LOGO. Performance Management and Appraisal

(1)

LOGO

Performance Management

and Appraisal

(2)

www.themegallery.com

Tujuan Pembelajaran



Membedakan antara kriteria pekerjaan dan

standar kinerja.



Mengidentifikasikan dua kegunaan utama

penilaian kinerja.



Memberikan contoh-contoh rater errors.



Memaparkan kelebihan dan kelemahan

penilaian dengan multi sumber atau

(3)

Tujuan pembelajaran



Mengidentifikasikan karakteristik/sifat

pendekatan keperilakuan terhadap penilaian

kinerja dan management by objectives

(MBO).



Mendiskusikan beberapa hal penting

mengenai appraisal feedback interviews.



Mengidentifikasikan karakteristik sistem

penilaian kinerja yang legal dan efektif.

(4)

Identifying and Measuring Employee Performance

 Performance Management System

 Proses yang digunakan untuk identify, encourage,

measure, evaluate, improve, dan reward kinerja

karyawan.

 Performance

 Apa yang dilakukan dan tidak dilakukan oleh karyawan. • Jumlah output • Quality of output

• Timeliness of output • Presence at work • Cooperativeness

 Job Criteria

(5)

www.themegallery.com Keterkaitan antara Strategy, Outcomes, dan Organizational Results

(6)

Types of Performance Information

Trait-based Information Behavior-based Information Results-based Information Job Performance?

(7)

Beberapa permasalahan kriteria kinerja

Objectivity

Deficiency Contamination

Performance Criteria

(8)

Performance Standards



Performance Standards



Tingkat kinerja yang diharapkan

• Benchmarks • Goals

• Targets



Karakteristik standar kinerja yang

baik



Realistik



Dapat diukur

(9)

Terms Defining Standards on One

Company

(10)

Manfaat Penilaian kinerja

(Performance Appraisal)

 Performance Appraisal (PA)

 Proses mengevaluasi bagaimana karyawan dengan baik melakukan pekerjaan mereka ketika

dibandingkan dengan standar yang ada, dan

kemudian mengkomunikasikan informasi tersebut kepada 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.

(11)

Manfaat Performance Appraisal

(cont’d)

Performance Appraisal Giving Performance Feedback Administering Wages and Salaries Identifying Strengths and Weaknesses

(12)

Kritik terhadap Performance

Appraisal



Terlalu memfokuskan pada individual dan

kurang mengembangkan karyawan.



Karyawan dan supervisor mempercayai

bahwa proses penilaian merupakan proses yg

tidak sempurna.



Penilaian seringkali tidak konsisten,

berorientasi jangka pendek, subjektif, dan

berguna hanya pada kinerja yang tertinggi.

(13)

Conflicting Roles for Performance

Appraisal

(14)

Typical Division of HR Responsibilities for Performance Appraisal

(15)

Siapa yang melakukan Penilaian



Supervisor yang menilai bawahan

mereka



Karyawan yang menilai supervisor

mereka



Anggota Tim yang menilai satu

dengan yang lainnya.



Sumber dari luar.



Karyawan yang menilai dirinya

sendiri.

(16)

www.themegallery.com Traditional Performanc e Appraisal: Logic and Process Figure 11–5

(17)

Karyawan menilai Manajer

 Advantages

 Membantu

mengidentifikasikan

manajer yang kompeten  Membuat manajer lebih

responsif terhadap karyawan.  Dapat memberikan kontribusi terhadap pengembangan karir manajer.  Disadvantages

 Menimbulkan reaksi negatif manajer terhadap penilaian karyawan.

 Ketakutan bawahan

mengenai tindakan balasan manajer karena bawahan memberikan penilaian yg realistik (negatif).

 Penilaian hanya

bermanfaat hanya untuk

(18)

Penilaian dari Team/Peer

 Advantages

 Membantu meningkatkan kinerja individual yang dinilai lebih rendah

(lower-rated individuals)

 Rekan kerja memiliki peluang untuk

mengobservasi rekan kerja lainnya.

 Penilaian rekan kerja memfokuskan pada kontribusi individual

terhadap kinerja tim dan

teamwork.

 Disadvantages

 Secara negatif dapat

mempengaruhi hubungan kerja.

 Dapat menciptakan kesulitan bagi manajer

dalam menentukan kinerja individual.

 Organisasi menggunakan penilaian kinerja individual dapat menghalangi

(19)

Penilaian dg banyak sumber

(Multisource Appraisal)

(20)

Metode Performance Appraisal

(21)

Category Rating Methods



Graphic Rating Scale

 Skala yang mengijinkan penilai untuk mengindikasikan kinerja karyawan pada sebuah kontinum

.

• Job criteria scales • Behavioral scales



Drawbacks

• Restrictions on the range of possible rater responses • Differences in the interpretations of the meanings of

scale items and scale ranges by raters

• Poorly designed scales that encourage rater errors • Rating form deficiencies that limit the effectiveness of

(22)

Category Rating Methods (cont’d)



Checklists

 A performance appraisal tool that uses a list of

statements or work behaviors that are checked by raters

.

• Can be quantified by applying weights to individual checklist items.



Drawbacks

• Interpretation of item meanings by raters

• Weighting creates problems in appraisal interpretation • Assignment of weights to items by persons other than the

(23)

Sample Performance Appraisal Form

(24)

Sample Performance Appraisal Form

(25)

Comparative Methods



Ranking



Menyusun karyawan dari yang berkinerja

tertinggi hingga terendah.



Drawback

• Tidak menunjukkan perbedaan ukuran dalam kinerja antara karyawan.

• Implikasi bahwa karyawan yang diranking paling rendah merupakan unsatisfactory performers. • Becomes an unwieldy process if the group to be

(26)

Comparative Methods (cont’d)



Forced Distribution

 Metode penilaian kinerja dg me-rating karyawan terdistribusi sepanjang bell-shaped curve.

 Dr

awbacks

• Asumsinya kinerja terdistribusi normal. • Adanya penolakan dari manajer untuk

menempatkan individual dalam kelompok yang paling rendah atau paling tinggi.

• Memberikan penjelasan ketika menempatkan

karyawan dalam kelompok yang lebih tinggi atau lebih rendah dapat menjadi sulit.

• Tidak applicable untuk kelompok karyawan yang kecil.

(27)

Forced Distribution on a Bell-Shaped

Curve

(28)

Narrative Methods



Critical Incident



Manager keeps a written record of highly

favorable 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 may

become different if observed

• Employee concerns about manager’s “black books”

(29)

Narrative Methods (cont’d)



Essay Method



Manager writes a short essay describing an

employee’s performance.



Drawbacks

• Depends on the managers’ writing skills and their ability to express themselves.



Field Review



Outside reviewer interviews the manager

about the performance of each employee and

develops a rating for the employees from the

interview notes.

(30)

Behavioral/Objective Methods



Behavioral Rating Approach



Assesses 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)

(31)

Customer Service Skills (BOS)

(32)

Management by Objectives



Management by Objectives



Specifying the performance goals that an

individual and his or her manager agree to try

to attain within an appropriate length of time.



Key MBO Ideas



Employee involvement creates higher levels

of commitment and performance.



Encourages employees to work effectively

toward achieving desired results.



Performance measures should be

(33)

The MBO Process

Job Review and Agreement

Development of Performance Standards

Guided Objective Setting

(34)

Common Rater Errors

(35)

Feedback as a System

Action Based on Evaluation Data Evaluation of Data Feedback System