This study aimed to analyze the performance management strategies implemented at the Public Works and Spatial Planning Office of Tanjungpinang City. The research type used was descriptive research with a qualitative approach. Data collection techniques were carried out through observation and interviews. The sample used in this study was purposive sampling, with the informants being human resources supervisors at the relevant office. Data analysis was conducted to identify the strategies applied in performance management. The research findings showed that the Public Works and Spatial Planning Office of Tanjungpinang City had implemented several performance management strategies, such as human resource development, measurement and evaluation, reward and sanction provision, and the implementation of information and technology. However, there were several challenges, such as the lack of quality human resources. This study recommended the need for improvements in the performance evaluation system, ongoing training, and better utilization of information technology. These measures were suggested to support the implementation of more effective performance management strategies.

This study aims to analyze and describe the implementation of performance management at CV Nuansa Warna Tanjungpinang Branch. The type of research used is descriptive research with a qualitative approach. Data collection techniques are carried out through observation and in-depth interviews. The sample used in this research is a purposive sample with the informant, SPV, Mr. Riyanto Setiyawan . Data analysis was carried out using triangulation through the steps of reduction, presentation and conclusion. The results of this study found that the implementation of performance at CV Nuansa Warna Tanjungpinang Branch has been implemented quite well. This includes the stages of planning, monitoring, evaluation, and follow-up. However, there are some obstacles, such as CV Nuansa Warna facing unique challenges in implementing performance management, including limited resources, and structured formal systems. Implemented strategies include technical training, KPI implementation, and CRM system development. This study concludes that effective performance management can improve productivity, service quality, and competitiveness of the company, although it requires continuous improvement to face the existing challenges.

This study aims to describe the employee compensation management system implemented in the Tanjungpinang Class II Port Authority and Municipal Office (KSOP). This study uses a descriptive method with a qualitative approach. Data collection was carried out by interview and direct observation techniques. The sample used in this study is purposive sampling. The informant in this study is Mr. Harry Priambodo, S.Pi. as the head of the administrative sub-division at the Tanjungpinang Class II Port Authority and Municipal Office (KSOP). The data analysis used in this study was carried out through three stages, namely data reduction, presenting data, and making conclusions. The results of the study show that the implementation of the employee compensation management system at the Tanjungpinang Class II Municipal and Port Authority Office has been running in accordance with applicable regulations and has a positive impact on employee performance. This can be seen from the regularity in the management of basic salaries, allowances, and work facilities such as BPJS Kesehatan, BPJS Employment, and supporting equipment. The procedure begins with performance measurement based on discipline and work achievement monitored through digital and manual attendance. The system also supports career development through Periodic Raises and promotions.

Salah satu untuk menurunkan angka stunting yaitu penerapan DASHAT (Dapur Sehat) dengan memberikan makanan sehat dan bergizi, sosialisasi kepada ibu hamil, ibu menyusui, calon pengantin dan keluarga yang memiliki anak usia dibawah dua tahun (baduta). Tujuan program dapur sehat ini untuk memberikan kesadaran terhadap masyarakat untuk mengurangi serta mencegah bayi stunting dimana dapur sehat mencakup edukasi zat gizi yang diperlukan bayi dan konsumsi ibu hamil dan menyusui serta calon pengantin di Kelurahan Melayu Kota Piring. Kegiatan ini dilakukan dengan metode sosialisasi kepada kader posyandu, didampingi oleh kepala puskesmas dimana kegiatan tersebut berlangsung selama 40 hari, terhitung sejak tanggal 9 Oktober 2022 hingga 18 November 2022. Hasil dari kegiatan ini menunjukkan bahwa telah terjadi peningkatan gizi untuk baduta stunting memang dipengaruhi dari pola asupan yang diberikan.

Permasalahan sampah menjadi tanggung jawab semua orang baik pemerintah dan seluruh masyarakat. Pada prinsipnya sistem kerja bank sampah mengadopsi sistem bank pada umum nya. Bank sampah ini hanya berbeda dalam bentuk tabungan nya adalah sampah. Pengkonversian tabungan sampah menjadi tabungan uang merupakan suatu bentuk perubahan yang ditawarkan oleh Bank Sampah. Tujuan dari pengabdian masyarakat dari Bank Sampah Kembar Mandiri di Kelurahan Melayu Kota Piring ini adalah untuk memberikan edukasi kepada masyarakat supaya masyarakat bisa mengetahui manfaat serta keberadaan dari Bank Sampah Kembar Mandiri ini. Sebagai solusi dalam mengatasi permasalahan tersebut, yaitu dengan melaksanakan kegiatan sosialisasi mengenai pentingnya fungsi dan suatu manfaat dari Bank Sampah ini. Dari hasil kegiatan sosialisasi tersebut masyarakat Kelurahan Melayu Kota Piring memiliki peningkatan wawasan dan pemahaman mengenai pengelolaan serta fungsi dan manfaat dari bank sampah. Masyarakat baru tersadar bahwa sampah yang dibuang begitu saja ternyata masih bisa didaur ulang sedemikian rupa sehingga sampah tersebut mempunyai nilai dan bermanfaat untuk mengurangi volume sampah yang dibuang langsung ke tempat pembuangan akhir.

Performance management in question is with the aim of increasing the strategic focus and effectiveness of the company in ensuring continuous improvement of individual and team performance. The most popular approach is to use the BSC (Balanced Scorecard). Cafe Red&Blue wants to grow and maintain its business. Therefore, in this study we want to design an instrument for measuring performance at Red&Blue cafes using the BSC. The initial stage in designing the instrument is to conduct internal and external analysis to determine the position of the business in the industry and the strategy that must be used. The SWOT approach is used in the analysis of the internal and external environment. From the SWOT analysis, it can be seen that the Red&Blue cafe is in quadrant I position. The strategy that must be applied is an offensive and defensive strategy as a complement. This strategy requires Red&Blue to improve its marketing strategy in order to bring even greater opportunities to the business. The next stage is through the formulation of strategic objectives, the objectives of which are designed; increase profits, increase customer loyalty, improve relationships with new customers, develop quality products with innovation, develop good and quality services, improve employee job satisfaction, increase employee skills, and knowledge employee knowledge. The eight strategic objectives are translated into 2 key financial performance indicator (KPI) perspectives, 3 internal business process KPIs, 4 customer KPI perspectives, and 5 KPI growth and learning perspectives, with targets for each KPI set based on discussions with Red&Blue cafe owners.