Salah satu mata kuliah di program pascaMM

1. PERFORMANCE APPRAISAL (Pengukuran Kinerja)

7. A process by which organization evaluate individual job performance “ The appraisal of each employee’s performance should be based on actual performance of the critical elements identified through job analysis”

12. Each of these components must be considered when analyzing performance issues! “ STAIR” S pecific, T imely, A ccurate, I dentify impact to team or Dep’t R elevant, based upon observable behavior, compare actual behavior to expected behavior

13.  Performance of responsibilities of the job.  Behavior in the workplace.  Professional Development.  Organizational support and encouragement of good performance.  Correct poor performance and/or behavior and reestablish expectations of employer and employee. Uses of Performance Appraisal

14. Performance appraisal Key elements of PA system Employee performance Performance measures Performance-related standards Feedback Employee records HR decisions

15. SKILL ABILITIES EFFORTS BEHAVIOR PERFORMANCE APPRAISAL (Standard vs Accomplishment) (+)/(-) IMPROVEMENT RECOQNITION (+) (-) PA process

16. 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

17.  Rating Scales, requires the rater to provide a subjective evaluation of an individual’s performance along a scale from low to high.  Checklists, requires the rater to select words or statements that describe the employee’s performance and characteristics.

18.  Forced Choice Method, requires the rater to choose the most descriptive statement in each pair of statements about the employee being rated.  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

19.  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

20. Rater biases  Halo effect (to  )  Error of central tendency  Leniency and strictness bias  Cross cultural biases  Stereotyping (to    )  The recency events effect

21. 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

22. HR department performance Feedback PA HR management Provide an accurate picture of past and/or future employee performance Through an evaluation interview to get realistic view ‘ Quality control check’ of HR function Based on the job-related criteria