| dc.description.abstract | This study examines the impact of the government’s budget efficiency policy on employee
performance management at the Financial Education and Training Agency (BPPK),
Ministry of Finance. The study was motivated by the fact that, despite the implementation
of budget efficiency measures at the beginning of 2025, BPPK’s Organizational
Performance Score (NKO) remained high and even showed an increasing trend. This
phenomenon raises an important question regarding how organizational performance could
be maintained under conditions of resource constraints. The study aims to analyze the
factors that explain why the efficiency policy did not significantly reduce organizational
performance, to identify the role of performance management in sustaining performance
during the efficiency period, and to examine the factors influencing the effectiveness of
employee performance management in this context. This research employs a qualitative
case study approach with a descriptive-analytical design. Data were collected through
direct observation during the internship period, semi-structured interviews with employees
involved in performance and risk management, and document analysis of DKRO, LPKR,
and other relevant institutional reports. The data were analyzed using thematic analysis and
validated through source and method triangulation. The findings indicate that the budget
efficiency policy did not directly reduce BPPK’s aggregate performance because the
organization was able to adapt through changes in work methods, especially the
digitalization of program implementation, work arrangement adjustments, and the use of
periodic performance governance through DKRO or LPKR. The study also finds that
performance resilience during the efficiency period is supported by the integration of
performance management and risk management, which enables the organization to monitor
achievements, identify operational risks, and determine follow-up actions on a quarterly.
However, the study also reveals that the stability of aggregate performance coexisted with
implementation trade-offs, particularly in terms of quality assurance, impact evaluation,
and adjustment burdens experienced by implementing units. In conclusion, this study
shows that the stability of organizational performance during a period of budget efficiency
should not be interpreted as the absence of impact, but rather as the result of adaptive
performance management, periodic governance mechanisms, and continuous
organizational adjustment in response to resource constraints. | en_US |
