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DOI: https://doi.org/10.33258/birci.v5i4.7178 30192
Implementation of Performance Assessment Policy Bayt Al- Hikmah Foundation Employees, Pasuruan City
Abdul Shomad1, M. Mas’ud Said2, Rulam Ahmadi3
1,2,3Postgraduate Program, Master of Administration Studies Program, Universitas Islam Malang, Indonesia
[email protected], [email protected], [email protected]
I. Introduction
Performance appraisal is a process used by the leadership as part of a form of performance evaluation to determine whether an employee is doing his job well or not, whether it is in accordance with his duties and responsibilities or not. In performance appraisal, of course, there are provisions that regulate and are inherent in every employee in carrying out their duties and responsibilities, these provisions are used in conducting the assessment.
According to Thomas S. Bateman and Scott A. Snell (2014: 28), "There are three basic categories in employee performance appraisal, namely trait assessment, behavior assessment and outcome assessment".
Trait assessment involves subjective considerations of employee performance, such as initiative, leadership, and attitude. To assess this attitude, a numerical rating scale is usually used, ranging from 1 (a very negative attitude) to 5 (a very positive attitude). These judgments tend to be ambiguous and lead to personal bias.
Next is the Behavioral Assessment, this assessment was developed as an answer to the problems that arise in the nature assessment, although it is still subjective, this Behavioral assessment is more specific than the nature and has determined which behavioral attitudes will be assessed in order to get feedback from employees.
Abstract
This research uses a qualitative approach with a type of case study research. The data collection uses observation, interviews and documentation with purposeful sampling techniques.
Meanwhile, the data analysis technique uses componential techniques. The results of this study are: First, finding standards used in the implementation of performance appraisal policies, namely: Punctuality Standards, Quality Standards, Quantity Standards, Behavior Standards, and Yield Standards. Second, Find the performance appraisal models used in the implementation of performance appraisal policies, namely:
Chcklist Model, Graphic Scale Model, Concise Description Model, Management by Objective (MBO) Model and Mixed model (mixed), which combines several models as follows: check list model, concise description and graphical scale model. And third, find obstacles that occur in the implementation of performance appraisal policies, namely: Manual assessment system, equality of performance appraisal models, lack of socialization, the subjectivity of appraisers, and the absence of feedback from employees.
Keywords
implementation; performance appraisal policy; employees
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The results appraisals are assessments that tend to be more objective than the two categories of assessments above, because these assessments are based on data, for example the target of acquiring new students of 500 students this year.
For example, performance appraisal using the Essay Model, is a form of performance appraisal that formulates the results in the form of a narrative that is delivered in writing, both narratives that describe weaknesses and strengths in their performance. According to Yani in Syardiansyah (2020) performance is a result of work achieved by a person in carrying out the tasks assigned to him based on skill, experience and sincerity as well as time. This model is very good at digging up information/data as feedback for workers, so it can help in career development. Technically the use of this method is not effectively used as a comparison between workers, because of the element of subjectivity, but in terms of time it is very effective because it can be done by employees outside of working hours and can even be done at home.
From the concepts and policies both in terms of standards, procedures and performance appraisal models that have been set, the next stage is the implementation of performance appraisals by the implementing unit called Human Capital Development (HCD), the main task of HCD is to recap and process all aspects of performance appraisal, either through a form that has been given to each employee or through a finger -based attendance system which is one part of the performance appraisal from the affective/behavioral aspect. The purpose of this study is to describe and analyze how the standards and procedures for evaluating employee performance at the Bayt Al-Hikmah Foundation The results of this study theoretically have two uses, First to contribute ideas to the concept of performance appraisal, and Second as a foothold in subsequent studies related to performance appraisal.
employee. As for the practical benefits of this research, there are three benefits, first for the author, namely providing insight and direct experience about the concept and implementation of performance appraisal, so that the author can provide suggestions or recommendations at the end of this study. Second, for employees, they can provide insights and concepts of performance appraisal in the hope that they can improve the quality of their performance and achieve the best value, and thirdly, for Organizations/Foundations, they can be taken into consideration in formulating and determining performance appraisal policies that are in accordance with the character of the organization.
II. Research Method
This study uses a qualitative approach. Qualitative methods are research procedures that produce descriptive data in the form of speech or writing and observable behavior from the people (subjects) themselves (Bogdan and Tylor in Ahmadi, 2016: 15).
The type of this research is case study research. A case study is a detailed study of a setting, or a single subject, or a document repository, or a particular event. The case study is a research strategy in which the researcher conducts a careful investigation and observation of an event, process, activity of an individual or a group of individuals (Bogdan & Biklen in Ahmadi 2016: 69). The case study that the researchers took was the implementation of performance appraisals for employees at the Bayt Al-Hikmah Foundation.
The focus of this research is on policy objectives, namely improving employee performance by means of performance appraisals on the 4 aspects of the assessment that have been described previously, namely affective/attitude aspects, creativity aspects, planning aspects and job reports as well as aspects of work priority targets.
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III. Results and Discussion
3.1 Results
The Implementation Process of the Bayt Al-Hikmah Foundation Employee Performance Assessment
1. Bayt Al-Hikmah Foundation Employee Performance Assessment Standards
Assessment standards must be measurable and clearly understood, such as through the amount, quality, timeliness of doing it, attendance, ability to cooperate and so on.
Based on an interview with Mr. H. Ahmad Taufiq, M. Si (Chairman of the Foundation) with the question What are the performance appraisal standards set at the Bayt Al-Hikmah Foundation? He answered as follows:
There are five standards used, namely the standard of quantity, standard of quality, standard of timeliness, standard of behavior and standard of result. First , the number and quality standards are applied to aspects of creativity performance assessment, Second Timeliness Standards are applied to affective aspects of performance assessment related to absenteeism and aspects of collecting action plans and action reports, Third Behavioral Standards are applied to aspects of affective performance assessment related to attitudes such as being easy to adapt, helping each other and working together, and the Four Results Standards applied to aspects of KPI performance assessment (Interview results on April 11, 2022)
To achieve performance appraisal standards, an employee must know what is being assessed from employees, for that the researcher conducted an interview with the Head of HCD, following the questions that the researcher asked the Head of HCD, to achieve performance appraisal standards, what is assessed from an employee? the Head of HCD explained as follows:
Employee performance appraisal consists of four aspects of the assessment, namely the first aspect of the assessment of the work plan (action plan) and work report (action report), the second aspect of the assessment of the performance of the Key Performance Indicator (KPI). The three aspects of creativity assessment consist of 5 activities, (1) proposals for developing ideas or ideas for the development of foundations, (2) activities for developing foundations, (3) following education and training, (4) making published works/writings and (5) Establishing relationships or partners and the Four Aspects of Behavioral (Affective) Assessment. The behavioral aspects assessed are (1) Work Habits Dimensions, consisting of adherence to working hours and attendance at each activity, (2) Work Relations Dimensions, consisting of Adaptation, Cooperation, Communication, and Awareness of Differences, (3) Performance Dimensions, consists of Work Quantity, Work Quality, Educational, and Spiritual Customer Service, (4) Violation Dimensions, consisting of Number of Warning Letters and Number of Warning Letters. (Results of the interview on April 15, 2022)
2. Bayt Al-Hikmah Foundation Employee Performance Assessment Process
The performance appraisal actor involves (1) the Head of the Foundation as a policy maker and gives approval for the assessment carried out by the Head of HCD, (2) the Head of HCD as the appraiser and operator of the performance appraisal application, and (3) the employee being assessed.
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In carrying out performance appraisal activities there are four procedures carried out by the Head of HCD, First Distributing a performance appraisal form to employees to be filled in according to the instructions given, then the form is sent back to the Head of HCD to be processed into a Performance Report. These forms consist of (1) Action plan form, (2) Key Performance Indicators form, (3) Idea or proposal form for the development of the Bayt Al- Hikmah Foundation, (4) Form for the development of the Bayt Al-Hikmah Foundation, (5 ) Forms for participating in training and education, (6) Forms of published works or papers, (7) Forms for establishing relationships/partners.
The two HCD heads process all aspects of the performance appraisal, including the form that has been returned by the employee. The three Heads of HCD print performance reports to be submitted to the Chairman of the Foundation / Director of the Bayt Al-Hikmah Foundation. And the four approved Performance Reports are distributed to employees.
3. Barriers to the implementation of the Bayt Al-Hikmah Foundation employee performance appraisal
Every policy implementation must have obstacles, whether influenced by internal factors such as the quality of human resources, inappropriate policies and so on, or external factors such as undesirable conditions such as the COVID-19 pandemic and so on.
Barriers to the implementation of employee performance appraisal policies at the Bayt Al-Hikmah Foundation include:
1. Manual Assessment Procedure
The performance appraisal procedure is still manual, namely the Head of HCD distributes the performance appraisal form to employees, then the employee fills out the form and returns it to the Head of HCD to be processed into a performance report card.
Management and assessment process using Microsoft Office Excel program.
2. Performance Appraisal Model Equivalence
The performance appraisal model applied at the Bayt Al-Hikmah Foundation, does not look at the position and position of an employee, meaning that the models used are all the same, the forms that are distributed and the standards are the same. This was expressed by several employees with the same question, namely whether the performance appraisal applied at the Foundation, considering the position or not? For example, Mr. Yogi Adi Prasetya, S,Pd, an employee with the position of Library Staff answered as follows:
Performance appraisal at the Foundation does not look at the position of office, everything is averaged from one position to another, for example, the Library Staff and Finance Staff are the same, as well as other staff. (Results of the interview on April 16, 2022)
The same thing was also expressed by Mrs. Siti Fatimah, S.Pd with the following answers:
My performance appraisal with other staff is the same, regardless of my position and job description, I am judged from 4 things, creativity, affective, action plan- action reports and Key Performance Indicators (KPI), and only this KPI distinguishes one staff member. with the rest of the staff, the rest is the same.
(Results of the interview on April 16, 2022)
3. Lack of Socialization
The socialization program carried out by the HCD Section is very lacking, especially for employees whose performance has just been assessed, so that many of the employees who
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fill out the performance appraisal form are only modest and even most employees do not know in detail the aspects of performance appraisal.
This is as an answer to the results of an interview with one of the staff of the finance department named Ayu Zahratul Husna, SE. with the question: Do you know the aspects of employee performance appraisal in detail? he said that the aspects of performance appraisal are:
There are 4 aspects of performance appraisal, First Attendance should not be late more than 50%, Second Fill all creativity which includes Proposing New Project Ideas, Working on New Projects outside the action plan-action report, Participating in Training, and Establishing Relationships. Third, make KPIs, and Fourth, collect action plan action reports on time. (Results of the interview on April 16, 2022)
Furthermore, a senior employee named Alfan Arifuddin, M. Si who served as Deputy Head of Public Relations and Cooperation said that:
Assessment of employee performance at the Bayt Al-Hikmah Foundation I do not know in detail the aspects that are set, and how I can achieve the maximum value in accordance with the standards set by the Foundation, I only know that employee performance is assessed from 4 aspects: First , the Behavioral Aspect of Attendance, The second aspect of creativity is filling out all the forms distributed by the HCD Section, the third making KPIs and implementing them according to the set targets, and fourth collecting the Action Plan - Action Report on time, which is before the 7th. (Interview results on April 16, 2022)
1. Appraiser Subjectivity
The form distributed by the HCD section to employees contains an element of appraiser subjectivity, especially in evaluating performance from the affective / behavioral aspect of employees, the elements of the appraiser's subjectivity are: (1) Adaptation, (2) Cooperation, (3) Communication, (4) Awareness of differences, (5) Quantity of work, (6) Quality of work, (7) Customer service.
The seven elements use the subjectivity of the appraiser, because what is entered into the performance appraisal system is not based on existing data, but is based on the estimates and opinions of the appraisers. This is due to the limited time for the assessor to monitor one by one the elements of employee behavior to be assessed. This is as explained in the interview with the Head of HCD, based on what are employees rated on aspects of good behavior, adaptation, cooperation, communication, adaptation, cooperation and so on? he replied:
To provide an attitude assessment to employees there is no standard reference from the Foundation, this assessment is based on daily habits in working and interacting with fellow employees. (Results of the interview on April 15, 2022)
2. No Feedback (Feedback)
Seeing from the performance appraisal process above, there is no feedback from employees, because employees do not get socialization related to detailed performance appraisal standards, so many employees are indifferent to the values obtained, there is no coaching process and notification from the department. HCD why the person concerned can get a value that is far from the standard.
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This is as expressed by Mr. Yogi Adi Prasetyo, S.Pd (Library Staff), when the researcher asked: Have you ever complained about the results of your performance appraisal?. He said:
I don't know how I can get good grades while I don't know what to do in order to get good grades, what I do know is that to get the maximum grades I have to come on time, fill all the existing creativity, and make KPIs achieved by easy, as well as reporting action plans - action reports. (Results of the interview on April 16, 2022)”
3.2 Discussion
The Implementation Process of the Bayt Al-Hikmah Foundation Employee Performance Assessment
a. Bayt Al-Hikmah Foundation Employee Performance Assessment Standards and Procedures
Performance appraisal standards must be measurable and clearly understood by both the appraiser and the appraiser. At the Bayt Al-Hikmah Foundation, 5 standards are applied, namely timeliness standards, standards quantity, quality standards, standards of behavior and standards of results. The following is an explanation of each of the above standards:
1. Punctuality Standard
There are two performance assessments that use punctuality standards, First, affective/behavioral performance assessment, in this assessment the attendance attendance finger print system is used , i.e. employees should not come late and go home earlier than the specified time, in performance appraisals, the more often If an employee is late coming or going home earlier than the specified time, it will reduce the employee's value, even if the employee is considered to have failed or has not completed his behavior if he is late or goes home earlier more than 50% of the number of working days set for that month.
2. Quantity Standard
Quantity standards are applied to performance appraisals on affective aspects, creativity aspects, and KPI aspects. In the affective aspect that uses the quantity standard, the number of warning letters and the number of warning letters obtained by employees. The more the number, the more it affects the points earned by the employee.
Based on the description above, the researcher concludes that the standard quantity is always related to numbers in the form of points and percentages, where the points used are 1 to 5 points, number one is the lowest point and number 5 is the highest point.
3. Quality Standard
Quality standards are mostly applied to performance appraisal from the creative aspect, there are 5 components that apply quality standards, namely: First, the quality aspect in terms of new project ideas and new projects, the quality standard is the implementer and implementation, if the executor is the chairman or person in charge then the score is 5, if as a member then the score is 3.
Second, quality standards by region are set on the dimensions of training and training, where for international and national regions the point value = 5, for provincial areas 4 points, for district/city areas 3 points, for sub-districts 2 points, and for local points 1 Furthermore, the regional quality standard for the dimensions of the paper uses the publication area standard, where if published at the international level it will get 5 points, if published at the national level 3 points, and if published at the local level then 1 point. the reach of the
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relation area, if the relationship reaches the international / national level, then the point is 5, if the reach of the relationship is in the province, then the point is 4, if the range of the relationship is the regency / city area then the point is 3, if the reach of the relationship is at the sub- district level, then the point is 2, and if the range of the relationship is at the sub- district level the relation area is local level, then the point is 1.
Third, Quality standards based on the type of activity in training and education, the standards set in this assessment are whether the training and education is formal, non-formal or extension (outside the field related to the work), if formal then the point is 5, if non-formal then the point is 3, and if extension then point 3.
Fourth, the quality standard of the type of writing and the type of language used in the paper on the assessment of the creative performance of the dimensions of the paper. Types of written work are divided into 2, namely codified and non-codified, as well as language is divided into 2, namely by using a foreign language or Indonesian. The points are 5 for codified and foreign language writings, and 3 points for non-codified writings using Indonesian.
As with the quantity standard, the quality standard in the explanation above, the researcher draws a temporary conclusion that the quality standard also uses numbers in the form of points 1 to 5 points, where point one indicates a low-quality standard while point 5 indicates high quality.
4. Standards of Conduct
Behavioral standards in performance appraisal are found in affective (behavioral) aspects of performance assessment, here are 7 behavioral standards set: Adaptability, Cooperation Ability, Communication Ability, Difference Awareness, Work Quantity, Work Quality, and Educational Customer Service.
First, the ability to adapt, which consists of: the ability to appreciate the occurrence of work changes, the ability to adapt to changes in the work environment, the ability to accept criticism from the work environment.
Second, the ability to cooperate, consisting of: the habit of helping friends' work, the ability to work together in a team, and the ability to solve problems in a team.
Third, communication skills, which consist of: the ability to convey information within the organization, the habit of self-disclosure to accept the opinions of others, and the ability to be a place for sharing hearts in the team.
Fourth, Awareness of Differences, which consists of: The habit of appreciating the differences in the organization, the ability to solve problems stemming from differences, and the ability to build teams on the basis of differences.
Fifth, work quantity, consisting of willingness to accept assignments, willingness to carry out tasks, and ability to complete tasks.
Sixth, Quality of Work, which consists of the ability to understand the scope of work, the ability to complete tasks on time, and work results receive positive appreciation.
Seventh Educational Customer Service, consisting of the ability to detect the needs of educational customers, the ability to solve problems of educational customer needs, and the ability to serve educational customers.
The assessment of the seven standards above uses a scale from 1 to 5 points, where the highest point is 5 and the lowest point is 1, and the one who gives these points is the direct supervisor based on the subjectivity of the rater.
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5. Yield Standard
In contrast to the quantity standard, the result standard is more general in nature than the result of a work plan whose performance will be assessed. The result standard is applied to the KPI assessment, for example the SMA work unit sets a target for obtaining school A accreditation, so if this target is met, it is called the result standard.
Based on the explanation of the result standard above, the researcher concludes that the result standard is the final target of a job, where the work will be considered successful if it reaches the specified target, otherwise it will be considered less successful if it does not reach the specified target. However, the standard of results still has something to do with the standard of quantity, i.e. the success rate is associated with the number of percentages of success, whether 100% which means maximum achievement or 0% which means failure.
The procedures applied in the performance appraisal process involve 4 main components: Appraiser, Appraisal Employees, Appraisal Model and Results in accordance with Kreitner and Kinicki (2000:373) theory, only the results of performance appraisals at the Bayt Al-Hikmah Foundation are in the form of report cards. performance in general, there is no recommendation from HCD or any decision from the Bayt Al-Hikmah Foundation.
b. Performance Assessment of Bayt Al- Hikmah Foundation Employees: Efforts to Explain Problems Through a Performance Appraisal Model (Theory) Approach
As explained in the previous discussion, the performance appraisal at the Bayt Al- Hikmah Foundation is divided into 4 aspects: Action Plan and Action Report Aspects, Affective/Behavioral Aspects, KPI Aspects and Creativity Aspects. Each aspect uses a different assessment model from one another, according to the needs of the performance appraisal itself.
The following are some aspects of performance appraisal used at the Bayt Al-Hikmah Foundation:
1. Aspects of Action Plan and Action Report
Based on the action plan and action report forms described above, employees are asked to briefly describe what will be done and what has been done is a form of performance appraisal using a brief description model.
Based on the explanation above, the researcher concludes that the model applied to the aspects of the action plan and action report is in accordance with the theory of the brief description model.
2. Affective/Behavioral Aspect
In the Affective/Behavioral aspect, 2 performance appraisal models are used, namely the graphical scale model (ranking model) and the Important Event Recording model.
In the performance appraisal practice at the Bayt Al-Hikmah Foundation, in this aspect the number scale from 1 to 5 is used, where 1 means very low with a score below 60, 2 means low with a score between 60-70, 3 means mean enough with a score between 70-80, number 4 means high with a score of 80-90 and number 5 means very high with a score above 90.
The important event recording model is an assessment model in which the appraiser records things that are considered necessary as positive values of an employee's attitude/behavior, for example, employees are easy to adapt, easy to work with, willing to help work colleagues when they have difficulties, and so on.
Based on the description above, the researcher concludes that the use of scale numbers in performance appraisal does not have to be 1-7, but can be 1-5 or 1-3, according to the needs of the performance appraisal format.
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3. KPI Aspect
There are 2 models used in the KPI aspect, namely the results-oriented Management Model (Management by Objective) or often abbreviated as MBO and the Work Planning Preparation and Review Model.
In evaluating the performance of the KPI aspect, employees are required to prepare a work plan and target results to be achieved at the end of the activity. This planning is called the Work Planning Compilation and Review model, while the result to be achieved is the MBO model.
In compiling work and determining results, it must involve the highest leadership and then be forwarded to subordinates who become superiors of the assessed employee (Moeheriono, 2010: 75). Based on this theory, the application of the MBO model carried out at the Bayt Al-Hikmah Foundation is in accordance with the theory by involving at least three levels, namely the assessed employee, the head of the HCD and the Chair of the Foundation in setting the results or targets.
4. Creative Aspect
In the aspect of creativity, it uses a combination of 4 models in performance assessment, namely the Brief Description Model, Graphic Scale Model, and 360 Degree Model, as well as the Check List Model.
First, the brief description model means that employees must be able to describe the activities briefly about the activities to be carried out, the second is a graphical scale model, using a scale of 1 to 5, which is applied to several aspects of creativity related to quantity standards and quality standards. The three 360 Drajat models, meaning that this assessment is not only carried out by the assessor but also by other employees, for example assessments related to adaptation, cooperation, mutual assistance and so on. And the four check list models are applied to the existing choices that must be filled out by employees, for example the choice of area in the assessment of training and education activities or the assessment of relationships.
Based on the explanation above, the performance appraisal model that is applied does not have to be fixed on one model, but can also combine several performance appraisals.
c. Barriers to the Implementation of the Bayt Al-Hikmah Foundation Employee Performance Appraisal
In the results of the research above, several obstacles were found as follows:
1. Manual Rating System
A manual performance appraisal system will result in a slow performance appraisal process carried out by appraisers, employees tend to fill in when there is free time, or when there is an opportunity there can even be negligence in filling out so that it has an impact on the results of the performance appraisal.
The form of manual assessment applied at the Bayt Al-Hikmah Foundation is by distributing 5 performance appraisal forms to employees to be filled out and returned to the Head of HCD.
Based on the findings above, the researcher concludes that the form of assessment submitted to employees results in the effectiveness and efficiency of the performance appraisal process being hampered.
2. Performance Appraisal Model Equivalence
Equality of performance appraisal model among employees, regardless of position and position will hinder the development of the quality of existing human resources, this is because the duties and functions of each employee are different according to their function.
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Indeed, in some ways it can be equated with the accuracy of working hours, but it must also be distinguished in many ways related to its duties and functions.
One of the objectives of implementing performance appraisal is to place and develop the potential of employees according to their abilities and expertise. Based on this objective, the researcher concludes that performance appraisal must be adjusted to the position and duties and responsibilities, so that the benefits of the performance appraisal policy can be felt, both for employees and for the organization.
3. Lack of Socialization
Lack of socialization can affect employees' understanding of what to do, how to improve their performance. Whereas socialization is the most effective way to explain policy changes if there are changes.
Socialization carried out by HCD only occurs to new employees, while old employees do not receive socialization, because old employees are considered to understand and have undergone performance appraisals. Whereas in practice in the field, the target of evaluating the performance of KPI aspects is every 6 months, namely in July and December, at which time there must be changes, so that time is the right time for socialization.
Based on the explanation above, the researcher argues that the absence of socialization is the main factor that employees do not understand in detail how the performance appraisal policy is implemented, so the impact is that there is no increase in employee performance.
4. Appraiser Subjectivity
The subjectivity of the rater occurs because there is no definite measure of an element being assessed, so that the rater can give a score according to assumptions or cursory observations. The subjectivity of the appraiser occurs in the affective/behavioral aspect of performance assessment, namely: Adaptability, Cooperation Ability, Communication Ability, Difference Awareness, Work Quantity, Work Quality, and Educational Customer Service.
An example of a form of appraiser's subjectivity is giving a very good or good enough score on communication skills, while a measure of communication ability does not exist, only the rater's observation.
Based on the explanation above, it can be concluded that although there is subjectivity in each performance appraisal, it can be minimized by prioritizing data, not based on assumptions or opinions of the appraiser alone.
5. No feedback (feedback)
One of the objectives of performance appraisal is to provide evaluations for employees, especially employees who are considered underperforming. With feedback, employees will express all their complaints, problems, why their performance can decrease.
However, in reality the feedback that is expected to make the implementation of performance appraisal continue to change for the better, more effective and efficient does not occur, it even tends to stagnate, this is evidenced by the fact that since the performance appraisal policy was implemented until this research was written there has been no change in the performance appraisal model.
Based on these findings, the researcher concludes that there is no change in the performance appraisal policy so far because there is no feedback from the assessed employee.
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IV. Conclusion
Based on the data analysis and discussion described above, it can be concluded that the implementation of the performance appraisal policy for employees of the Bayt Al- Hikmah foundation can be concluded:
1. The performance appraisal standard set by the leadership of the Bayt Al-Hikmah foundation refers to 5 standards, namely: Timeliness Standards, Quality Standards, Quantity Standards, Behavioral Standards, and Results Standards. Meanwhile, in carrying out performance appraisal activities, there are four procedures carried out by the head of the HCD, the first stage is the distribution of the performance appraisal form by the head of the HCD, the second stage is filling out the performance appraisal form, which consists of an action plan and action report form, a project idea form for foundation development, project form for foundation development, training and education form, writing form and relationship building form. The three heads of HCD process all aspects of the performance appraisal, including the form that has been returned by the employee. The four Heads of HCD scored performance reports as a result of the performance appraisal.
2. The performance appraisal model used at the Bayt Al-Hikmah Foundation is as follows: First, the Checklist Model and the Graphical Scale Model which are applied to the affective/behavioral aspect of performance assessment. Second, the Summary Model which is applied to the performance assessment of the action plan-action report aspects. Third, the Management by Objective (MBO) model which focuses on results orientation, is applied to the performance assessment of KPI aspects and fourth, the mixed model, which combines several models as follows: check list model, brief description and graphical scale model. This model is applied to the performance assessment of the creativity aspect.
In the implementation of performance appraisal, several factors were found that hindered the performance appraisal process, namely: manual appraisal system, equality of performance appraisal models, lack of socialization, presence of appraiser’s subjectivity, and lack of feedback from employees.
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