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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