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8/11/2019 performance managemene
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Performance Management
Session 01
(Introduction Performance
Management)
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M Irhas Effendi 2008
PERFORMANCE MANAGEMENTDefinisi, Dasar & Tujuan
DEFINISIPerformance management adalah usaha untuk mendapat hasil
yang lebih baik, baik bagi organisasi, tim maupun individualdengan memahami dan memanaj performance dalamkerangka tujuan, standar dan kompetensi yang terencanadan telah disepakati bersama.
DASAR
Ketika orang mulai mengetahui dan memahami apa yangmereka harapakan, dan akan dapat mengambil bagian dalampengharapan tersebut, mereka akan berusaha mencapainya
(Amstrong)
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M Irhas Effendi 2008
Performance Management adalah:
Prose's bersama-sama antara manajer, tim dan individu
Melibatkan manajemen kontrak, bukan komando
Berdasarkan persetujuan bersama atas tujuan,pengetahuan, ketranpilan dan kemampuan yang akandicapai
Menerapkan review terus menerus atas persetujuan,
persyaratan, perencanaan & peningkatan pencapaianuntuk perencanaanselanjutnya.
Tujuan Performance Management:Tujuan utama performance management adalah
menciptakan budaya dimana individu dan kelompokdapat bertanggungjawab terhadap perbaikan prosesbisnis, skill & kontribusi mereka sendiri.
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M Irhas Effendi 2008
How Performance Management Work
Performance
Agreement
Main
Performance
Review
Monitoring and Review performance
Agreement
High Performance
Reinforce melalui praise/ rekognisi/ pengembangan tgjw
Low Performance
Coaching/ Counseling
Start Year Tingkatan Performance Management End Year
Performance Aktual
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M Irhas Effendi 2008
Management by ObjectivesSistem yg dinamis untuk mengintegrasikan antara
kebutuhan perusahaan untuk mencapai keuntungan
dan pengembangan tujuan dengan kebutuhanmanajer untuk berkontribusi dan mengembangkan
diri.
Mc Gregor: MBO merupakan taktik dalam strategi
manajemen melalui kontrol dan pengarahan
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Corporate
objectives
Unit
objectives
Managers set
down objectives
Indiv prepare
objectives
Indiv & managers
agree objectivesReview of
individual
performance
Review of
unit
performance
Review of
corporate
performance
The Management by Objectives process
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Latar Belakang Performance Management
Merit RatingManajer menilai bawahan berdasar:
1.Pengetahuan akan tugas sekarang2.Output efektif3.Pengambilan keputusan4.Ketepatan kerja
5.Percaya diri6.Sikap kerja7.Inisiatif8.Kesiapan menghadapi tekanan
Menggunakan skala:Amat baikMemuaskanCukupBuruk
Mengapa manajer ini tidak suka MR
Tidak percaya pada validitas MR
Sungkan bila langsung mengkritik
Kurang terampil melakukan penilaian dan interview
Tidak suka prosedur-prosedur baru
Merit ratingManagement by
Objectives
Performance
Management
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MUNCULNYA PERFORMANCE MANAGEMENT
Hadirnya HRM sebagai pendekatan strategis dalam mengelola danmengembangkan bawahan
Pentingnya penilaian yang strategis & fleksibel
Kesadaran bahwa performance hanya bisa diukur & dinilai dg modelinput-proses-output-hasil (kontribusi)
Adanya perhatian terhadap peningkatan dan pengembangan yang
berkelanjutan, serta learning organizationKesadaran bahwa proses penilaian kinerja harus dilakukan olehmanajer lini sepanjang tahun
Kesadaran akan pentingnya kultur perusahaan
Pengembangan konsep & teknik pengukuran kemampuan dalam levelperilaku
Munculnya kesadaran bahwa pengelolaan kinerja adalah tanggungjawab bersama, bukan hanya manajer lini
Ketidakpuasan akan hasil pengukuran dari cara-cara yang lain
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PERFORMANCE
MANAGEMENT
IMPROVING
INDIVIDUAL AND
ORGANIZATIONAL
PERFORMANCE
REWARD
MANAGEMENT
DEVELOPING
SKILLSAND COMPETENCIES
IMPROVING
MANAGERIALEFFECTIVENESS
Performance Management as an Integrating Force
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Implikasi yg lebih luas dari PM
Performance Management dan HRM
Mencapai tingkat tertinggi kinerja HR suatu organisasi Mengmbangkan kapasitas maupun potensi pegawai
Menciptakan lingkungan dimana potensial laten dari pegawai
dapat terealisasi
Mendorong / merubah kultur organisasi
Pengembangan selanjutnyaPM berguna dlm pengemb karir indv. & memberi kesempatan pdmanajer dan bawahannya utk berdiskusi ttg pekerjaan sbg pelajaran.Jadi pegawai tidak hanya memahami atribut (pengetahuan, skill dankeahlian) dan kompetensi di area dia bekerja namun juga dptmemahami area lain.
Kerja timPM dpt berguna mengembangkan kemandirian bawahan tanpa hrs
dgn manajer dgn diskusi kelompok tentang tujuan, review kemajuanyg mereka dapat.
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Change in Organization Structure
R & D Manufacturing Marketing
& Sales
Traditional (vertical view) of organization
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The Silo Phenomenon
R & D Manufacturing Marketing & Sales
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The system (horizontal) view of organization
Research and Development Manufacturing Marketing and Sales
Research
ProductDevelopment
Manufacturing
Plant
Manufacturing
Plant
Manufacturing
PlantMarketing
Sales
materials
Suppliers
Customer
Product
Specs
new product ideas
orders
needs
promotions
products orders
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The Reality of Adaptation
Understanding performance requires documentingthe inputs, processes, outputs, & customers thatconstitute a business
Organization systems adapt or die
Pulling any lever in the system will have an effecton other parts of the system.
Putting too much efforts fixing people who arenot broken, and not enough time fixingorganization systems that are broken.
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Three levels of Performance:
Organization
Process
Job/Performer
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Organization Level of Performance
Function
A
Function
B
Function
C
Share-
holders
Market
Products/
Service
$
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Process Level of Performance
Process 1
Process 2
Function
AFunction
BFunction
C
Share-
holders
Market
$
Products/
Service
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Job/Performer Level of Performance
The Performance Variables that mustbe managed;
Hiring
PromotingJob responsibilities and standards
Feedback
Rewards Training
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Nine Performance Variables
Goals Design Management
Orgn.
Process
Job/
Performer
Org Goals Org Design Org Mngt
Process Goals
Job Goals
Process Design
Job Design
Process Mngt
Job Mngt
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Performance Appraisal:
Douglas McGregor:1. Systematic judgments to back-up
salary increase, promotion, transfer,demotion, termination
2. Means of telling employees howthey are doing (behavior, attitude,skills, job knowledge
3. Basis for job related counseling &
coaching of individual by superior
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GE experience on effects of interview
Criticism has negative effect on achievement of goals
Praise has little effect
Performance improves most when specific goals are set
Defensive resulting from critical appraisal leads to low
performance Coaching should be day to day, not once a year
Mutual goal setting, not criticism that improvesperformance
Interview is design for improving performance not for
other purposes Participation by employees in goal setting produces
favorable results
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3 headed-hydra ofPerformance Management
PerformanceManagement
Improve
Performance
HelpsPeople
Grow
Compensation
& Promotion
Mechanism
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Requirements for establishing PM
1. Organizational readiness2. System Integration
3. Training
4. Evaluation
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Factors Causing Antipathy TowardPerformance Appraisal Systems
Ownership
Neither manager nor subordinate has any sense of ownership
Bad news
Negative messages generate defensive reactions and promotehostility rather than serve as useful performance feedback
Adverse impact
Both managers and employees know that bad reviews have anadverse impact on a persons career.
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Scarce rewards
There are few formal rewards for taking the process seriouslyand probably no informal rewards.Personal reflectionManagers hesitate to give unfavorable appraisals for fear that
the appearance of unsatisfactory work by a subordinate willreflect and develop subordinates.
No timeFear of confrontation
Forms and procedures dont make sense
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USES OF APPRAISALS (1)
Subsystem Elements Objectives
Staffing:RecruitmentSelectionPlacementTransfer
PromotionTerminationHuman resource Inventory
Rewarding:BenefitsSalary structure
MeritIntrinsic
Identifying Current inadequaciesCriteria for Selection Predictors
Individual Skills for New Assignment
Identifying Outstanding PerformerIdentifying Inadequate PerformerSkill and Potential Data
Comparative Data on PerformanceMotivation Through Objective Setting,
Feedback, & ParticipationAppraisee Evaluation
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SubsystemElements
Objectives
Changing:Organizational ClimateOrganizational Structure
Management StylesPoliciesCommunications
Developing:RotatingTraining
Counseling
Identify Need for General ChangeTwo-Way FeedbackTwo-Way Feedback
Judgments on LearningIdentifying Individual UpgradingNeedsEvaluating Previous TrainingCareer Planning Basis
USES OF APPRAISALS (2)
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Human Judgment Raters Criteria andFormats
Subjectivity and/orindividual nature
of decisionsmaking:intentional biasand prejudice
Lack of informationon ratee performance,
lack of knowledge ofratees job, possession oferroneous information,differing expectations duetolevel in hierarchy
and role
Ambiguity, lack ofspecific and
behaviorally-basedlanguage, notcommunicatedexplicitly toratees
Sources of Problems in Appraisal Systems (1)
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Organizational
Policy
Legal Requirement
And Equal EmploymentOpportunity Legislation
Inflexibility
No commitment toappraisal, failureto use results in
reward allocation,no standard policyregarding raterstasks in appraisal orfrequency ofappraisal, noallowance for userparticipation insystem development
Failure to developappraisal criteriafrom job analysis
rating systemsadministeredsubjectively, use ofresults to discriminateon basis of race, sex,etc.
Inability of systemto reflect dynamicnature of jobs and
organizationalcontext; credibilityloss from outdatedsystems.
Sources of Problems in Appraisal Systems (2)