Performance Management and Appraisal

Membedakan antara kriteria pekerjaan dan standar kinerja. 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 multisource (360°) appraisal. www.themegallery.com Company Logo

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. www.themegallery.com Company Logo

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 Elemen penting yang diberikan dalam pekerjaan. www.themegallery.com Company Logo

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

Types of Performance Information Trait-based Information Behavior-based Information Results-based Information Job Performance? www.themegallery.com Company Logo

Beberapa permasalahan kriteria kinerja Deficiency Contamination Performance Criteria Objectivity www.themegallery.com Company Logo

Performance Standards Tingkat kinerja yang diharapkan Benchmarks Goals Targets Karakteristik standar kinerja yang baik Realistik Dapat diukur Secara jelas dapat dipahami www.themegallery.com Company Logo

Terms Defining Standards on One Company Figure 11–2 www.themegallery.com Company Logo

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. www.themegallery.com Company Logo

Manfaat Performance Appraisal (cont’d) Giving Performance Feedback Administering Wages and Salaries Identifying Strengths and Weaknesses www.themegallery.com Company Logo

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. www.themegallery.com Company Logo

Conflicting Roles for Performance Appraisal Figure 11–3 www.themegallery.com Company Logo

Typical Division of HR Responsibilities for Performance Appraisal Figure 11–4 www.themegallery.com Company Logo

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. Multisource (360° feedback) appraisal www.themegallery.com Company Logo

Traditional Performance Appraisal: Logic and Process Figure 11–5 www.themegallery.com Company Logo

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 self-improvement purposes www.themegallery.com Company Logo

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 pengembangan teamwork www.themegallery.com Company Logo

Penilaian dg banyak sumber (Multisource Appraisal) Figure 11–6 www.themegallery.com Company Logo

Metode Performance Appraisal Figure 11–7 www.themegallery.com Company Logo

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 the appraisal www.themegallery.com Company Logo

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 raters www.themegallery.com Company Logo

Sample Performance Appraisal Form Figure 11–8a www.themegallery.com Company Logo

Sample Performance Appraisal Form Figure 11–8b www.themegallery.com Company Logo

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 ranked is large. www.themegallery.com Company Logo

Comparative Methods (cont’d) Forced Distribution Metode penilaian kinerja dg me-rating karyawan terdistribusi sepanjang bell-shaped curve. Drawbacks 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. www.themegallery.com Company Logo

Forced Distribution on a Bell-Shaped Curve Figure 11–9 www.themegallery.com Company Logo

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” www.themegallery.com Company Logo

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. www.themegallery.com Company Logo

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) Behavioral expectation scales (BES) www.themegallery.com Company Logo

Customer Service Skills (BOS) Figure 11–10 www.themegallery.com Company Logo

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 measurable and should define results. www.themegallery.com Company Logo

The MBO Process Job Review and Agreement Development of Performance Standards Guided Objective Setting Continuing Performance Discussions www.themegallery.com Company Logo

Common Rater Errors Figure 11–11 www.themegallery.com Company Logo

Action Based on Evaluation Feedback as a System Data Evaluation of Data Feedback System Action Based on Evaluation www.themegallery.com Company Logo

Appraisal Interview Hints Figure 11–12 www.themegallery.com Company Logo

Performance Appraisals and the Law Legally Defensible PA System Appraisal criteria based on job analysis Absence of disparate impact and evidence of validity Formal evaluation criterion that limit managerial discretion Formal rating instrument linked to job duties and responsibilities Personal knowledge of and contact with ratee Training of supervisors in conducting appraisals Review process to prevent undue control of careers Counseling to help poor performers improve www.themegallery.com Company Logo

Performance Management System Effective PMS systems are: Consistent with the strategic mission of the organization Beneficial as development tool Useful as an administrative tool Legal and job-related Viewed as generally fair by employees Effective in documenting employee performance www.themegallery.com Company Logo

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