PROGRAM MAGISTER MANAJEMEN STIE HAS MANAJEMEN KINERJA SDM Oleh: DR. ANTONI., SE., ME Mustika Lukman Arief, SE, MM PROGRAM MAGISTER MANAJEMEN STIE HAS BUKITTINGGI, 2011 Manajemen Kinerja Dr. Antoni., SE., ME/ Mustika L.A., SE., MM

Metode Penilaian Kinerja Dalam Praktik

Metode Penilaian Kinerja Dalam Praktik Bab ini akan membahas Penilaian Proses Mengajar Dosen Dinilai Oleh Mahasiswa Dinilai Oleh Peneliti Penilaian Kinerja Untuk Eksekutif Bank Penilaian Kinerja Dengan Merit System Untuk Bisnis jasa Keuangan Penilaian Kinerja Untuk Manajer Pemasaran Penilaian Kinerja dan Pengembangan Prestasi Kerja Untuk Perusahaan Perdagangan Pengukuran Kinerja Karyawan Secara Kelompok Menggunakan Instrumen-Instrumen Pengukuran Kinerja Manajemen Kinerja Dr. Antoni., SE., ME/ Mustika L.A., SE., MM

Dr. Antoni., SE., ME/ Mustika L.A., SE., MM Proses Penilaian Definisi Mengevaluasi kinerja karyawan sekarang dan yang lalu dihubungkan dengan standar kinerja Penilaian itu meliputi: Membuat standar kerja Menaksir pencapaian nyata vs. standar Menyediakan umpan balik kepada karyawan Page 241 Performance appraisal means evaluating an employee’s current or past performance relative to the person’s performance standards. Appraisal involves: (1) setting work standards; (2) assessing the employee’s actual performance relative to these standards; and (3) providing feedback to the employee with the aim of motivating that person to eliminate deficiencies or to continue to perform above par. You’ve probably had experience with performance appraisals. For example, some colleges ask students to rank instructors on scales. Instructor’s notes: You may bring a copy of your institutions instructor evaluation forms and have students, working in small groups, devise up to three useful improvements for the form and why they believe they are useful. At the end of the lecture, ask if anyone would make additional changes to their recommendations. Manajemen Kinerja Dr. Antoni., SE., ME/ Mustika L.A., SE., MM

Mengapa kinerja dinilai? Penilaian menyediakan informasi untuk keputusan promosi, mutasi, gaji, dsb Menyediakan kesempatan untuk mempertimbangkan kerja karyawan yang dihubungkan sikap Bagian dari proses perencanaan-karier Penilaian membantu mengatur dan meningkatkan kinerja perusahaan Page 241 Why appraise performance?1 There are four reasons. First, appraisals provide information upon which you make promotion and salary decisions. Second, they provide an opportunity for you and your subordinate to review his or her work-related behavior. This in turn lets both of you develop a plan for correcting any deficiencies the appraisal might have unearthed, and for reinforcing things done right. Third, the appraisal is part of the firm’s career-planning process, because it provides an opportunity to review the person’s career plans in light of his or her strengths and weaknesses. Finally, appraisals therefore help you better manage and improve your firm’s performance. Manajemen Kinerja Dr. Antoni., SE., ME/ Mustika L.A., SE., MM

Dr. Antoni., SE., ME/ Mustika L.A., SE., MM Metode Penilaian Alternation ranking Grafik skala penilaian Paired comparison Perbandingan yg dipasangkan Tugas-tugas nyata Distribusi yang dipaksakan Insiden kritis Page 245 Graphic rating scale A scale that lists a number of traits and a range of performance for each. The employee is then rated by identifying the score that best describes his or her level of performance for each trait. Alternation ranking method Ranking employees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked. Paired comparison method Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which is the better employee of the pair. forced distribution method Similar to grading on a curve; predetermined percentages of ratees are placed in various performance categories. Critical incident method Keeping a record of uncommonly good or undesirable examples of an employee’s work-related behavior and reviewing it with the employee at predetermined times. Critical incident Manajemen Kinerja Dr. Antoni., SE., ME/ Mustika L.A., SE., MM

SEKIAN DAN TERIMAKASIH Manajemen Kinerja Dr. Antoni., SE., ME/ Mustika L.A., SE., MM