International Journal of Scientific & Technology Research

Home About Us Scope Editorial Board Blog/Latest News Contact Us
10th percentile
Powered by  Scopus
Scopus coverage:
Nov 2018 to May 2020


IJSTR >> Volume 8 - Issue 10, October 2019 Edition

International Journal of Scientific & Technology Research  
International Journal of Scientific & Technology Research

Website: http://www.ijstr.org

ISSN 2277-8616

Implementation Cipp Model For Exploring Evaluation Of Analysis Performance Policy To Ministry Defense Indonesia (Mdi)

[Full Text]



Sri Sundari



Performance Policy, Intermediate Analyst, CIPP, Ministry of Defense Indonesia (MDI).



Difficulties in implementing the policy with the performance assessment process not yet achieving objective results, and not fully influencing career advancement and increasing benefits from intermediary analysts. This research focuses on evaluating the policy implementation of intermediary analyst performance at the Directorate General of Ministry of Defense Indonesia (MDI). The sub focus of this study, namely: 1) intermediary analyst performance policy; 2) intermediate strategic internal analyst environment; 3) implementation of intermediary analyst assignments; and 4) results of intermediary analyst performance. Methodology: The study was conducted at the Directorate General of Ministry of Defense in Jakarta, Indonesia. This location was chosen because so far there has never been intensive and comprehensive research on the implementation of performance policies for Intermediary Analysts, where the observation, interview and documentation was carried out at the Directorate General of Ministry of Defense Jakarta, as an informant from Director General Ministry of Defense, assisted by 1 Secretary of Ministry of Defense General, 3 people Director, 2 Head of Division and 6 Intermediary Analysts. The evaluation models used are Context, Input, Process and Product (CIPP). The results: The policy aspects of intermediate analyst performance (context), state that most of them already know about the existence of assignment documents, so that in the implementation of intermediate analyst tasks oriented to the desired results. The internal strategic environment (input) is included in the category of level of implementation and availability or moderate achievement, this is due to the lack of facilities and infrastructure including office facilities and not having special staff in this case personnel to assist intermediate analysts. The implementation aspect of the assignment of intermediary analysts is quite good, meaning that the evaluation component includes the category of level of implementation and availability or moderate or moderate achievement, because intermediary analysts do not have basic tasks or routine tasks, so intermediary analysts work independently and look for their own activities. The aspect of the product performance analyst is quite good, meaning that the evaluation component includes the category of level of implementation and availability or moderate achievement, but there are still shortcomings in terms of career development systems still waiting for the queue for structural promotions. The results of the study using the CIPP Evaluation Model regarding the evaluation of the implementation of performance policies The Intermediary Analyst has concluded that overall the implementation of the performance policies of the Intermediary Analyst in all stages has not been effective.



[1] Cooper, D. J., Ezzamel, M., & Robson, K. (2018). The Multiplicity of Performance Management Systems: Heterogeneity in Multinational Corporations and Management Sense-Making. Contemporary Accounting Research. 36 (1).
[2] Defense, Ministry. (2010). Functional Position at the Ministry of Defense Indonesia.
[3] Defense, Ministry. (2010). Organization and Administration of the Ministry of Defense Indonesia: Minister of Defense Regulation.
[4] Defense, Ministry. (2010). Structure and Work Procedure of certain Functional and General Functional Positions of the Ministry of Defense.
[5] Dharma, S. (2011). Performance Management, Philosophy, Theory and Application. Yogyakarta: Student Library.
[6] El-Kassar, A.-N., & Singh, S. K. (2018). Green innovation and organizational performance: The influence of big data and the moderating role of management commitment and HR practices. Technological Forecasting and Social Change.
[7] Fitzpatrick, J., Christina, C., & Melvine, M. (2009). Evaluation in Action. London: SAGE Publications.
[8] Franco-Santos, M., & Otley, D. (2018). Reviewing and Theorizing the Unintended Consequences of Performance Management Systems. International Journal of Management Reviews, 20 (3), 696–730.
[9] Ghamari, A., Zeinabadi, H., Arasteh, H., & Behrangi , M. (2018). Organizational Productivity with the Maintenance of Human Resources Talents: Providing a Model (A Study on National Iranian Gas Company). Urban Economics and Management, 6(3) (23), 145-162.
[10] Guyadeen, D., & Seasons, M. (2016). Evaluation Theory and Practice: Comparing Program Evaluation and Evaluation in Planning. Journal of Planning Education and Research, 38(1), 98–110.
[11] Kaufmann, W., Taggart, G., & Bozeman, B. (2018). Administrative Delay, Red Tape, and Organizational Performance. Public Performance & Management Review, 1–25.
[12] Madison, K., Daspit, J. J., Turner, K., & Kellermanns, F. W. (2018). Family firm human resource practices: Investigating the effects of professionalization and bifurcation bias on performance. Journal of Business Research, 84, 327–336.
[13] Margulieux, L., Ketenci, T. A., & Decker, A. (2019). Review of measurements used in computing education research and suggestions for increasing standardization. Computer Science Education, 1–30.
[14] Russell, Z. A., Steffensen, D. S., Ellen, B. P., Zhang, L., Bishoff, J. D., & Ferris, G. R. (2018). High performance work practice implementation and employee impressions of line manager leadership. Human Resource Management Review, 28 (3), 258–270.
[15] Song, M., & Meier, K. J. (2018). Citizen Satisfaction and the Kaleidoscope of Government Performance: How Multiple Stakeholders See Government Performance? Journal of Public Administration Research and Theory. 1–17.
[16] Swarnalatha, T. Prasanna. (2012). Management Performance Management and Employee Engagemen. Indian Journal of Applied Research. 2 (3): 132-136.
[17] Tanskanen, J., Mäkelä, L., & Viitala, R. (2018). Linking Managerial Coaching and Leader–Member Exchange on Work Engagement and Performance. Journal of Happiness Studies.
[18] Wang, L., Restubog, S., Shao, B., Lu, V., & Van Kleef, G. A. (2018). Does Anger Expression Help or Harm Leader Effectiveness? The Role of Competence-based versus Integrity-based Violations and Abusive Supervision. Academy of Management Journal, 61 (3), 1050–1072.