香港六合彩-六合彩 » SlideShare

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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

  1. 1. PERENCANAAN KARIR DAN PENILAIAN KINERJA Komunikasi Bisnis dan Sosial Pengantar: I Gede Iwan Suryadi,SE.,MM.
  2. 2. The Objectives <ul><li>Advise someone about the major points in career planning </li></ul><ul><li>Describe how HR department encourage and assist career </li></ul><ul><li>Identify the major advantages of career planning </li></ul><ul><li>Explain the relationship between career planning and career development </li></ul><ul><li>Explain the uses of performance appraisals </li></ul><ul><li>Describe commonly used appraisal methods </li></ul>
  3. 3. Istilah-istilah dalam perencanaan karir <ul><li>Career . A career is all the jobs that are held during one’s working life </li></ul><ul><li>Career path . A career path is the sequential pattern of jobs that forms one’s career </li></ul><ul><li>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. </li></ul><ul><li>Career planning . Career planning is the process by which one selects career goals and the path to those goals </li></ul><ul><li>Career development . Career development consists of the personal improvements one undertakes to achieve a personal career plan </li></ul>Source : Wherther & Davis
  4. 4. Perencanaan karir dan kebutuhan karyawan <ul><li>Career equity . Employees want equity in the promotion system with respect to opportunities for career advancement </li></ul><ul><li>Supervisory concern . Employees want their supervisors to play an active role in career development and provide timely feedback on performance </li></ul><ul><li>Awareness of opportunities . Employees want knowledge of opportunities for career advancement </li></ul><ul><li>Employment interest . Employees need different amounts of information and have different degrees of interest in career advancement, depending on a variety factors </li></ul><ul><li>Career satisfaction . Employees, depending on their age and occupation, have different levels of career satisfaction </li></ul>Source : Wherther & Davis
  5. 5. Manfaat perencanaan karir <ul><li>Aligns strategy and internal staffing requirements </li></ul><ul><li>Develop promotable employees </li></ul><ul><li>Facilitates international placement </li></ul><ul><li>Assist with workforce diversity </li></ul><ul><li>Lowers turnover </li></ul><ul><li>Taps employee potential </li></ul><ul><li>Further personal growth </li></ul><ul><li>Reduce hoarding </li></ul><ul><li>Satisfies employee needs </li></ul><ul><li>Assist affirmative action plans </li></ul>Source : Wherther & Davis
  6. 6. Pengelolaan karir <ul><li>Organization focusing on individuals </li></ul><ul><ul><li>Organizational entry </li></ul></ul><ul><ul><li>Mentoring </li></ul></ul><ul><ul><li>Early career: The impact of the first job </li></ul></ul><ul><li>Organization focusing on their own maintenance and growth </li></ul><ul><ul><li>Internal staffing decision: </li></ul></ul><ul><ul><ul><li>Promotions </li></ul></ul></ul><ul><ul><ul><li>Demotions </li></ul></ul></ul><ul><ul><ul><li>Transfer and relocations </li></ul></ul></ul><ul><ul><ul><li>Layoffs, retirements and resignations </li></ul></ul></ul>Source : Cascio
  7. 7. Pengembangan karir <ul><li>Pengembangan karir oleh individu : </li></ul><ul><ul><li>Job performance </li></ul></ul><ul><ul><li>Exposure </li></ul></ul><ul><ul><li>Networking </li></ul></ul><ul><ul><li>Resignations </li></ul></ul><ul><ul><li>Organizational loyalty </li></ul></ul><ul><ul><li>Mentors and sponsors </li></ul></ul><ul><ul><li>Key subordinates </li></ul></ul><ul><ul><li>Growth opportunities </li></ul></ul><ul><ul><li>International experience </li></ul></ul><ul><li>Pengembangan karir dengan dukungan Dept.SDM : </li></ul><ul><ul><li>Management support </li></ul></ul><ul><ul><li>Feedback </li></ul></ul>Source : Wherther & Davis
  8. 8. Pilihan dan preferensi karir <ul><li>Holland vocational preferences </li></ul><ul><li>(Realistic,Investigative,Artistic,Social,Enterprising,Conventional) </li></ul><ul><li>The schein anchors </li></ul><ul><li>Technical-functional competence,managerial competence,security-stability,creatifity, and autonomy-independence) </li></ul><ul><li>Jung and the Myers-Briggs Typologies </li></ul><ul><li>(Extrovert & introvert, sensing & intuitive) </li></ul>Source : De Cenzo & Robbins
  9. 9. Kegunaan dari penilaian kinerja <ul><li>Performance improvement </li></ul><ul><li>Compensation adjustment </li></ul><ul><li>Placement decisions </li></ul><ul><li>Training and development needs </li></ul><ul><li>Career planning and development </li></ul><ul><li>Staffing process deficiencies </li></ul><ul><li>Informational inaccuracies </li></ul><ul><li>Job-design errors </li></ul><ul><li>Equal employment opportunity </li></ul><ul><li>External challenges </li></ul><ul><li>Feedback to human resources </li></ul>Source : Wherther & Davis
  10. 10. Elemen dari penilaian kinerja <ul><li>Performance standards </li></ul><ul><li>Performance standards serve as benchmarks against which performance is measured </li></ul><ul><li>Performance measures </li></ul><ul><ul><li>Objective measures </li></ul></ul><ul><ul><li>Objective performance measures are indications of job performance that are verifiable by others and are usually quantitative. </li></ul></ul><ul><ul><li>Subjective measures </li></ul></ul><ul><ul><li>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. </li></ul></ul>Source : Wherther & Davis
  11. 11. Tantangan dalam penilaian kinerja <ul><li>Legal Constraints </li></ul><ul><li>Rater biases </li></ul><ul><ul><li>The halo effect </li></ul></ul><ul><ul><li>The error of central tendency </li></ul></ul><ul><ul><li>Leniency and strictness bias </li></ul></ul><ul><ul><li>Cross-cultural biases </li></ul></ul><ul><ul><li>Personal Prejudice </li></ul></ul><ul><ul><li>The regency effect </li></ul></ul>Source : Wherther & Davis
  12. 12. Metode penilaian : Post-oriented <ul><li>Rating scales </li></ul><ul><li>Checklists </li></ul><ul><li>Forced choice method </li></ul><ul><li>Critical incident method </li></ul><ul><li>Accomplishment records </li></ul><ul><li>Behaviorally anchored rating scales </li></ul><ul><li>Field review method </li></ul><ul><li>Performance tests and observations </li></ul><ul><li>Comparative evaluation approaches </li></ul>Source : Wherther & Davis
  13. 13. Metode Penilaian : Future-oriented <ul><li>Self appraisals </li></ul><ul><li>Management by objectives </li></ul><ul><li>Psychological appraisal </li></ul><ul><li>Assessment centers </li></ul>Source : Wherther & Davis
  14. 14. Implikasi dari proses penilaian kinerja <ul><li>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: </li></ul><ul><li>Training raters and evaluators </li></ul><ul><li>Evaluation Interviews </li></ul><ul><li>Evaluation interviews are performance review sessions that give employees essential feedback about their past performance or future potential. </li></ul>Source : Wherther & Davis
  15. 15. Effective Performance Management System <ul><li>Requirements of effective Appraisal systems: </li></ul><ul><li>Relevance </li></ul><ul><li>Sensitivity </li></ul><ul><li>Reliability </li></ul><ul><li>Acceptability </li></ul><ul><li>Practicality </li></ul>Source : Cascio
  16. 16. selesai (info: http:// gedeiwan.multiply.com / )

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