Analisis Eksplorasi Kinerja Alumni Universitas Muhammadiyah Yogyakarta di Biro A dan B

Ervin Zulita, Dr. Ratminto, M.Pol.Admin. ; Drs. Isaac Jogues Kiyok Sito Meiyanto, Ph.D.

2024 | Tesis | S2 MAGISTER MANAJEMEN PENDIDIKAN TINGGI

Efektifitas dan keberhasilan organisasi sangat bergantung pada kualitas dan kinerja dari Sumber Daya Manusia (karyawan) di dalamnya. Kinerja karyawan merujuk pada seberapa baik individu atau kelompok dalam organisasi melakukan tugas dan tanggung jawab mereka sesuai dengan harapan dan standar yang ditetapkan. Konerja karyawan dapat dipengaruhi oleh beberapa faktor salah satunya yaitu gaya kepemimpinan transformasional dan transaksional dalam meningkatkan kinerja. Penelitian ini untuk mendeskripsikan kinerja alumni selama bekerja di biro A dan B serta mengidentifikasi dan mendeskripsikan implementasi gaya kepemimpinan transformasional dan transaksional dalam meningkatkan kinerja Alumni Universitas Muhammadiyah Yogyakarta di biro A dan B. Metode penelitian yang digunakan oleh peneliti adalah dengan pendekatan kualitatif teknik analisis deskriptif. Penelitian dilakukan dengan wawancara mendalam bersama kepala A dan B dan 2 alumni yang bekerja di masing-masing biro. Temuan menunjukkan bahwa kinerja alumni di biro A sudah baik. Termasuk adanya pola kompetensi dan keterampilan, produktivitas, kedisiplinan, profesional dan inisiatif. Disebutkan bahwa kinerja alumni biro B dinilai sudah baik berdasarkan prosedur kerja unit. Telah ditemukan adanya tema kompetensi dan keterampilan, produktivitas, manajemen waktu, profesional dan inisiatif dalam melihat kinerja alumni. Namun baik para staf dan unit belum pernah mendapatkan prestasi kerja. Penerapan gaya kepemimpinan transformasional dan transaksional memiliki dampak positif terhadap kinerja alumni di biro A dan B. Kepala A menerapkan Gaya kepemimpinan transformasional, yang ditandai dengan karakteristik kekeluargaan, role model ISLAMIC (Integrity, Sustainability, Leading, Accountability, Modern, Innovative dan Commitment), afirmasi positif, inovatif dan kreatif, serta komunikasi dalam mendorong karyawan untuk mencapai kinerja terbaik mereka. Begitu pula kepala biro B dengan mengadopsi role model Ki Hajar Dewantara, aktif memberikan pujian, inovatif dan kreatif, komunikasi yang terbuka serta karakteristik unik seperti humble, humoris dan ceria. Kepala biro A mengimplementasikan pemberian imbalan finansial, imbalan non finansial serta manajemen pengecualian pasif dalam gaya kepemimpinan transaksional. Kepala biro B menerapkan gaya kepemimpinan transaksional Imbalan finansialnya berupa gaji pokok, insentif PIC (Person In Charge), makan bersama di hari jum’at dan liburan bersama. Selain itu pada manajemen pengecualian, pimpinan menerapkan sistem pengawasan aktif.

The effectiveness and success of an organization greatly depends on the quality and performance of its Human Resources (employees). Employee performance refers to how well individuals or groups within an organization carry out their duties and responsibilities in accordance with established expectations and standards. Employee performance can be influenced by several factors, one of which is transformational and transactional leadership styles in improving performance. This research is to describe alumni performance while working in bureaus A and B as well as identify and describe the implementation of transformational and transactional leadership styles in improving Alumni performance in bureaus A and B at Yogyakarta Muhammadiyah University. The research method used by researchers is a qualitative approach to descriptive analysis techniques. The research was carried out using in-depth interviews with the heads of bureaus A and B, and two alumni who worked in each bureau. The findings show that the performance of alumni in Bureau A is good. This includes competency and skill patterns, productivity, discipline, professionalism, and initiative. It was stated that the performance of bureau B alumni was considered good based on the unit's work procedures. It has been found that there are themes of competence and skills, productivity, time management, professionalism, and initiative in looking at alumni performance. However, both the staff and the unit have never achieved work achievements. The application of transformational and transactional leadership styles has a positive impact on the performance of alumni in bureaus A and B. Head A applies a transformational leadership style, which is characterized by family characteristics, an ISLAMIC role model (Integrity, Sustainable innovative, Accountability, Modern, Innovative and Commitment), positive, innovative and creative, word of affirmations, as well as communication in encouraging employees to achieve their best performance. Likewise, the head of bureau B adopted Ki Hajar Dewantara's example, actively giving praise, being innovative and creative, open communication and unique characteristics such as being humble, humorous, and cheerful. The head of bureau A implements the presentation of financial imbalances, non-financial imbalances, and the implementation of passive management in a transactional leadership style. The head of bureau B applies a transactional leadership style. The financial rewards are in the form of basic salary, PIC (Person In Charge) incentives, eating together on Fridays and going on holiday together. Apart from that, management explained that the leadership implemented an active monitoring system.

Kata Kunci : Kinerja Karyawan, Gaya Kepemimpinan Transformasional, Gaya Kepemimpinan Transaksional