Kuliah X : Performance Appraisal

1,151 views

Published on

Penilaian Kinerja Karyawan

Published in: Education, Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,151
On SlideShare
0
From Embeds
0
Number of Embeds
17
Actions
Shares
0
Downloads
87
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • Dadang Iskandar MK MSDM
  • Kuliah X : Performance Appraisal

    1. 1. Dadang Ishak Iskandar STIE Ratula KULIAH X
    2. 2. A Performance Appraisal : <ul><li>is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time ) typically by the corresponding manager or supervisor; </li></ul><ul><li>is a part of guiding and managing career development . It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. </li></ul>
    3. 3. <ul><li>Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgement of an employee's performance in a job based on considerations other than productivity alone. </li></ul>
    4. 4. TUJUAN “PA” <ul><li>Performance Improvement . Yaitu memungkinkan pegawai dan manajer untuk mengambil tindakan yang berhubungan dengan peningkatan kinerja. </li></ul><ul><li>Compensation adjustment . Membantu para pengambil keputusan untuk menentukan siapa saja yang berhak menerima kenaikan gaji atau sebaliknya. </li></ul><ul><li>Placement decision . Menentukan promosi, transfer, dan demotion. </li></ul><ul><li>Training and development needs mengevaluasi kebutuhan pelatihan dan pengembangan bagi pegawai agar kinerja mereka lebih optimal. </li></ul>
    5. 5. <ul><li>Carrer planning and development . Memandu untuk menentukan jenis karir dan potensi karir yang dapat dicapai. </li></ul><ul><li>Staffing process deficiencies . Mempengaruhi prosedur perekrutan pegawai. </li></ul><ul><li>Informational inaccuracies and job-design errors . Membantu menjelaskan apa saja kesalahan yang telah terjadi dalam manajemen sumber daya manusia terutama di bidang informasi job-analysis, job-design, dan sistem informasi manajemen sumber daya manusia. </li></ul>
    6. 6. <ul><li>Equal employment opportunity . Menunjukkan bahwa placement decision tidak diskriminatif. </li></ul><ul><li>External challenges . Kadang-kadang kinerja pegawai dipengaruhi oleh faktor eksternal seperti keluarga, keuangan pribadi, kesehatan, dan lain-lainnya. Biasanya faktor ini tidak terlalu kelihatan, namun dengan melakukan penilaian kinerja, faktor-faktor eksternal ini akan kelihatan sehingga membantu departemen sumber daya manusia untuk memberikan bantuan bagi peningkatan kinerja pegawai. </li></ul><ul><li>Feedback. Memberikan umpan balik bagi urusan kepegawaian maupun bagi pegawai itu sendiri. </li></ul>
    7. 7. MANFAAT “PA” <ul><li>Perbaikan Kinerja </li></ul><ul><li>Penyesuaian Kompensasi </li></ul><ul><li>Keputusan Penempatan </li></ul><ul><li>Kebutuhan Pelatihan dan Pengembangan </li></ul><ul><li>Perencanaan dan Pengembangan Karir </li></ul><ul><li>Kekurangan dalam Penyusunan Karyawan </li></ul><ul><li>Kesempatan Kerja yang Sama </li></ul><ul><li>Tantangan dari luar </li></ul><ul><li>Umpan Balik terhadap SDM </li></ul>
    8. 8. UNSUR POKOK PENILAIAN KINERJA EMPLOYEE PERFORMANCE PERFORMANCE APPRAISAL EMPLOYEE FEEDBACK PERFORMANCE MEASURES PERFORMANCE RELATED STANDAR EMPLOYEE RECORD HUMAN RESOURCES DECISION
    9. 9. TINGKAT ASPEK OPERATOR <ul><li>Prestasi kerja </li></ul><ul><li>Tanggungjawab </li></ul><ul><li>Ketaatan </li></ul><ul><li>Kejujuran </li></ul><ul><li>Kerjasama </li></ul>FOREMAN <ul><li>Prestasi Kerja </li></ul><ul><li>Tanggungjawab </li></ul><ul><li>Ketaatan </li></ul><ul><li>Kejujuran </li></ul><ul><li>Kerjasama </li></ul><ul><li>Kepemimpinan </li></ul>
    10. 10. TINGKAT ASPEK SUPERVISOR <ul><li>Prestasi kerja </li></ul><ul><li>Tanggungjawab </li></ul><ul><li>Ketaatan </li></ul><ul><li>Kejujuran </li></ul><ul><li>Kerjasama </li></ul><ul><li>Prakarsa (inisiatif) </li></ul><ul><li>Kepemimpinan </li></ul>Kepala Bagian ke Atas <ul><li>Prestasi Kerja </li></ul><ul><li>Tanggungjawab </li></ul><ul><li>Ketaatan </li></ul><ul><li>Kejujuran </li></ul><ul><li>Kerjasama </li></ul><ul><li>Prakarsa </li></ul><ul><li>Kepemimpinan </li></ul>
    11. 11. Metode Appraisal <ul><li>The most popular methods used in the p erformance appraisal process include the following: </li></ul><ul><li>MANAGEMENT BY OBJECTIVE (MBO) </li></ul>
    12. 12. <ul><li>Management by Objectives (MBO) is a process of defining objectives within an organization so that management and employees agree to the objectives and understand what they are in the organization. </li></ul><ul><li>The term &quot;management by objectives&quot; was first popularized by Peter Drucker in his 1954 book 'The Practice of Management'. [1] </li></ul>
    13. 13. <ul><li>The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employee’s actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities. </li></ul>

    ×