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那矮个汉子回头笑道:东哥说不把事情做绝,就是对自己的冷酷绝情。这种香港六合彩,不值得可怜。

尸体怎么办?现在还不能让香港六合彩发现,我准备车了,黄浦江是香港六合彩最后的归属。矮个汉子象拎小(又鸟)一样将妈妈桑肥胖的尸体提起,轻若无物,几个闪身消失在胡同尽头。高个汉子叹了口气,随后跟了上去。

这两个香港六合彩,正是谢文东麾下两员得力干将,掌管着文东会内最神秘的暗组与最无情的血杀,刘波、姜森。

此事一了,谢文东了去一块心头大病

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    香港六合彩-六合彩 » SlideShare 香港六合彩-六合彩 » SlideShare Presentation Transcript

    • PERENCANAAN KARIR DAN PENILAIAN KINERJA Komunikasi Bisnis dan Sosial Pengantar: I Gede Iwan Suryadi,SE.,MM.
    • The Objectives
      • Advise someone about the major points in career planning
      • Describe how HR department encourage and assist career
      • Identify the major advantages of career planning
      • Explain the relationship between career planning and career development
      • Explain the uses of performance appraisals
      • Describe commonly used appraisal methods
    • Istilah-istilah dalam perencanaan karir
      • Career . A career is all the jobs that are held during one’s working life
      • Career path . A career path is the sequential pattern of jobs that forms one’s career
      • Career goals . Career goals are the future positions one strives to reach as part of a career. These goals serve as benchmarks along one’s career path.
      • Career planning . Career planning is the process by which one selects career goals and the path to those goals
      • Career development . Career development consists of the personal improvements one undertakes to achieve a personal career plan
      Source : Wherther & Davis
    • Perencanaan karir dan kebutuhan karyawan
      • Career equity . Employees want equity in the promotion system with respect to opportunities for career advancement
      • Supervisory concern . Employees want their supervisors to play an active role in career development and provide timely feedback on performance
      • Awareness of opportunities . Employees want knowledge of opportunities for career advancement
      • Employment interest . Employees need different amounts of information and have different degrees of interest in career advancement, depending on a variety factors
      • Career satisfaction . Employees, depending on their age and occupation, have different levels of career satisfaction
      Source : Wherther & Davis
    • Manfaat perencanaan karir
      • Aligns strategy and internal staffing requirements
      • Develop promotable employees
      • Facilitates international placement
      • Assist with workforce diversity
      • Lowers turnover
      • Taps employee potential
      • Further personal growth
      • Reduce hoarding
      • Satisfies employee needs
      • Assist affirmative action plans
      Source : Wherther & Davis
    • Pengelolaan karir
      • Organization focusing on individuals
        • Organizational entry
        • Mentoring
        • Early career: The impact of the first job
      • Organization focusing on their own maintenance and growth
        • Internal staffing decision:
          • Promotions
          • Demotions
          • Transfer and relocations
          • Layoffs, retirements and resignations
      Source : Cascio
    • Pengembangan karir
      • Pengembangan karir oleh individu :
        • Job performance
        • Exposure
        • Networking
        • Resignations
        • Organizational loyalty
        • Mentors and sponsors
        • Key subordinates
        • Growth opportunities
        • International experience
      • Pengembangan karir dengan dukungan Dept.SDM :
        • Management support
        • Feedback
      Source : Wherther & Davis
    • Pilihan dan preferensi karir
      • Holland vocational preferences
      • (Realistic,Investigative,Artistic,Social,Enterprising,Conventional)
      • The schein anchors
      • Technical-functional competence,managerial competence,security-stability,creatifity, and autonomy-independence)
      • Jung and the Myers-Briggs Typologies
      • (Extrovert & introvert, sensing & intuitive)
      Source : De Cenzo & Robbins
    • Kegunaan dari penilaian kinerja
      • Performance improvement
      • Compensation adjustment
      • Placement decisions
      • Training and development needs
      • Career planning and development
      • Staffing process deficiencies
      • Informational inaccuracies
      • Job-design errors
      • Equal employment opportunity
      • External challenges
      • Feedback to human resources
      Source : Wherther & Davis
    • Elemen dari penilaian kinerja
      • Performance standards
      • Performance standards serve as benchmarks against which performance is measured
      • Performance measures
        • Objective measures
        • Objective performance measures are indications of job performance that are verifiable by others and are usually quantitative.
        • Subjective measures
        • Subjective performance measures are ratings that are based on the personal standards or opinions of those doing the evaluation and are not verifiable by others.
      Source : Wherther & Davis
    • Tantangan dalam penilaian kinerja
      • Legal Constraints
      • Rater biases
        • The halo effect
        • The error of central tendency
        • Leniency and strictness bias
        • Cross-cultural biases
        • Personal Prejudice
        • The regency effect
      Source : Wherther & Davis
    • Metode penilaian : Post-oriented
      • Rating scales
      • Checklists
      • Forced choice method
      • Critical incident method
      • Accomplishment records
      • Behaviorally anchored rating scales
      • Field review method
      • Performance tests and observations
      • Comparative evaluation approaches
      Source : Wherther & Davis
    • Metode Penilaian : Future-oriented
      • Self appraisals
      • Management by objectives
      • Psychological appraisal
      • Assessment centers
      Source : Wherther & Davis
    • Implikasi dari proses penilaian kinerja
      • A successful performance appraisal system requires more than good technique. It depends on a consistent approach for comparability of results, clear standards and measures, and bias-free ratings. The implications of the process are:
      • Training raters and evaluators
      • Evaluation Interviews
      • Evaluation interviews are performance review sessions that give employees essential feedback about their past performance or future potential.
      Source : Wherther & Davis
    • Effective Performance Management System
      • Requirements of effective Appraisal systems:
      • Relevance
      • Sensitivity
      • Reliability
      • Acceptability
      • Practicality
      Source : Cascio
    • selesai (info: http:// gedeiwan.multiply.com / )