| dc.description.abstract | Vision and Mission Bogor Agricultural University (IPB) to be international university with applying of (RBU), it must be supported by high qualities human resources (HR). IPB as an educational institution in Indonesia that develop science, technology and art in this case, laboratory assistant is very important. They have a role as a moving force laboratory for research, labs, education and public service in learning process. As we know laboratory assistant is very crucial to achieve the goal of organization, so they need special attention to develope and increase their quality performance and professionally. To encourage of professionalism, laboratory managers need strategy or career development system in recognition of their competence and performance. In early 2010, based on Minister of State of Administrative Reform and Bureaucratic Reform No. 03/January/2010, has begun to implied functional force as technicians, laboratory assistant, analysts and instructors, have been namely by “Pranata Laboratorium Pendidikan (PLP)”. There are some prospect of PLP functional force such as: (1) position in organization is clearly, (2) structured and tiered assigment, (3) independent duty is recognized, (4) level of career is clearly, can be up to Madya (IV/c), (5) to obtain benefit (extra salary), by good achievement and performance, they have opportunity to move up faster within 2-4 years per level (Permenpan & KBKN, 2010). Based on the ministerial regulation above, laboratory manager are expected to be more motivated to improve their performance and professionalism in managing the laboratory effectively and eficiently. The purpose of this research was to analyze the performance improvement strategy of PLP in IPB by applied functional force, besides that analyzed the factors, actor, indicators, and alternative strategies are dominant influence in improving the performance of PLP. The result of this study are expected to provide recommendation of PLP performance improvement strategy in Indonesia especially in IPB, and also as a reference to further research that related to this topic. The research was conducted by using a structure approach model of Analytical Hierarchy Process (AHP) with software Expert Choice 2000 as instrument to know structure and strategy alternative priority. The data were primary data and secondary data. The primary data were the result of interviewed with five experts who have capabilities in performance management, laboratory, and understand the roles and PLP duties. While the secondary data, was obtained from literature, journals, books, and reports that get from IPB directorate of human resource. The experiment was conducted at IPB for 6 months from February until July 2013. The research showed that the most important was strategy alternative, and became a main priority in order to improve the performance of PLP in IPB improved the welfare with the rank (0.329). While the next priority is strategy alternative to improved PLP leadership style (0.242), developed their capacity (0.181), developing organizational culture (0.166) and provide appropriate facilities and infrastructure (0.081), which can be applied in a synergistic manner policies that should be implemented as part of the key performance indicators in developing power of PLP in IPB. The result was also showed that most actors involved and influential in improving the performance of PLP, is the head of the laboratory with the rank (0.440), while the goal is a main priority in improving performance is increasing the professionalism of PLP (0.431). Motivation factor with rank (0.291) is the highest priority that influence in improvement of PLP performance in IPB. In conclusion, performance of PLP in IPB can be improved by pay attention their welfare. Besides that, the head of laboratory should be able to encourage and motivate in improving their performance, so PLP is capable to work professionally and give the best service to consumers. | en |
