Performance Management

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Performance Management and Appraisal

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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.


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.


Identifying and MeasuringEmployee 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.


Keterkaitan antara

Strategy, Outcomes,

dan Organizational

Results


Types of Performance Information

Trait-basedTrait-basedInformationInformation

Trait-basedTrait-basedInformationInformation

Behavior-basedBehavior-basedInformationInformation

Behavior-basedBehavior-basedInformationInformation

Results-basedResults-basedInformationInformation

Results-basedResults-basedInformationInformation

JobJobPerformance?Performance?

JobJobPerformance?Performance?


Beberapa permasalahan kriteria kinerja

ObjectivityObjectivityObjectivityObjectivity

DeficiencyDeficiencyDeficiencyDeficiency ContaminationContaminationContaminationContamination

PerformancePerformanceCriteriaCriteria

PerformancePerformanceCriteriaCriteria


Performance Standards

Performance Standards Tingkat kinerja yang diharapkan

• Benchmarks• Goals• Targets

Karakteristik standar kinerja yang baik Realistik Dapat diukur Secara jelas dapat dipahami


Terms Defining Standards on One Company

Figure 11–2


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.


Manfaat Performance Appraisal (cont’d)

PerformancePerformanceAppraisalAppraisal

PerformancePerformanceAppraisalAppraisal

Giving Performance Giving Performance FeedbackFeedback

Giving Performance Giving Performance FeedbackFeedback

Administering Wages Administering Wages and Salariesand Salaries

Administering Wages Administering Wages and Salariesand Salaries

Identifying Strengths Identifying Strengths and Weaknessesand Weaknesses

Identifying Strengths Identifying Strengths and Weaknessesand Weaknesses


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.


Conflicting Roles for Performance Appraisal

Figure 11–3


Typical Division of HR Responsibilitiesfor Performance Appraisal

Figure 11–4


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


Traditional Performance

Appraisal:Logic and Process

Figure 11–5


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


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


Penilaian dg banyak sumber (Multisource Appraisal)

Figure 11–6


Metode Performance Appraisal

Figure 11–7


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


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


Sample Performance Appraisal Form

Figure 11–8a


Sample Performance Appraisal Form

Figure 11–8b


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.


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.


Forced Distribution on a Bell-Shaped Curve

Figure 11–9


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”


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.


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)


Customer Service Skills (BOS)

Figure 11–10


Management by Objectives

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.


The MBO Process

Job Review and AgreementJob Review and AgreementJob Review and AgreementJob Review and Agreement

Development of Performance StandardsDevelopment of Performance StandardsDevelopment of Performance StandardsDevelopment of Performance Standards

Guided Objective SettingGuided Objective SettingGuided Objective SettingGuided Objective Setting

Continuing Performance DiscussionsContinuing Performance DiscussionsContinuing Performance DiscussionsContinuing Performance Discussions


Common Rater Errors

Figure 11–11


Feedback as a System

Action Based on Action Based on EvaluationEvaluation

Action Based on Action Based on EvaluationEvaluation

DataDataDataData EvaluationEvaluationof Dataof Data

EvaluationEvaluationof Dataof Data

FeedbackFeedbackSystemSystem

FeedbackFeedbackSystemSystem


Appraisal Interview Hints

Figure 11–12


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


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

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Performance Management

Documents

performance

shaped curve

based information

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appraisal

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