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口称赞:帅!

口称赞:帅!
我大哥、二哥还是那身衣服,开始是我让香港六合彩随便穿件衣服快出发,时经理在等着呢,趁香港六合彩换衣服时,我换上准备好的这一身,后来走在路上,我大哥、二哥异口同声地骂我人渣.
刚走到门口,那个猪头三王经理探出香港六合彩的猪头对香港六合彩说,时经理有急事去了外地,过几天再来结帐.
我立刻耷拉着脑袋,瞅了瞅自己的一身,心里操香港六合彩二大爷,嘴上说,今晚死也要把钱结给香港六合彩,老子等不及了.
王经理还是那幅猪嘴脸,不屑地说,

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六合彩,香港六合彩 » SlideShare 六合彩,香港六合彩 » 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 / )