ppt on preformanc apprisal

8/9/2019 Ppt on Preformanc Apprisal

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Performance Managementand Appraisal



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Tujuan Pembelajaran

Membedakan antara kriteria pekerjaan danstandar kinerja.

Mengidentifikasikan dua kegunaan utama

penilaian kinerja.Memberikan contoh-contoh rater errors .

Memaparkan kelebihan dan kelemahan

penilaian dengan multi sumber ataumultisource (360°) appraisal .




Tujuan pembelajaran

Mengidentifikasikan karakteristik/sifatpendekatan keperilakuan terhadap penilaiankinerja dan management by objectives (MBO).

Mendiskusikan beberapa hal pentingmengenai appraisal feedback interviews .

Mengidentifikasikan karakteristik sistempenilaian kinerja yang legal dan efektif.




Identifying and MeasuringEmployee Performance

Performance Management SystemProses yang digunakan untuk identify, encourage,measure, evaluate, improve , dan reward kinerjakaryawan.

PerformanceApa 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.




KeterkaitanantaraStrategy,

Outcomes,dan

Organizational Results




Types of Performance Information

Trait-basedTrait-basedInformationInformation

Behavior-basedBehavior-basedInformationInformation

Results-basedResults-basedInformationInformation

JobJobPerformance?Performance?


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Beberapa permasalahan kriteria kinerja

ObjectivityObjectivity

DeficiencyDeficiency ContaminationContamination

PerformancePerformanceCriteriaCriteria



Performance Standards

Performance StandardsTingkat kinerja yang diharapkan

• Benchmarks

• Goals• Targets

Karakteristik standar kinerja yangbaik

RealistikDapat diukur Secara jelas dapat dipahami



Terms Defining Standards on OneCompany

Figure 11–2



Manfaat Penilaian kinerja(Performance Appraisal)

Performance Appraisal (PA)Proses mengevaluasi bagaimana karyawan denganbaik melakukan pekerjaan mereka ketikadibandingkan dengan standar yang ada, dan

kemudian mengkomunikasikan informasi tersebutkepada 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.



Manfaat Performance Appraisal (cont’d)

PerformancePerformanceAppraisalAppraisal

Giving PerformanceGiving PerformanceFeedbackFeedback

Administering WagesAdministering Wagesand Salariesand Salaries

Identifying StrengthsIdentifying Strengthsand Weaknessesand Weaknesses



Kritik terhadap PerformanceAppraisal

Terlalu memfokuskan pada individual dankurang mengembangkan karyawan.

Karyawan dan supervisor mempercayaibahwa proses penilaian merupakan proses ygtidak sempurna.Penilaian seringkali tidak konsisten,berorientasi jangka pendek, subjektif, danberguna hanya pada kinerja yang tertinggi.




Typical Division of HR Responsibilitiesfor Performance Appraisal

Figure 11–4




Siapa yang melakukan Penilaian

Supervisor yang menilai bawahanmerekaKaryawan yang menilai supervisor merekaAnggota Tim yang menilai satudengan yang lainnya.Sumber dari luar.Karyawan yang menilai dirinyasendiri.Multisource (360° feedback) appraisal




Traditional Performance Appraisal:

Logic and Process

Figure 11–5




Karyawan menilai Manajer

AdvantagesMembantumengidentifikasikanmanajer yang kompetenMembuat manajer lebihresponsif terhadapkaryawan.Dapat memberikankontribusi terhadappengembangan karir manajer.

DisadvantagesMenimbulkan reaksi negatif manajer terhadap penilaiankaryawan.Ketakutan bawahanmengenai tindakanbalasan manajer karenabawahan memberikanpenilaian yg realistik(negatif).

Penilaian hanyabermanfaat hanya untukself-improvement purposes




Penilaian dari Team/Peer

AdvantagesMembantu meningkatkankinerja individual yangdinilai lebih rendah ( lower-rated individuals )

Rekan kerja memilikipeluang untukmengobservasi rekan kerjalainnya.Penilaian rekan kerja

memfokuskan padakontribusi individualterhadap kinerja tim danteamwork .

DisadvantagesSecara negatif dapatmempengaruhi hubungankerja.Dapat menciptakankesulitan bagi manajer dalam menentukan kinerjaindividual.Organisasi menggunakanpenilaian kinerja individualdapat menghalangipengembangan teamwork




Metode Performance Appraisal

Figure 11–7




Category Rating Methods (cont’d)

ChecklistsA performance appraisal tool that uses a list of statements or work behaviors that are checked byraters .

• Can be quantified by applying weights to individualchecklist items.

Drawbacks• Interpretation of item meanings by raters

• Weighting creates problems in appraisal interpretation

• Assignment of weights to items by persons other than theraters




Sample Performance Appraisal Form

Figure 11–8a




Sample Performance Appraisal Form

Figure 11–8b




Comparative Methods

RankingMenyusun karyawan dari yang berkinerjatertinggi hingga terendah.Drawback

• Tidak menunjukkan perbedaan ukuran dalamkinerja antara karyawan.

• Implikasi bahwa karyawan yang diranking palingrendah merupakan unsatisfactory performers .

• Becomes an unwieldy process if the group to beranked is large.




Comparative Methods (cont’d)

Forced DistributionMetode penilaian kinerja dg me-rating karyawan terdistribusisepanjang bell-shaped curve.

Dr awbacks• Asumsinya kinerja terdistribusi normal.

• Adanya penolakan dari manajer untuk menempatkanindividual dalam kelompok yang paling rendah atau palingtinggi.

• Memberikan penjelasan ketika menempatkan karyawandalam kelompok yang lebih tinggi atau lebih rendah dapatmenjadi sulit.

• Tidak applicable untuk kelompok karyawan yang kecil.




Narrative Methods

Critical IncidentManager keeps a written record of highlyfavorable 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 maybecome different if observed

• Employee concerns about manager’s “blackbooks”




Narrative Methods (cont’d)

Essay MethodManager writes a short essay describing anemployee’s performance.

Drawbacks• Depends on the managers’ writing skills and their ability to express themselves.

Field Review

Outside reviewer interviews the manager aboutthe performance of each employee and developsa rating for the employees from the interviewnotes.




Behavioral/Objective Methods

Behavioral Rating ApproachAssesses 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)




Management by Objectives

Management by ObjectivesSpecifying the performance goals that anindividual and his or her manager agree to try toattain within an appropriate length of time.

Key MBO IdeasEmployee involvement creates higher levels of commitment and performance.Encourages employees to work effectively towardachieving desired results.Performance measures should be measurableand should define results.




The MBO Process

Job Review and AgreementJob Review and Agreement

Development of Performance StandardsDevelopment of Performance Standards

Guided Objective SettingGuided Objective Setting

Continuing Performance DiscussionsContinuing Performance Discussions




Common Rater Errors

Figure 11–11




Feedback as a System

Action Based onAction Based onEvaluationEvaluation

DataData EvaluationEvaluationof Dataof Data

FeedbackFeedbackSystemSystem




Appraisal Interview Hints

Figure 11–12

P f A i l d h




Performance Appraisals and theLaw

Legally Defensible PA SystemAppraisal criteria based on job analysisAbsence of disparate impact and evidence of validity

Formal evaluation criterion that limit managerialdiscretionFormal rating instrument linked to job duties andresponsibilities

Personal knowledge of and contact with rateeTraining of supervisors in conducting appraisalsReview process to prevent undue control of careersCounseling to help poor performers improve




Performance Management System

Effective PMS systems are:Consistent with the strategic mission of theorganization

Beneficial as development toolUseful as an administrative toolLegal and job-related

Viewed as generally fair by employeesEffective in documenting employeeperformance

ppt on preformanc apprisal

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