Improving Performance Management System of Human Resource Aspect in Health Drink Industry Startup

  • Jihan Amirah Rafidah School of Business and Management, Bandung Institute of Technology, Indonesia
  • Emilia Fitriana Dewi School of Business and Management, Bandung Institute of Technology, Indonesia
Keywords: performance management, human resource management, health drink industry, startup


In a company, Human Resource Management is important in order to make sure the quality of people in the company are in the best state. Human Resource Management is focusing on how to recruit and develop the best people, that’s why there are many different tools and systems that can be used in order to achieve the goal. Moringa Culinary is a new company in the health drink industry that sells  variant beverages from moringa leaves as the main material. In Moringa Company, Human Resource Management is still an unfamiliar term, and by looking at the data of the company, it is shown that Moringa Culinary still doesn’t have an established system about performance management that causes the percentage of company’s target achievement from September 2019 to March 2020 is unstable. Hence, the researcher made this study to analyse the best performance management system that can be implemented in Moringa Culinary. This research was conducted using qualitative methods by interviewing similar businesses in the same industry to know about the current applied management system in the company and to compare the effectiveness between one and another. The researcher will also use SWOT analysis to evaluate the internal condition in Moringa Culinary. The most suitable performance management system for Moringa Culinary in order for Moringa Culinary to be able to achieve all the company’s target can be revealed in the result of this study.

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How to Cite
Rafidah, J. and Dewi, E. (2020) “Improving Performance Management System of Human Resource Aspect in Health Drink Industry Startup”, Malaysian Journal of Social Sciences and Humanities (MJSSH), 5(8), pp. 85 - 95. doi: