ppt on preformanc apprisal
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LOGO
Performance Managementand Appraisal
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Tujuan Pembelajaran
Membedakan antara kriteria pekerjaan danstandar kinerja.
Mengidentifikasikan dua kegunaan utama
penilaian kinerja.Memberikan contoh-contoh rater errors .
Memaparkan kelebihan dan kelemahan
penilaian dengan multi sumber ataumultisource (360°) appraisal .
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Tujuan pembelajaran
Mengidentifikasikan karakteristik/sifatpendekatan keperilakuan terhadap penilaiankinerja dan management by objectives (MBO).
Mendiskusikan beberapa hal pentingmengenai appraisal feedback interviews .
Mengidentifikasikan karakteristik sistempenilaian kinerja yang legal dan efektif.
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Identifying and MeasuringEmployee Performance
Performance Management SystemProses yang digunakan untuk identify, encourage,measure, evaluate, improve , dan reward kinerjakaryawan.
PerformanceApa yang dilakukan dan tidak dilakukan oleh karyawan.• Jumlah output • Quality of output • Timeliness of output • Presence at work
• Cooperativeness Job Criteria
Elemen penting yang diberikan dalam pekerjaan.
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KeterkaitanantaraStrategy,
Outcomes,dan
Organizational Results
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Types of Performance Information
Trait-basedTrait-basedInformationInformation
Behavior-basedBehavior-basedInformationInformation
Results-basedResults-basedInformationInformation
JobJobPerformance?Performance?
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Beberapa permasalahan kriteria kinerja
ObjectivityObjectivity
DeficiencyDeficiency ContaminationContamination
PerformancePerformanceCriteriaCriteria
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Performance Standards
Performance StandardsTingkat kinerja yang diharapkan
• Benchmarks
• Goals• Targets
Karakteristik standar kinerja yangbaik
RealistikDapat diukur Secara jelas dapat dipahami
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Terms Defining Standards on OneCompany
Figure 11–2
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Manfaat Penilaian kinerja(Performance Appraisal)
Performance Appraisal (PA)Proses mengevaluasi bagaimana karyawan denganbaik melakukan pekerjaan mereka ketikadibandingkan dengan standar yang ada, dan
kemudian mengkomunikasikan informasi tersebutkepada karyawan.Informal Appraisal
• Day-to-day contacts, biasanya tidak didokumentasikan
Systematic Appraisal• Melibatkan adanya kontak formal pada interval waktu yang
sudah ditentukan ( regular ), biasanya didokumentasikan.
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Manfaat Performance Appraisal (cont’d)
PerformancePerformanceAppraisalAppraisal
Giving PerformanceGiving PerformanceFeedbackFeedback
Administering WagesAdministering Wagesand Salariesand Salaries
Identifying StrengthsIdentifying Strengthsand Weaknessesand Weaknesses
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Kritik terhadap PerformanceAppraisal
Terlalu memfokuskan pada individual dankurang mengembangkan karyawan.
Karyawan dan supervisor mempercayaibahwa proses penilaian merupakan proses ygtidak sempurna.Penilaian seringkali tidak konsisten,berorientasi jangka pendek, subjektif, danberguna hanya pada kinerja yang tertinggi.
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Typical Division of HR Responsibilitiesfor Performance Appraisal
Figure 11–4
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Siapa yang melakukan Penilaian
Supervisor yang menilai bawahanmerekaKaryawan yang menilai supervisor merekaAnggota Tim yang menilai satudengan yang lainnya.Sumber dari luar.Karyawan yang menilai dirinyasendiri.Multisource (360° feedback) appraisal
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Traditional Performance Appraisal:
Logic and Process
Figure 11–5
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Karyawan menilai Manajer
AdvantagesMembantumengidentifikasikanmanajer yang kompetenMembuat manajer lebihresponsif terhadapkaryawan.Dapat memberikankontribusi terhadappengembangan karir manajer.
DisadvantagesMenimbulkan reaksi negatif manajer terhadap penilaiankaryawan.Ketakutan bawahanmengenai tindakanbalasan manajer karenabawahan memberikanpenilaian yg realistik(negatif).
Penilaian hanyabermanfaat hanya untukself-improvement purposes
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Penilaian dari Team/Peer
AdvantagesMembantu meningkatkankinerja individual yangdinilai lebih rendah ( lower-rated individuals )
Rekan kerja memilikipeluang untukmengobservasi rekan kerjalainnya.Penilaian rekan kerja
memfokuskan padakontribusi individualterhadap kinerja tim danteamwork .
DisadvantagesSecara negatif dapatmempengaruhi hubungankerja.Dapat menciptakankesulitan bagi manajer dalam menentukan kinerjaindividual.Organisasi menggunakanpenilaian kinerja individualdapat menghalangipengembangan teamwork
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Metode Performance Appraisal
Figure 11–7
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Category Rating Methods (cont’d)
ChecklistsA performance appraisal tool that uses a list of statements or work behaviors that are checked byraters .
• Can be quantified by applying weights to individualchecklist items.
Drawbacks• Interpretation of item meanings by raters
• Weighting creates problems in appraisal interpretation
• Assignment of weights to items by persons other than theraters
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Sample Performance Appraisal Form
Figure 11–8a
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Sample Performance Appraisal Form
Figure 11–8b
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Comparative Methods
RankingMenyusun karyawan dari yang berkinerjatertinggi hingga terendah.Drawback
• Tidak menunjukkan perbedaan ukuran dalamkinerja antara karyawan.
• Implikasi bahwa karyawan yang diranking palingrendah merupakan unsatisfactory performers .
• Becomes an unwieldy process if the group to beranked is large.
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Comparative Methods (cont’d)
Forced DistributionMetode penilaian kinerja dg me-rating karyawan terdistribusisepanjang bell-shaped curve.
Dr awbacks• Asumsinya kinerja terdistribusi normal.
• Adanya penolakan dari manajer untuk menempatkanindividual dalam kelompok yang paling rendah atau palingtinggi.
• Memberikan penjelasan ketika menempatkan karyawandalam kelompok yang lebih tinggi atau lebih rendah dapatmenjadi sulit.
• Tidak applicable untuk kelompok karyawan yang kecil.
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Narrative Methods
Critical IncidentManager keeps a written record of highlyfavorable and unfavorable employee actions.
Drawbacks• Variations in how managers define a “critical
incident”• Time involved in documenting employee actions
• Most employee actions are not observed and maybecome different if observed
• Employee concerns about manager’s “blackbooks”
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Narrative Methods (cont’d)
Essay MethodManager writes a short essay describing anemployee’s performance.
Drawbacks• Depends on the managers’ writing skills and their ability to express themselves.
Field Review
Outside reviewer interviews the manager aboutthe performance of each employee and developsa rating for the employees from the interviewnotes.
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Behavioral/Objective Methods
Behavioral Rating ApproachAssesses employees’ behaviors instead of other characteristics
Consists of a series of scales created by:• Identifying important job dimensions• Creating statements describing a range of desired
and undesirable behaviors (anchors)
Types of behavioral scales• Behaviorally anchored rating scales (BARS)• Behavioral observation scales (BOS)• Behavioral expectation scales (BES)
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Management by Objectives
Management by ObjectivesSpecifying the performance goals that anindividual and his or her manager agree to try toattain within an appropriate length of time.
Key MBO IdeasEmployee involvement creates higher levels of commitment and performance.Encourages employees to work effectively towardachieving desired results.Performance measures should be measurableand should define results.
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The MBO Process
Job Review and AgreementJob Review and Agreement
Development of Performance StandardsDevelopment of Performance Standards
Guided Objective SettingGuided Objective Setting
Continuing Performance DiscussionsContinuing Performance Discussions
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Common Rater Errors
Figure 11–11
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Feedback as a System
Action Based onAction Based onEvaluationEvaluation
DataData EvaluationEvaluationof Dataof Data
FeedbackFeedbackSystemSystem
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Appraisal Interview Hints
Figure 11–12
P f A i l d h
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Performance Appraisals and theLaw
Legally Defensible PA SystemAppraisal criteria based on job analysisAbsence of disparate impact and evidence of validity
Formal evaluation criterion that limit managerialdiscretionFormal rating instrument linked to job duties andresponsibilities
Personal knowledge of and contact with rateeTraining of supervisors in conducting appraisalsReview process to prevent undue control of careersCounseling to help poor performers improve
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Performance Management System
Effective PMS systems are:Consistent with the strategic mission of theorganization
Beneficial as development toolUseful as an administrative toolLegal and job-related
Viewed as generally fair by employeesEffective in documenting employeeperformance
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