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The main objective of this system was to incentivize ECEC providers to improve the quality of their services through a performance-based funding model. The QRIS assessed ECEC settings on a number of quality indicators, such as staff qualifications, curriculum, health and safety standards, and family engagement practices. Background:
In 2018, the Indonesian government introduced a deposit QRIS for ECEC settings. Providers were required to meet a certain threshold of quality in order to qualify for funding, which was provided as a deposit qris in their accounts.

Management by Objectives (MBO) is a widely used management approach that involves setting specific goals for employees and monitoring their progress towards achieving those goals. In this article, we will explore the key components of MBO128 and discuss how it can benefit organizations in achieving their strategic objectives. MBO128 is an advanced form of MBO that places a strong emphasis on employee engagement, self-motivation, and continuous feedback.

It may take time for employees to adapt to the new approach and fully embrace the principles of MBO128. Resistance to Change: Implementing a new management approach like MBO128 can be met with resistance from employees who are used to traditional top-down management styles.

By providing regular feedback on performance, managers can address any issues or concerns in a timely manner and help employees to improve their performance. Enhanced Communication: The emphasis on continuous feedback in MBO128 promotes open communication between managers and employees.

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Pada tahun 2021, pemerintah Indonesia meluncurkan program deposit QRIS 10K sebagai bagian dari upaya untuk mendorong inklusi keuangan di negara ini. Program ini bertujuan untuk memudahkan masyarakat untuk memiliki akses ke layanan perbankan, terutama bagi mereka yang tinggal di daerah terpencil atau yang tidak memiliki akses ke lembaga keuangan tradisional.

Dengan demikian, masyarakat dapat menghemat uang mereka dengan aman dan mudah tanpa harus membuka rekening tabungan di bank. Program deposit QRIS 10K ini memungkinkan setiap individu untuk melakukan deposit sebesar Rp 10.000 melalui QR code yang terhubung dengan rekening bank atau dompet digital mereka.

Conclusion:
The implementation of the deposit QRIS in Indonesia has been a challenging but ultimately rewarding experience. By incentivizing providers to improve the quality of their services, the system has led to better outcomes for children and families. As policymakers and ECEC providers continue to work together to strengthen the QRIS, it is hoped that the quality of ECEC services in Indonesia will continue to improve.

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Continuous Feedback: In MBO128, feedback is an essential component of the process. Managers are encouraged to provide regular, constructive feedback to employees on their progress towards their goals. This feedback helps employees to stay on track, make adjustments as needed, and improve their performance over time.

By involving employees in goal setting, promoting self-motivation, providing continuous feedback, and aligning individual goals with organizational objectives, MBO128 can help organizations to achieve their desired outcomes and enhance overall success. While there are challenges associated with implementing MBO128, the benefits far outweigh the potential drawbacks, making it a valuable tool for organizations looking to improve their management practices and drive long-term success. MBO128 is a powerful management approach that can help organizations to increase employee engagement, improve performance, and drive strategic alignment.

This led to better outcomes for children and families, including improved school readiness and social-emotional development. Providers who participated in the QRIS were able to identify areas for improvement and make changes to their programs and practices. One of the key successes of the system has been the improvement in the quality of ECEC services across the country. Successes:
Despite the challenges, the deposit QRIS in Indonesia has seen some successes. Additionally, the performance-based funding model incentivized providers to invest in quality improvement initiatives, such as staff training and curriculum development.