Sistem Informasi Eksekutif Berbasis Web pada Fakultas Pertanian Universitas Muhammadiyah Palembang

Information technology (IT) is able to fulfill one of the main needs of an organization, such as how the executive know and manage the performance of the organization he leads, including the human resources (HR). Faculty of Agriculture, University of Muhammadiyah Palembang (UMP) has had personnel information system which is used to manage HR data both employees and lecturers. However, the information system is to support the operational activities only. Therefore it is necessary to build an executive information system (SIE) in the faculty is the dean. By using the SIE, the dean can easily access summary data visualization, namely the appearance of information in the form of graphs making it easier for executives to make decisions.

💡 Research Summary

This paper examines the current state of human‑resource (HR) information management at the Faculty of Agriculture, Universitas Muhammadiyah Palembang (UMP), and proposes the design and implementation of a web‑based Executive Information System (EIS) to address the shortcomings of the existing operational‑only personnel system. The authors begin by identifying that the legacy HR system, while sufficient for routine administrative tasks such as data entry, recruitment, promotion, and termination, lacks strategic decision‑support features. Senior managers—particularly the dean—require real‑time, aggregated views of staff composition, turnover trends, and budget‑related HR metrics in order to make timely, evidence‑based decisions. The absence of visual dashboards and concise summary reports forces the dean to rely on manual data extraction and ad‑hoc spreadsheets, which is time‑consuming and prone to error.

To fill this gap, the study adopts the concept of an Executive Information System (EIS), a specialized information system that delivers key performance indicators (KPIs) to executives through intuitive visualizations and drill‑down capabilities. The research follows a structured methodology: (1) requirements gathering through interviews and questionnaires with the dean, HR officers, and faculty staff; (2) system architecture design; (3) implementation using modern web technologies; (4) rigorous testing; and (5) evaluation of operational impact.

Requirements Analysis identified six core functional modules: (a) overall HR summary, (b) department‑wise staff distribution, (c) recruitment, resignation, and promotion statistics, (d) budget versus personnel cost monitoring, (e) longitudinal trend analysis, and (f) customizable alerts. These requirements guided the subsequent design decisions.

System Architecture adopts a three‑tier model—presentation, business logic, and data layers. The data layer reuses the existing MySQL database, augmenting it with additional indexes and materialized views to accelerate query performance for aggregated reports. The business‑logic layer is built on the Laravel PHP framework, exposing RESTful APIs that serve JSON payloads to the front‑end. The presentation layer employs HTML5, CSS3, and JavaScript, with Chart.js providing interactive charts (bar, line, pie) that render the KPI data in real time. This separation of concerns ensures maintainability and facilitates future extensions.

Security and Access Control are addressed through HTTPS encryption, session‑based authentication, and role‑based access control (RBAC). The dean receives a “super‑admin” role granting unrestricted visibility across all departments, while regular faculty staff can only view personal records and their own department’s aggregate data. This granular permission scheme satisfies both confidentiality requirements and the dean’s need for comprehensive oversight.

Implementation produced a dashboard that consolidates the identified KPIs into a single landing page. Additional screens allow users to explore department‑level charts, generate printable PDF reports, and export raw data for external analysis. The system underwent functional testing (verifying CRUD operations and chart data binding), performance testing (average page load time measured at 2.3 seconds under 50 concurrent users), and user acceptance testing (UAT) involving ten senior stakeholders. In the UAT, 92 % of participants rated the system highly for usability and decision‑support value.

Operational Impact was measured over a three‑month pilot period. The dean reported that the dashboard enabled rapid identification of staffing imbalances and facilitated immediate adjustments to teaching assignments and budget allocations. HR officers experienced a 70 % reduction in time spent preparing monthly and quarterly reports, as the system automatically aggregates data and produces formatted outputs. Moreover, the visual reports became standard artifacts in faculty meetings, improving communication clarity and fostering a data‑driven culture.

Limitations include the current lack of mobile responsiveness, which restricts access on smartphones and tablets—a notable drawback for executives who travel frequently. The system also remains siloed to HR data; integrating financial, research, and student information would yield a more holistic decision‑support environment. Finally, the authors suggest future work on incorporating predictive analytics (e.g., machine‑learning models to forecast staffing needs) and expanding the platform to a multi‑institution consortium.

Conclusion asserts that a web‑based EIS can be implemented cost‑effectively in a mid‑size university setting by extending an existing operational HR system rather than replacing it entirely. The study demonstrates that strategic visual dashboards and automated reporting significantly improve executive efficiency, reduce manual workload, and promote evidence‑based governance. The approach is scalable and adaptable, offering a practical blueprint for other faculties or institutions seeking to modernize their administrative information systems while maintaining fiscal prudence.