PERFORMANCE PERFORMANCE APPRAISALAPPRAISAL

(Pengukuran Kinerja)(Pengukuran Kinerja)

Pengertian Kinerja

“pengertian kinerja (prestasi kerja) adalah hasil kerja secara kualitas dan kuantitas yang dicapai oleh seorang pegawai dalam melaksanakan tugasnya sesuai dengan tanggung jawab yang diberikan kepadanya.” (Anwar Prabu Mangkunegara 2000:67).

Pengertian Kinerja

Kinerja merujuk kepada tingkat keberhasilan dalam melaksanakan tugas serta kemampuan untuk mencapai tujuan yang telah ditetapkan. Kinerja dinyatakan baik dan sukses jika tujuan yang diinginkan dapat tercapai dengan baik (Donnelly, Gibson and Ivancevich: 1994).

Penilaian Kinerja

““Penilaian kinerja adalah suatu proses yang dilakukan dalam rangka menilai pegawai sedangkan kinerja pegawai diartikan sebagai suatu lingkungan dimana karyawan memenuhi atau mencapai persyaratan kerja yang ditentukan.” (Milkovich dan Bodreau )

What is Performance Appraisal is a method by which the job

performance of an employee is evaluated

An evaluation of how well an employee performs his or her job compared to a set of predetermined standards.

is a systematic review of a person’s work and achievements over a recent period, usually leading to plans for the future.

What is Performance Appraisal

In personnel psychology, this term is used for the evaluation of the performance of an employee or a group measuring their contributions to the goals of the organization by reference to traits, behavior and results

Any system of determining how well an individual employee has performed during a period of time, frequently used as a basis for determining merit increases.

The evaluation of an individual's work performance in order to arrive at objective personnel decisions.

A process by which A process by which organization evaluate organization evaluate individual job performance individual job performance

““The appraisal of each employee’s The appraisal of each employee’s performance should be based on actual performance should be based on actual performance of the critical elements performance of the critical elements identified through job analysis”identified through job analysis”

Dessler menyatakan alasan mengapa organisasi perlu menilai kinerja :

Penilaian kinerja memberikan informasi tentang dilakukannya promosi dan penetapan gaji.

Penilaian memberikan suatu peluang bagi pimpinan dan bawahan untuk meninjau perilaku yang berhubungan dengan kerja bawahan.

Penilaian berperan terhadap proses perencanaan karir yang terdapat di dalam organisasi, karena penilaian itu memberikan suatu peluang yang baik untuk meninjau perencanaan karir seseorang dilihat dari kekuatan dan kelemahan yang diperlihatkannya. (1997:2)

 

Manfaat & Kegunaan Penilaiaian Kinerja

Membantu tiap karyawan untuk semakin banyak mengerti tentang peranannya dan mengetahui secara jelas fungsi-fungsinya.

Merupakan instrumen dalam membantu tiap karyawan mengerti kekuatan-kekuatan dan kelemahan-kelemahannya sendiri dalam kaitan dengan peran dan fungsi-fungsinya di dalam perusahaan

Membantu mengenali kebutuhan-kebutuhan akan pengembangan setiap karyawan berkenaan dengan peran dan fungsinya.

Menambah kebersamaan antara masing-masing karyawan dengan pejabat penyelia sehingga tiap karyawan senang bekerja dengan penyelianya dan sekaligus menyumbangkan sebanyak-banyaknya kepada organisasi.

Merupakan mekanisme komunikasi yang semakin bertambah antara karyawan dan penyelianya sehingga tiap karyawan dapat mengetahui harapan-harapan majikan dan tiap majikan juga dapat mengetahui kesulitan-kesulitan para bawahan serta berusaha mengatasinya dan dengan demikian mereka bersama-sama menyelesaikan tugasnya.

Manfaat & Kegunaan Penilaiaian Kinerja Merupakan instrumen untuk memberikan peluang bagi karyawan untuk

mawas diri dan menetapkan sasaran pribadi sehingga terjadilah pengembangan yang direncanakan dan dimonitor sendiri.

Memegang peranan dalam membantu setiap karyawan menyerap kebudayaan, norma-norma dan nilai-nilai organisasi sehingga suatu identitas dan keterikatan di dalam organisasi dapat dikembangkan di dalam perusahaan.

Membantu mempersiapkan karyawan untuk memegang pekerjaan pada jenjang lebih tinggi dengan cara terus menerus memperkuat perkembangan perilaku dan kualitas yang dubutuhkan bagi posisi-posisi yang tingkatannya lebih tinggi di dalam organisasi.

Merupakan instrumen dalam menciptakan sebuah iklim yang positif dan sehat di dalam organisasi, untuk mendorong dan berusaha sekuat tenaga dalam berbuat sesuatu.

Membantu dalam berbagai keputusan kepegawaian dengan memberikan data tentang tiap karyawan secara berkala. (Rao,1996:94)

Langkah-Langkah Penilaian KinerjaLangkah-langkah yang sebaiknya dipertimbangkan

dalam menyusun sistem penilaian kinerja adalah :

Penentuan tujuan penilaian Menentukan metode penilaian kinerja Menentukan faktor penilaian Menentukan bobot faktor penilaian Menentukan prosedur dan administrasi

penilaian

Each of these components must be considered when analyzing performance issues!

“STAIR”

Specific, Timely, Accurate, Identify impact to team or Dep’tRelevant, based upon observable behavior, compare actual behavior to expected behavior

Performance of responsibilities Performance of responsibilities of the job.of the job.

Behavior in the workplace.Behavior in the workplace. Professional Development.Professional Development. Organizational support and Organizational support and

encouragement of good encouragement of good performance.performance.

Correct poor performance and/or Correct poor performance and/or behavior and reestablish behavior and reestablish expectations of employer and expectations of employer and employee.employee.

Uses of Performance Appraisal

Performance appraisal

Key elements of PA system

Employee performance

Performance measures

Performance-related standards

Feedback

Employee records

HRdecisions

SKILLABILITIES

EFFORTSBEHAVIOR

PERFORMANCE

APPRAISAL(Standard vs

Accomplishment)

(+)/(-)IMPROVEMENT

RECOQNITION

(+)

(-)

PA process

Appraisal Methods

Past Oriented Appraisal, Employees can get feedback that my lead to renewed efforts at improved performance

Rating Scales Checklists Forced Choice Method Critical Incident method Accomplishment Records Future Oriented Appraisal, Focus on future performance by evaluating an employee’s potential or setting future performance goals Self Appraisals Management by Objectives Psychological Appraisals Assessment Centers

Rating Scales, requires the rater to provide a subjective evaluation of an individual’s performance along a scale from low to high.

No. Uraian Sangat Baik Baik Cukup Kurang Sangat Kurang1. Inisiatif √2. Kerjasama √3. Kehadiran √ Gand Total

Total 5 4 2 11

No. Bobot

1.

Memiliki kemampuan dan kemauan untuk menyusun perencanaan, mengorganisir dan berinisiatif menindak lanjuti secara kongkrit

35

2. Menunjukkan kesiapan untuk selalu membantu orang lain yang membutuhkan 45

3.Jumlah hari kehadiran ditempat kerja sesuai dengan yang ditetapkan oleh ketentuan perusahaan

20

100

Uraian

Checklists, requires the rater to select words or statements that describe the employee’s performance and characteristics.

Forced Choice Method, requires the rater to choose the most descriptive statement in each pair of statements about the employee being rated.No.

1. Inspirator Pekerja Keras2. Team player Individual performer3. Hadir tepat waktu Sering terlambat

Uraian

Critical Incident method, requires the rater to record statements that describe extremely good or bad behavior related to the job performance. Recorded incidents include a brief explanation of what happened. Accomplishment Records, these are employee-produced listings of accomplishments such as publications, speeches, leadership roles, and other professionally related activities

Self Appraisals, give the employees an authority to appraise themselves. It can be a useful evaluation technique if the goal of evaluation is to further self-development.

Management by Objectives, consists of goals that are objectively measurable and mutually agreed on by the employee and manager.

Psychological Appraisals, psychologists are used for evaluations of the individual employee’s future potential.

Assessment Centers, are a form of standardized employee appraisal that relies on multiple types of evaluation and multiple raters

Rater biases

Halo effect (to )

Error of central tendency Leniency and strictness bias Cross cultural biases Stereotyping (to )

The recency events effect

Reducing rater bias

Training Biases and their causes should be explained The role of PA in employee decisions should

be explained to stress the need for impartiality and objectivity

Raters should apply subjective measures as a part of their training

Feedback Raters should get feedback about their

previous rating

Careful selection of PA techniques

HR departmentperformance

Feedback

PA

HR management

Provide an accurate pictureof past and/or future employeeperformance

Through an evaluation interviewto get realistic view

‘Quality control check’ of HR function

Based on the job-related criteria

The Evaluation Interview

The tell-and-sell methodCommunicates to employees their

performance as accurately and directly as possible with little return feedback, but can lead to defensiveness

The tell-and-listen interviewCommunicates to employees their strengths

and weaknesses, but also allows for return feedback

This creates an environment that is less defensive and stressful to the employee

The Evaluation Interview (continued):

The problem-solving interviewPlaying the role of helper more so than judge,

the manager creates an environment through which the employee can discover his or her own developmental needs

The mixed-model interviewAllows for the problem solving interview in

the beginning, where the subordinate leads off, and finishes with the tell-and-sell or tell-and-listen approaches if the subordinate has missed some important areas of his or her performance