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EVALUASI PENDIDIKAN DAN
EVALUASI PENDIDIKAN DAN
KINERJA
KINERJA
STIMA IMMI
STIMA IMMI
J A k a r t a
2 EVALUASI sebagai dasar FUNGSI MANAJEMEN
Prinsip dari Manajemen pengelolaan berbasis pada SISTEM
-Seimbang -Proses
-Terdiri dari sub sistem -Output sinerqi
- Whole (bagean satu merupakan keseluruhan)
-Sistem dari sub sistem
EVALUASI langkahnya mengukur, menilai,
Mengukur
membandingkan sesuatu dengan satu ukuranMenilai
mengambil suatu keputusan3 3 PENDIDIKAN sebagai belajar untuk menjadi orang beriman dan bertakwa pada Tuhan YME , beraklag mulia, sehat, berilmu, cakap, kreatif, mandiri yang demokratis dan bertanggung jawab. (TUJUAN PENDIDIKAN NAsIONaL)
PENDIDIKAN misi
-Psiko pedagogic
-Sosio pedagogic
PENDIDIKAN adalah suatu proses terjadinya perubahan pada perilaku diri individu, perubahan tidak hanya aspek kognitif saja tapi aspek afektif serta psikomotorik
PERUBAHAN perilaku yang terjadi pada individu karena adanya interaksi antara dirinya dengan LINGKUNGAN, bersifat cukup permanen.
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Planning Objectives and Evaluation
Equal Employment Opportunity
Job Analysis
HR Planning and Recruitment
Job Design, HR Planning Traffic and Air
Controller
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The Comparative Approach in
education HRM
Process-System View
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2. Assess Conditions
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External conditions
Organization conditions
Education in Changing Environment
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Employee conditions
Competitive Advantage Through HR
Equal Employment Opportunity factor in
organization, performance, and motivasi
kinerja individu & kelompok
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3. Planning and Setting
3. Planning and Setting
Objectives
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Planning Objectives and Evaluation
Equal Employment Opportunity
Job Analysis
HR Planning and Recruitment
Job Design, HR Planning Traffic and Air
Controller
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4. External Staffing
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External Recruiting
External Employee Selection
Employee Separation
Work Force Reduction and Retention
Personnel Selection
Employment Interview
Recruitment and Selection
Career Transitions
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5. Employee Development
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Internal Staffing & Career Development
Training, Orientation and Development
Organizational Training Career
Development
Performance Appraisal
Skills, Training, Management & Career
Development
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5. Education Activites &
5. Education Activites &
Compensation
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Compensation External & Internal
Comparison
Paying Individual Employees, Benefits
Direct & Indirect Compensation
Pay for Performance
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6. Education Activites
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Compensation External & Internal
Comparison
Paying Individual Employees, Benefits
Direct & Indirect Compensation
Pay for Performance
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Employee/Labor Relations
Employee Realitions
Collective Bargaining
Labor Relations, Objectives & Evaluating
Strategies for Improving Quality, Productivity
and QWL
Labor relations, Collective Bargaining, Employee
Health and Safety
Measurement Issues in HRM
Assessment Guidelines and Assessment Forms
for Self, Peer and Designated Assessors
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Human resource planning gathers and uses information to support decisions about investing resources in HR activities. This information includes future objectives, trends, and gaps between desired and actual outcomes
PLANNING IS DIAGNOSTIC DECISION MAKING
Decision are choices based in information. Every decision involves expending resources, usually to achieve some goal.
THE FOUR PLANNING QUESTION
1. Where Are We Now ?
2. Where Do We Want to Be ?
23 23 The Planning Process at the Heart of the Diagnostic Approach
Planning Question Diagnostic Approach
Where Are We Now ?
Where Do We Want to Be ?
How Do We Get from Here to There ?
How Did We Do ?
Where Are We Now ?
Assessing external and
organizational conditions and employee characteristics
Set Human Resource Objectives,
based on efficiency and equity, according to dimensions that matter to the key stakeholder
Chose human resource activities and expend resources necessary
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Human resources decisions
are choice about how to expend resources on HR activities aimed at meeting objectives. Decisions require (1)Objective,
which establish the gaps to be reduced; (2)Alternative
which are the available choices, each requiring resources and producing an anticipated set of outcomes; (3)Attributes,
which are the characteristics of the alternatives that relate to the objectives and are compared in choosing among alternatives; and (4)Evaluation standards,
which are the outcomes measured to assess success that should reflect the original objectives25 25
PLANNING LINKS HUMAN RESOURCES AND THE ORGANIZATION
PLANNING LINKS ACTIONS AND CONSEQUENCES
CALCULATING THE RETURN ON INVESTMENT IN HUMAN RESOURCES
- Quantity - Quality - Cost
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Sustainable competitive
advantage
occurs when an organization is implementing a value creating strategy that is not being implemented simultaneously by any current or potential competitors, and when other organizations are incapable of duplicating the benefits of that advantageCAN HUMAN RESOURCES PROVIDE A COMPETITIVE ADVANTAGE ?
Sustainable competitive advantage
is caused by resources that : 1. Add value to the organization
2. Are unique or rare among competitors 3. Cannot be perfectly imitated by others
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Planning from Mars
The Environment
The Organization Level
Human Resources Quantity and Deployment
Human Resources Department/Function Level
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Employment planning aims to get the right numbers and types of employees doing the right work at right time. Employment planning involves three basic phases: (1) analyzing HR demand, (2) analyzing HR supply, (3) reconciling important discrepancies between demand and supply by maintaining or changing HR activities
HOW TO MEASURE EDUCATION RESOURCE DEMAND AND SUPPLY
DEMAND ANALYSIS : WHERE DO WE WANT TO BE ?
INTERNAL SUPPLY ANALYSIS : WHERE ARE WE NOW? WHERE WILL WE BE ?
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Demand analysis
Organizational conditions
Marketing plans Finance plans
Forecast internal available supply?
Forecast external supply?
Selecting new hires Current Inventory
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3. EMPLOYEE CHARACTERISTICS
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Employee conditions
Competitive Advantage Through HR
Equal Employment Opportunity factor in
organization, performance, and motivasi
kinerja individu & kelompok
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Performance
Attitudes and Opinions
Performance reflects the organization’s success, so it is
perhaps the most obvious employee characteristic to
measure. Employee performance is fundamental to other HR
activities, such as who to hire, promote, lay off and reward
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is the process that measure employee performance.
Employee performance
is the degree to which
employees accomplish work requirements
Six Key Questions in Performance Assessment
Why
assess performance ?
What
performance assess ?
How
to assess performance ?
Who
should assess performance ?
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Why Measure Performance, a “Deadly Disease”?
Value Added: Integrating HR Activities
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Potential Conflict
Allocating rewards
and opportunities Pay for performance Promote most qualified Weed out
Help employee improve Identify training needs Improve communication Purpose
Purpose Organization GoalsOrganization Goals Individual GoalsIndividual Goals
Providing
feedback and counseling
Individual-organization conflict
Within-organization conflict
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What Performance to Measure
Citizenship Counterproductivity
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Example of Performance Criteria
Skills/Abilities/Needs/
Skills/Abilities/Needs/
Traits
Traits BehaviorsBehaviors ResultResult
Job knowledge
Job knowledge Perform tasks Perform tasks SalesSales Strength
Strength Obey instructionsObey instructions Production levelsProduction levels Eye-hand coordination
Eye-hand coordination Report problemsReport problems Production qualityProduction quality Licenses
Licenses Maintain equipment Maintain equipment Wastage/scrapWastage/scrap Business knowledge
Business knowledge Maintain records Maintain records AccidentsAccidents Desire to achieve
Desire to achieve Follow rulesFollow rules Equipment repairsEquipment repairs Social needs
Social needs Attend regularlyAttend regularly Customers servedCustomers served Dependability
Dependability Submit suggestionsSubmit suggestions Customer satisfactionCustomer satisfaction Loyalty
Loyalty Smoking abstinenceSmoking abstinence Honestly
Honestly Drug abstinenceDrug abstinence Creativity
Creativity
Leadership
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How to Measure Performance
Comparing to Objectives: MBO
Some companies encourage supervisors and employees to set goals that are SMART :
S
pecific results are obtainedM
easurable in quantity, quality, and impactA
ttainable, challenging yet within viewR
elevant to the work unit, organization, career, and so forth40
Performance Assessment Comparisons
Comparison to Agree
Comparison to Agree
Objectives
Objectives Comparison to Comparison to Job Standards Job Standards Comparison between Comparison between IndividualsIndividuals
Management by objectives
Management by objectives Physical observationPhysical observation BankingBanking Checklists
Checklists Forced distributionForced distribution Rating sales
Anchored Rating
Anchored Rating
Scale (BARS)
Scale (BARS)
Essays/diaries
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ABSENTEEISM
Absenteeism is the frequency and/or duration of work
time lost when employees don’t come to work.
Attendance, the opposite of absenteeism, is how often
an employee is available for work
The formula for absence used by the Bureau of National
Affairs (BNA) is :
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A Diagnostic Model of employee Attendance
Organizational practices
Absence culture
Employee attitude, values, and goals
Attendance
motivation Attendance Perceived ability
to attend Attendance barriers Illness and accidents Family responsibility
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Job satisfaction
is a pleasurable or positive emotional reaction to a person’s job experiencesOrganizational commitment
is a strong belief in the organization’s goals and values, a willingness to exert considerable effort on behalf of the organization, and a strong desire to remain a member of the organizationEmployee opinions
are personal evaluation of specific organizational characteristic, such as policies, procedure and relationships44
Employee conditions
Competitive Advantage Through HR
Equal Employment Opportunity factor in
organization, performance, and motivasi
kinerja individu & kelompok
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Performance
Attitudes and Opinions
Performance reflects the organization’s success, so it is
perhaps the most obvious employee characteristic to
measure. Employee performance is fundamental to other HR
activities, such as who to hire, promote, lay off and reward
47 47
is the process that measure employee performance.
Employee performance
is the degree to which
employees accomplish work requirements
Six Key Questions in Performance Assessment
Why
assess performance ?
What
performance assess ?
How
to assess performance ?
Who
should assess performance ?
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Why Measure Performance, a “Deadly Disease”?
Value Added: Integrating HR Activities
49 49
Potential Conflict
Allocating rewards
and opportunities Pay for performance Promote most qualified Weed out
Help employee improve Identify training needs Improve communication Purpose
Purpose Organization GoalsOrganization Goals Individual GoalsIndividual Goals
Providing
feedback and counseling
Individual-organization conflict
Within-organization conflict
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What Performance to Measure
Citizenship Counterproductivity
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Example of Performance Criteria
Skills/Abilities/Needs/
Skills/Abilities/Needs/
Traits
Traits BehaviorsBehaviors ResultResult
Job knowledge
Job knowledge Perform tasks Perform tasks SalesSales Strength
Strength Obey instructionsObey instructions Production levelsProduction levels Eye-hand coordination
Eye-hand coordination Report problemsReport problems Production qualityProduction quality Licenses
Licenses Maintain equipment Maintain equipment Wastage/scrapWastage/scrap Business knowledge
Business knowledge Maintain records Maintain records AccidentsAccidents Desire to achieve
Desire to achieve Follow rulesFollow rules Equipment repairsEquipment repairs Social needs
Social needs Attend regularlyAttend regularly Customers servedCustomers served Dependability
Dependability Submit suggestionsSubmit suggestions Customer satisfactionCustomer satisfaction Loyalty
Loyalty Smoking abstinenceSmoking abstinence Honestly
Honestly Drug abstinenceDrug abstinence Creativity
Creativity
Leadership
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How to Measure Performance
Comparing to Objectives: MBO
Some companies encourage supervisors and employees to set goals that are SMART :
S
pecific results are obtainedM
easurable in quantity, quality, and impactA
ttainable, challenging yet within viewR
elevant to the work unit, organization, career, and so forth53 53
Performance Assessment Comparisons
Comparison to Agree
Comparison to Agree
Objectives
Objectives Comparison to Comparison to Job Standards Job Standards Comparison between Comparison between IndividualsIndividuals
Management by objectives
Management by objectives Physical observationPhysical observation BankingBanking Checklists
Checklists Forced distributionForced distribution Rating sales
Anchored Rating
Anchored Rating
Scale (BARS)
Scale (BARS)
Essays/diaries
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ABSENTEEISM
Absenteeism is the frequency and/or duration of work
time lost when employees don’t come to work.
Attendance, the opposite of absenteeism, is how often
an employee is available for work
The formula for absence used by the Bureau of National
Affairs (BNA) is :
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A Diagnostic Model of employee Attendance
Organizational practices
Absence culture
Employee attitude, values, and goals
Attendance
motivation Attendance Perceived ability
to attend Attendance barriers Illness and accidents Family responsibility
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Job satisfaction
is a pleasurable or positive emotional reaction to a person’s job experiencesOrganizational commitment
is a strong belief in the organization’s goals and values, a willingness to exert considerable effort on behalf of the organization, and a strong desire to remain a member of the organizationEmployee opinions
are personal evaluation of specific organizational characteristic, such as policies, procedure and relationships57 57
7. HRM Activities &
7. HRM Activities &
Compensation
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Compensation External & Internal
Comparison
Paying Individual Employees, Benefits
Direct & Indirect Compensation
Pay for Performance
60 Includes financial returns and tangible service and benefits employees receive as part of an employment relationship
Pays systems can be designed to achieve a number of objectives, including:
1. Improve productivity and customer satisfaction 2. Control costs
3. Treat employees fairly 4. Comply with laws
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External competitiveness
refers to the pay relationships among organizations. The heart of the concept of external competitiveness is its relative nature: comparisons with other employersExternal competitiveness focuses on three key issues: 1. Measuring the market (what competitors are paying)
2. Setting a pay level relative to competitors that reflects external competitiveness policy
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Pay level
refers to the average of the array of rates paid by an employerPay level
focus on two objectives 1. Attracting and retaining employees 2. Controlling labor costsLabor costs = Employment
Core
Contingent
X Cash compensationAverage + Benefit costAverage
Based pay Variable pay
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Conducting a Survey
-
Relevant market
-
Keys job
* The work content is relatively stable over time * A large number of employees hold them
* They are common across a number of different employers * They are free of discriminatory employment patterns
* They are not subject to recent shortages or surpluses in the marketplaces
-
Survey Results
Pay surveys are conducted by employers. Either individually or in associations, by consulting firm, and by government agencies
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Key decision includes :
1. Whether to use egalitarian or hierarchical structures
2. Whether to base the structure on jobs, skills, competencies, or the market
3. How to meld the internal structure with external pay data
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Result Internal Structures – Job, Skill, and Competency based
Vice President
Division general managers
Managers
Project Leaders
Supervisors
Head/Chief scientist
Senior associate scientist
Materials handler Inspector II
Assembler II
Drill press operator Rough grinder
evaluation Competency based Skill based evaluationJob Managerial
group
Technical
group Manufacturing group
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Designing a Job-Based Structure: Job Evaluation
Job Evaluation
systematically assesses jobs as a basis for deciding pay. It includes assessing job duties and responsibilities, the skills required to perform jobs, and relative contribution of each job to the organization’s objectivesPoint Methods: The Most Common Job Evaluation Method
Point methods have three common features : 1. Compensable factors
2. Numerically scaled factor degrees
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Compensable factors,
is a work-related job attribute of value to the organization that provides a basis for comparing relative worthTo be useful, compensable factors should be:
- Based on the work performed
- Based on the strategy and values of the organization
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Skill-Based Structures
Skill-based plan can be grouped into two type:
1. Knowledge-based
plans link pay to depth of knowledge
related to one job
2. Multi skill-based plans link pay to the number of different
jobs (breadth) an employee is certified to perform
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Contrasting Approaches
Criteria
Criteria Job evaluationJob evaluation Skill BasedSkill Based Competency Competency based
based
What is valued
What is valued Compensable Compensable factors
factors Skill blocksSkill blocks CompetenciesCompetencies
Quantity the value
Quantity the value Factor degree and Factor degree and weight
weight Skill levels
Skill levels CompetenciesCompetencies Levels
Levels
Mechanisms to
Mechanisms to
translate into pay
translate into pay Assign points that reflect criterion Assign points that reflect criterion pay structure
pay structure
Certification and
Certification and
market pricing
market pricing Certification and market pricingCertification and market pricing
Advantages
Advantages Pay based on Pay based on value of work
value of work
performed
performed
Flexibility, reduce
Flexibility, reduce
workforce rewards
workforce rewards
continuous
continuous
learning
learning
Flexibility, rewards
Flexibility, rewards
development
development
Disadvantages
Disadvantages Potential, Potential, bureaucracy;
bureaucracy;
inflexible
inflexible
Can become
Can become
expensive and/or
expensive and/or
bureaucratic; can
bureaucratic; can
become obsolete
become obsolete
Vague; hard to
Vague; hard to
define of measure,
define of measure,
can become
can become
obsolete
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Three basic issue are :
1. Why should employees be paid differently ?
2. How to do it ?
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Flat Rates
Some managers pay a flat rate for a job (or skill level) and then attach a bonus or incentive to recognize performance differences. Gainsharing plans follow this logic. Under these plans, differences in team or unit performance, rather than individual differences, are recognized with pay.
Pay Ranges
The logic is that the value of employees contributions on a job can range between some minimum and some maximum.
1. Develop grades
2. Design midpoints, maximums, and minimums
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The variety of available plans using the following two dimensions:
1. Determine the level at which performance is measured; that is, decide if individual performance or group performance determines pay increases 2. Determine whether the performance payment increases base pay
Merit pay: Individual Employees Matter
Merit pay combines the following three elements, the first two of which have already been discussed :
1. Individual performance evaluation
2. Pay ranges designed to reflect differences in performance and/or experience that managers with recognize with pay
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Pay-for-Performance Plan Decisions
Decision
Decision MeritMerit Gainsharing Gainsharing Profit SharingProfit Sharing
Objectives
Support longer
Support longer
term commitment
term commitment
Control costs
Control costs
Signals performance
Signals performance
philosophy
philosophy
Team contributions
Team contributions
matter
matter
Short time
Short time
Control costs
Control costs
Signals performance
Signals performance
philosophy
philosophy
Total unit membership
Total unit membership
matters
Eligibility All employees All employees Team members Team members Professionals and Professionals and managers
managers
Cost effects
Cost effects Increase fixed Increase fixed costs
costs Variable Variable VariableVariable
Performance
Performance
measures
measures Performance
Performance
appraisal ratings
appraisal ratings Team level measures (Costs, Team level measures (Costs, quality, quantity)
quality, quantity)
Unit level financials
Unit level financials
(return on asset, return
(return on asset, return
on capital)
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Decision
Decision MeritMerit Gainsharing Gainsharing Profit SharingProfit Sharing
Threshold
Threshold Minimum Minimum performance
performance
appraisal rating
appraisal rating
Minimum cost,
Minimum cost,
quality, quantity
quality, quantity
required
required
Minimum financial return
Minimum financial return
required
required
Cap
Cap Merit budgetMerit budget Ceiling on payouts Ceiling on payouts Ceiling on payoutsCeiling on payouts
Award
Award
schedule (size
schedule (size
and timing)
and timing)
Merit grid
Merit grid By performance By performance achieved
achieved By performance achievedBy performance achieved
Form of pay
Form of pay Cash spread over Cash spread over budget cycle
budget cycle Cash lumpCash lump Cash lumpCash lump
Manage plan
Manage plan
and change
and change Communication
Communication Communication Communication participation
participation Communication participationCommunication participation
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Gainsharing
According to its advocates, gainsharing is more than a group incentive scheme. It’s part of a total management approach or philosophy
Gainsharing
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DOES PAYING FOR EMPLOYEE CONTRIBUTIONS PAY OFF ?
Pay for Performance Affects Equity
Leverage is the ratio of variable pay base pay
Risk is the probability that an employee will get an increase commensurate with his or her effort
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Pay for Performance Affects Efficiency
One of the key reasons for being systematic about pay decisions is to control costs. A simple model shows the three main factors that determine labor costs:
Costs = Employment x (Cash compensation + Benefits) where - Employment includes both number of employees and number of hours worked
- Cash compensation includes wages and variable pay
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- Gaining acceptance
- Ensuring Legal Compliance
- Comparable Worth
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Gaining acceptance
One common approach to gaining acceptance, understanding, and valuable idea from managers and employees is by using compensation committees that include key managers, nonmanagerial employees, and/or union officials
Ensuring Legal Compliance
No matter its form, pay systems must comply with legislation. If an employer is operation in several different countries, there are several different sets of legislation to comply with
- Wages and Hour Regulation -
Exemptions- Minimum Wages - Prevailing Wages Laws
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Comparable Worth
Equal work is defined by four factors: (1) equal skills, (2) equal effort, (3) equal responsibility, and (4) equal working condition.
Differences in pay for equal work are permitted if they result from (1) differences in seniority, (2) differences in quality of performance, (3) differences in quantity and quality of production (incentives), or (4) some factor other them gender or race
Special Group
- Executives : A Really Special Group
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- Comparing Wages and Productivity
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Comparing Systems
- Objectives of pay systems - External competitiveness - Internal alignment
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Base country salary
Equivalent salary allowance host country
Allowances, paid by company
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- Unions
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- Effects on Costs
-
Effects on Employee Behaviors
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Contributions versus Entitlements
Benefit strategies are mirrored in the specific benefit
decisions managers make.
Critics argue that as benefits increase, contributions,
responsibility, and initiative are less and less linked to
compensation and reward.
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SETTING BENEFIT OBJECTIVES AND STRATEGIES
Typically, benefits are designed to accomplish three
objectives :
1. Competitiveness, including cost effectiveness
2. Compliance with legal regulations
3. Choices tailored to the individual employee, including
needs and preferences
Cost Comparisons
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- Civil Right
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Civil Right
1. Plans that require women to contribute a higher premium that men to perceive the same benefits as men, other things being equal
2. Plains that require women to contribute the same amount but pay them smaller benefits than men, other things being equal
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Fiduciary Responsibility
Employee Retirement Income Security Act
Eligibility
Vesting and Portability
Funding and Fiduciary Liabilities
Termination responsibilities
Accounting Regulations
Mandate Benefits
Social Security
Unemployment Compensation
Workers’ Compensation
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- Employer-Purchased Insurance
- Paid Time Away from Work
-
Employee Services
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EMPLOYER-PURCHASED INSURANCE
Three major forms of insurance are common :
1. Health insurance
2. Group Life Insurance,
is one of the oldest and most widely available employee benefits.3. Long-term sickness and accident/disability insurance
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RETIREMENT INCOME
Employees’ retirement income comes from four sources mandated Social Security benefits, private pensions, asset income, and earning. Employers play a role in all of these categorizes
Asset Income
Asset income is money generate by personal savings and investment. There are a wide variety of employer-assisted savings or capital accumulations plans
Employee Stock Ownership Plans
Under these plans, employers make payments to a trust, which purchases the employer’s stock, for benefit of employees
Private Pensions
There are two basic types of pensions plans.
A defined benefit plan pays out a guaranteed amount every month for the life of the retiree.
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