment security, selectivity in recruiting, high wages, incentive pay, employee ownership, information sharing, participation and empowerment, teams and suppose redesign, cross-training, etc. by trial and error identified two distinct HR configurations control and commitment systems. dictation systems aim to reduce direct labor costs, or improve efficiency by enforcing employee compliance with specified rules and procedures and basing employee rewards on some measurable outfit criteria. Commitment systems aim to shape desired employee behaviors and attitudes by forging psychological links between organizational and employee goals. The mills with commitment systems had higher productivity, set out scrap rates, and lower employee disturba nce than those with control systems. Based on his sample, Huselid found that if firms increase their highperformance work practices by one standard deviation (SD), their turnover would be reduced by 7. 05%, productivity increased by 16%. In terms of financial impact, a one-SD increase in high-performance work practices leads to a $27,044 increase in gross sales, an $18,641 increase in market value, and a $3,814 increase in profit. Developed an overall HR Quality Index based on the aggregate ratings of all HR activities adopted by a firm. Based on the HR Quality Index, firms are grouped into four categories based on their percentile (i. . , bottom 25%, second 25%, third 25%, and top 25%). Firms that score higher in the HR Quality Index consistently go past firms with a lower index in four financial measures market/book value ratio, productivity (i. e. , sales/employees), market value, and sales. U. S. Department of wear out (1993) Summarized all major research studies regarding the HR-firm performance relationship Pfeffer (1994) Identified the five topperforming firms (based on percentage of stock returns) between 1972 and 1992 and assessed their commonArthur (1994) Conducted a come research from 30 U. S. steel minimills Huselid (1995) Utilized both survey research and financial data of 968 firms Ostroff (1995) Conducted a survey research jointly sponsored by Society of Human Resource Management and CCH Incorporated (Source Yeung and Berman, 1997) 4. The Case Study Application of Balanced Scorecard is a new progress in Indonesia particularly in public sector as there is no standard for measuring public sector performance until recently.Moreover as a fact, most of Indonesian public hospital administration and financial activities has not applied generally accepted accounting principle which is main accounting system (Alkatiri&Setiyono, 2001). Therefore authors experience in building a performance measurement system in 3 (three) Nusa Tenggara Province publ ic hospitals will be described at the following case study. In general, road map for measuring the performance is Figure 4. 1 Roadmap for Performance beat ROADMAP OF HOSPITAL PERFORMANCE mensuration & growth UNIT PERFORMANCE SCORECARD MEASURES MEASURABLE THEORY OF PERFORMANCE MEASUREMENT W EIGHT RELIABLE SCORECARD UNIT TRANSPARENT rear end (Source Ferdinand, 2003) Figure 4. 1 above shows that theory of performance measurement such as Balanced Scorecard (BSC) provides 3 standards in making indicators, which are measurable, reliable, and transparent. Measurable means the indicators should be a matter of quantitative, not abstract. authorized means the indicators can be trusted. Transparent means the indicators should be socialised to all parties.Then after determining the indicators, we should pay attention to the measures (indicators), cant over of each indicators, and calculate that should be achieved. In the end, it will produce circuit board for each hospital unit. Detail s teps of producing this scorecard can be followed at the following sections. 4. 1. Preparing action mechanism Value Chain The initial step in making performance measurement standard should begin from preparing activity chain for each staff. In order to make it, we should know our work Generating Factor which is the main task of a job position.In order to make clear description, the example of activity value chain can be seen on the vermiform process-Figure 1 for address of medical exam charge. The activity details that belong to the Activity Value Chain are all activities that are done regularly. For example, subprogram activity for a lecturer is teaching a class. But the lecturer also has supporting activity such as giving suggestion to his/her students if they are experiencing problems in their study. This different type of activity should be clearly understand in defining activity value chain as a first step before move further to other steps. . 2. Preparing Job Descriptio n After determining routine activities in value chain, the following step is making job description. Job description is a description of a job that should be stainless by a psyche in certain position. The example for this Job Description can be seen on the Appendix-Figure 2. In order to theorize good job description, we should pay attention to these factors 1. Job assignment should be detail and concrete. 2. State the assignment in information type so it can be implemented and evaluated. The presented information can be enter information or output information. . Determine Information Source that we use to state information type of a conducted assignment. This information source can be officer with whom we cooperate, and what form we use to state the information. 4. Determine the time frame and the person who should implement the informed assignment. 5. Decide how information dissemination is implemented. Information distribution can be done by charge person / department that receives the information and time schedule when the information should be delivered. 6. We also need to determine success measurement criteria for implemented task. . It is our obligation to determine development requirement to be completed by the implementer person so they can do their job competently. 8. It is also suggested that we determine responsibility person for fixed asset whether in unit or financial form so all staffs feel responsible. Job Description can be implemented if the people who sit on certain position fulfill the required stipulation. Therefore a job description will be more meaningful if continued by job specification for potential candidate of a position. 4. 3.Preparing Job Specification Job specification is a criteria or requirement for a certain position. There are 2 main classification in Job Specification which are (See Appendix-Figure 3) a. Initial Requirement It is organization demand to the position holder candidate. b. culture Support After someone fulfills the requirement to sit on a position, then it becomes organization responsibility to develop this position holder. The development support can be in the form of training and education therefore the position holder can be developed and succeed in doing his/her job now or in the future. 4. 4.Preparing Job Performance Standard The previous Job Description will be more meaningful if management has certain scoring tool that can be used as performance measurement for a position holder. In order to have that scoring tool, then it needs to develope a standard which called Job Performance Standard. In making Job Performance Standard, we will determine performance score criteria. The common score standard is as follows Performance Criteria Very trustworthy Good modal(a) drear Very Bad Code VG G A B VB Score 5 4 3 2 1 Job Performance Standard consists of (See Appendix-Figure 4) a. Performance Criteria Scorecard . Job Description c. Performance indicator d. Performance Criteria e. scratch Description By having Job Performance Standard, then it will ebb job evaluator subjectivity so that the evaluated staff and the evaluator person have the same guidance in understanding the performance. Performance index or Performance Measures aims to determine success criteria of a job that being implemented by a position holder. This Performance index/Measures can be measured from 2 aspects which are Lagging Indicator and booster cable Indicator. a. LAG Performance Indicator is a Final Result Indicator of an activity.For example, Lag Performance Indicator for a Salesman activity recording sales to achieve station is recording true statement and timeliness. b. LEAD Performance Indicator or Process Performance Indicator is indicator for supposedto-be-done activity. If this activity can be done, then the Lag Indicator tends to be achieved. As an example for the salesman above, in order to make recording sales activity work out well, then it needs some activities such as (1) Checking data and report completeness and (2) Preparing supporting facility and information to make report. 4. 5.Preparing Job Performance Scorecard Job Performance Scorecard is an achieved performance result of a staff in certain period. From Job Description, Job Specification and Job Performance Standard, then it can produce Design of Management Performance Scorecard that can be used as a tool to measure organization managerial performance. Therefore the organization has a measurement tool that can be used as a guidance to measure overall organization performance. The scorecard can be seen at the Appendix-Figure 5. As a performance report, this Job Performance Scorecard should be publish regularly as a complement of hospital financial report.This report can be foundation for management to make decision on what they should do related to their staff performance. Therefore this scorecard should be applied to all management levels from operational level until strategic level s o it might run well. 5. Conclusion It is not surprising that Indonesian public hospital still provide negligible medical service with minimum funding support from the government. However, Public Hospital as a public service institution needs a condusive human resource performance measurement system to determine its worker ffectiveness and efficiency weaknesses so it can achieve good corporate governance in the future. Balanced Scorecard has provided a foundation for both private and public sector to measure both sector performances. This foundation can be used by Indonesian public sector particularly regional hospital to improve its performance so in the end it might produce scorecard report regularly that is reliable. All steps from making Activity Value Chain, Job Description, Job Specification, Job Performance Standard, and Job Performance Scorecard can be easily followed as a standard for implementing the BSC into the public health sector.However, this paper is only limited on success story at three Indonesian public hospitals in Nusa Tenggara Province. Therefore future research should be more generalized to other public hospitals or other public sectors in Indonesia. Bibliography 1 2 3 Alkatiri, A. & Setiyono, V. (2001). Manajemen & Akuntansi Rumah Sakit. Fa. Sinar Bahagia, Jakarta. Bocci, F. (2004). Defining Performance Measurement. A Comment. PMA newsletter Vol 3 Issue 1/2 September, pp. 20. Ferdinand, A. (2003) Module for Performance monitor Supervisory Monitoring Scorecard.Training for Hospital Performance Management at East Nusa Tenggara Regional Public Hospitals, a joint programme between EPOS Health Consultant Germany, East Nusa Tenggara Health Department, and AGF Consulting Indonesia Gaspersz, V. (2002). Balanced Scorecard dengan Six Sigma untuk Organisasi Bisnis dan Pemerintah. PT Gramedia Pustaka Utama, Jakarta, Chapter 1. Kaplan, R. S. and Norton, D. P. (1992). Translating Strategy into Action the Balance Scorecard. Harvard Business disciplin e Press, Boston. Kaydos, W. (1998). Operational Performance Measurement Increasing Total Productivity.CRC Press, pp. 98. Lebas, M. & Euske, K. (2002). A abstract and Operational Delineation of Performance in Business Performance Measurement Theory and Practice. Neely, Andy Editor, Cambridge University Press, Cambridge. Neely, A. , Adams, C. , and Kennerley, M. (2002). The Performance Prism The Scorecard for Measuring and Managing Business Success. Financial Times Prentice Hall, London 2002 Niven, P. R. (2005). Balanced Scorecard Diagnostics Maintaining maximal Performance. John Wiley&Sons, Inc. Subanegara, H. P. (2005). Diamond designate Drill & Kepemimpinan Dalam Manajemen Rumah Sakit.Penerbit Andi, Yogyakarta. Sugiri, S. (1992). Pengantar Akuntansi, Edisi Revisi. AMP YKPN, Yogyakarta. Undang-Undang RI No. 17 Tahun 2003 Tentang Keuangan Negara. BP Cipta Jaya, Jakarta. U. S. General Accounting Office, Human cracking Key Principles From Nine Private Sector Organizations, GAO/GGD- 00-28. Washington, DC. Jan. 31, 2000 U. S. General Accounting Office, Managing for Results Using Strategic Human Capital Management to Drive Transformational Change, GAO-02-940T. Washington, DC. July 15, 2002 Walker, G. & MacDonald, J. R. (2001).Designing and Implementing an HR Scorecard. Human Resource Management, overwinter 40, 4 pp. 365-377. Yeung, A. K. & Berman, B. (1997). Adding Value Through Human Resources Reorienting Human Resource Measurement to Drive Business Performance. Human Resource Management, Fall 36, 3 p. 321-335 4 5 6 7 8 9 10 11 12 13 14 15 16 Appendix Figure 1 Activity Value Chain Name of range HEAD OF MEDICAL COMMITTEE Main Goal of Position contact optimum checkup Service Coordination in accordance with medical science and technology and medical profession ethic.VALUE CHAIN DIAGRAM performance DETAIL JOB CHARACTERISTIC Head of checkup military commission 1 8 2 3 4 7 6 5 1. Make aesculapian commission plan 2. Make deputation and Team, and come up duty implementation of citizens committee and Team 3. Ascertain duty implementation of SMF (Functional Medical Staff) refers to service standard 4. aline SMF education and training 5. Coordinate research and development for SMF medical area 6. O.K. Credit proffer and make DP3 for Head of SMF 7. Make report and conduct evaluation on Medical Committee activities AT AT AT AT AT AT ATNote AT = Routine Accountability Figure 2 Job Description Division Position Main Activity Make Medical Committee plan Medical Committee Head of Medical Committee Job Characteristic AT Information geek comment theater director SK PHO IDI Information Source Person shapeat managing director Minister of Health IDI/ Professional Organisation applicable person letter loudness Book Head of Medical Committee Annually conductor Head of SMF On December Job Implementer Time Result dissemination Person Time Success Criteria Plan finishing time accuracy (genus Poa) Plan content completeness (ge nus Poa)Make Committee and Team, and ascertain duty implementation of Committee and Team AT Ascertain duty implementation of SMF (Functional Medical Staff) refers to service standard AT Coordinate SMF education and training AT Coordinate research and development for SMF medical area AT Approve Credit Proposal and make DP3 for Head of SMF AT Make report and conduct evaluation on Medical Committee activities AT uput POA of Medical Committee Input POA of Medical Committee Ouput Committee SK Committee Activity Report Input POA of Medical Committee Ouput Service Standard Compliance Report Input POA of Medical Committee Ouput Activity report of SMF Education and training Input POA of Medical Committee Ouput Activity report of SMF Research and schooling Input Keppres (President Desicion) SK of Menpan Ouput DP3 of SMF Head Promotion proposal Input SK conductor POA Committee Medis Ouput Activity report and evaluation of Medical CommitteeBook director Letter Head of Me dical Committee Annually Director Head of SMF On December relevant Person Letter Book Activity report time accuracy Director Book Head of Medical Committee Annually Director Head of SMF Relevant Person End of January at following year Reporting time accuracy Form Director Book Head of Medical Committee Annually Director Head of SMF Relevant Person End of January at following year Activity report time accuracy Form Director Book Head of Medical Committee Annually Director Head of SMF Relevant Person End of January at following year Activity report time accuracy Form President Menpan Letter Head of Medical Committee Docume nt Letter Book Head of Medical Committee 1 calendar month ahead Semi annually Director 1 month ahead Arrangement time accuracy Relevant Person Director Director Annually Director Reporting time accuracy Relevant Person Head of SMF Form Figure 3 Job Specification Position Head Of Medical Commitee Initial Requirement 1.S1/General practitioner 2. Has 2 years experience at the relevant area practiced Competency 1. Medical basic skill 2. Ability to supervise medical committee task 3. Ability to make decision Managerial Development Competency Support 1. Ability to lead medical 1. Advance study committee S2/Specialist 2. Ability to make plan 2. Training of and insurance policy in regards hospital with medical operational committee task management 3. Ability to make report 3. Training of and evaluation arranging job performance measurementJob Description 1. Make Medical Committee plan 2. Make Committee and Team, and ascertain duty implementation of Committee and Team 3. Ascertain duty implementation of SMF (Staf Medis Fungsional/Functional Medical Staff) refers to service standard 4. Coordinate SMF education and training 5. Coordinate research and development for SMF medical area 6. Approve Credit Proposal and make job performance measurement for Head of SMF 7. Make report and conduct evaluation on Medical Committee activitiesF igure 4 Job Performance Standard Position Head of Medical Committee Very Good Score = 5 coulomb% complete coulomb% from cross 100% from target 100% from target 100% from target 100% from target 100% from target Very Good Score = 5 100% complete 100% from target Always Available 100% complete 100% complete 100% from target 100% complete 100% from target 100% complete assure 5 of the following month Good Score = 4 90 99% 90 99% from target 90 99% from target 90 99% from target 90 99% from target 90 99% from target 90 99% from target Good Score = 4 90 99% 90 99% from target 90 99% 90 99% 90 99% from target 90 99% 90 99% from target 90 99% Date 6-9 of the following month bonny Score = 3 80-90% 80 90% from target 80 90% from target 80 90% from target 80 90% from target 80 90% from target 80 90% from target Average Score = 3 80-90% 80 90% from target Sometimes unavailable 80-90% 80-90% 80 90% from target 80-90% 80 90% from target 80-90% Date 10 of the followi ng month Bad Score = 2 70-79% 75 80% target 75 80% target 75 80% target 75 80% target 75 80% target 75 80% target Bad Score = 2 70-79% 75 80% target 70-79% 70-79% 75 80% target 70-79% 75 80% target 70-79% Date 11-15 of the following month Very Bad Score = 1