Penilaian Kinerja (Bab.iv)

8/12/2019 Penilaian Kinerja (Bab.iv)

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PENILAIAN KINERJABab IV

PROGRAM MAGISTER MANAJEMENUNIVERSITAS TEKNOLOGIYOGYAKARTA

Yogyakarta, Januari 2014

Oleh: Team Teacher


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OverviewAppraisal Forms (form penilian)

Characteristics of Appraisal FormsDetermining Overall Rating (faktor yg menentukanpenilaian scr keseluruhan)

Appraisal Period and Number of MeetingsWho Should Provide Performance Information?(siapa yg akan menyediaakan informasi kinerja)

A Model of Rater Motivation

Preventing Rating Distortion through RaterTraining Programs (penilaian preventif menghadapikemandegan siap dilakukan melalui progrmpelatihan)


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FORMULIR PENILAIAN9 Komponen Besar:

1. Basic Employee Information

2. Signatures

3. Accountabilities, Objectives, andStandards

4. Competencies and Indicators

5. Major Achievements and Contributions(prestasi utama dan kontribusi)


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FORMULIR PENILAIAN

9 Komponen Besar (lanjutan):6. Stakeholder Input

7. Employee Comments

8. Developmental Achievements (pengembanganprestasi)

9. Developmental

Needs

PlansGoals


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FORMULIR PENILAIAN8 Karakteristik Formulir Penilaian:

1. Simplicity (kesederhanaan)2. Relevancy (keterkaitan)

3. Descriptiveness (gambaran)

4. Adaptability (penyesuaian)

5. Comprehensiveness (lbh luas)

6. Definitional Clarity (kejelasan)7. Communication

8. Time Orientation


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PENENTUAM PERINGKAT KESELURUHANJudgmental strategy (strategi menyampaikanpendpt/pandangan)

Consider every aspect of performance

Arrive at defensible summary (bersikap bertahansampai ringkasankesimpulan )

Mechanical strategy (strategi yg menjurus dgperlatan mesin)

Consider scores assigned to each section (dasar

angka utk penugasan setiap bagian) Add weighted scores to obtain overall scores

(menjumlahkan bobot angka utk mendptkanangka yg keseluruhan)


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Open-Ended (Comments) SectionsChallenges (tantangan)

Difficult to systematically categorize and analyze(kategori sistem yg sulit dan analisisnya)

Quality, length, and content vary (kualitas, panjangdan, merubah kandungan)

Tools to overcome challenges (tujuan utk mengatasitantangan)

Computer-aided text analysis (CATA) software

Establish goals of information provided (menetapkantujuan utk menyediakan informasi)

Training in systematic and standardized rating skills


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PERIODA PENILAIANNumber of Meetings

Annual (tiap tahun) May not provide sufficient opportunity for

supervisor/employee discussion (tdkmenyediakan peluang yg cukup utkpengws/diskusi pegawai)

Semi-annual

Quarterly (tiga bulanan)


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When Review Is CompletedAnniversary date (data peringatan yll)

Supervisor doesnt have to fill out forms for allemployees at the same time

Cant tie rewards to fiscal year

Fiscal yearRewards tied to fiscal year (penghargaanmengikatutk pajak th-an)

Goals tied to corporate goals

May be burden to supervisor, depending onimplementation (brgkali beban utk pengws,percaya berlangsungnya implementasi )


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Six Types of Formal Meetings/pantas(Can Be Combined)

1. System Inauguration (peresmiansistem)

2. Self-Appraisal (penilaian diri)

3. Classical Performance Review

4. Merit/Salary Review (jasa/gaji)

5. Development Plan

6. Objective Setting


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Who Should Provide PerformanceInformation?

Employees should be involved in selecting (pegawaiboleh/dpt dilibatkan dlm seleksi)

Which sources evaluate (yg mana sumber/faktorpenilaian)

Which performance dimensions

When employees are actively involved

Higher acceptance of results (hslnya menerimakepercayaan yg tinggi)

Perception that system is fair


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Siapa yang akan menyediakaninformasi kinerja?

Informasi tentang kinerja karyawan dapatdiperoleh dari:

SupervisorTeman kerja

Bawahan

Karyawan yg bersangkutan

Pelanggan


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SupervisorKelebihan

Can evaluate performance vs. strategic goals

Make decisions about rewards

Able to differentiate among performance dimensions(diantara perbedaan kecakapan sbg dasar ukurankinerja)

Viewed as exclusive source in some cultural contexts(pandangan tpisah thd sesuatu sumber konsep budaya)

Kekurangan

Supervisor may not be able to directly observeperformance

Evaluations may be biased (evaluasi brgkali tla tjadipenyimpangan)


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REKAN KERJAKelebihan

Assess teamwork(penaksiran tim kerja)

Kekurangan

Possible friendship bias (bsr(kemungkinan tjadi penyimpangandlm persahabatan)

May be less discriminating(brgkali kurang krn diskriminasi)

Context effects


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DIRINYA SENDIRIAdvantages (keuntungan)

Increased acceptance of decisions (kpts utkpenerimaan pertambhn)

Decreased defensiveness during appraisalinterview (mengurangi sikap btahan selama

wawancara dlm penilaian)Good position to track activities during reviewperiod (posisi yg baik utk cacatan aktivitasbtahan dlm tahapan perbaikan)

Disadvantages (kerugian)May be more lenient and biased (brgkali lbhbanyak toleransi dan berat sebelah )


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Self (Continued)Suggestions to improve quality of self-appraisals

(mengusulkan utk perbaikan kualitas daripenilaian diri)

Use comparative instead of absolute measurementsystems (malahan menggunakan perbandinganutk ukuran yg mutlak)

Allow employees to practice their self-appraisals(membolehkan pegawai utk mrk mpraktekkanpenilaian sendiri)

Ensure confidentiality (menjamin rahasia)

Emphasize the future (menekankan utk masadepan)


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Customers (External and Internal)Advantages (keuntungan)

Employees become more focused onmeeting customer expectations. (lbhbanyak pegawai datang fokus utk

menemui pelanggan yg mberi harapan)Disadvantages (kerugian)

Time

Money


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Disagreement Across Sources (pertentangan/perselisihan jarak lintas antara sumber-2)

Expect disagreements (menghrpkan pertentangan)

Ensure employee receives feedback by source(menjamin peg menerima arus-balik dg sumbernya)

Assign differential weights to scores by source,

depending on importance (memberikanpertimbangan yg berbeda utk skor/angka dgketergantungan sumber penting)

Ensure employees take active role in selecting whichsources will rate which dimensions (menjaminpegawai mengambil peran aktif dlm seleksi yg manakemauan sumber dasar demensi yg mana)


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Types of Rating Errors(tipe dari penilaian yg salah)

Intentional errors (kesalahan disengaja)

Rating inflation (menaikkan nilai)

Rating deflation (penurunan nilai)Unintentional errors(tdk ada kesalahan yg disengaja)

Due to complexity of task (tdk pernahmeminta lbh dr haknya yg komplek drtgs)


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Expected Positive and NegativeConsequences of RatingAccuracy

Probability of Experiencing

Positive and NegativeConsequences

Expected Positive and NegativeConsequences of Rating

Distortion

Probability of ExperiencingPositive and Negative

Consequences

Motivation to Provide AccurateRatings

Motivation to Distort Ratings

Rating Behavior

A Model of Rater Motivation


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Motivations for Rating Inflation Maximize merit raise/rewards (memaksimalkan

kenaikan gaji sesuai jasa/penghargaan)

Encourage employees (mbesarkan hati pegwai)

Avoid creating written record (menghindari dlmmenciptakan menulis suatu catatan)

Avoid confrontation with employees (menghindarikonfrontasi dg pegawai)

Promote undesired employees out of unit(menaikkan dlm menyenangkan pegawai diluarunit kerja)

Make manager look good to his/her supervisor)manajer mbuat baik yhd pengawas L/P)


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Reducing Intentional Rating Distortion(mengurangi kesengajaan penyimpangan penilaian )

Recommendations:

Have raters justify their ratings (memp

dasar mberikan alasan penilaian mrk)Have raters justify their ratings in a face-to-face meeting


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Preventing Rating DistortionThrough

Rater Training Programs(mencegah penyimpangan penilaian

siap sbg dasar program pelatihan)


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Rater Training ProgramsShould Cover (mencegah program

pelatihan akan hanya sampul)Information

MotivationIdentifying, observing, recording andevaluating performance

How to interact with employees whenthey receive performance information


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Information How the System Works

Reasons for implementing theperformance management system(alasan utk pelaksanaan SMK)

Information on the appraisal form andsystem mechanics (sdg informasi formpenilian dan sistem ahli mesin)


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Motivation Whats in It for Me?

Benefits of providing accurate ratings(manfaat dari menyediakan kebenaranpenilaian)

Tools for providing accurate ratings(tujuan utk menyediakankebenaranpenilaian)


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Identifying, Observing, Recording, andEvaluating Performance

How to identify and rank job activities

How to observe, record, and measureperformance (bgmn utkobservasi,mencatat, dan pengukurankinerja)

How to minimize rating errors (bgmnutk meminimalisir terjadinyapenyimpang)


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Penilaian Kinerja (Bab.iv)

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