PERANAN PENERAPAN STANDAR OPERASIONAL PROSEDUR (SOP) TERHADAP PENJUALAN dan KINERJA KARYAWAN
Abstract
Penerapan SOP yang tepat dan efisien sangat penting dalam sebuah bisnis restoran dalam membantu para karyawan untuk bekerja secara konsisten dan terstandar, demi memberikan produk dan layanan terbaik bagi konsumen. Dimasa pandemi covid–19 bisnis restoran juga terdampak menyebabkan banyak industri mengalami penurunan, tidak terkecuali bisnis restoran. Dalam kondisi pandemi seperti saat ini, dengan sumber daya yang ada, optimalisasi SOP dalam memberikan panduan kepada karyawan dapat memberikan layanan terbaik untuk juga tetap dapat mempertahankan atau bahkan meningkatkan penjualan. Dengan semakin jelasnya SOP yang diterapkan oleh restoran, akan membantu karyawan untuk dapat bekerja secara baik dan tentu saja akan berdampak pada pencapaian kinerja yang optimal. Dengan menggunakan pendekatan kualitatif deskriptif, penelitian ini bertujuan untuk dapat menggali lebih dalam mengenai peranan sebuah SOP dapat memberikan dampak pada peningkatan kinerja karyawan dan juga berdampak dari sisi penjualan pada Mumu Kuru by Cattura Espresso, Surabaya. Dengan mewawancara karyawan di Mumu Kuru by Cattura Espresso, Surabaya, yang bekerja dibagian dapur utama maupun minuman. Hasil wawancara menjelaskan bahwa SOP yang jelas, mudah dipahami, dan konsisten membantu karyawan untuk dapat bekerja dengan menunjukkan kinerja yang baik, sesuai dengan keinginan dari restoran. Tentu hal ini akan berdampak baik kepada penjualan secara keseluruhan.
Kata Kunci: Optimalisasi SOP, Kinerja Karyawan, Penjualan
The implementation of proper and efficient SOPs is very important in a restaurant business in helping employees to work consistently and standards, to provide the best products and services for consumers. During the COVID-19 pandemic, the restaurant business was also affected, causing many industries to experience a decline, including the restaurant business. While in the pandemic, limited resources are the main challenge, optimizing SOPs in guiding employees can provide the best service to maintain or even increase sales. With the clearer SOP implemented by the restaurant, it will help employees to be able to work well and of course, will have an impact on achieving optimal performance. By using a descriptive qualitative approach, this study aims to be able to dig deeper into the role of an SOP that can have an impact on increasing employee performance and also having an impact on the sales side of Mumu Kuru by Cattura Espresso, Surabaya. By interviewing employees at Mumu Kuru by Cattura Espresso, Surabaya, who work in the main kitchen and beverages. The results of the interview explained that clear, easy-to-understand and consistent SOPs help employees to be able to work by showing good performance, by the wishes of the restaurant. Of course, this will have a good impact on overall sales.
Keywords: SOP Optimization, Employee Performance, Sales
Full Text:
PDFReferences
Alas, R., Übius, U., Lorents, P., & Matsak, E. (2017). Corporate Social Responsibility In European And Asian Countries. Jurnal Manajemen Bisnis Dan Inovasi (JMBI) UNSRAT Vol. 4 No. 1
Alonso-Almeida, M.D.M., Bagur-Femenias, L., Llach, J., & Perramon, J. (2015) Sustainability in small tourist businesses: The link between initiatives and performance. Curr. Issues Tour. 21, 1–20.
Alonso-Almeida, M.d.M.; Bremser, K.; Llach, J. Proactive and reactive strategies deployed by restaurants in times of crisis: Effects on capabilities, organization and competitive advantage. Int. J. Contemp. Hosp. Manag. 2015, 27, 1641–1661
Amalia, S. (2019). Matinya Perusahaan Gara Gara SOP. Jurnal Wacana Kinerja: Kajian Praktis-Akademis Kinerja dan Administrasi Pelayanan Publik, 22(1), 121-122.
Atmoko, T. (2011). Standar Operasional Prosedur dan Akuntabilitas Kinerja Instansi Pemerintah.
Brehaut, L. Noma (2020). Four-Time World’s Best Restaurant, to Reopen as a Burger and Wine Bar; National Post: Toronto, ON, USA.
Brewer, P., & Sebby, A. G. (2021). The effect of online restaurant menus on consumers’ purchase intentions during the COVID-19 pandemic. International Journal of Hospitality Management, 94(October 2020), 102777. https://doi.org/10.1016/j.ijhm.2020.102777
Caldwell, C., & Anderson, V. (2021). EMPLOYEE ENGAGEMENT AND LEADERS’ DUTIES.
Camillo, A.A.; Connolly, D.J.; Kim, W.G. Success and failure in Northern California: Critical success factors for independent restaurants. Cornell Hosp. Q. 2008, 49, 364–380.
Carsrud, A., Brännback, M., Elfving, J., & Brandt, K. (2017). Motivations: The Entrepreneurial Mind and Behavior (pp. 185–209). Springer. https://doi.org/10.1007/978-3-319-45544-0_13
Crant, J.M. (2000), “Proactive behaviour in organizations”, Journal of Management, Vol. 26 No. 3, pp. 435-462.
Diamantidis, A. D., & Chatzoglou, P. (2019). Factors affecting employee performance: an empirical approach. International Journal of Productivity and Performance Management, 68(1), 171–193. https://doi.org/10.1108/IJPPM-01-2018-0012
Erkmen, E. Managing Restaurant Attributes for Destination Satisfaction: What Goes beyond Food? Adm. Sci. 2019, 9, 19.
Hubner, S., & Baum, M. (2018). Effectuation, entrepreneurs’ leadership behaviour, and employee outcomes: A conceptual model. International Journal of Entrepreneurial Venturing, 10(4), 383–411. https://doi.org/10.1504/IJEV.2018.093917
J.Moleong, Lexy.2014. Metode Penelitian Kualitatif , Edisi Revisi. PT Remaja Rosdakarya, Bandung
Jha, S., Balaji, M. S., Yavas, U., & Babakus, E. (2017). Effects of frontline employee role overload on customer responses and sales performance: Moderator and mediators. European Journal of Marketing, 51(2), 282–303. https://doi.org/10.1108/EJM-01-2015-0009
Johnson, C.; Surlemont, B.; Nicod, P.; Revaz, F. Behind the Stars: A Concise Typology of Michelin Restaurants in Europe. Cornell Hotel Restaur. Adm. Q. 2005, 46, 170–187
Jung, S., & Jang, S. (2015). To cluster or not to cluster?: Understanding geographic clustering by restaurant segment. Int. J. Hosp. Manag. 77, 448–457.
Kim, J., Kim, J., Lee, S.K., & Tang, L. (2020). Effects of epidemic disease outbreaks on financial performance of restaurants: Event study method approach. J. Hosp. Tour. Manag. 43, 32–41.
Kotler, K. (2012). Manajemen Pemasaran 1.Edisi ketiga belas. Jakarta: Erlangga
La Marca, A., Niederberger, C., Pellicer, A., & Nelson, S.M. (2020). COVID-19: Lessons from the Italian reproductive medical experience. Fertil. Steril. 113, 920–922.
Madeira, A., Palrão, T., & Mendes, A. S. (2021). The impact of pandemic crisis on the restaurant business. Sustainability (Switzerland), 13(1), 1–13. https://doi.org/10.3390/su13010040
Mangkunegara. (2011). Manajemen Sumber Daya Manusia Perusahaan. Bandung: PT. Remaja Rosdakarya
Moeheriono. (2012). Pengukuran Kinerja Berbasis Kompetensi. Jakarta: Raja Grafindo Persada.
Mojambo, G. A., Tulung, J. E., & Saerang, R. T. (2020). The Influence of Top Management Team (TMT) Characteristics Toward Indonesian Banks Financial Performance During the Digital Era (2014-2018). JMBI UNSRAT (Jurnal Ilmiah Manajemen Bisnis dan Inovasi Universitas Sam Ratulangi)., 7(1).
Namkung, Y.; Jang, S. Are highly satisfied restaurant customers really different? A quality perception perspective. Int. J. Contemp. Hosp. Manag. 2008, 20, 142–155.
Panayotopoulou, L., Bourantas, D. and Papalexandris, N. (2003), “Strategic human resource management and its effects on firm performance: an implementation of the competing values framework”, International Journal ofHuman Resource Management, Vol. 14 No. 4, pp. 680-699
Parsa, H.G.; Gregory, A.J. Why Do Restaurants Fail? Part III: An Analysis of Macro and Micro Factors; The Dick Pope Sr. Institute for Tourism Studies: Winter Haven, FL, USA, 2020; p. 20
Pavesic, D. Setting the Table: The Transforming Power of the Hospitality Business, by Danny Meyer. J. Culin. Sci. Technol. 2012,
Ramarajan, L., Rothbard, N. P., Anteby, M., Barsade, S., Battilana, J., John, L., Harrison, S., Moore, C., Petriglieri, J., Pratt, M., & Reid, E.
(2014). Discordant vs . Harmonious Selves : The Effects of Identity Conflict and Enhancement on Sales Performance in Employee-Customer Interactions Lakshmi Ramarajan University of Pennsylvania. 60(6), 2208–2238.
Sailendra, A. (2015). Langkah–Langkah Praktis Membuat SOP. Yogyakarta: Trans Idea Publising.
Santoso, H., Elidjen, Abdinagoro, S. B., & Arief, M. (2019). The role of creative self-efficacy, transformational leadership, and digital literacy in supporting performance through innovative work behavior: Evidence from telecommunications industry. Management Science Letters, 9 (Spceial Issue 13), 2305–2314. https://doi.org/10.5267/j.msl.2019.7.024
Setiawan, I. K. D., & Rahmawati, P. I. (2020). Evaluasi Penerapan Standar Operasional Prosedur Dan Strategi Peningkatan Kualitas Layanan Di Envy Restaurant Hotel Holiday Inn Resort Baruna Bali. Jurnal Manajemen Perhotelan Dan Pariwisata, 3(2), 51–57. https://ejournal.undiksha.ac.id/index.php/JMPP/article/view/29076
Tanjung, & Subagjo. (2012). Panduan Praktis Menyusun Standar Operasional Prosedur (SOP) Instansi Pemerintah. Yogyakarta: Total Media
van Zyl, L. E., van Oort, A., Rispens, S., & Olckers, C. (2019). Work engagement and task performance within a global Dutch ICT-consulting firm: The mediating role of innovative work behaviors. Current Psychology. https://doi.org/10.1007/s12144-019-00339-110, 271–275
Wida, E.C. (2020). Which States Have Closed Restaurants and Bars Due to Coronavirus? Today. Retrieve from: March 30. https://www.today.com.
Wilkesmann, U., & Wilkesmann, M. (2020). (Fine Dining) Restaurants in the Corona Crisis; Discussion Papers of the Center for Higher Education; Technische Universität Dortmund: Germany.
DOI: https://doi.org/10.35794/jmbi.v8i3.36934
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.