EKSPLORASI PENERAPAN PRINSIP-PRINSIP MANAJEMEN MUTU DALAM PENGELOLAAN DANA FILANTROPI ISLAM: STUDI KOMPARASI LAZNAS RUMAH ZAKAT YOGYAKARTA DENGAN LAZNAS BAITUL MAAL HIDAYATULLAH YOGYAKARTA

Edi Santosa, NIM.: 17300016018 (2022) EKSPLORASI PENERAPAN PRINSIP-PRINSIP MANAJEMEN MUTU DALAM PENGELOLAAN DANA FILANTROPI ISLAM: STUDI KOMPARASI LAZNAS RUMAH ZAKAT YOGYAKARTA DENGAN LAZNAS BAITUL MAAL HIDAYATULLAH YOGYAKARTA. Doctoral thesis, UIN SUNAN KALIJAGA YOGYAKARTA.

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Abstract

This dissertation examines and compares two Islamic philanthropic fund management organizations, LAZNAS Baitul Maal Hidayatullah (BMH) and LAZNAS Rumah Zakat (RZ), in Yogyakarta. Both RZ and BMH, according to the researcher, have run their Islamic philanthropic funds professionally, where RZ is superior to BMH. Three major issues are addressed in this research: (1) How is the institutional management in BMH and RZ? (2) How is the management of the collection and distribution of Islamic philanthropic funds in the two institutions? (3) Why is RZ more successful than BMH in managing Islamic philanthropic funds and which quality management principles have been implemented, Quality Control (QC), Quality Assurance (QA), or Total Quality Management (TQM)? This type of research is a field study with a comparative research framework; quantitative and qualitative data were employed. The primary data sources were the results of interviews with BMH and RZ leaders and other administrators. The 32 respondents included 20 employees of BMH, 12 employees of BMH outlets under the supervision of BMH Yogyakarta, and 16 RZ employees. The secondary data sources included books, brochures, magazines, newspapers, and others. Inductive methods were used in conjunction with the descriptive data analysis. For quantitative data, descriptive statistical analysis techniques were used. By applying QC, QA, and TQM concepts, the management of Islamic philanthropic funds at BMH and RZ Yogyakarta was analyzed. The results show that both BMH and RZ have effective institutional management. The two institutions perform the collection and distribution of funds through planning, implementation, monitoring, and evaluation. QC and QA are implemented in their management. However, based on the requirements and phases of TQM implementation, neither RZ nor BMH have yet fulfilled the TQM criteria. Nevertheless, the principles of TQM are identified in their activities, although they are not yet optimal and require further advancement. RZ uses TQM principles to a greater extent than BMH. RZ gave a high average score of 4.66 to the eleven TQM principles. While BMH's average score is 4.16. Of the 11 indicators, BMH has eight indicators with good values. They cover indicators of leadership, strategic approach, focus on customers, continuous system improvement, teamwork and unity of purpose, total involvement, measurement of analysis and knowledge management, and results achievement. While the level of implementation of the remaining three indicators on amil, commitment to high quality, and education and training, is quite satisfactory. Although having fewer human resources and a lower level of education, RZ is more successful than BMH due to its greater application of TQM principles. The researcher comes to the conclusion that in order to maximize the success of Islamic philanthropic fund management, both LAZNAS and BAZNAS must implement TQM as it is not sufficient just to implement QC or QA.

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