Performance Management and Appraisal

Presentasi berjudul: "Performance Management and Appraisal"— Transcript presentasi:

1 Performance Management and Appraisal

2 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. Company Logo

3 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. Company Logo

4 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. Company Logo

5 Keterkaitan antara Strategy, Outcomes, dan Organizational Results
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6 Types of Performance Information
Trait-based Information Behavior-based Information Results-based Information Job Performance? Company Logo

7 Beberapa permasalahan kriteria kinerja
Deficiency Contamination Performance Criteria Objectivity Company Logo

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

9 Terms Defining Standards on One Company
Figure 11–2 Company Logo

10 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. Company Logo

11 Manfaat Performance Appraisal (cont’d)
Giving Performance Feedback Administering Wages and Salaries Identifying Strengths and Weaknesses Company Logo

12 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. Company Logo

13 Conflicting Roles for Performance Appraisal
Figure 11–3 Company Logo

14 Typical Division of HR Responsibilities for Performance Appraisal
Figure 11–4 Company Logo

15 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 Company Logo

16 Traditional Performance Appraisal: Logic and Process
Figure 11–5 Company Logo

17 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 Company Logo

18 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 Company Logo

19 Penilaian dg banyak sumber (Multisource Appraisal)
Figure 11–6 Company Logo

20 Metode Performance Appraisal
Figure 11–7 Company Logo

21 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 Company Logo

22 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 Company Logo

23 Sample Performance Appraisal Form
Figure 11–8a Company Logo

24 Sample Performance Appraisal Form
Figure 11–8b Company Logo

25 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. Company Logo

26 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. Company Logo

27 Forced Distribution on a Bell-Shaped Curve
Figure 11–9 Company Logo

28 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” Company Logo

29 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. Company Logo

30 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) Company Logo

31 Customer Service Skills (BOS)
Figure 11–10 Company Logo

32 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. Company Logo

33 The MBO Process Job Review and Agreement
Development of Performance Standards Guided Objective Setting Continuing Performance Discussions Company Logo

34 Common Rater Errors Figure 11–11 Company Logo

35 Action Based on Evaluation
Feedback as a System Data Evaluation of Data Feedback System Action Based on Evaluation Company Logo

36 Appraisal Interview Hints
Figure 11–12 Company Logo

37 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 Company Logo

38 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 Company Logo

39 Thank You !