2. Pengertian Kinerja
“pengertian kinerja (prestasi kerja) adalah hasil
kerja secara kualitas dan kuantitas yang
dicapai oleh seorang pegawai dalam
melaksanakan tugasnya sesuai dengan
tanggung jawab yang diberikan kepadanya.”
(Anwar Prabu Mangkunegara 2000:67).
3. Pengertian Kinerja
Kinerja merujuk kepada tingkat keberhasilan
dalam melaksanakan tugas serta
kemampuan untuk mencapai tujuan yang
telah ditetapkan. Kinerja dinyatakan baik dan
sukses jika tujuan yang diinginkan dapat
tercapai dengan baik (Donnelly, Gibson and
Ivancevich: 1994).
4. Penilaian Kinerja
““Penilaian kinerja adalah suatu proses yang
dilakukan dalam rangka menilai pegawai
sedangkan kinerja pegawai diartikan sebagai
suatu lingkungan dimana karyawan memenuhi
atau mencapai persyaratan kerja yang
ditentukan.” (Milkovich dan Bodreau )
5. What is Performance
Appraisal
is a method by which the job performance of
an employee is evaluated
An evaluation of how well an employee
performs his or her job compared to a set of
predetermined standards.
is a systematic review of a person’s work and
achievements over a recent period, usually
leading to plans for the future.
6. What is Performance
Appraisal
In personnel psychology, this term is used for
the evaluation of the performance of an
employee or a group measuring their
contributions to the goals of the organization by
reference to traits, behavior and results
Any system of determining how well an
individual employee has performed during a
period of time, frequently used as a basis for
determining merit increases.
The evaluation of an individual's work
performance in order to arrive at objective
personnel decisions.
7. A process by which organizationA process by which organization
evaluate individual job performanceevaluate individual job performance
““ The appraisal of each employee’s performanceThe appraisal of each employee’s performance
should be based on actual performance of theshould be based on actual performance of the
critical elements identified through job analysis”critical elements identified through job analysis”
8. Dessler menyatakan alasan mengapa organisasi perlu
menilai kinerja :
Penilaian kinerja memberikan informasi tentang
dilakukannya promosi dan penetapan gaji.
Penilaian memberikan suatu peluang bagi pimpinan dan
bawahan untuk meninjau perilaku yang berhubungan
dengan kerja bawahan.
Penilaian berperan terhadap proses perencanaan karir yang
terdapat di dalam organisasi, karena penilaian itu
memberikan suatu peluang yang baik untuk meninjau
perencanaan karir seseorang dilihat dari kekuatan dan
kelemahan yang diperlihatkannya. (1997:2)
9. Manfaat & Kegunaan
Penilaiaian Kinerja
Membantu tiap karyawan untuk semakin banyak mengerti tentang
peranannya dan mengetahui secara jelas fungsi-fungsinya.
Merupakan instrumen dalam membantu tiap karyawan mengerti
kekuatan-kekuatan dan kelemahan-kelemahannya sendiri dalam kaitan
dengan peran dan fungsi-fungsinya di dalam perusahaan
Membantu mengenali kebutuhan-kebutuhan akan pengembangan
setiap karyawan berkenaan dengan peran dan fungsinya.
Menambah kebersamaan antara masing-masing karyawan dengan
pejabat penyelia sehingga tiap karyawan senang bekerja dengan
penyelianya dan sekaligus menyumbangkan sebanyak-banyaknya
kepada organisasi.
Merupakan mekanisme komunikasi yang semakin bertambah antara
karyawan dan penyelianya sehingga tiap karyawan dapat mengetahui
harapan-harapan majikan dan tiap majikan juga dapat mengetahui
kesulitan-kesulitan para bawahan serta berusaha mengatasinya dan
dengan demikian mereka bersama-sama menyelesaikan tugasnya.
10. Manfaat & Kegunaan
Penilaiaian Kinerja
Merupakan instrumen untuk memberikan peluang bagi karyawan untuk
mawas diri dan menetapkan sasaran pribadi sehingga terjadilah
pengembangan yang direncanakan dan dimonitor sendiri.
Memegang peranan dalam membantu setiap karyawan menyerap
kebudayaan, norma-norma dan nilai-nilai organisasi sehingga suatu
identitas dan keterikatan di dalam organisasi dapat dikembangkan di
dalam perusahaan.
Membantu mempersiapkan karyawan untuk memegang pekerjaan pada
jenjang lebih tinggi dengan cara terus menerus memperkuat
perkembangan perilaku dan kualitas yang dubutuhkan bagi posisi-posisi
yang tingkatannya lebih tinggi di dalam organisasi.
Merupakan instrumen dalam menciptakan sebuah iklim yang positif dan
sehat di dalam organisasi, untuk mendorong dan berusaha sekuat
tenaga dalam berbuat sesuatu.
Membantu dalam berbagai keputusan kepegawaian dengan
memberikan data tentang tiap karyawan secara berkala. (Rao,1996:94)
11. Langkah-Langkah Penilaian
KinerjaLangkah-langkah yang sebaiknya
dipertimbangkan
dalam menyusun sistem penilaian kinerja adalah :
Penentuan tujuan penilaian
Menentukan metode penilaian kinerja
Menentukan faktor penilaian
Menentukan bobot faktor penilaian
Menentukan prosedur dan administrasi
penilaian
12. Each of these components must be considered when
analyzing performance issues!
“STAIR”
Specific, Timely, Accurate,
Identify impact to team or Dep’t
Relevant, based upon observable
behavior, compare actual behavior to
expected behavior
13. Performance of responsibilities of thePerformance of responsibilities of the
job.job.
Behavior in the workplace.Behavior in the workplace.
Professional Development.Professional Development.
Organizational support andOrganizational support and
encouragement of good performance.encouragement of good performance.
Correct poor performance and/orCorrect poor performance and/or
behavior and reestablishbehavior and reestablish
expectations of employer andexpectations of employer and
employee.employee.
Uses of Performance Appraisal
14. Performance
appraisal
Key elements of PA system
Employee
performance
Employee
performance
Performance
measures
Performance-related
standards
Feedback
Employee
records
HR
decisions
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.
No. Uraian Sangat Baik Baik Cukup Kurang Sangat Kurang
1. Inisiatif √
2. Kerjasama √
3. Kehadiran √ Gand Total
Total 5 4 2 11
No. Bobot
1.
Memiliki kemampuan dan kemauan untuk
menyusun perencanaan, mengorganisir
dan berinisiatif menindak lanjuti secara
kongkrit
35
2.
Menunjukkan kesiapan untuk selalu
membantu orang lain yang membutuhkan
45
3.
Jumlah hari kehadiran ditempat kerja
sesuai dengan yang ditetapkan oleh
ketentuan perusahaan
20
100
Uraian
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.
No.
1. Inspirator Pekerja Keras
2. Team player Individual performer
3. Hadir tepat waktu Sering terlambat
Uraian
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
23. The Evaluation Interview
The tell-and-sell method
Communicates to employees their performance as
accurately and directly as possible with little
return feedback, but can lead to defensiveness
The tell-and-listen interview
Communicates to employees their strengths and
weaknesses, but also allows for return feedback
This creates an environment that is less defensive
and stressful to the employee
24. The Evaluation Interview (continued):
The problem-solving interview
Playing the role of helper more so than judge, the
manager creates an environment through which the
employee can discover his or her own
developmental needs
The mixed-model interview
Allows for the problem solving interview in the
beginning, where the subordinate leads off, and
finishes with the tell-and-sell or tell-and-listen
approaches if the subordinate has missed some
important areas of his or her performance
