Metode Pa

Penilaian Kinerja (Performance Appraisal)

Dr. Bill SnavelyMiami University

Penilaian KinerjaPenilaian Kinerja

Tujuan:Tujuan:

Pengambilan Pengambilan

KeputusanKeputusan

– PromotionsPromotions

– TransfersTransfers

– TerminationsTerminations

Identifikasi T&D NeedsIdentifikasi T&D Needs

Validasi selection and Validasi selection and

development programsdevelopment programs

Penilaian KinerjaPenilaian Kinerja

Keterkaitannya Keterkaitannya

dengan motivasidengan motivasi

Build ExpectancyBuild Expectancy

Build Build

InstrumentalityInstrumentality

Improve Role ClarityImprove Role Clarity

Clear MeasurementClear Measurement

TraitsTraits

BehaviorBehavior

Task OutcomesTask Outcomes

Apa yang seharusnyaApa yang seharusnyadipertimbangkan?dipertimbangkan?

Diukur dari Hasil Kerja, Contoh:– Produktivitas– Biaya per unit propduksi– Hasil penjualan (Rp).– Kauntungan– Goal Achievement (MBO)

Task OutcomesTask Outcomes

Tepat untuk Staff, Team Members, Contoh:– Tardiness– Project Completion On-Time– Sick Days Used– Number of Contacts, etc.

BehaviorBehavior

Kriteria :– Sikap Kerja– Kemampuan mengayomi (Dependability)– Kerjasama– Kepercayaan diri (Self-Confidence)

TraitsTraits

Atasan langsung

Rekan kerja (Peers)

Diri sendiri (Self-evaluation)

Bawahan langsung

Semua unsur (360-degree appraisal)

Siapa yang Menilai?

METODE PENILAIAN KINERJA

Written essays

Critical incidents

Graphic rating scales

Behaviorally anchored rating

Multi-person comparisons

Multi-Person Comparisons

Group Order Rankings– Top 10%, Next 10%, etc.

Individual Rankings– Rank from best to worst

Paired Comparisons– Compare to every other employee - stronger or

weaker

Potential Problems

Single criterion

Leniency error

Halo error

Similarity error

Low differentiation

The “forcing” of information

Overcoming Problems

Use multiple criteria De-emphasize traits Emphasize behavior Document performance Use multiple evaluators Appraise selectively Train appraisers

Using Performance Feedback

Deal with problems before the annual review

– “No Surprises”

Separate performance and pay reviews

Allow employees to engage in self-evaluation

Focus on specific examples of behavior

Treat the review as part of a process

Appraising Team Performance

Tie results to organizational goals

Begin with the team’s customers

Measure team performance

Recognize individual efforts

Use team-defined objectives

Performance AppraisalIn A Global Context

Performance AppraisalIn A Global Context

Relationshipto Environment

Relationshipto Environment

TimeOrientation

TimeOrientation

Focus ofResponsibility

Focus ofResponsibility

PerformancePerformancePerformancePerformance EffortEffortEffortEffort

SenioritySenioritySenioritySeniority Skills HeldSkills HeldSkills HeldSkills Held

DiscretionaryDiscretionaryTimeTime

DiscretionaryDiscretionaryTimeTimeJob DifficultyJob DifficultyJob DifficultyJob Difficulty

Reward SystemsReward SystemsReward SystemsReward Systems

IntrinsicIntrinsicIntrinsicIntrinsic ExtrinsicExtrinsicExtrinsicExtrinsic

NonfinancialNonfinancialNonfinancialNonfinancial IndirectIndirectIndirectIndirect

Types ofTypes ofRewardsRewardsTypes ofTypes ofRewardsRewards