Contenu connexe Similaire à Performance Management (Sigit) (20) Plus de Sigit Iskandar (8) Performance Management (Sigit)1. PERFORMANCE
MANAGEMENT & APPRISAL
(MANAJEMEN & PENILAIAN KERJA)
© 2011 Sigit. All rights reserved. 9–1
2. Comparing Performance Appraisal and Performance
Management
(Membandingkan Penilaian Kinerja dan Manajemen Kinerja)
Performance appraisal (Penilaian Kinerja)
– Evaluating an employee’s current and/or past performance
relative to his or her performance standards. (Mengevaluasi
kinerja saat ini dan / atau masa lalu karyawan relatif terhadap-Nya atau
standar kinerja.)
Performance management (Manajemen Kinerja)
– The process employers use to make sure employees are
working toward organizational goals. (Para pengusaha
menggunakan proses untuk membuat karyawan yakin adalah bekerja
menuju tujuan organisasi.)
© 2011 Sigit. All rights reserved. 9–2
3. Why Performance Management?
(Mengapa Manajemen Kinerja)
Increasing use by employers of performance
management reflects:
Meningkatnya penggunaan oleh majikan manajemen kinerja mencerminkan:
– The popularity of the total quality management (TQM)
concepts. (Popularitas dari manajemen kualitas total (TQM) konsep.)
– The belief that traditional performance appraisals are often
not just useless but counterproductive. (Keyakinan bahwa
penilaian kinerja tradisional sering tidak hanya berguna tapi
kontraproduktif.)
– The necessity in today’s globally competitive industrial
environment for every employee’s efforts to focus on helping
the company to achieve its strategic goals. (Kebutuhan di
lingkungan industri global yang kompetitif saat ini bagi upaya setiap
karyawan untuk fokus pada membantu perusahaan untuk mencapai tujuan
strategis.)
© 2011 Sigit. All rights reserved. 9–3
4. An Introduction to Appraising
Performance (Sebuah Pengantar Menilai Kinerja)
Why appraise performance?
– Appraisals play an integral role in the employer’s
performance management process. (Penilaian memainkan peran
integral dalam proses manajemen kinerja majikan.)
– Appraisals help in planning for correcting deficiencies and
reinforce things done correctly. (Penilaian membantu dalam
perencanaan untuk memperbaiki kekurangan dan memperkuat hal-hal yang
dilakukan dengan benar.)
– Appraisals, in identifying employee strengths and
weaknesses, are useful for career planning (Penilaian, dalam
mengidentifikasi kekuatan dan kelemahan karyawan, yang berguna untuk
perencanaan karir)
– Appraisals affect the employer’s salary raise decisions.
(Penilaian mempengaruhi gaji majikan keputusan menaikkan.)
© 2011 Sigit. All rights reserved. 9–4
5. Classroom
Teaching
Appraisal By
Students
Source: Richard I. Miller, Evaluating Faculty
for Promotional and Tenure (San Francisco:
Jossey-Bass Publishers, 1987), pp. 164–165.
Copyright © 1987, Jossey-Bass Inc.,
Publishers. All rights reserved. Reprinted with
permission.
Figure 9–1
© 2011 Sigit. All rights reserved. 9–5
6. Realistic Appraisals (Realistis Penilaian)
Motivations for soft (less-than-candid) appraisals
(Motivasi untuk soft (kurang-dari-ikhlas) penilaian)
– The fear of having to hire and train someone new (Rasa takut
harus menyewa dan melatih orang baru)
– The unpleasant reaction of the appraisee (Reaksi yang tidak
menyenangkan dari appraisee yang)
– A company appraisal process that’s not conducive to candor
(Sebuah penilaian perusahaan proses itu tidak kondusif untuk
keterusterangan)
Hazards of giving soft appraisals (Bahaya memberikan
penilaian lunak)
– Employee loses the chance to improve before being forced
to change jobs. (Karyawan kehilangan kesempatan untuk memperbaiki
sebelum dipaksa untuk mengganti pekerjaan.)
– Lawsuits arising from dismissals involving inaccurate
performance appraisals. (Tuntutan hukum yang timbul dari
pemecatan yang melibatkan penilaian kinerja tidak akurat.)
© 2011 Sigit. All rights reserved. 9–6
7. Continuous improvement (perbaikan terus menerus)
A management philosophy that requires employers to
continuously set and relentlessly meet ever-higher
quality, cost, delivery, and availability goals by:
Sebuah filosofi manajemen yang mensyaratkan majikan untuk terus menerus
memenuhi mengatur dan semakin tinggi kualitas, biaya, pengiriman, dan tujuan
ketersediaan dengan
– Eradicating the seven wastes: (Pemberantasan tujuh limbah)
• overproduction, defective products, and unnecessary
downtime, transportation, processing costs, motion, and
inventory. (overproduksi, produk cacat, dan tidak perlu downtime,
transportasi, biaya pengolahan, gerak, dan persediaan.)
– Requiring each employee to continuously improve his or her
own personal performance, from one appraisal period to the
next. (Mewajibkan setiap karyawan untuk terus meningkatkan kinerja
pribadinya sendiri, dari satu periode penilaian ke yang berikutnya.)
© 2011 Sigit. All rights reserved. 9–7
8. The Components of an Effective
Performance Management Process
Komponen dari Proses Manajemen Kinerja Efektif
Direction sharing (arah berbagi)
Role clarification (peran klarifikasi)
Goal alignment (tujuan keselarasan)
Developmental goal setting (Pembangunan penetapan tujuan)
Ongoing performance monitoring (Berkelanjutan pemantauan kinerja)
Ongoing feedback (umpan balik yang sedang berlangsung)
Coaching and support (Pelatihan dan dukungan)
Performance assessment (appraisal) (Penilaian kinerja (penilaian))
Rewards, recognition, and compensation (Hadiah, pengakuan, dan
kompensasi)
Workflow and process control and return (Alur kerja dan kontrol
proses dan kembali)
Figure 9–2
© 2011 Sigit. All rights reserved. 9–8
9. Defining Goals and Work Efforts
Guidelines for effective goals (Pedoman untuk tujuan yang
efektif)
– Assign specific goals (Tetapkan tujuan spesifik)
– Assign measurable goals (Tetapkan target yang terukur)
– Assign challenging but doable goals (Menetapkan tujuan yang
menantang tapi bisa dilakukan)
– Encourage participation (mendorong partisipasi)
SMART goals are: (Tujuan SMART)
– Specific, and clearly state the desired results. (Spesifik, dan
jelas menyatakan hasil yang diinginkan.)
– Measurable in answering ―how much.‖ (Terukur dalam menjawab
"berapa banyak.―)
– Attainable, and not too tough or too easy. (Dicapai, dan tidak
terlalu sulit atau terlalu mudah.)
– Relevant to what’s to be achieved. (Relevan dengan apa yang
ingin dicapai.)
– Timely in reflecting deadlines and milestones. (Tepat waktu
dalam tenggat waktu dan tonggak mencerminkan)
© 2011 Sigit. All rights reserved. 9–9
10. Performance Appraisal Roles (Peran Penilaian Kinerja)
Supervisors (pengawas)
– Usually do the actual appraising. (Biasanya melakukan penilaian
yang sebenarnya.)
– Must be familiar with basic appraisal techniques. (Harus akrab
dengan teknik penilaian dasar.)
– Must understand and avoid problems that can cripple
appraisals. (Harus memahami dan menghindari masalah yang dapat
melumpuhkan penilaian.)
– Must know how to conduct appraisals fairly. (Harus tahu
bagaimana melakukan penilaian yang cukup.)
© 2011 Sigit. All rights reserved. 9–10
11. Performance Appraisal Roles (cont’d)
(Peran Penilaian Kinerja (Lanjutan)
HR department (HR Departement)
– Serves a policy-making and advisory role. (Melayani pembuatan
kebijakan dan peran penasihat.)
– Provides advice and assistance regarding the appraisal tool
to use. (Menyediakan saran dan bantuan mengenai alat penilaian untuk
digunakan.)
– Prepares forms and procedures and insists that all
departments use them. (Menyiapkan formulir dan prosedur dan
menegaskan bahwa semua departemen menggunakannya.)
– Responsible for training supervisors to improve their
appraisal skills. (Bertanggung jawab untuk supervisor pelatihan untuk
meningkatkan keterampilan penilaian mereka.)
– Responsible for monitoring the system to ensure that
appraisal formats and criteria comply with EEO laws and are
up to date. (Bertanggung jawab untuk sistem pemantauan untuk
memastikan bahwa penilaian format dan kriteria sesuai dengan undang-
undang EEO dan yang up to date.)
© 2011 Sigit. All rights reserved. 9–11
12. Steps in Appraising Performance (Langkah-langkah dalam Menilai
Kinerja)
Defining the job (Mendefinisikan pekerjaan)
– Making sure that you and your subordinate agree on his or
her duties and job standards. (Pastikan bahwa Anda dan bawahan
Anda setuju pada tugasnya dan standar kerja.)
Appraising performance (penilaian kinerja)
– Comparing your subordinate’s actual performance to the
standards that have been set; this usually involves some
type of rating form. (Membandingkan kinerja aktual bawahan Anda
untuk standar yang telah ditetapkan; ini biasanya melibatkan beberapa tipe
form penilaian.)
Providing feedback (memberikan umpan balik)
– Discussing the subordinate’s performance and progress, and
making plans for any development required. (Membahas kinerja
bawahan dan kemajuan, dan membuat rencana untuk setiap pembangunan
yang dibutuhkan.)
© 2011 Sigit. All rights reserved. 9–12
13. Designing the Appraisal Tool (Merancang Perangkat Penilaian)
What to measure? (Apa untuk mengukur?)
– Work output (quality and quantity) (Kerja output (kualitas dan
kuantitas))
– Personal competencies (pribadi kompetensi)
– Goal (objective) achievement (Sasaran (tujuan) prestasi)
How to measure? (Bagaimana mengukur?)
– Graphic rating scales (Grafis Peringkat skala)
– Alternation ranking method (Alternasi peringkat metode)
– Management by Objectives (MBO) (Tujuan Dari Management) (MBO))
© 2011 Sigit. All rights reserved. 9–13
14. Performance Appraisal Methods (Metode Penilaian Kinerja)
Graphic rating scale (Grafis Peringkat skala)
– A scale that lists a number of traits and a range of
performance for each that is used to identify the score that
best describes an employee’s level of performance for each
trait. (Sebuah skala yang berisi daftar sejumlah ciri-ciri dan berbagai
kinerja untuk masing-masing yang digunakan untuk mengidentifikasi skor
yang paling menggambarkan tingkat seorang karyawan kinerja untuk
masing-masing sifat.)
© 2011 Sigit. All rights reserved. 9–14
15. Graphic Rating
Scale with
Space for
Comments
(Penilaian Skala
Grafis dengan
Ruang untuk
Komentar)
Figure 9–3
© 2011 Sigit. All rights reserved. 9–15
16. Portion of an Administrative Secretary’s Sample
Performance Appraisal Form
(Bagian Kinerja Contoh Formulir seorang Sekretaris Administrasi yang Appraisal)
Source: James Buford Jr., Bettye Burkhalter, and Grover Jacobs, “Link Job Description
to Performance Appraisals,” Personnel Journal, June 1988, pp. 135–136.
Figure 9–4
© 2011 Sigit. All rights reserved. 9–16
17. Performance
Management Outline
(Outline Manajemen
Kinerja)
Source: www.cwru.edu.
Figure 9–5a
© 2011 Sigit. All rights reserved. 9–17
18. Performance
Management
Outline
(cont’d)
(Outline
Manajemen
Kinerja (Lanjutan)
Figure 9–5b
Source: www.cwru.edu.
© 2011 Sigit. All rights reserved. 9–18
19. Performance
Management
Outline
(cont’d)
(Outline
Manajemen
Kinerja (Lanjutan)
Figure 9–5c
Source: www.cwru.edu.
© 2011 Sigit. All rights reserved. 9–19
20. Performance Appraisal Methods (cont’d)
(Metode Penilaian Kinerja (Lanjutan))
Alternation ranking method (Alternasi peringkat metode)
– Ranking employees from best to worst on a particular trait,
choosing highest, then lowest, until all are ranked. (Karyawan
peringkat dari terbaik ke terburuk pada sifat tertentu, memilih tertinggi,
maka terendah, sampai semua peringkat.)
Paired comparison method (Metode perbandingan berpasangan)
– Ranking employees by making a chart of all possible pairs of
the employees for each trait and indicating which is the
better employee of the pair. (Peringkat karyawan dengan membuat
grafik dari semua pasangan yang mungkin dari karyawan untuk masing-
masing dan menunjukkan sifat yang merupakan karyawan yang lebih baik
dari pasangan.)
© 2011 Sigit. All rights reserved. 9–20
22. Ranking Employees by the
Paired Comparison Method
(Peringkat Karyawan dengan Metode Perbandingan Pasangan)
Note: + means “better than.” − means “worse than.” For each chart, add up
the number of 1’s in each column to get the highest-ranked employee.
(Catatan: + berarti "lebih baik daripada." - Berarti Untuk bagan masing-masing, menambah jumlah 1
dalam setiap kolom untuk mendapatkan karyawan peringkat tertinggi "lebih buruk dari.".)
Figure 9–7
© 2011 Sigit. All rights reserved. 9–22
23. Performance Appraisal Methods (cont’d)
(Metode Penilaian Kinerja (Lanjutan))
Forced distribution method (Metode distribusi Paksa)
– Similar to grading on a curve; predetermined percentages of
ratees are placed in various performance categories. (Mirip
dengan grading pada kurva; persentase yang telah ditetapkan ratees
ditempatkan dalam berbagai kategori kinerja.)
– Example: (Contoh)
• 15% high performers (15% berkinerja tinggi)
• 20% high-average performers (20% berkinerja tinggi rata-rata)
• 30% average performers (30% rata-rata pemain)
• 20% low-average performers (20% berkinerja rata-rata rendah)
• 15% low performers (15% berkinerja rendah)
Narrative Forms (Bentuk narasi)
© 2011 Sigit. All rights reserved. 9–23
24. Performance Appraisal Methods (cont’d)
(Metode Penilaian Kinerja (Lanjutan))
Behaviorally anchored rating scale (BARS) (Perilaku
berlabuh Peringkat skala (BAR))
– An appraisal method that uses quantified scale with specific
narrative examples of good and poor performance. (Sebuah
metode yang menggunakan skala penilaian dihitung dengan contoh-contoh
naratif spesifik dari kinerja yang baik dan yang buruk.)
Developing a BARS: (Mengembangkan BAR)
– Generate critical incidents (Menghasilkan insiden kritis)
– Develop performance dimensions (Mengembangkan dimensi
kinerja)
– Reallocate incidents (mengalokasikan insiden)
– Scale the incidents (Skala insiden)
– Develop a final instrument (Mengembangkan instrumen akhir)
© 2011 Sigit. All rights reserved. 9–24
25. Performance Appraisal Methods (cont’d)
(Metode Penilaian Kinerja (Lanjutan))
Advantages of using a BARS (Keuntungan menggunakan BAR)
– A more accurate gauge (Sebuah mengukur lebih akurat)
– Clearer standards (standar yang lebih jelas)
– Feedback (Tanggapan)
– Independent dimensions (independen dimensi)
– Consistency (konsistensi)
© 2011 Sigit. All rights reserved. 9–25
26. Appraisal-
Coaching
Worksheet
(Pelatih Penilaian
Lembar Kerja)
Source: Reprinted with permission of
the publisher, HRnext.com; copyright
HRnext.com, 2003.
Figure 9–8
© 2011 Sigit. All rights reserved. 9–26
27. Examples of Critical Incidents for
an Assistant Plant Manager
(Contoh Insiden Kritis untuk Asisten Manajer Pabrik)
Table 9–1
© 2011 Sigit. All rights reserved. 9–27
28. Example of a
Behaviorally
Anchored Rating
Scale for the
Dimension
Salesmanship Skill
(Contoh Skala Penilaian
Secara perilaku
dicantolkan untuk Skill
Salesmanship Dimensi)
Source:Walter C. Borman, “Behavior
Based Rating,” in Ronald A. Berk (ed.),
Performance Assessment: Methods and
Applications (Baltimore, MD: Johns
Hopkins University Press, 1986), p. 103.
Figure 9–9
© 2011 Sigit. All rights reserved. 9–28
29. Management by Objectives (MBO) (Tujuan Dari Management)
(MBO))
Involves setting specific measurable goals with
each employee and then periodically reviewing the
progress made. (Melibatkan pengaturan tujuan yang terukur tertentu
dengan setiap karyawan dan kemudian secara berkala meninjau kemajuan
yang dibuat.)
1. Set the organization’s goals. (Tetapkan tujuan organisasi.)
2. Set departmental goals. (Tetapkan tujuan departemen.)
3. Discuss departmental goals. (Diskusikan tujuan departemen.)
4. Define expected results (set individual goals). (Tentukan hasil
yang diharapkan (menetapkan tujuan individu).)
5. Performance reviews. (Kinerja review.)
6. Provide feedback. (Memberikan umpan balik.)
© 2011 Sigit. All rights reserved. 9–29
30. Computerized and Web-Based Performance Appraisal
(Komputerisasi dan Web Berbasis Penilaian Kinerja)
Performance appraisal software programs (Perangkat
lunak program penilaian kinerja)
– Keep notes on subordinates during the year. (Menyimpan
catatan pada bawahan selama tahun tersebut.)
– Electronically rate employees on a series of performance
traits. (Elektronik tingkat karyawan pada serangkaian sifat kinerja.)
– Generate written text to support each part of the appraisal.
(Menghasilkan teks tertulis untuk mendukung setiap bagian dari penilaian.)
Electronic performance monitoring (EPM) (Pemantauan
kinerja elektronik (EPM))
– Having supervisors electronically monitor the amount of
computerized data an employee is processing per day, and
thereby his or her performance. (Setelah pengawas elektronik
memantau jumlah data komputerisasi karyawan adalah pengolahan per
hari, dan dengan demikian kinerja nya)
© 2011 Sigit. All rights reserved. 9–30
31. Potential Rating Scale Appraisal Problems
(Potensi Masalah Penilaian Skala Penilaian)
Unclear standards (jelas standar)
– An appraisal that is too open to interpretation. (Sebuah
penilaian yang terlalu terbuka untuk interpretasi.)
Halo effect (efek halo)
– Occurs when a supervisor’s rating of a subordinate on one
trait biases the rating of that person on other traits. (Terjadi
bila atasan bawahan rating pada satu sifat bias rating dari orang pada sifat
lainnya.)
Central tendency (Kecenderungan Tengah)
– A tendency to rate all employees the same way, such as
rating them all average. (Suatu kecenderungan untuk menilai semua
karyawan dengan cara yang sama, seperti penilaian mereka rata-rata
semua.)
© 2011 Sigit. All rights reserved. 9–31
32. A Graphic Rating Scale with Unclear Standards
(Sebuah Skala Penilaian Grafik dengan Standar tidak jelas)
Note: For example, what exactly is meant by
“good,” “quantity of work,” and so forth?
(Catatan: Sebagai contoh, apa sebenarnya yang dimaksud dengan
"baik," "kuantitas kerja," dan sebagainya?)
Table 9–2
© 2011 Sigit. All rights reserved. 9–32
33. Potential Rating Scale Appraisal Problems (cont’d)
(Potensi Masalah Penilaian Penilaian Skala (Lanjutan))
Strictness/leniency (Kekerasan / keringanan)
– The problem that occurs when a supervisor has a tendency
to rate all subordinates either high or low. (Masalah yang terjadi
ketika seorang supervisor memiliki kecenderungan untuk menilai semua
bawahan baik tinggi atau rendah.)
Bias (prasangka)
– The tendency to allow individual differences such as age,
race, and sex to affect the appraisal ratings employees
receive. (Kecenderungan untuk memungkinkan perbedaan individu
seperti usia, ras, dan seks untuk mempengaruhi peringkat penilaian
karyawan menerima.)
© 2011 Sigit. All rights reserved. 9–33
34. How to Avoid Appraisal Problems (Cara Hindari Masalah Penilaian)
Learn and understand the potential problems, and
the solutions for each. (Belajar dan memahami potensi masalah, dan
solusi untuk masing-masing.)
Use the right appraisal tool. Each tool has its own
pros and cons. (Gunakan alat penilaian yang tepat. Setiap alat memiliki
pro dan kontra.)
Train supervisors to reduce rating errors such as
halo, leniency, and central tendency. (Supervisor melatih
untuk mengurangi kesalahan penilaian seperti halo, keringanan, dan tendensi
sentral.)
Have raters compile positive and negative critical
incidents as they occur. (Penilai telah mengkompilasi insiden kritis
positif dan negatif karena mereka terjadi.)
© 2011 Sigit. All rights reserved. 9–34
35. Who Should Do the Appraising?
(Siapa yang Harus Serta Menilai Apakah?)
The immediate supervisor (Para atasan langsung)
Peers (Rekan)
Rating committees (Penilaian komite)
Self-ratings (Penilaian Pribadi)
Subordinates (Bawahan)
360-Degree feedback (360-Gelar umpan balik)
© 2011 Sigit. All rights reserved. 9–35
36. Advantages and Disadvantages of Appraisal Tools
(Keuntungan dan Kerugian dari Alat Penilaian)
Table 9–3
© 2011 Sigit. All rights reserved. 9–36
37. The Appraisal Interview (Wawancara Penilaian)
Types of appraisal interviews (Jenis wawancara penilaian)
– Satisfactory—Promotable (Memuaskan-dipromosikan)
– Satisfactory—Not promotable (Memuaskan-Tidak dipromosikan)
– Unsatisfactory—Correctable (Memuaskan-diperbaiki)
– Unsatisfactory—Uncorrectable (Memuaskan-Uncorrectable)
How to conduct the appraisal interview (Bagaimana
melakukan wawancara penilaian)
– Talk in terms of objective work data. (Bicara dalam hal data kerja
obyektif.)
– Don’t get personal. (Jangan sampai pribadi.)
– Encourage the person to talk. (Mendorong orang untuk berbicara.)
– Don’t tiptoe around. (Jangan berjingkat sekitar.)
© 2011 Sigit. All rights reserved. 9–37
38. Performance
Contract
(Kontrak kinerja)
Source: David Antonion, “Improving the
Performance Management Process Before
Discontinuing Performance Appraisals,”
Compensation and Benefits Review May–
June 1994, p. 33, 34.
Figure 9–10
© 2011 Sigit. All rights reserved. 9–38
39. Checklist
During the
Appraisal
Interview
(Daftar Selama
Wawancara
Penilaian)
Source: Reprinted with permission of
the publisher, HRnext.com. Copyright
HRnext.com, 2003.
Figure 9–11
© 2011 Sigit. All rights reserved. 9–39
40. The Appraisal Interview (cont’d)
(Wawancara Penilaian (Lanjutan))
How to handle a defensive subordinate (Bagaimana
menangani bawahan defensif)
– Recognize that defensive behavior is normal. (Mengakui bahwa
perilaku defensif adalah normal.)
– Never attack a person’s defenses. (Jangan pernah menyerang
pertahanan seseorang.)
– Postpone action. (Menunda tindakan.)
– Recognize your own limitations. (Kenali keterbatasan Anda)
sendiri.
© 2011 Sigit. All rights reserved. 9–40
41. The Appraisal Interview (cont’d)
(Wawancara Penilaian (Lanjutan))
How to criticize a subordinate (Bagaimana mengkritik bawahan )
– Do it in a manner that lets the person maintain his or her
dignity and sense of worth. (Lakukan dengan cara yang
memungkinkan seseorang mempertahankan martabat nya dan rasa layak. )
– Criticize in private, and do it constructively. (Mengkritik secara
pribadi, dan melakukannya secara konstruktif. )
– Avoid once-a-year ―critical broadsides‖ by giving feedback
on a daily basis, so that the formal review contains no
surprises. (Hindari sekali setahun "broadsides kritis" dengan memberikan
umpan balik setiap hari, sehingga tinjauan formal tidak mengandung
kejutan. )
– Never say the person is ―always‖ wrong (Tidak pernah
mengatakan orang itu adalah "selalu" salah )
– Criticism should be objective and free of any personal biases
on your part. (Kritik harus obyektif dan bebas dari bias personal pada
bagian Anda. )
© 2011 Sigit. All rights reserved. 9–41
42. The Appraisal Interview (cont’d)
(Wawancara Penilaian (Lanjutan))
How to ensure the interview leads to improved
performance (Bagaimana untuk memastikan wawancara mengarah ke
peningkatan kinerja)
– Don’t make the subordinate feel threatened during the
interview. (Jangan membuat bawahan merasa terancam selama
wawancara.)
– Give the subordinate the opportunity to present his or her
ideas and feelings and to influence the course of the
interview. (Berikan bawahan kesempatan untuk mempresentasikan ide-
nya dan perasaan dan untuk mempengaruhi jalannya wawancara.)
– Have a helpful and constructive supervisor conduct the
interview. (Memiliki atasan membantu dan konstruktif melakukan
wawancara.)
– Offer the subordinate the necessary support for
development and change. (Menawarkan dukungan bawahan yang
diperlukan untuk pengembangan dan perubahan.)
© 2011 Sigit. All rights reserved. 9–42
43. The Appraisal Interview (cont’d)
(Wawancara Penilaian (Lanjutan))
How to handle a formal written warning (Bagaimana
menangani peringatan tertulis yang resmi)
– Purposes of the written warning (Tujuan dari peringatan tertulis)
• To shake your employee out of bad habits. (Untuk goyang karyawan
Anda keluar dari kebiasaan buruk.)
• Help you defend your rating, both to your own boss and (if
needed) to the courts. (Membantu Anda mempertahankan rating Anda,
baik untuk bos sendiri dan (jika diperlukan) ke pengadilan.)
– Written warnings should: (Peringatan tertulis harus)
• Identify standards by which employee is judged. (Mengidentifikasi
standar yang karyawan dinilai.)
• Make clear that employee was aware of the standard. (Membuat
jelas bahwa karyawan menyadari standar.)
• Specify deficiencies relative to the standard. (Tentukan kekurangan
relatif terhadap standar.)
• Indicates employee’s prior opportunity for correction.
(Menunjukkan kesempatan sebelum karyawan untuk koreksi.)
© 2011 Sigit. All rights reserved. 9–43
44. Creating the Total Performance
Management Process (Menciptakan Proses Manajemen Kinerja Jumlah)
“What is our strategy and what are our goals?” ("Apa
strategi kita dan apa tujuan kita?“)
“What does this mean for the goals we set for our
employees, and for how we train, appraise, promote,
and reward them?” ("Apa artinya ini bagi tujuan yang kita tetapkan
untuk karyawan kami, dan untuk bagaimana kita melatih, menilai,
mempromosikan, dan memberi mereka imbalan?“)
What will be the technological support requirements?
(Apa yang akan menjadi persyaratan dukungan teknologi?)
© 2011 Sigit. All rights reserved. 9–44
45. Information Required for TRW’s Web-Based
Performance Management System
(Informasi yang Diperlukan untuk Web Berbasis Sistem Manajemen Kinerja)
Source: D. Bradford Neary,“Creating a Company-Wide, Online, Performance Management System:
A Case Study at TRW, Inc.,” Human Resource Management 41, no 4 (Winter 2002), p. 495.
Figure 9–12
© 2011 Sigit. All rights reserved. 9–45
46. HR Scorecard
for Hotel Paris
International
Corporation*
(HR Scorecard untuk
Hotel Paris
International
Corporation)
Note: *(An abbreviated example showing selected
HR practices and outcomes aimed at implementing
the competitive strategy, “To use superior guest
services to differentiate the Hotel Paris properties
and thus increase the length of stays and the return
rate of guests and thus boost revenues and
profitability”)
Figure –13
© 2011 Sigit. All rights reserved. 9–46
47. Key Terms
Persyaratan
performance appraisal management by objectives (MBO)
(penilaian kinerja) (manajemen berdasarkan sasaran)
performance management (manajemen electronic performance monitoring
kinerja)
(EPM)
graphic rating scale (pemantauan kinerja elektronik)
(Peringkat skala grafis)
unclear standards
alternation ranking method (standar yang Jelas)
(alternasi peringkat metode)
halo effect
paired comparison method (efek halo)
(Metode perbandingan berpasangan)
central tendency
forced distribution method
(pusat kecenderungan)
(Metode distribusi paksa)
strictness/leniency
critical incident method
(kekerasan / keringanan)
(Insiden kritis metode)
Bias
behaviorally anchored rating
(prasangka)
scale (BARS)
(perilaku berlabuh Peringkat skala (BAR)) appraisal interview
(penilaian wawancara)
© 2011 Sigit. All rights reserved. 9–47