PSIKOLOGI INDUSTRI DAN ORGANISASI

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1 PSIKOLOGI INDUSTRI DAN ORGANISASI
Maya Dewi Savitri, MSi.

2 Pertemuan 4 Penilaian Kinerja

3 Materi Pengertian penilaian kinerja Kegunaan penilaian kinerja
Metode – metode dalam penilaian kinerja

4 Pengertian Penilaian Kinerja
Performance Appraisal is assessing worker performance in comparison to certain established organizational standards (Riggio, 2003). Penilaian kinerja adalah suatu penilaian formal mengenai seberapa baik karyawan melakukan pekerjaan mereka (Griffin, 2004). Sumber: Rigio, R.E. (2003). Introduction to Industrial/Organizational Psychology. New Jersey: Prentice Hall Griffin, R.W. (2004). Manajemen. Alih bahasa: Gina Gania. Jakarta: Erlangga

5 Pengertian Penilaian Kinerja
Performance Appraisal Setting work standards, assessing performance, and providing feedback to employees to motivate, correct, and continue their performance. Sumber: Dessler,G. (2011). Human Resource Management. New Jersey: Prentice Hall

6 Kriteria Penilaian Kinerja
Performance criteria: Objective Mengukur kinerja jabatan yang mudah dikuantitaskan Subjective Mengukur kinerja jabatan yang meliputi pemberian peringkat atau pertimbangan kinerja

7 PENILAIAN KINERJA 1. HASIL / PRODUK KERJA Ukuran yang PALING OBYEKTIF:
Dapat diukur secara KUANTITATIF  Jumlah batang rokok yang dapat dilinting,  Berapa kilo daun teh yang dapat dipetik  Berapa unit mobil yang dapat dijual Kualitas barang yang dihasilkan 7

8 PENILAIAN KINERJA 2. PERILAKU PEKERJAAN
Perilaku Pekerjaan yang EFEKTIF Perilaku yang mengarah ke tercapaian hasil yang diharapkan: Team work  Toleransi Saling memahami Tenggang rasa 8

9 PENILAIAN KINERJA 3. CIRI-CIRI KEPRIBADIAN
Ciri-ciri kepribadian yang dimiliki oleh SDM yang menunjang kinerja-nya Ciri kepemimpinan Kecermatan Kestabilan emosional Inteligensi 9

10 Kegunaan Penilaian Kinerja
Purpose of performance appraisal is to provide an accurate measure of how well a person performing the job (Schultz & Schultz, 1990). 1 Promotions, Wages, Transfers Training requirement Purpose Validation of selection criteria Employee improvement 2 3 4 5 Reduction in Force Sumber: Schultz , D.P. & Schultz , S.E. (1990). Psychology and Industry Today. NewYork: MacMillan Publ.Co.

11 Kegunaan Penilaian Kinerja
Untuk karyawan: Memberikan penguatan (peningkatan gaji) Pengembangan karir (promosi jabatan) informasi mengenai pencapaian tujuan kerja Sumber feedback untuk peningkatan kinerja Sumber: Rigio, R.E. (2003). Introduction to Industrial/Organizational Psychology. New Jersey: Prentice Hall

12 Kegunaan Penilaian Kinerja
Untuk Supervisor: Sebagai dasar untuk mengambil keputusan karyawan Penilaian tentang pencapaian tujuan kerja karyawan Kesempatan untuk menyediakan feedback konstruktif pada karyawan Kesempatan untuk berinteraksi dengan anak buah Sumber: Rigio, R.E. (2003). Introduction to Industrial/Organizational Psychology. New Jersey: Prentice Hall

13 Kegunaan Penilaian Kinerja
Untuk Organisasi: Penilaian produktifitas individu dan unit kerja Validasi untuk metode seleksi dan penempatan Mengenali dan memotivasi karyawan Sumber informasi kebutuhan pelatihan karyawan Evaluasi keefektifan intervensi organisasi (program pelatihan, perubahan sistem, dll) Sumber: Rigio, R.E. (2003). Introduction to Industrial/Organizational Psychology. New Jersey: Prentice Hall

14 Elemen-elemen Kunci Penilaian Kinerja (Werther & Davis 1996)
Kinerja Karyawan Penilaian Kinerja Umpan Balik Karyawan Ukuran-ukuran Kinerja Standar-standar yang terkait dengan Kinerja Keputusan-keputusan SDM Arsip-arsip Karyawan Sumber: Werther, W.B. & Davis, K., 1996, Human Resources and Personnel Management, 5th Ed., Boston: McGraw-Hill.

15 Standar Kinerja Standar kinerja (performance standards) adalah tolok ukur (benchmark) yang digunakan untuk mengukur kinerja. Agar efektif, standar tersebut harus terkait dengan hasil yang diharapkan dari suatu jabatan. Standar-standar kinerja yang terkait dengan suatu jabatan (job-related) bisa diperoleh melalui proses analisis jabatan.

16 Ukuran Kinerja Ukuran kinerja (performance measures) adalah nilai atau peringkat yang digunakan untuk mengevaluasi kinerja. Ukuran kinerja harus mudah digunakan, dapat diandalkan (reliable), dan mampu melaporkan perilaku-perilaku kritikal yang menentukan kinerja.

17 Human Resources Management 12e Gary Dessler
Langkah Penilaian kinerja 1 2 Menjabarkan jabatan dan menyusun kriteria 3 Menilai kinerja Menyediakan umpan balik Effective appraisals should follow these three steps. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

18 Defining the Employee’s Goals and Work Standards
Human Resources Management 12e Gary Dessler Defining the Employee’s Goals and Work Standards Set SMART goals Assign challenging/ doable goals Assign specific goals Guidelines for Effective Goal Setting Assign measurable goals Encourage participation Managers should appraise employees based on previously assigned criteria (goals and standards) that they are expected to achieve, such as “add 10 new customers next year.” Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

19 Human Resources Management 12e Gary Dessler
Prinsip SMART dalam penetapan standar kinerja: Specific: Jelas dan rinci Measurable: Dapat diukur Achievable: Dapat dicapai (berdasarkan kesepakatan antara karyawan dengan atasannya). Result oriented: Berorientasi pada hasil Time framed: Jelas jangka waktu pencapaiannya. Setting SMART goals assures that a performance appraisal is based on useful, specific, and effective goals. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

20 Human Resources Management 12e Gary Dessler
FIGURE 9–12 Sample Employee Development Plan Figure 9-12 presents a form that can be used when the person’s performance is unsatisfactory but correctable and the interview objective is to lay out an action plan for correcting the unsatisfactory performance. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

21 Mendesain Perangkat Penilaian
Human Resources Management 12e Gary Dessler Mendesain Perangkat Penilaian Apa yang diukur? Output kerja (kualitas dan kuantitas) Kompetensi personal Prestasi pencapaian tujuan Bagaimana mengukur? Dimensi umum Tugas kerja nyata Kompetensi perilaku The manager generally conducts the actual appraisal using a predetermined and formal tool like one or more of those described next. The two basic questions in designing the actual appraisal tool are what to measure and how to measure it. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

22 Human Resources Management 12e Gary Dessler
Metode dalam Penilaian Kinerja Human Resources Management 12e Gary Dessler Appraisal Methodologies 1 6 2 3 7 8 Graphic rating scale Narrative forms 4 9 Alternation ranking Behaviorally anchored rating scales (BARS) 5 10 Paired comparison Management by objectives (MBO) Forced distribution Computerized and Web-based performance appraisal Appraising performance requires choosing an appraisal tool, form, or methodology that provides an effective means for comparing a subordinate’s actual performance to the standards for his or her job. Critical incident Merged methods Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

23 Human Resources Management 12e Gary Dessler
Metode dalam Penilaian Kinerja Human Resources Management 12e Gary Dessler Metode skala penilaian (rating scales method): Menilai para karyawan berdasarkan faktor-faktor yang telah ditetapkan. Para evaluator menilai kinerja pada sebuah skala yang meliputi beberapa kategori, biasanya dalam angka 5 sampai 7, yang didefinisikan dengan kata sifat seperti luar biasa, memenuhi harapan, atau butuh perbaikan. Faktor-faktor yang dipilih untuk evaluasi biasanya ada dua macam: Faktor yang berhubungan dengan jabatan (job-related) Karakteristik-karakteristik pribadi. Appraising performance requires choosing an appraisal tool, form, or methodology that provides an effective means for comparing a subordinate’s actual performance to the standards for his or her job. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

24 Contoh Penilaian dengan Metode Rating Scale

25 Metode dalam Penilaian Kinerja
Rating Scale adalah penilaian yang didasarkan pada suatu skala. Penilaian dilakukan oleh seorang penilai biasanya atasan langsung, yang dilakukan secara subjektif. Misalkan skala 5. Amat Baik. 4. Baik. 3. Sedang. 2. Cukup. 1. Kurang

26 Human Resources Management 12e Gary Dessler
FIGURE 9–2 Sample Graphic Rating Performance Rating Form Figure 9-2 shows one graphic rating scale. A graphic rating scale lists traits (such as “quality and reliability” or “teamwork”) and a range of performance values (from “unsatisfactory” to “outstanding,” or “below expectations” to “role model”) for each trait. Graphic rating scale Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

27 Human Resources Management 12e Gary Dessler
FIGURE 9–3 One Item from an Appraisal Form Assessing Employee Performance on Specific Job-Related Duties Figure 9-3 shows part of an appraisal form for a pizza chef. This form assesses the job’s main sets of job-specific duties, one of which is “Maintain adequate inventory of pizza dough.” Here you would assess how well the employee did in exercising each of these duties. Graphic rating scale Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

28 Human Resources Management 12e Gary Dessler
FIGURE 9–4 Appraisal Form for Assessing Both Competencies and Specific Objectives Some graphic rating forms assess several things. Figure 9-4 (Section I) assesses the employee’s performance relating to both competencies and objectives. The employee and supervisor would fill in the objectives section at the start of the year, and then assess results and set new ones as part of the next appraisal. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

29 Human Resources Management 12e Gary Dessler
FIGURE 9–4 Appraisal Form for Assessing Both Competencies and Specific Objectives (cont’d) Some graphic rating forms assess several things. In Figure 9-4, Section II illustrates the competencies an employee is expected to develop and exhibit such as “identifies and analyzes problems” (Problem Solving), and “maintains harmonious and effective work relationships with co-workers and constituents” (Teamwork). Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

30 Human Resources Management 12e Gary Dessler
Metode dalam Penilaian Kinerja Human Resources Management 12e Gary Dessler Metode peringkat (ranking method): Penilai menempatkan seluruh karyawan dari sebuah kelompok dalam urutan kinerja keseluruhan. Sebagai contoh, karyawan terbaik dalam kelompok diberi peringkat tertinggi, dan yang terburuk diberi peringkat terendah. Anda mengikuti prosedur ini hingga Anda memeringkat semua karyawan. Kesulitan timbul ketika semua orang bekerja pada tingkat yang sebanding (sebagaimana dipersepsikan oleh si evaluator). Ranking employees from best to worst on a trait or traits is another option. Supervisors choosing the alternation ranking method would use a form like that in Figure 9-5 to alternately choose and list employees who are the highest on the characteristic being measured and the ones who are the lowest. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

31 Human Resources Management 12e Gary Dessler
FIGURE 9–5 Scale for Alternate Ranking of Appraisee Ranking employees from best to worst on a trait or traits is another option. Supervisors choosing the alternation ranking method would use a form like that in Figure 9-5 to alternately choose and list employees who are the highest on the characteristic being measured and the ones who are the lowest. Alternation ranking Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

32 Human Resources Management 12e Gary Dessler
Metode dalam Penilaian Kinerja Metode Perbandingan Kelompok Metode ini dilakukan dengan membandingkan seorang pegawai dengan rekan sekerjanya, yang dilakukan oleh atasan dengan beberpa teknik seperti : Pemeringkatan (ranking method). Pengelompokan pada klasifikasi yang sudah ditentukan (force distribution). Pemberian poin atau angka (point allocation method). Metode perbandingan dengan pegawai lain (paired comparison). The paired comparison method helps make the ranking method more precise. For every trait (quantity of work, quality of work, and so on), you pair and compare every subordinate with every other subordinate. In the paired comparison method, you make a chart, as in Figure 9-6, of all possible pairs of employees for each trait. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

33 Human Resources Management 12e Gary Dessler
FIGURE 9–6 Ranking Employees by the Paired Comparison Method The paired comparison method helps make the ranking method more precise. For every trait (quantity of work, quality of work, and so on), you pair and compare every subordinate with every other subordinate. In the paired comparison method, you make a chart, as in Figure 9-6, of all possible pairs of employees for each trait. Note: + means “better than.” - means “worse than.” For each chart, add up the number of +’s in each column to get the highest ranked employee. Paired comparison Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

34 Human Resources Management 12e Gary Dessler
Metode dalam Penilaian Kinerja Metode distribusi dipaksakan (forced distribution method): Mengharuskan penilai untuk membagi orang-orang dalam sebuah kelompok kerja ke dalam sejumlah kategori terbatas, mirip suatu distribusi frekuensi normal. Metode ini dilakukan dengan cara membuat distribusi atau klasifikasi, misalnya : 12,5% terbaik. 25% baik. 50% cukup. 12,5% cukup. Kemudian seluruh pegawai dimasukkan ke dalam kategori atau klasifikasi dimana seseorang termasuk. With the critical incident method, the supervisor keeps a log of positive and negative examples (critical incidents) of a subordinate’s work-related behavior. Every 6 months or so, supervisor and subordinate meet to discuss the latter’s performance, using the incidents as examples. In Table 9-1, one of the assistant plant manager’s continuing duties was to supervise procurement and to minimize inventory costs. The critical incident log shows that the assistant plant manager let inventory storage costs rise 15%; this provides an example of what performance she must improve in the future. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

35 Human Resources Management 12e Gary Dessler
Metode dalam Penilaian Kinerja Human Resources Management 12e Gary Dessler With the critical incident method, the supervisor keeps a log of positive and negative examples (critical incidents) of a subordinate’s work-related behavior. Every 6 months or so, supervisor and subordinate meet to discuss the latter’s performance, using the incidents as examples. In Table 9-1, one of the assistant plant manager’s continuing duties was to supervise procurement and to minimize inventory costs. The critical incident log shows that the assistant plant manager let inventory storage costs rise 15%; this provides an example of what performance she must improve in the future. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

36 Human Resources Management 12e Gary Dessler
Metode dalam Penilaian Kinerja Human Resources Management 12e Gary Dessler Critical incident technique adalah penilaian yang didasarkan pada perilaku khusus yang dilakukan di tempat kerja, baik perilaku yang baik atau tidak baik. Penilaian dilakukan melalui observasi langsung ke tempat kerja, kemudian mencatat perilaku-perilaku kritis dan mencatat tanggal dan waktu terjadinya perilaku tersebut. With the critical incident method, the supervisor keeps a log of positive and negative examples (critical incidents) of a subordinate’s work-related behavior. Every 6 months or so, supervisor and subordinate meet to discuss the latter’s performance, using the incidents as examples. In Table 9-1, one of the assistant plant manager’s continuing duties was to supervise procurement and to minimize inventory costs. The critical incident log shows that the assistant plant manager let inventory storage costs rise 15%; this provides an example of what performance she must improve in the future. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

37 Human Resources Management 12e Gary Dessler
TABLE 9–1 Examples of Critical Incidents for Assistant Plant Manager Continuing Duties Targets Critical Incidents Schedule production for plant 90% utilization of personnel and machinery in plant; orders delivered on time Instituted new production scheduling system; decreased late orders by 10% last month; increased machine utilization in plant by 20% last month Supervise procurement of raw materials and on inventory control Minimize inventory costs while keeping adequate supplies on hand Let inventory storage costs rise 15% last month; over-ordered parts “A” and “B” by 20%; under-ordered part “C” by 30% Supervise machinery maintenance No shutdowns due to faulty machinery Instituted new preventative maintenance system for plant; prevented a machine breakdown by discovering faulty part With the critical incident method, the supervisor keeps a log of positive and negative examples (critical incidents) of a subordinate’s work-related behavior. Every 6 months or so, supervisor and subordinate meet to discuss the latter’s performance, using the incidents as examples. In Table 9-1, one of the assistant plant manager’s continuing duties was to supervise procurement and to minimize inventory costs. The critical incident log shows that the assistant plant manager let inventory storage costs rise 15%; this provides an example of what performance she must improve in the future. Critical incident Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

38 Human Resources Management 12e Gary Dessler
Metode dalam Penilaian Kinerja Human Resources Management 12e Gary Dessler Metode naratif (narrative form method): Penilai menulis narasi singkat yang menggambarkan kinerja karyawan. Metode ini cenderung berfokus pada perilaku ekstrim dalam pekerjaan karyawan bukannya kinerja rutin harian. Penilaian jenis ini sangat bergantung pada kemampuan si penilai dalam menulis. With the critical incident method, the supervisor keeps a log of positive and negative examples (critical incidents) of a subordinate’s work-related behavior. Every 6 months or so, supervisor and subordinate meet to discuss the latter’s performance, using the incidents as examples. In Table 9-1, one of the assistant plant manager’s continuing duties was to supervise procurement and to minimize inventory costs. The critical incident log shows that the assistant plant manager let inventory storage costs rise 15%; this provides an example of what performance she must improve in the future. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

39 Human Resources Management 12e Gary Dessler
FIGURE 9–7 Appraisal-Coaching Worksheet All or part of the written appraisal may be in narrative form as shown in Figure 9-7. The supervisor’s narrative assessment aids the employee in understanding where his or her performance was good or bad, and how to improve that performance. Narrative form Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

40 Behaviorally Anchored Rating Scale (BARS)
Human Resources Management 12e Gary Dessler Behaviorally Anchored Rating Scale (BARS) Developing a BARS Write critical incidents Develop performance dimensions Reallocate incidents Scale the incidents Develop a final instrument Advantages of BARS A more accurate gauge Clearer standards Feedback Independent dimensions Consistency A behaviorally anchored rating scale (BARS) is an appraisal tool that anchors a numerical rating scale with specific examples of good or poor performance. Its proponents say it provides better, more equitable appraisals than do the other appraisal tools. It takes more time to develop a BARS, but the tool has several advantages. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

41 Human Resources Management 12e Gary Dessler
FIGURE 9–8 Example of a Behaviorally Anchored Rating Scale for the Dimension Salesmanship Skills Figure 9-8 presents an example of a section of a final BARS instrument that lists the critical incidents that serve as behavioral anchors on the performance scale for the dimension Salesmanship Skills. Behaviorally Anchored Rating Scale Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

42 Management by Objectives (MBO)
Human Resources Management 12e Gary Dessler Management by Objectives (MBO) A comprehensive and formal organizationwide goal-setting and appraisal program requiring: Setting of organization’s goals Setting of departmental goals Discussion of departmental goals Defining expected results (setting individual goals) Conducting periodic performance reviews Providing performance feedback Employers use management by objectives (MBO) for one of two things. Many use it as the primary appraisal method. Others use it to supplement to a graphic rating or other appraisal method. MBO generally refers to the comprehensive and formal organizationwide goal-setting and appraisal program. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

43 Human Resources Management 12e Gary Dessler
Using MBO Setting unclear objective Conflict with subordinates over objectives Potential Problems with MBO Time-consuming appraisal process In using MBO, it is best to keep the guidelines for goal setting (SMART, specific, and so on) in mind. Setting objectives with the subordinate sometimes turns into a tug-of-war, with the supervisor pushing for higher quotas and the subordinate pushing for lower ones. The more that is known about the job and the person’s ability, the more confident a supervisor can be about setting standards. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

44 Computerized and Web-Based Performance Appraisal Systems
Human Resources Management 12e Gary Dessler Computerized and Web-Based Performance Appraisal Systems Allow managers to keep notes on subordinates. Notes can be merged with employee ratings. Software generates written text to support appraisals. Allows for employee self-monitoring and self-evaluation. Electronic Performance Monitoring (EPM) Systems Use computer network technology to allow managers access to their employees’ computers and telephones. Managers can monitor the employees’ rate, accuracy, and time spent working online. Employers increasingly use computerized or Web-based performance appraisal systems that enable them to keep computerized notes on subordinates during the year. The notes can then be merged with ratings of employees on several performance traits. The software then generates written text to support each part of the appraisal. Most appraisal software combines several of the basic methods such as graphic ratings plus critical incidents or BARS. Electronic performance monitoring (EPM) systems use computer network technology to allow managers access to their employees’ computers and telephones. They allow managers to monitor the employees’ rate, accuracy, and time spent working online. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

45 Human Resources Management 12e Gary Dessler
FIGURE 9–9 Online Performance Appraisal Tool Many employers today make use of online appraisals for evaluating employee performance. Figure 9-9 shows an online service’s offerings of a graphic rating scale that is supported with specific behavioral competency expectations. These expectations pinpoint what raters should look for. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

46 Human Resources Management 12e Gary Dessler
Metode dalam Penilaian Kinerja Metode Alternatif Penilaian secara psikologis adalah proses penilaian yang dilakukan oleh para ahli prsikologi untuk mengetahui potensi seseorang yang berkaitan dengan pelaksanaan pekerjaan seperti kemampuan intelektual, motivasi. Penilaian ini dilakukan melalui tes psikologi seperti tes kecerdasan, tes kecerdasan emosional dan tes kepribadian. Observasi dan tes unjuk kerja adalah penilaian yang dilakukan melalui tes di lapangan. Misalkan, seorang pilot setiap enam bulan sekali menjalani tes yang meliputi pengujian pengetahuan mengenai prosedur pelaksanaan pekerjaan dalam menerbangkan pesawat, yang dilakukan secara langsung dengan menerbangkan pesawat atau dalam simulator dan tes kesehatan. With the critical incident method, the supervisor keeps a log of positive and negative examples (critical incidents) of a subordinate’s work-related behavior. Every 6 months or so, supervisor and subordinate meet to discuss the latter’s performance, using the incidents as examples. In Table 9-1, one of the assistant plant manager’s continuing duties was to supervise procurement and to minimize inventory costs. The critical incident log shows that the assistant plant manager let inventory storage costs rise 15%; this provides an example of what performance she must improve in the future. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

47 Dealing with Performance Appraisal Problems
Human Resources Management 12e Gary Dessler Dealing with Performance Appraisal Problems Unclear standards Leniency or strictness Halo effect Potential Rating Scale Appraisal Problems Central tendency Bias Graphic-type rating scales in particular are susceptible to several problems: unclear standards, halo effect, central tendency, leniency or strictness, and bias. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

48 Human Resources Management 12e Gary Dessler
TABLE 9–2 A Graphic Rating Scale with Unclear Standards Table 9-2 illustrates the unclear standards problem. This graphic rating scale seems objective. However, it would probably result in unfair appraisals, because the traits and degrees of merit are ambiguous. The best way to fix this problem is to include descriptive phrases that define or illustrate each trait. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

49 Human Resources Management 12e Gary Dessler
Hallo effect, yaitu penyimpangan bersifat pendapat pribadi/subjektif. Central tendency, yaitu penilai tidak senang memberikan penilaian jelek atau baik kepada pegawai. Leniency and strictness, yaitu penilai terlalu lunak atau terlalu keras. Table 9-2 illustrates the unclear standards problem. This graphic rating scale seems objective. However, it would probably result in unfair appraisals, because the traits and degrees of merit are ambiguous. The best way to fix this problem is to include descriptive phrases that define or illustrate each trait. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

50 Guidelines for Effective Appraisals
Human Resources Management 12e Gary Dessler Guidelines for Effective Appraisals Know the problems Get agreement on a plan Use the right tool How to Avoid Appraisal Problems Keep a diary Be fair Managers can do these five things to help ensure that they fairly conduct effective appraisals. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

51 Human Resources Management 12e Gary Dessler
TABLE 9–3 Important Advantages and Disadvantages of Appraisal Tools Tool Advantages Disadvantages Graphic rating scale Simple to use; provides a quantitative rating for each employee. Standards may be unclear; halo effect, central tendency, leniency, bias can also be problems. BARS Provides behavioral “anchors.” BARS is very accurate. Difficult to develop. Alternation ranking Simple to use (but not as simple as graphic rating scales). Avoids central tendency and other problems of rating scales. Can cause disagreements among employees and may be unfair if all employees are, in fact, excellent. Forced distribution method End up with a predetermined number or % of people in each group. Employees’ appraisal results depend on your choice of cutoff points. Critical incident method Helps specify what is “right” and “wrong” about the employee’s performance; forces supervisor to evaluate subordinates on an ongoing basis. Difficult to rate or rank employees relative to one another. MBO Tied to jointly agreed-upon performance objectives. Time-consuming. Use the right appraisal tool—or combination of tools. Each has its own pros and cons. For example, the ranking method avoids central tendency but can cause bad feelings when employees’ performances are in fact all “high.” Table 9-3 summarizes each tool’s pros and cons. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

52 Choosing the Right Appraisal Tool
Human Resources Management 12e Gary Dessler Choosing the Right Appraisal Tool Accessibility Accuracy Ease-of-use Employee acceptance Criteria for Choosing an Appraisal Tool In practice, employers choose an appraisal tool based on several criteria. Accessibility and ease-of-use are probably first. Employers (and supervisors) prefer to avoid the push-back from employees who resist certain appraisal methods. For other employers, accuracy is a great concern. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

53 Who Should Do the Appraising?
Human Resources Management 12e Gary Dessler Who Should Do the Appraising? Self-rating Subordinates 360-degree feedback Potential Appraisers Immediate supervisor Peers Rating committee Traditionally, the employee’s direct supervisor appraises his or her performance. However, other options are available and used. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

54 Human Resources Management 12e Gary Dessler
Metode penilaian umpan balik 360-derajat: Meliputi masukan evaluasi dari banyak level dalam perusahaan sebagaimana pula dari sumber-sumber eksternal. Dalam metode ini, orang-orang di sekitar karyawan yang dinilai bisa memberikan nilai, termasuk manajer senior, karyawan itu sendiri, atasan, bawahan, anggota tim, dan pelanggan internal atau eksternal. Traditionally, the employee’s direct supervisor appraises his or her performance. However, other options are available and used. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

55 Human Resources Management 12e Gary Dessler
Terimakasih Human Resources Management 12e Gary Dessler With the critical incident method, the supervisor keeps a log of positive and negative examples (critical incidents) of a subordinate’s work-related behavior. Every 6 months or so, supervisor and subordinate meet to discuss the latter’s performance, using the incidents as examples. In Table 9-1, one of the assistant plant manager’s continuing duties was to supervise procurement and to minimize inventory costs. The critical incident log shows that the assistant plant manager let inventory storage costs rise 15%; this provides an example of what performance she must improve in the future. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall