Human Resource Scorecard (HRSC) and Objective Matrix as Performance Measurement and Performance Booster Method to Optimize Production Performance

Jesen Hardi, Deppy Supardi, Christopher Angelo, Nicko Farhan, Farrell CND, Ahmad Ahmad, Lilyana Jap, Indria Handoko, Istijanto Istijanto, Arief Rijanto


The development technology is something that happens quickly and surely this is marked by the number of new manufacturing companies that are emerging and spreading throughout the world. In the manufacturing industry the most important thing that must always be maintained is production efficiency, but the majority of industries only pay attention to the efficiency aspects of their production activities without regard to the aspects of humans who work in the industry. Human resource scorecard (HRSC) is an appropriate measurement method in identifying and measuring the relationship between workers, strategy, and performance to produce a good company. This human resource performance measurement is looking at business units from four perspectives: financial perspective (F), the customer (C), internal business process (I), and learning and growth (L). Each perspective in HRSC weighted by Analytical Hierarchy process method and then calculated by Objective Matrix (OMAX) to identify which category needed an extra attention and need to be repaired. The end result of OMAX will be reviewed by management theory so the solution made in this analysis will produce the best end result that needed by the company. This measurement is very critical to the company because the competition between company is getting tougher nowadays. HRSC measurement was carried in PT OCM by describing the company’s vision and mission into human resource action whose contribution can be measured using AHP analysis in 4 perspectives: financial perspective with a weight of 0.396, customer perspective (employee) with a weight of 0.118, internal business perspective with a weight of 0.240, and growth and development perspective with a weight of 0.247 after that PT OCM use that measurement in OMAX method to determine what KPI needed extra attention and repairment, management based theory will be applied in that solution to give the best result.



Full Text:



Becker, B. E., Huselid, M., & Ulrich, D. (2001). The HR-Scorecard Linking People, Strategy, and Performance. Boston: Harvard Business School Press.

Bellamy, J. A., Walker, D. H., McDonald, G. T., & Syme, G. J. (2001). A systems approach to the evaluation of natural resource management initiatives. Journal of environmental management, 63(4), 407-423.

Hair, J. F., Money, A. H., Samouel, P., & Page, M. (2007). Research methods for business. Education+ Training.

Hartman, D. H., & Goltz, M. N. (2001). Application of the analytic hierarchy process to select characterization and risk-based decision-making and management methods for hazardous waste sites. Environmental engineering and policy, 3(1), 1-7.

Lam, M. T., & Shu-guang, D. U. (2006). Industrial Convergence: Horizontal Industries Research [J]. China Industrial Economy, 2, 30-36.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Schwab, D. P. (2013). Research methods for organizational studies. Psychology Press.

Teknomo, K. (2006) Analytic Hierarchy Process (AHP) Tutorial. Revoledu.



  • There are currently no refbacks.

Copyright (c) 2019 International Journal of Multicultural and Multireligious Understanding

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

International Journal of Multicultural and Multireligious Understanding (IJMMU) ISSN 2364-5369
Copyright © 2014-2018 IJMMU. All rights reserved.