Analisis Kinerja dan Efisiensi Unit Kerja Bank XYZ

Abstract

Bank XYZ realizes that the competition between companies is getting bigger, therefore the management of XYZ Bank issued a policy by building a new work unit. The operational sustainability of XYZ Bank in the Indonesian banking industry is closely related to the ability to maintain high competitiveness. Differences in work areas are also considered to have a role in achieving company targets. Where this is illustrated by the difference in business conditions and public behavior with banking. Based on Table 1.4, it is explained that there is a real comparison of new work units and old work units that can affect the financial performance of XYZ Bank. The research objectives are to 1) To analyze the characteristics of the XYZ Bank work units in the Yogyakarta and Bogor regions; 2) Analyzing the financial performance of the XYZ Bank work units in the Yogyakarta and Bogor regions; and 3) Analyze the performance and efficiency positions of the two work units of XYZ Bank. The research was conducted in two work units of Bank XYZ located in Yogyakarta and Bogor Regencies. The data used are (input: savings, interest expense, labor costs, credit; output: assets and interest income). The method used for this research is descriptive analysis, Data Envelopment Analysis, and malmquist index. Company assets are known to have increased by the Bogor work unit 16.3 percent and the Yogyakarta work unit 11.3 percent. Interest income increased by the Bogor work unit 33.9 percent and the Yogyakarta work unit by 52.8 percent, savings increased by the Bogor work unit by 14.4 percent and the Yogyakarta work unit by 15.4 percent, the interest expense increased by the Bogor work unit 41.3 percent and the Yogyakarta work unit 40.7 percent, the workloads of Bogor work unit increased by 35.4 percent and the Yogyakarta work unit by 52.9 percent, and the credit extended by the Bogor work unit by 4.4 percent and the Yogyakarta work unit 18.3 percent. The processing results show that the two work units (Bogor and Yogyakarta) have different efficiency values in each time. It is known that in the Bogor work unit, out of the 17 times studied, 5 of them experienced inefficient conditions, while the Yogyakarta work unit was known to have 6 times that were inefficient. The mapping of work productivity in Yogyakarta is known to have been efficient but has not yet reached the expected productivity, while the Bogor work unit has achieved the expected productivity and efficiency. This has an impact on future policies that will be taken by managers in the unit