BAB 6 PENTAKSIRAN PRESTASI KERJA WAN HANIM NADRAH BINTI WAN MUDA

Pengertian Prestasi “pengertian kinerja (prestasi kerja) adalah hasil kerja secara kuali dan kuantiti yang dicapai oleh seorang pegawai dalam melaksanakan tugasnya sesuai dengan tanggung jawab yang diberikan kepadanya.” (Anwar Prabu Mangkunegara, 2000). Prestasi merujuk kepada tingkat keberhasilan dalam melaksanakan tugas serta kemampuan untuk mencapai tujuan yang telah ditetapkan. Boleh dinyatakan baik dan berjaya jika tujuan yang diinginkan dapat tercapai dengan baik (Donnelly, Gibson and Ivancevich: 1994).

Tujuan penilaian prestasi Membantu pekerja untuk mahir tentang peranannya dan mengetahui secara jelas fungsi-fungsinya. Merupakan instrumen dalam membantu pekerja mengerti kekuatan-kekuatan dan kelemahan-kelemahannya sendiri dalam kaitan dengan fungsi-fungsinya di dalam organisasi Membantu mengenali keperluan-keperluan akan pengembangan kerjaya berkaitan fungsinya. Meningkatkan hubungan baik antara pekerja dengan penyelia Merupakan mekanisme komunikasi yang semakin

Langkah-Langkah Penilaian Prestasi Penentuan tujuan penilaian Menentukan kaedah penilaian Menentukan faktor penilaian Menentukan pemberat faktor penilaian Menentukan prosedur penilaian

Specific, Timely, Accurate, Identify impact to team or Dep’t Relevant, based upon observable behavior, compare actual behavior to expected behavior “STAIR” Each of these components must be considered when analyzing performance issues!

(Tovey, 2001)

Kegunaan Penilaian: Perbaikan prestasi kerja. Penyesuaian-penyesuaian kompensasi. Keputusan-keputusan penempatan. Keperluan latihan dan pengembangan. Perancangan dan pengembangan karier. Proses staffing. Kesalahan-kesalahan perlakuan dalam pekerjaan. Kesempatan kerja yang adil.

CIRI-CIRI PENILAIAN PRESTASI Kriteria kerja berkaitan Jangkaan-jangkaan prestasi Pempiawaian Penilai yang terlatih Komunikasi terbuka Hak untuk melihat keputusan penilaian

Siapa yang menilai? Penilai Penyelia Pelanggan Diri sendiri Subordinat Rakan sekerja

Performance appraisal Performance-related standards Key elements of PA system Employee performance Performance appraisal Feedback Performance measures Performance-related standards HR decisions Employee records

(Standard vs Accomplishment) PA process SKILL ABILITIES PERFORMANCE APPRAISAL (Standard vs Accomplishment) EFFORTS BEHAVIOR IMPROVEMENT (+)/(-) (-) (+) RECOQNITION

Appraisal Methods Past Oriented Appraisal, Employees can get feedback that my lead to renewed efforts at improved performance  Rating Scales  Checklists  Forced Choice Method  Critical Incident method  Accomplishment Records Future Oriented Appraisal, Focus on future performance by evaluating an employee’s potential or setting future performance goals  Self Appraisals  Management by Objectives  Psychological Appraisals  Assessment Centers

PA Methods Graphic rating scale – supervisor is asked to evaluate an employee on such factors as initiative, dependability, cooperativeness, and quality of work Essay appraisal – supervisor is asked to write a series of statements about an employee’s past performance, potential for promotion, and strengths and weaknesses Checklist – supervisor does not actually evaluate but merely records performance Forced-choice rating – requires supervisor to choose which of 2 statements is either most or least applicable to the employee being reviewed Critical-incident appraisals – keeps a written records on unusual incidents that show both positive and negative actions by an employee Work-standard approach – objective measures of employee’s work performance Ranking method – rank the employee, e.g. most valuable to least valuable Management by objectives (MBO) – supervisor employee mutual agreement on job objectives and how they will be accomplished

KAEDAH PENILAIAN PRESTASI Skel pengadaran bergraf Peristiwa genting Esei Skel pengadaran berasaskan kelakuan Taburan terpaksa Pengurusan mengikut objektif (MBO)

 Rating Scales, requires the rater to provide a subjective evaluation of an individual’s performance along a scale from low to high.  Checklists, requires the rater to select words or statements that describe the employee’s performance and characteristics.

 Forced Choice Method, requires the rater to choose the most descriptive statement in each pair of statements about the employee being rated.  Critical Incident method, requires the rater to record statements that describe extremely good or bad behavior related to the job performance. Recorded incidents include a brief explanation of what happened.  Accomplishment Records, these are employee-produced listings of accomplishments such as publications, speeches, leadership roles, and other professionally related activities

 Self Appraisals, give the employees an authority to appraise themselves. It can be a useful evaluation technique if the goal of evaluation is to further self-development.  Management by Objectives, consists of goals that are objectively measurable and mutually agreed on by the employee and manager.  Psychological Appraisals, psychologists are used for evaluations of the individual employee’s future potential.  Assessment Centers, are a form of standardized employee appraisal that relies on multiple types of evaluation and multiple raters

MASALAH PENILAIAN PRESTASI Kekurangan objektif Kesan halo Kesilapan akibat kemurahan hati dan ketegasan Kesilapan kebelakangan Prasangka peribadi Kecenderungan memusat

KEKERAPAN PENTAKSIRAN Sekali setahun Pekerja berhak untuk tahu prestasi mereka Penilai/penyelia perlu peka terhadap kekerapan mentaksir secara informal dalam kalangan pekerja baru dan pekerja sedia ada yang telah dilatih