THE MEASUREMENTS OF BALANCED SCORECARD TO SUPPORT

PLANNING AND MANAGEMENT PERFORMANCE IMPROVEMENT

AT UB GUEST HOUSE MALANG

By:

Marchelyn Pongsapan

Supervisor: Prof. Dr. Made Sudarma, SE., Ak., MM

Abstract

Performance measurement is a measurement used to help improve a

company's management performance. In 2014 - 2015 UB Guest House

experienced a decrease in management performance therefore this study aims to

measure the performance of UB Guest House as a whole not only in terms of

financial but in terms of non-financial so it can be used as a benchmark in

planning and improving activityy in UB Guest House Malang continuously. This

research is quantitative descriptive research and uses field research or observation

techniques to collect data.The primary data is in the form of questionnaire and

explained by Balamced Scorecard (BSC). From the analysis result using four

perspectives in Balanced Scorecard, it showed that overall UB Guest House

performs well and has a balance performance.

Keywords: Balanced Scorecard, Financial Perspective, Customer Perspective,

Internal Business Perspective, Growth Perspective and Learning.

I. INTRODUCTION

1.1 Background

The tourism site in an area can be said to be complex in society. In this

context, there is an interrelationship between the attraction site, surrounding

community / locals, and the tourists themselves. In fact, tourism activity has been

commonly done by many people. However, it is not as a popular term in the

community. The increasingly fierce competition in tourism has posed impacts on

the development of the business world, especially in the tourism industry business

which causes major changes in terms of competition, production, marketing,

human resources management, and handling transactions among tourism

management with consumers and management tourism industries. Global

competition causes the profit obtained by tourism industry decrease. The

development of this tourism business requires the tourism industry, especially the

hospitality business in Malang to evaluate each of its performance.

In general, however, the performance measurement used in the hospitality

industry is solely based on financial benchmarks whose weakness lies in taking

measurements for short-term actions and sacrificing long-term actions. This

measurement also focuses more on internal rather than external corporations

primarily on customers. Therefore, many hotels have invested considerable effort

and resources in designing and implementing a new performance scoring system,

the balanced scorecard.

Balanced Scorecard is a business strategy measurement that can measure

the success of the organization and is a tool to implement the strategy. Balanced

Scorecard concept is developed by Kaplan and Norton (2000) and a method for

performance measurement covering four aspects / perspectives: 1) Financial

perspective; 2) Customer perspective; 3)Internal business perspective; and 4)

Learning and growth perspective.

Balanced scorecard is used to measure the performance of a company

based on the financial and non-financial measures. Financial measures are used to

determine the results of past organizational actions, while non-financial measures,

such as customers, internal business processes, and learning and growth will

determine the organization in the future. Balanced Scorecard is the right choice to

perform performance measurement from both financial and non-financial aspect.

UB Guest House Malang system planning activities is similar to general hotel

planning system. The measurement is considered inadequate because it only uses

the general standard of assessment while it is recognized that the hospitality and

tourism industry requires the workforce as well as the expert and professional

hotel management to increase the number of costumer.

Based on the description above, the writer wants to measure the

performance of the organization through four aspects of financial aspects,

customer aspects, internal business aspects and learning and growth aspects based

on vision, mission and objectives described in organizational strategy. After non-

financial aspects are measured, it is expected that the performance measurement

of UB Guest House can be better. Therefore, the writer is interested to analyze

about "Measurements of Balanced Scorecard as Planning and Management

Performance Improvement Support at UB Guest House Malang”.

II. REVIEW OF RELATED LITERATURE

2. 1 Performance Measurement

Performance is an overview of some or all of the actions or activities

of an organization over a period in conjunction with references to a set of

standards such as past or projected costs as a basis of efficiency, accountability or

management accountability (Mulyadi 2001). Based on the definitions, it can be

concluded that there are several elements needed in preparing performance

measurement, namely:

1. Establishing organizational goals, objectives and strategies.

2. Producing performance indicators and measurement.

3. Measuring the level of achievement of organizational goals and objectives.

4. Performance evaluation (feedback, assessment of organizational progress,

improving the quality of decision making and accountability).`

2.2 Performance Measurement System

Performance measurement systems can be used as a mean to control

the company and can also be strengthened by developing reward and punishment

systems. Aktifardianto (2009) stated that performance measurement is intended

to meet three things. First, performance measurement is to help improve the

company's performance that will be used to help the company focus on the goals

and objectives of the program unit. Second, company performance measures are

used for resource allocation and decision makers. Third, the measurement of a

company's performance is intended to achieve accountability to superiors and

improve institutional communications.

2.3 Traditional Performance Measurement Concept

In traditional management methods, it usually ignores the increase in

customer confidence in the service products provided by the company, the ability

and the increase of personal competence of employees to the relationships that

occur within the internal business because it is difficult to measure. So as to make

possible many mistakes that occur in traditional management methods.

Traditional management is a management technique based on a "plan-execute-

control" approach. Facts and forecasting are relied upon for a plan, the effect of

outside influences in terms of implementation, and the influence of time factors in

terms of control measures, are some of the issues faced by management based on

traditional management.

The weaknesses of traditional systems often occurred are as follows:

a. No one knows what will happen in the future. This leads to a very

difficult planning and forecasting process.

b. Depending on the survey and analysis is very risky. No one knows

whether the basis of the plan is true. No one knows whether the plan can

work optimally.

c. It is very difficult to optimize the plan amid a randomly changing

situation.

d. Managers tend to know more about EPS from community and internal

management.

These weaknesses tend to lead to the measurement of financial

performance which will encourage more managers to improve short-term

performance and often sacrificed long-term goals. A good financial performance

may be sacrificed for the long-term interests of the company.

2.4 Balanced Scorecard.

In the early 1990s the idea of a Balanced Scorecard was first

published by Robert S. Kaplan and David P. Norton at the Harvard Business

Review in an article entitled "Balanced Scorecard - Measures that Drive

Performance". The Balanced Scorecard is developed as a performance

measurement system that allows executives to review company from multiple

perspectives simultaneously. In its development, the Balanced Scorecard was later

developed to link business performance benchmarks to company strategy.

According to Kaplan & Norton Balanced Scorecard consists of two words:

1. Scorecard

It is the card used to record the score of a person's performance results

that will be used to compare with the actual work.

2. Balanced

It is the word intended to show that the performance of personnel or

employees is measured in a balanced and viewed from two aspects: financial and

non-financial, short-term and long-term, and from internal and external.

The Balanced Scorecard method can help communicate a company's

strategy to managers across the enterprise so it is also a set of integrated

performance measurement derived from corporate strategies that support the

overall enterprise strategy (Amien Widjaya Tunggal, 2001). The objectives and

measurement of the Balanced Scorecard is derived from the vision and strategy.

Objectives and measurement analyze the company performance from four

financial perspectives, customer perspective, internal business process perspective

and learning and growth perspective (Kaplan and Norton, 2001). Financial

objectives and measurements in the Balanced Scorecard are not only a

combination of existing financial and non-financial measures but are the result of

a top-down process based on the mission and strategy of a business unit. Missions

and strategies must be translated by the Balanced Scorecard into a real purpose

and measurement. According Mulyadi (2001), Balance Scorecard can create and

produce significant differences on management system strategy compared to

traditional management system that are:

a. Comprehensive

The Balanced Scorecard broadens the perspective covered in strategic

planning previously restricted to a financial perspective, extending into three

different perspectives: customers, internal business processes, and learning and

growth.

b. Coherent

Balanced Scorecard builds a causal relationship between strategic

goals in generating strategic plans. Each goal must have a causal relationship

strategy with the financial target, either directly or indirectly.

c. Balance

Balanced Scorecard gives an idea on the purpose and how the

achievement of these goals in a balanced manner. Especially if it is related

between each other perspective.

d. Measureable

The Balanced Scorecard strategy is to measure targets, financially and

non- financially, so that they can be well managed.

2.4.1 Financial Perspective

The Balanced Scorecard method uses a financial perspective because

performance appraisal is an overview of the economic consequences (Ahmad,

2010).

The measurement of financial performance is used to consider the

stages of the business life cycle:

1. Growth Phase

All the newly started companies are always at the beginning of the

company life cycle. Each company produces products and services that have

growth potential.

2. Development Phase

After going through the growth stage, the company will be in a

development phase, a situation where the business unit still has an appeal for

investment and re-investment but is expected to produce a fairly high capital

return. Most business units in the sustain phase will set financial goals associated

with profitability. This measure captures the capital investment within the

business unit is fixed (givens / exogenous). The measures used for such business

units align accounting earnings with the level of invested investments, measures

such as return on investment, return on capital employed and economic value-

added used to evaluate business unit performance at this stage.

3. Harvest Phase

It is the stage of maturity in its life cycle. The stage at which

companies want to "reap" the investments made in the next two stages. Businesses

no longer require substantial investments for equipment maintenance and

capability, but it is for expansion or development of new capabilities.

Each investment project must have a definitive and short period of

investment return. The main objectives are for business at the harvest phase is

operating cash flow (before depreciation) and savings of various working capital

needs.

2.4.2Customer Perspective

A product or service is considered to have value to the consumer if the

benefits received are relatively higher than the sacrifices incurred by consumers to

obtain products and services. The first size group is a measure by using variables

on service quality whereas the second size group uses variables of customer

satisfaction with the given service. All of these measures provide answers to the

questions the company provides to customers so that high levels of satisfaction,

retention, acquisition and market share can be achieved.

But the most important and important thing in the customer's

perspective is how the company satisfies the customer's needs. Kaplan and Norton

(1996) suggested that customer profitability can grow due to the increase of

customer satisfaction and market value. The market value indicates how well a

company is in the face of the intended market.

2.4.3 Internal Business Perspective

In this perspective, it provides an overview for the organization about

what needs to be done internally to meet customer expectations productively and

efficiently. Managers will identify and measure key organizational competencies,

the latest technology required, then decide the processes and competencies that

will be honed so that performance measurements can be determined. Internal

processes is beneficial for both internal and external parties. According to Kaplan

and Norton (2001), the internal business process perspective allows managers to

identify processes critical to achieving customer or stakeholder objectives.

Internal business processes can help managers to provide an understanding of the

complete internal process value chain from the innovation process and to after-

sales activities.

In general, Kaplan and Norton (2001) divided internal business

processes into three groups:

a. Innovation

In this process the company will look for the needs most desired by

consumers, then meet those needs.

b. Operation

In the process of operation, the company will deliver products or

services that exist at this time.

c. After Sale Service

This service is an activity that generates value to customers for the use

of products or services that have been offered to consumers.

Farooq and Hussain (2010) suggested that the main purpose of

internal processes is to improve order processing, delivery, manufacture and

products to satisfy customers and improve financial returns. To do this, managers

should make sustainable internal analysis not only to access the organization's

internal processes, but also to assess innovation.

2.4.4 Learning and Growth Perspective

Intense global competition requires organizations to make continuous

improvements to internal products and processes and have the ability to recognize

new products with increased capabilities. This perspective focuses on the skills

and abilities associated with organizational strategy goals. Learning and growth is

a company's ability to make employees receive all ideas and transform them into

everyday activities. This perspective develops goals and measures that drive

learning and growth. Kaplan and Norton (1996) provided a common benchmark

of this perspective into two principles:

1. Human Resources

Employee in today's companies is required to have the ability to think

critically, be able to evaluate processes and environments, and be able to provide

with suggestions for improvement. In terms of human resources, there are two

things that are need to be reviewed in implementing Balanced Scorecard contains

1) Employee satisfaction level, 2) Employee retention.

2. System

Employee motivation and skills alone are not sufficient to support the

achievement of the learning and growth process if they do not have enough

information. Employees in the operational area should be fast, timely, accurate

information and feedback. So employees need an information system that has

sufficient quality and quantity to meet those needs. This strategy is an important

aspect in the four perspective Balanced Scorecard framework which can be

illustrated in Figure 2.1 below:

Figure 2.1

Relationship between Strategy and Four Balanced Scorecard Perspectives

Source: Kaplan and Norton “Translating Strategy into Action” (2000)

THE STRATEGY

Financial

To succeed financially, How much we appear to our customer

Customer

To achieve our version, How should we appear to our customer?

Internal Business Processes

To satisfy our shareholders and customers, what business processes much we excel at?

Learning and Growth

(Strategic Enablers)

Upon which key assets must we draw to execute our value-creating process?

The Balanced Scorecard allows organizations to link management

processes and focus in the implementation of long-term strategies across an

organization. Balanced scorecard is enforced as a holistic and holistic view of

current and future corporate organization performance (FNS Vermaak, 2001).

However, Balance Scorecard is still innate with weakness and

problems that cannot be solved, such as:

a. A Balanced Scorecard (BSC) cannot precisely determine the compensation

system that usually follows the performance appraisal results.

b. A suitable organizational system for development process is created with

in organization.

c. The absence of measurement standards for the valuation of the

performance company in the Balanced Scorecard.

2.5 Hospitality Business in Indonesia.

Tourism business in Indonesia is potential considering Indonesia

naturally has many potential of beautiful natural assets, divers resources and

cultural uniqueness and so forth. All of these potentials become the capital of

tourist attraction sites in Indonesia. These assets become a distinct advantage for

the tourism industry, especially hospitality in this country. The prospect of

investors by building a networked hotel can also be an indicator along with the

occupancy rate in each of those hotels which reach 80% to 90%. In the event

Organizing Visit Indonesia in 2007, the tourist visit experienced great increase

noted at 5.345.98 to 7,377.39in the year 2008. This factor led to the development

of tourism industry, especially hotel business experienced growth from year to

year.

2.6 Previous Studies

A research conducted by Rusmian Nuzulul P. (2016), entitled

Balanced Scorecard Analysis As A Performance Measurement At UB Hotel,

explored about how companies should be able to assess an existing performance

from all angles of view so that companies can see the best performance and the

need to upgrade.

Satrio Mangkunegoro (2013) in his research entitled Balanced

Scorecard Implementation studied a Measurement of the UB Hotel Performance

Assessment. He found that UB Hotel is very possible to use Balanced Scorecard

measurement in company performance, because of the overall measurement result

using four perspectives on Balanced Scorecard the result is good.

Febry Rizki Purnama (2011) in his research entitled Implementation

of Balanced Scorecard as a Measure of Performance at Hotel UB stated that UB

Guest House Malang has performed well and has balance performance. The

balance in company performance can be seen in the score value of each

perspective that the difference is not too far away.

3. RESEARCH METHOD

3.1 Research Type

The type of this research is descriptive. This research aims to evaluate

the application and use of balanced scorecard in Tourism Industry in Malang area,

especially in UB Guest House Malang by describing and explaining the existing

phenomenon using numbers based on individual or group characteristics

(Syamsudin & Damiyanti: 2011) .

3.2 Population and Sample

The population in this research is UB Guest House Malang. Samples

are defined as part of the population taken from employee data, customers, and

financial data from UB Guest House Malang. This is done because of the cost,

time and energy constraints and the problem of heterogenesis and homogenesis of

the population element. This study uses random sampling method. The study

sample includes a number of elements larger than the minimum requirement of 30

respondents according to Roscoe (Sugiyono, 2002: 12).

3.3 Data Collection Method

To obtain valid, relevant and completedata, therefore, this research

collect data through:

1. Field Research

Field research is a research conducted directly on the location of

research using interview techniqueswith the competent party (leadership,

employees and customers) related to data required by the author.The relevant data

or documents related to the problem is further examinedincluding company's

financial statements. In addition, the authors also disseminate questionnaires to

the competent parties to complete the accuracy of the data for the thesis.

2. Questioner

The questionnaire is a list containing a series of questions about a

problem or field to be studied, with the aim of obtaining information relevant to

the research objectives.

3.4 Data Analysis Method

After the data collected, the next step is to perform data processing so

that data can be arranged in such a way that is easier for the analysis in order to

answer the research question. Data analysis method in this research is using

descriptive method that aims to describe or describe systematically, factually, and

accurately about facts relating to the problem under study. The data analysis used

in describing this research is:

1. Describing UB Guest House Malang organization in general, that is its short

history and organizational structure.

2. Determining the financial perspective uses the financial perspective.According

to Riyanto (2001),the assessment of corporate financial performance is related

to the measurement of profitability, i.e. the ability of the company to generate

profit over a certain period.In this measurement, there are several ratios

required in this assessment such as:

a. Current Ratio :

b. Quick Ratio :

c. Return on Investment :

d. Return on Earnings :

e. Operating Income Ratio :

3. Determining the perspective of customers uses the success indicators related to

customer perspective through measurement of service quality and customer

satisfaction. Measurement is done through the distribution of questionnaires to

50 customers.The results will be processed using SPSS Statistics 20 and

process the data into the ratio of customer satisfaction, using the following

formula:

∑

note:

= Average real score

∑ =Total Score

n = sample size

Q = number of question

Also in customer perspective used occupancy rate which aims to make

consideration for UB Guest House owner to take strategic decision, and identify

business opportunity or adjust room price. The formula used is:

4. Determining the internal business process perspective by observing the

development implemented by UB Guest House Malang to improve the service

(through efficiency and innovation) with adequate facilities.

5. Determining growth and learning perspectives. In this case, the study focuses

on 3 main categories namely a) employee's ability, b) instrument of motivation

variable and c) condition of work environment.The three categories are done

by using questionnaires distributed to 30 employees of UB Guest House

Malang. The result will be processed using the average analysis process of

arrhythmia. The process of this analysis is done by measuring the central value

of a data distribution based on the calculated average value by dividing the sum

of the sum of a group of data by the amount of data being studied.

The scale used is Likert scale (1–5) :

1 = Sangat Tidak Setuju (STS) (Strongly Disagree)

2 = Tidak Setuju (TS) (Disagree)

3 = Kurang Setuju (KS) (Mildly Disagree)

4 = Setuju (S) (Agree)

5 = Sangat Setuju (SS)

6. Then the performance measurement results from four Balanced Scorecard

perspectives are included in UB Guest House's overall performance

measurement table (Scorecard).

3.4.1 Research Instrument Test

3.4.2 Validity Test

Validity test is intended to measure the validity of a questionnaire.

One questionnaire is considered valid if the question on the questionnaire is able

to reveal something that will be measured by the questionnaire. Validity test in

this study uses the product moment correlation validity technique because the

item score is not a dichotomy. Each question is said to be valid if the score of

questions is positively correlated with the total score. The correlation number

obtained from the calculation is then compared with its critical value at a certain

significance level (r-table). If the correlation number obtained is greater than the

critical value of the instrument used is valid.

3.4.3 Reliability Test

According to Imam Ghozali (2006) the reliability test is a tool for

measuring a questionnaire that is an indicator of a construct variable. The

reliability test is used to measure that the variables used are consistent. The degree

of relevance between the question items in an instrument to measure a particular

construct indicates the degree of reliability of the internal consistency of the

instrument used. A good Cronbach alpha is closer to 1. According to Malhotra

(1995: 308) when the coefficient of Alpha> 0.6 is obtained, the measuring device

used is reliable.

IV DISCUSSION

4.1 Overall Performance Assessment of Hotel UB

After an overall assessment of each perspectives, the next is

combining the assessment of each perspective in the company scorecard to obtain

a more comprehensive information about the performance assessment of UB

Guest House Malang. The following table shows the performance scorecard of

UB Guest House Malang:

Table 4.22

Results of Overall Performance Assessment of UB Guest House

Perspective Year Assessment

2014 2015

Financial Perspective

Liquidity Ratio

Current Ratio 6422% 14888% Bad

Quick Ratio 5021% 1339% Bad

Profitability Ratio

Return On Investment -12% 13% Bad

Return on Earnings -12% 13% Bad

Operating Income -4% 10% Bad

Customer Perspective

Service Quality Variable 80% = Good

Customer Satisfaction

Variable

84% = Good

Internal Business Process Perspective

Innovation

The price of offered

product

Provide a price

discount on UB Guest

House products

offered such as room

packages, and meeting

rooms

Very Good

Operational Process

Operational Efficiency

After Sale Service Monthly visit to

partners UB Guest

House Malang

Very Good

Learning and Growth Perspective

Employee Performance 4,21= Good

Motivation Variable

Instrument

4,213 = Good

Working environment

Condition

4,26 = Good

Source:Processed Data (2017)

Based on the overall assessment results of UB Guest House Malang,

the overall service system at UB Guest House Malang is categorized well but

there are still many systems that need to be improved. Based on the Interview with

the Financial Manager of UB Guest House Malang, that there are some changes,

especially on the sales strategy or the price of the products offered by UB Guest

House. It is because the last few year, visitors UB Guest House Malang decreases

due to the heavy competition between Guest House and some hotels Around UB

Guest House Malang. Although the results of this study were conducted at one

location and the same sample with some previous research but in this study, the

researchers combine the data directly taken from the field and data directly taken

from the questionnaire to see the overall customer satisfaction so that this can

facilitate the UB Guest House to understand the needs expected by UB Guest

House visitors.Through this Balanced Scorecard measurement method, the

management can improve the quality of performance of UB Guest House Malang.

The results of this study are in line with the research of Rusmian

Nuzulul P. (2016) who conducted the same study with the same location with the

results of the assessment on each different perspective, the perspective of financial

perspective looks very good this is because the result of each ratio is required two

Which is bad and the other four good, so the average assessment can be good, the

customer perspective the results obtained is the assessment in this study is bad

because the hotel managed to maintain the permanent customers owned because it

is influenced by the lack of existing facilities in the UB Guest House Itself, the

Internal Business Process Perspective researchers get a poor assessment of this

perspective because it still needs special attention to the product offered to

consumers and on the perspective growth and learning researchers get a good

assessment of this perspective by paying attention to the increase in particular

non-intensive needs for employees because by doing so the employee will form a

sense of belonging to the company. In another study, research from Satrio

Mangkunegoro (2013) with the same research and the same location get the

results of the assessment of the four perspective that is in the financial perspective

assessment of each ratio that used to look good but still need to be improved, the

customer perspective writers get the assessment Either because UB Guest House

is able to give satisfaction to the customer, on the perspective of internal business

process perspective, the assessment obtained is good by looking at the average

how many check out and check in the existing consumer, while in perspective of

growth and learning perspective, It is good to use the index of employee

satisfaction.

The next research that has the same location is Febry Rizki Purnama

(2011) with the result by using four perspectives that is in the financial

perspective of the researchers get very good assessment from 2008 to 2010, the

customer perspective researchers concluded that the assessment obtained is good

where the researchers measure By using the four kwadrat and the results obtained

are in Kw 1 "Keep Up", the perspective internal business process of the researcher

concludes that the average results from the perspective of internal business

process is good although there is a less efficient part of the operational efficiency

part, Part of the learning and growth perspective of the researcher concludes that

the position of this perspective is in good condition.

Therefore, it can be concluded that the four perspectives are needed in preparing a

system management in a company because each of these perspective have a

relationship with each other very closely or in other words each perspective above

each need each other and complement each other so that in The implementation of

Balanced Scorecard is then UB Guest House management must pay attention to

every perspective that exist so as to produce good results for the growth

management UB Guest House both financial and non-financial.

4.2.4 The Validity and Reliability Test Results

Testing the validity and reliability of the questionnaire instrument is

done using the construct validity method. This measurement examines the

meaning and content of a concept and measurement tool used to measure the

concept.

Table 4.23

Customer Perspective Validity Test Results

r-count r-Table Validity

X1.1 0.627 0.279 Valid

X1.2 0.829 0.279 Valid

X1.3 0.835 0.279 Valid

X1.4 0.883 0.279 Valid

X1.5 0.800 0.279 Valid

Y1.1 0.706 0.279 Valid

Y1.2 0.776 0.279 Valid

Y1,3 0.730 0.279 Valid

Y1.4 0.880 0.279 Valid

Y1.5 0.737 0.279 Valid

Source : Processed Data (2017)

Table 4.24

Customer Perspective Reliability Test Results

Cronbach’s

Alpha

r-Table Reliability

X1.1 0.857 0.279 Reliable

X1.2 0.857 0.279 Reliable

X1.3 0.857 0.279 Reliable

X1.4 0.857 0.279 Reliable

X1.5 0.857 0.279 Reliable

Y1.1 0.823 0.279 Reliable

Y1.2 0.823 0.279 Reliable

Y1,3 0.823 0.279 Reliable

Y1.4 0.823 0.279 Reliable

Y1.5 0.823 0.279 Reliable

Source:Processed Data (2017)

Based on the table above, it can be seen that all r-count values is

greater than r-table 0.279 which states that each item is valid. The reliability test

in Table 4.17 shows that cronbach's alpha of two variables is 0.857 and 0.823

which is greater than r-table so that the instrument of this customer perspective is

reliable.

Table 4.25

Validity Test Results

Instrument of Learning and Growth Perspective

r-count

r-Table

Validity

X1.1 0.902 0.361 Valid

X1.2 0.882 0.361 Valid

X1.3 0.911 0.361 Valid

X1.4 0.898 0.361 Valid

X1.5 0.817 0.361 Valid

X2.1 0.781 0.361 Valid

X2.2 0.688 0.361 Valid

X2.3 0.755 0.361 Valid

X2.4 0.811 0.361 Valid

X2.5 0.711 0.361 Valid

Y1.1 0.825 0.361 Valid

Y1.2 0.831 0.361 Valid

Y1.3 0.831 0.361 Valid

Y1.4 0.740 0.361 Valid

Y1.5 0.750 0.361 Valid

Source : Processed Data (2017)

Table 4.26

Reliability Test Results

Instrument of Learning and Growth Perspective

Cronbach’s

Alpha

r-Table

Validity

X1.1 0.926 0.361 Reliable

X1.2 0.926 0.361 Reliable

X1.3 0.926 0.361 Reliable

X1.4 0.926 0.361 Reliable

X1.5 0.926 0.361 Reliable

X2.1 0.803 0.361 Reliable

X2.2 0.803 0.361 Reliable

X2.3 0.803 0.361 Reliable

X2.4 0.803 0.361 Reliable

X2.5 0.803 0.361 Reliable

Y1.1 0.851 0.361 Reliable

Y1.2 0.851 0.361 Reliable

Y1.3 0.851 0.361 Reliable

Y1.4 0.851 0.361 Reliable

Y1.5 0.851 0.361 Reliable

Source:Processed Data (2017)

Based on the table 4.18, it is known that all r-count values are greater

than r-table 0.361 which means that each item is valid while for reliability test

result shows that the result of cronbach's alpha from three variable value is 0.926,

0.803, and 0.851 and is greater than r-table value. Therefore, the instrument of this

customer perspective is reliable.

V. CONCLUSIONS

5.1 Conclusions

Measurement using the Balanced Scorecard is different from

traditional measurement systems. Measurement using Balanced Scorecard is very

possible for UB Guest House to be applied to improve the performance of UB

Guest House in the future. Based on the results of four measurement

perspective,the overall performance of UB Guest House is good but there are

some systems that need to be improved so as to increase the number of visitors

UB Guest House Malang. The author will conclude one by one based on four

perspectives that exist :

1. Financial Perspective

Overall, the financial perspective is bad, because the conditions of

fianncisl ratio is unstabel, the high current assents not good for the

financial growth of UB Guest House itself, UB Guest House should pay

more attention to the current state assets to meet current debts to be paid.

Financial Ratio is an important component to analyze a financial report if

this ratio analysis is not paid attention then it will impact to good or bad

state of circumstance or financial position of UB Guest House from year to

year. 2. Customer Perspective

On the customer perspective as a whole is very good, the customer

feel the satisfaction of service given by UB Guest House Malang starting from

room reservation or packet meeting room until check out room, but need

improvement of comfort towards environment UB Guest House Malang so with

Attention to customer needs will increase the number of visitors from day to day.

3. Internal Business Process Perspective

Overall UB Guest House is in the process of improving internal

business to be better in order to compete with Guest House and some hotels that

are close to UB Guest House, decrease of Guest House's product price and visit

business entity cooperating with UB Guest House to make direct promotion and

even cooperation with some travel agencies, and some other tourism industry to

introduce UB Guest House prospective customer.

4. Growth and Learning Perspective

In the last perspective which is the most important component in

realizing the performance, UB Guest House overall is better.Based on the research

conducted, UB Guest House has been very good with the training its employees

and provides reward for the best employee whichis given every month.So it also

can provide good motivation for employees to further improve their work

performance without any pressure from working environment at UB Guest House

Malang.

Based on the above overall observation can be concluded by a simple

words if UB Guest House has a big potential to improve existing product and also

with condition and strategic location UB Guest House can compete with inn, hotel

and other guest house around UB Guest House area, only slightly increase the

attention to the completeness of the facility in accordance with the price of the

room so it can increase business opportunities from UB Guest House to continue

to grow in addition and also increased cooperation with other agencies or

organizations have also started to be developed.

BIBLIOGRAPHY

Aktifardianto, R, 2009. Penerapan Sistem Pengukuran Kinerja Dengan

Performance Prism (Studi Kasus pada PT. Rajawali 1 Unit PG Krebet

Baru). Thesis Malang: Program Pascasarjana Universitas Brawijaya.

Ghozali, Imam. (2006). Aplikasi Analisis Multivariate dengan Program SPSS (4th

Edition). Semarang: Badan Penerbit Universitas Diponegoro.

Hansen, Don R, dan Maryanne M. Mowen, 2005. Akuntansi Manajemen (7th

Edition). Jakarta: Salemba Empat.

Hasibuan Malayu S.P, 2000. Manajemen Sumber Daya Manusia. Bandung:PT.

Bumi Aksara.

Husein Umar, 2003. Metode Riset Bisnis. Jakarta: PT. Gramedia Pustaka Utama.

Kaplan Robert S dan Norton David P, 2001. Balanced Scorecard; Menerapkan

Strategi Menjadi Aksi. Jakarta: Penerbit Erlangga.

Kaplan, R.S and Norton, D.P, 1996. Using The Balanced Scorecard as a Strategy

Management System. Harvard Business Review. Vol.74 No.1, pp. 75-85.

Kaplan, R.S. and David P. Norton, 2000. Menerapkan Strategi Aksi; Balanced

Scorecard (Terjemahan Oleh Peter R. Yosi Palsa). Jakarta : Erlangga.

Malhotra , N.K and Birks, D.F. 2003. Marketing Research: An Applied Approach.

London: Orientation. Prentice zhall

Mangkunegoro, Satrio. 2013. Using The Balanced Scorecard (BSC) Method is

Effective and Efficient for The UB Hotel. Malang

Mulyadi, 2001. Balanced Scorecard; Alat Manajemen Kontemporer Untuk

Pelipatgandaan Kinerja Laporan Keuangan Perusahaan (Cetakan Kesatu).

Jakarta: Penerbit Salemba Empat.

Neely A, 1999. The Performace Measurement Revolution: Why Now and What

Next? International Journey of Operations and Productions Management.

19(2), 205-228.

P. Ruzmian Nuzulul, 2016. Balanced Scorecard Analysis As a Performance

Measurement At UB Hotel. Malang

Purnama Febry R, 2011. Penerapan Balanced Scorecard Secagai Alat Ukur

Kinerja Pada Hotel UB. Malang

Rangkuti, Freddy, 2012. SWOT Balanced Scorecard: Teknik Menyusun Strategi

Korporat yang Efektif Plus Cara Mengelola Kinerja dan Resiko. Jakarta:

PT. Gramedia Pustaka Utama.

Rusdiyanto Ahmad F, 2010. Analisis Kinerj Dengan Pendekatan Balanced

Scorecard pada PDAM Kabupaten Semarang. Semarang.

Sugiyono, 2002. Statistika Untuk Penelitian (Cetakan Keenam). Bandung:

Penerbit Alfabeta.

Syamsuddin, dkk. 2011. Metode Penelitian Pendidikan Bahasa. Bandung: PT.

Remaja Rosdakarya.

Tiffany Denissa N, 2013. Balanced Scorecard Analysis to Evaluate The

Performance of Selecta Recreation Park. Malang.

Tunggal Amin Widjaja, 2001. Pengukuran Kinerja Dengan Balanced Scorecard

(Cetakan Kedua). Harvarindo.

Vermaak FNS and C.J Cronje, 2001. The Balanced Scorecard as a Potential

Instrument For Supporting The Planning and Improvement of Accounting

Education in South Africa.Meditari Accountancy Research Vol. 9, pp.301-

312.

Wibisono Dermawan, 2006. Manajemen Kinerja. Jakarta: PT. Erlangga.