2.2. Theoretical foundation and con

2.2. Theoretical foundation and connotation of performance evaluation
Performance evaluation is an assessment model to compare past plans and executions of strategies, operating activities and target establishment of organizations with executive abilities, participating rate and competing rate of employees. Furthermore, this assessment model is helping organizations to plan future strategies and set up performance targets of employees in order to achieve the final target of the entire organizations. Green and Keim (1983) stated that ‘‘Performance evaluation is for achieving the entire target. It bases on the quantification standard made in advance or using subjective judgment to assess the result of daily operation; in the meanwhile, performance evaluation also possesses the function of amending responding policies and unifying the target of individuals and organizations.’’ In the past, little literature was available for the overall performance evaluation of extension education centers particularly. Most related studies are put much emphasis on programs/courses assessment (Go´mez et al., 2007; Roberts-Gray, Gingiss, & Boerm, 2007; Wiesenberg, 2000; Zeidner & Schleyer, 1999). Park and Lohr (2007) use a frontier model through marketing information (e.g. sales force, store performance, etc.) to evaluate the performance efficiency of agricultural extension agents who provide technical assistance to organic producers. One former study made in Taiwan focuses on financial analyses such as applying DEA to study the operating efficiencies of private university extension education (Hsieh, 2005). However, in order to distinguish this research from other previous research, this study uses BSC as a foundation of performance evaluation. This is mainly because comparing to other performance evaluations, BSC focuses on both financial and non-financial aspects to assess and manage the executive condition of policies. Therefore, it is more adequate to suit the characters of university extension education units to be used.

2.3. Theoretical foundation and connotation of BSC
Kaplan and Norton (1992) have proposed the concept of BSC. It is a performance evaluation system made especially for 12 companies in America and the concept of BSC was pointed out in the American Harvard management commentary in 1992. The cardinal purpose of BSC is to replace traditional performance system focusing on assessing one single financial index to obtain more adequate and comelier performance evaluation model. This concept gets out of the traditional performance evaluation model merely based on financial accounting. For BSC, financial perspective is still the core of performance evaluation but the other four perspectives such as customer, industrial process, learning and growth of employees should be included in as well to enable the performance evaluation method to be more balanced and also having the effectiveness of encouraging organizations. This is for setting up a complete performance evaluation system and forming a whole set of performance indices to assess strategies so that the
strategies and prospect of organizations could be achieved. The contents of four perspectives of BSC are described as follows:

Hasil (Bahasa Indonesia) 1:

2.2. teoritis foundation dan konotasi dari evaluasi kinerjaPerformance evaluation is an assessment model to compare past plans and executions of strategies, operating activities and target establishment of organizations with executive abilities, participating rate and competing rate of employees. Furthermore, this assessment model is helping organizations to plan future strategies and set up performance targets of employees in order to achieve the final target of the entire organizations. Green and Keim (1983) stated that ‘‘Performance evaluation is for achieving the entire target. It bases on the quantification standard made in advance or using subjective judgment to assess the result of daily operation; in the meanwhile, performance evaluation also possesses the function of amending responding policies and unifying the target of individuals and organizations.’’ In the past, little literature was available for the overall performance evaluation of extension education centers particularly. Most related studies are put much emphasis on programs/courses assessment (Go´mez et al., 2007; Roberts-Gray, Gingiss, & Boerm, 2007; Wiesenberg, 2000; Zeidner & Schleyer, 1999). Park and Lohr (2007) use a frontier model through marketing information (e.g. sales force, store performance, etc.) to evaluate the performance efficiency of agricultural extension agents who provide technical assistance to organic producers. One former study made in Taiwan focuses on financial analyses such as applying DEA to study the operating efficiencies of private university extension education (Hsieh, 2005). However, in order to distinguish this research from other previous research, this study uses BSC as a foundation of performance evaluation. This is mainly because comparing to other performance evaluations, BSC focuses on both financial and non-financial aspects to assess and manage the executive condition of policies. Therefore, it is more adequate to suit the characters of university extension education units to be used.2.3. Theoretical foundation and connotation of BSCKaplan and Norton (1992) have proposed the concept of BSC. It is a performance evaluation system made especially for 12 companies in America and the concept of BSC was pointed out in the American Harvard management commentary in 1992. The cardinal purpose of BSC is to replace traditional performance system focusing on assessing one single financial index to obtain more adequate and comelier performance evaluation model. This concept gets out of the traditional performance evaluation model merely based on financial accounting. For BSC, financial perspective is still the core of performance evaluation but the other four perspectives such as customer, industrial process, learning and growth of employees should be included in as well to enable the performance evaluation method to be more balanced and also having the effectiveness of encouraging organizations. This is for setting up a complete performance evaluation system and forming a whole set of performance indices to assess strategies so that thestrategies and prospect of organizations could be achieved. The contents of four perspectives of BSC are described as follows:

Hasil (Bahasa Indonesia) 2:

2.2. Landasan teoritis dan konotasi evaluasi kinerja
Evaluasi kinerja adalah model penilaian untuk membandingkan rencana masa lalu dan eksekusi strategi, kegiatan operasi dan pembentukan target organisasi dengan kemampuan eksekutif, tingkat partisipasi dan tingkat bersaing karyawan. Selanjutnya, model penilaian ini membantu organisasi untuk merencanakan strategi masa depan dan menyiapkan target kinerja karyawan dalam rangka mencapai target fi nal dari seluruh organisasi. Hijau dan Keim (1983) menyatakan bahwa '' Evaluasi kinerja adalah untuk mencapai seluruh sasaran. Ini mendasarkan pada quanti standar fi kasi dilakukan di muka atau menggunakan penilaian subjektif untuk menilai hasil operasi sehari-hari; sementara itu, evaluasi kinerja juga memiliki fungsi mengubah kebijakan merespon dan mempersatukan target individu dan organisasi. '' Di masa lalu, sedikit literatur yang tersedia untuk evaluasi kinerja keseluruhan pusat pendidikan ekstensi khususnya. Studi yang paling terkait menempatkan banyak penekanan pada program / ​​assessment program (Go'mez et al, 2007;. Roberts-Gray, Gingiss, & Boerm, 2007; Wiesenberg, 2000; Zeidner & Schleyer, 1999). Taman dan Lohr (2007) menggunakan model perbatasan melalui informasi pemasaran (force misalnya penjualan, kinerja toko, dll) untuk mengevaluasi kinerja efisiensi dari penyuluh pertanian yang memberikan bantuan teknis kepada produsen organik. Salah satu mantan studi yang dibuat di Taiwan berfokus pada keuangan analisis seperti menerapkan DEA untuk mempelajari (Hsieh, 2005) yang beroperasi ef defisiensi pendidikan ekstensi universitas swasta. Namun, untuk membedakan penelitian ini dari penelitian lain sebelumnya, penelitian ini menggunakan BSC sebagai dasar evaluasi kinerja. Hal ini terutama karena membandingkan evaluasi kinerja lainnya, BSC berfokus pada kedua keuangan dan aspek non keuangan untuk menilai dan mengelola kondisi eksekutif kebijakan. Oleh karena itu, lebih memadai sesuai dengan karakter dari satuan pendidikan ekstensi universitas yang akan digunakan. 2.3. Landasan teoritis dan konotasi BSC Kaplan dan Norton (1992) telah mengusulkan konsep BSC. Ini adalah sebuah sistem evaluasi kinerja yang dibuat khusus untuk 12 perusahaan di Amerika dan konsep BSC ditunjukkan dalam pengelolaan komentar Amerika Harvard pada tahun 1992. Tujuan utama dari BSC adalah untuk menggantikan sistem kinerja tradisional berfokus pada menilai indeks keuangan satu pun fi untuk mendapatkan lebih memadai dan model evaluasi kinerja comelier. Konsep ini keluar dari model evaluasi kinerja tradisional hanya berdasarkan akuntansi keuangan. Untuk BSC, perspektif keuangan masih merupakan inti dari evaluasi kinerja tapi empat perspektif lain seperti pelanggan, proses industri, pembelajaran dan pertumbuhan karyawan harus dimasukkan dalam serta mengaktifkan metode evaluasi kinerja menjadi lebih seimbang dan juga memiliki efektivitas mendorong organisasi. Ini adalah untuk menyiapkan sistem evaluasi kinerja yang lengkap dan membentuk satu set indeks kinerja untuk menilai strategi sehingga strategi dan prospek organisasi dapat dicapai. Isi empat perspektif BSC dijelaskan sebagai berikut: