This document discusses the design of a competency-based performance appraisal system (CBA model) for use in higher education institutions in Indonesia. It aims to develop a system that can be used for merit rating and improving human resource management.
The document outlines three main types of competencies that should be measured in such a system: core competencies, managerial competencies, and technical competencies. Core competencies refer to an organization's values and typically include things like integrity, customer orientation, and teamwork. Managerial competencies commonly assessed include planning, problem solving, and supervising others. Technical competencies relate to job-specific skills like computer literacy, language abilities, and technical expertise.
Research was
“The Effectiveness and Efficiency of the Various Graduate Recruitment Methods”IOSRJBM
The document summarizes and compares three different graduate recruitment methods: standalone processes, competency-based assessment centers, and collaborative learning-focused processes.
It finds that standalone processes are the most basic and can be easily replicated, but have poor post-placement outcomes. Competency-based assessment centers are highly systematic and effective, but require extensive planning. Collaborative learning-focused processes integrate recruitment with institutions to improve placement predictability, but require high involvement from both organizations. Overall, more research is needed to better understand the relative effectiveness of each approach.
This document provides a report on competency mapping and skill gap analysis conducted for TATA Power Delhi Distribution Limited (formerly NDPL). It includes an introduction on the importance of competency mapping for organizations. The objective was to understand the current competency levels of technicians at NDPL and identify gaps between the required competencies for roles and employees' current competencies. The methodology, findings and analysis are provided based on research conducted, including competency mapping, job analysis, and assessing technicians. Conclusions are drawn on training impacts and competency development needs.
1. Training need analysis is important for assessing the skills and competencies required of employees and determining what training is needed to ensure they can perform their jobs effectively and the organization remains competitive.
2. The process involves analyzing jobs, tasks, skills and identifying any gaps between current and required abilities.
3. Once needs are identified, appropriate training methods can be selected, including on-the-job and off-the-job options to develop technical, interpersonal and problem-solving skills.
The video of the workshop can be viewed at http://goo.gl/OaULcB .
Workshop Details :
Panel Session: Building the skills for tomorrow
Moderator: Ikhwan Nazri (CEO of Amanz.my), Prof. Dr. Ahmad Rafi Mohamed Eshaq (Vice President of MMU), Imran Kunalan Abdullah (Director of MDeC), Samuel Wee (GM, REV Asia), Desmond Lee (Co-founder of Appxplore)
The MSA Launch (http://bit.ly/1yhQPZV) is a 5-day event aiming to provide an introduction to MaGIC Academy. It is presented as a condensed version of how MaGIC Academy is going to contribute to you and the startup community. You will be able to experience a series of workshops, skill and sharing knowledge opportunity, and mentoring with our selected network of mentors.
Website : www.mymagic.my
Facebook : https://www.facebook.com/magic.cyberjaya
Twitter : https://twitter.com/magiccyberjaya
Youtube : http://goo.gl/HvrRLa
SlideShare : http://slidesha.re/1BfSncP
Email : enquiries@mymagic.my
This document provides an overview of training need analysis (TNA) in organizations. It begins with an acknowledgement section thanking various parties for their support and contributions. It then includes an executive summary, introduction on TNA, purpose of TNA in organizations, objectives of the study, training methods, research methodology, data analysis, limitations and conclusion sections. The introduction defines TNA and discusses its importance in identifying training gaps. The purpose section outlines how TNA helps prioritize training, improve performance, and justify training investments. The document also reviews relevant literature on approaches and challenges to TNA.
This document discusses competency mapping and job analysis. It begins by defining competency mapping as a process to identify key competencies for an organization or job and incorporate those competencies into various HR processes like training and recruitment. It describes different methods for competency mapping, including using assessment centers, critical incidents technique, and analyzing job performance through exercises like case studies, in-trays, and role plays. The goal of competency mapping is to improve employee performance and productivity.
The document discusses competency mapping in the IT industry. It provides an overview of competency mapping and defines technical and behavioral competencies. It then describes the functional competencies required for various human resource development roles like recruitment, promotion, performance appraisal, etc. The objectives of the study are to identify competencies for different job levels or bands in an organization. The scope involves mapping competencies for multiple bands in an IT consulting practice. The study aims to help the organization identify the right fit between jobs and employees.
This 3-page document provides an overview of performance appraisal processes and methods. It discusses several key points:
1. It defines performance appraisal and discusses its importance, characteristics, process, limitations, and benefits.
2. It describes various methods used for performance appraisal, including essay, graphic rating scales, forced-choice ratings, management by objectives, ranking, assessment centers, and 360 degree feedback.
3. It discusses potential rating errors in performance appraisals such as leniency, central tendency, halo effect, and primacy/recency effects.
4. It outlines the roles of reporting managers, reviewers, department heads, and HR in the performance appraisal process.
“The Effectiveness and Efficiency of the Various Graduate Recruitment Methods”IOSRJBM
The document summarizes and compares three different graduate recruitment methods: standalone processes, competency-based assessment centers, and collaborative learning-focused processes.
It finds that standalone processes are the most basic and can be easily replicated, but have poor post-placement outcomes. Competency-based assessment centers are highly systematic and effective, but require extensive planning. Collaborative learning-focused processes integrate recruitment with institutions to improve placement predictability, but require high involvement from both organizations. Overall, more research is needed to better understand the relative effectiveness of each approach.
This document provides a report on competency mapping and skill gap analysis conducted for TATA Power Delhi Distribution Limited (formerly NDPL). It includes an introduction on the importance of competency mapping for organizations. The objective was to understand the current competency levels of technicians at NDPL and identify gaps between the required competencies for roles and employees' current competencies. The methodology, findings and analysis are provided based on research conducted, including competency mapping, job analysis, and assessing technicians. Conclusions are drawn on training impacts and competency development needs.
1. Training need analysis is important for assessing the skills and competencies required of employees and determining what training is needed to ensure they can perform their jobs effectively and the organization remains competitive.
2. The process involves analyzing jobs, tasks, skills and identifying any gaps between current and required abilities.
3. Once needs are identified, appropriate training methods can be selected, including on-the-job and off-the-job options to develop technical, interpersonal and problem-solving skills.
The video of the workshop can be viewed at http://goo.gl/OaULcB .
Workshop Details :
Panel Session: Building the skills for tomorrow
Moderator: Ikhwan Nazri (CEO of Amanz.my), Prof. Dr. Ahmad Rafi Mohamed Eshaq (Vice President of MMU), Imran Kunalan Abdullah (Director of MDeC), Samuel Wee (GM, REV Asia), Desmond Lee (Co-founder of Appxplore)
The MSA Launch (http://bit.ly/1yhQPZV) is a 5-day event aiming to provide an introduction to MaGIC Academy. It is presented as a condensed version of how MaGIC Academy is going to contribute to you and the startup community. You will be able to experience a series of workshops, skill and sharing knowledge opportunity, and mentoring with our selected network of mentors.
Website : www.mymagic.my
Facebook : https://www.facebook.com/magic.cyberjaya
Twitter : https://twitter.com/magiccyberjaya
Youtube : http://goo.gl/HvrRLa
SlideShare : http://slidesha.re/1BfSncP
Email : enquiries@mymagic.my
This document provides an overview of training need analysis (TNA) in organizations. It begins with an acknowledgement section thanking various parties for their support and contributions. It then includes an executive summary, introduction on TNA, purpose of TNA in organizations, objectives of the study, training methods, research methodology, data analysis, limitations and conclusion sections. The introduction defines TNA and discusses its importance in identifying training gaps. The purpose section outlines how TNA helps prioritize training, improve performance, and justify training investments. The document also reviews relevant literature on approaches and challenges to TNA.
This document discusses competency mapping and job analysis. It begins by defining competency mapping as a process to identify key competencies for an organization or job and incorporate those competencies into various HR processes like training and recruitment. It describes different methods for competency mapping, including using assessment centers, critical incidents technique, and analyzing job performance through exercises like case studies, in-trays, and role plays. The goal of competency mapping is to improve employee performance and productivity.
The document discusses competency mapping in the IT industry. It provides an overview of competency mapping and defines technical and behavioral competencies. It then describes the functional competencies required for various human resource development roles like recruitment, promotion, performance appraisal, etc. The objectives of the study are to identify competencies for different job levels or bands in an organization. The scope involves mapping competencies for multiple bands in an IT consulting practice. The study aims to help the organization identify the right fit between jobs and employees.
This 3-page document provides an overview of performance appraisal processes and methods. It discusses several key points:
1. It defines performance appraisal and discusses its importance, characteristics, process, limitations, and benefits.
2. It describes various methods used for performance appraisal, including essay, graphic rating scales, forced-choice ratings, management by objectives, ranking, assessment centers, and 360 degree feedback.
3. It discusses potential rating errors in performance appraisals such as leniency, central tendency, halo effect, and primacy/recency effects.
4. It outlines the roles of reporting managers, reviewers, department heads, and HR in the performance appraisal process.
This document appears to be a student project submitted for a Master's degree in Commerce. It discusses evaluating the impact of training and development programs. The project was submitted by Amey Milind Patil to the University of Mumbai in partial fulfillment of an M.Com degree under the guidance of Professor Soni Hassani. It includes declarations, certificates, acknowledgments, an index, and outlines several chapters on the introduction, literature review, evaluating training and development, and conclusions.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
Start the New Year Right — Focus Learning Through Competencies in 2013Human Capital Media
Competencies have been a part of the learning discussion for some time. And, depending on where they are in the cycle of opinion about their value, can trend higher or lower. Recently, some have stated that competencies are no longer welcome in the workplace, or have little value alongside an individual’s business goals. Esoterically speaking, there may be some truth to this. We are not, however, talking about old core values, nor are we trying to define what makes an employable corporate citizen. Rather, we are talking about what aligns a job function/family or what is a specific differentiator for level or role.
Job-specific, task-oriented competencies, associated with tools employees can use and relate to, make a significant positive difference in:
Best practices sharing.
Capturing institutional memory.
Providing consistent communication.
Setting clear expectations for hiring, performance, career engagement and development.
Providing clear skills management and mitigation for workforce planning.
Enabling flexibility in assignments and roles while accelerating capability to learn and deliver.
In this webinar, you will:
Hear case studies and research validating the justification for a learning strategy.
Learn some of the ways to relate business outcomes from learning.
Understand how the Kenexa Job Competency Library can make learning not just on the job, but targeted at the job.
This document discusses competency mapping and its importance in human resource development. It begins by providing background on the evolution of competency mapping. It then defines competency mapping and describes the key steps in the competency mapping process. It discusses how competency mapping impacts other HR systems like recruitment, performance management, training, development, and compensation. It also explains how competencies can be mapped at different levels within an organization. Various tools for assessing competencies and providing feedback are also outlined.
Performance appraisal is the key to high performanceAlexander Decker
This document discusses performance appraisal and its importance in organizations. It defines performance appraisal as the systematic evaluation of employee performance and abilities to determine growth and development opportunities. The document outlines several objectives and advantages of performance appraisal, including using it to determine compensation, promote employees, provide feedback, and motivate high performance. Performance appraisal is described as an essential management tool that helps organize employee efforts and align them with organizational goals.
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
The document discusses competency mapping of front-line retail staff. It provides an overview of the global retail industry and trends in the Indian retail sector. The objectives of the study are to understand front-line staff and area sales managers, develop standardized guidelines for customer associates, and identify areas for performance improvement. The methodology involves interviews, focus groups, and questionnaires. The competency mapping process helps meet customer expectations and develop workforce competencies to support successful job performance.
The document discusses performance appraisal at Jindal Brothers Pvt. Ltd. It includes:
1) An introduction to performance appraisal, its definition, objectives, characteristics of an effective appraisal system, and the role it plays in areas like motivation, training, and employee evaluation.
2) An overview of common performance appraisal methods like graphic rating scales, paired comparisons, forced choice, and 360 degree feedback.
3) Details of Jindal Brothers' performance appraisal process, including pre-appraisal steps to define objectives, participants, criteria, frequency, and methods of appraisal.
4) Benefits of performance appraisal for both the organization and
1. The document investigates the influence of job rotation on employee performance in Keshavarzi Banks in Gilan, Iran. It considers the mediating roles of job satisfaction and skill variation.
2. A study was conducted of 218 employees across 30 branches to test the relationships between job rotation, job satisfaction, skill variation, and job performance using structural equation modeling.
3. The results showed that job rotation positively influences job performance when mediated by increased job satisfaction and skill variation gained from experiencing different jobs. Direct influence of job rotation on performance was not found.
The document provides definitions and behavioral indicators for various competencies relevant to IT jobs in the federal public service. It includes an introduction to competency-based management and descriptions of behavioral and technical competency dictionaries. The behavioral competency dictionary contains definitions and proficiency scales for 25 competencies such as adaptability, continuous learning, communication, and creative thinking. It is intended to help develop job competency profiles and assess skill levels.
This document provides an analysis of human resource management and training practices at Marks & Spencer. It discusses various learning theories and styles that influence training design. It also examines the learning curve and importance of transferring knowledge between experienced and new employees. Different training needs for staff levels are compared, and advantages and disadvantages of current training methods are assessed. Steps for systematic training planning are outlined. The document evaluates a training event using various techniques and documents the methodology, analysis, and review of the success of the event.
This webinar discusses obtaining buy-in for competency models. It emphasizes communicating and gaining support before, during, and after developing competency models. Speakers recommend assessing stakeholder needs, making a compelling business case, leveraging champions, and integrating models into talent management applications. The webinar provides tips on maintaining communication, addressing resistance, and sustaining models over time as business needs change.
Employee training involves assessing needs, designing instruction, implementing programs, and evaluating results. It can occur through formal classroom training, on-the-job training, e-learning, webinars, and more. Common types of training include new employee orientation, compliance training, soft skills development, and management or leadership development. Effective training transfers skills to the workplace and motivates learning.
Although performance appraisal is concerned with the evaluation of workers job performance, it at the same time serves to highlight the specific objectives of an organization. As the employee is being evaluated the organization is also evaluating itself by comparing objectives and standards of performance, reviews the whole appraisal framework and design as well as organizational values and culture. Performance appraisal is a veritable tool for organizations to evaluate and increase the quality of education and training of their workforce with a view to developing lifelong learning patterns and strategies to sustain productivity throughout longer working periods. Motivation as it relates to employee productivity is often behind the drive for performance and self-actualization and provides opportunities for higher productivity. Productivity is an important measure of goal achievement because getting more done with less resources increases organizational profitability. Using the exploratory research design and 109 participants the result of the study indicates a strong positive correlation between performance appraisal and employee productivity. It suggests that the issue of performance appraisal in charitable organizations should be addressed. In view of the result of the study, the paper recommends that performance appraisal should carefully review employee’s strengths and weaknesses against requirements for possible future higher responsibilities.
The adaptability competency refers to maintaining effectiveness during major changes in work tasks or environment. Key actions include understanding changes, approaching change positively, and adjusting behavior quickly. Sample activities are adapting to changes in policies, procedures, working with diverse groups, culture change efforts, and changing work assignments.
The document provides information on the TVS Group established in 1961 including its companies, milestones, history, plants, employees, manufacturing, customers, vision, mission, parts manufactured, and quality certificates. It discusses Sundaram Clayton Ltd which was established in 1968 as part of the TVS Group. The company has three plants in Chennai and Hosur and manufactures aluminum castings for automotive and motorcycle companies. It aims to be the most admired supplier of light alloy castings and a profitable, socially responsible organization.
Leveraging WSQ for Competency Based Training & AssessmentsWei Koon GOH, MBA
A presentation that I did for the DACE program to make comparison with UK NVQ and Singapore WSQ national qualification system, as well as the emerging trends in Singapore.
Competency mapping is the process of identifying the key competencies required for jobs in an organization and incorporating those competencies into HR processes like recruitment, training and performance evaluation. It helps align employee skills and behaviors with organizational goals. Competencies can be generic, managerial, technical or behavioral. Competency frameworks organize competencies and behavioral indicators. Competency models are only effective when competencies are linked to business strategy and results, applied consistently across levels, and modeled by senior leadership. Benefits include focused employee development and a leadership brand that sustains competitive advantage.
The document discusses the development of a competency model for faculty members at IMT. It involved conducting a behavioral event interview of an assistant professor to identify competencies. Literature was also reviewed on competency modeling and teaching competencies. Key competencies identified for faculty included empathy, being proactive, research orientation, effective pedagogy, sense of purpose and openness to learn. The competency model and organizational SWOT analysis will help IMT evaluate faculty performance and development needs.
This document summarizes a research paper that analyzes the impact of various human resource management (HRM) practices on employee retention in the banking sector in India. It first defines key HRM practices like human resource planning, recruitment and selection, training and development, performance appraisal, career planning, welfare activities, and promotions/transfers. It then discusses factors that influence employee retention such as organizational climate, job satisfaction, employer reputation, and commitment. The document aims to explore how implementing effective HRM practices can help banks better retain talented employees in a competitive environment.
Mu0016 performance mgmt & appraisalNitesh Kumar
This document discusses performance management and appraisal. It explains that performance management aims to build a high-performance culture by clarifying goals, enabling growth, and continuously improving processes. The main goals of performance management are to help employees achieve standards, identify skills needed for their jobs, encourage motivation, promote communication between supervisors and employees, identify barriers to performance, and support career advancement. The document also defines performance appraisal, discusses dimensions and characteristics of appraisal, and lists traditional and modern methods of appraisal such as essays, rankings, behavioral anchors, management by objectives, and 360-degree feedback. Finally, it explains the principles of performance feedback and some common pitfalls managers face in providing feedback.
- The document analyzes the performance management system at EdXCorp, a large for-profit education company.
- Interviews with employees found that some performance metrics were meaningless or inaccurate. Suggested improvements included eliminating pointless metrics and including more self-reviews and stakeholder feedback.
- The system focused heavily on daily productivity reports and numbers, but paid little attention to important behavioral factors. This damaged employee morale.
- Developmental plans were underutilized and seen negatively rather than as tools for growth. Improving professional development opportunities for all employees was recommended.
This document appears to be a student project submitted for a Master's degree in Commerce. It discusses evaluating the impact of training and development programs. The project was submitted by Amey Milind Patil to the University of Mumbai in partial fulfillment of an M.Com degree under the guidance of Professor Soni Hassani. It includes declarations, certificates, acknowledgments, an index, and outlines several chapters on the introduction, literature review, evaluating training and development, and conclusions.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
Start the New Year Right — Focus Learning Through Competencies in 2013Human Capital Media
Competencies have been a part of the learning discussion for some time. And, depending on where they are in the cycle of opinion about their value, can trend higher or lower. Recently, some have stated that competencies are no longer welcome in the workplace, or have little value alongside an individual’s business goals. Esoterically speaking, there may be some truth to this. We are not, however, talking about old core values, nor are we trying to define what makes an employable corporate citizen. Rather, we are talking about what aligns a job function/family or what is a specific differentiator for level or role.
Job-specific, task-oriented competencies, associated with tools employees can use and relate to, make a significant positive difference in:
Best practices sharing.
Capturing institutional memory.
Providing consistent communication.
Setting clear expectations for hiring, performance, career engagement and development.
Providing clear skills management and mitigation for workforce planning.
Enabling flexibility in assignments and roles while accelerating capability to learn and deliver.
In this webinar, you will:
Hear case studies and research validating the justification for a learning strategy.
Learn some of the ways to relate business outcomes from learning.
Understand how the Kenexa Job Competency Library can make learning not just on the job, but targeted at the job.
This document discusses competency mapping and its importance in human resource development. It begins by providing background on the evolution of competency mapping. It then defines competency mapping and describes the key steps in the competency mapping process. It discusses how competency mapping impacts other HR systems like recruitment, performance management, training, development, and compensation. It also explains how competencies can be mapped at different levels within an organization. Various tools for assessing competencies and providing feedback are also outlined.
Performance appraisal is the key to high performanceAlexander Decker
This document discusses performance appraisal and its importance in organizations. It defines performance appraisal as the systematic evaluation of employee performance and abilities to determine growth and development opportunities. The document outlines several objectives and advantages of performance appraisal, including using it to determine compensation, promote employees, provide feedback, and motivate high performance. Performance appraisal is described as an essential management tool that helps organize employee efforts and align them with organizational goals.
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
The document discusses competency mapping of front-line retail staff. It provides an overview of the global retail industry and trends in the Indian retail sector. The objectives of the study are to understand front-line staff and area sales managers, develop standardized guidelines for customer associates, and identify areas for performance improvement. The methodology involves interviews, focus groups, and questionnaires. The competency mapping process helps meet customer expectations and develop workforce competencies to support successful job performance.
The document discusses performance appraisal at Jindal Brothers Pvt. Ltd. It includes:
1) An introduction to performance appraisal, its definition, objectives, characteristics of an effective appraisal system, and the role it plays in areas like motivation, training, and employee evaluation.
2) An overview of common performance appraisal methods like graphic rating scales, paired comparisons, forced choice, and 360 degree feedback.
3) Details of Jindal Brothers' performance appraisal process, including pre-appraisal steps to define objectives, participants, criteria, frequency, and methods of appraisal.
4) Benefits of performance appraisal for both the organization and
1. The document investigates the influence of job rotation on employee performance in Keshavarzi Banks in Gilan, Iran. It considers the mediating roles of job satisfaction and skill variation.
2. A study was conducted of 218 employees across 30 branches to test the relationships between job rotation, job satisfaction, skill variation, and job performance using structural equation modeling.
3. The results showed that job rotation positively influences job performance when mediated by increased job satisfaction and skill variation gained from experiencing different jobs. Direct influence of job rotation on performance was not found.
The document provides definitions and behavioral indicators for various competencies relevant to IT jobs in the federal public service. It includes an introduction to competency-based management and descriptions of behavioral and technical competency dictionaries. The behavioral competency dictionary contains definitions and proficiency scales for 25 competencies such as adaptability, continuous learning, communication, and creative thinking. It is intended to help develop job competency profiles and assess skill levels.
This document provides an analysis of human resource management and training practices at Marks & Spencer. It discusses various learning theories and styles that influence training design. It also examines the learning curve and importance of transferring knowledge between experienced and new employees. Different training needs for staff levels are compared, and advantages and disadvantages of current training methods are assessed. Steps for systematic training planning are outlined. The document evaluates a training event using various techniques and documents the methodology, analysis, and review of the success of the event.
This webinar discusses obtaining buy-in for competency models. It emphasizes communicating and gaining support before, during, and after developing competency models. Speakers recommend assessing stakeholder needs, making a compelling business case, leveraging champions, and integrating models into talent management applications. The webinar provides tips on maintaining communication, addressing resistance, and sustaining models over time as business needs change.
Employee training involves assessing needs, designing instruction, implementing programs, and evaluating results. It can occur through formal classroom training, on-the-job training, e-learning, webinars, and more. Common types of training include new employee orientation, compliance training, soft skills development, and management or leadership development. Effective training transfers skills to the workplace and motivates learning.
Although performance appraisal is concerned with the evaluation of workers job performance, it at the same time serves to highlight the specific objectives of an organization. As the employee is being evaluated the organization is also evaluating itself by comparing objectives and standards of performance, reviews the whole appraisal framework and design as well as organizational values and culture. Performance appraisal is a veritable tool for organizations to evaluate and increase the quality of education and training of their workforce with a view to developing lifelong learning patterns and strategies to sustain productivity throughout longer working periods. Motivation as it relates to employee productivity is often behind the drive for performance and self-actualization and provides opportunities for higher productivity. Productivity is an important measure of goal achievement because getting more done with less resources increases organizational profitability. Using the exploratory research design and 109 participants the result of the study indicates a strong positive correlation between performance appraisal and employee productivity. It suggests that the issue of performance appraisal in charitable organizations should be addressed. In view of the result of the study, the paper recommends that performance appraisal should carefully review employee’s strengths and weaknesses against requirements for possible future higher responsibilities.
The adaptability competency refers to maintaining effectiveness during major changes in work tasks or environment. Key actions include understanding changes, approaching change positively, and adjusting behavior quickly. Sample activities are adapting to changes in policies, procedures, working with diverse groups, culture change efforts, and changing work assignments.
The document provides information on the TVS Group established in 1961 including its companies, milestones, history, plants, employees, manufacturing, customers, vision, mission, parts manufactured, and quality certificates. It discusses Sundaram Clayton Ltd which was established in 1968 as part of the TVS Group. The company has three plants in Chennai and Hosur and manufactures aluminum castings for automotive and motorcycle companies. It aims to be the most admired supplier of light alloy castings and a profitable, socially responsible organization.
Leveraging WSQ for Competency Based Training & AssessmentsWei Koon GOH, MBA
A presentation that I did for the DACE program to make comparison with UK NVQ and Singapore WSQ national qualification system, as well as the emerging trends in Singapore.
Competency mapping is the process of identifying the key competencies required for jobs in an organization and incorporating those competencies into HR processes like recruitment, training and performance evaluation. It helps align employee skills and behaviors with organizational goals. Competencies can be generic, managerial, technical or behavioral. Competency frameworks organize competencies and behavioral indicators. Competency models are only effective when competencies are linked to business strategy and results, applied consistently across levels, and modeled by senior leadership. Benefits include focused employee development and a leadership brand that sustains competitive advantage.
The document discusses the development of a competency model for faculty members at IMT. It involved conducting a behavioral event interview of an assistant professor to identify competencies. Literature was also reviewed on competency modeling and teaching competencies. Key competencies identified for faculty included empathy, being proactive, research orientation, effective pedagogy, sense of purpose and openness to learn. The competency model and organizational SWOT analysis will help IMT evaluate faculty performance and development needs.
This document summarizes a research paper that analyzes the impact of various human resource management (HRM) practices on employee retention in the banking sector in India. It first defines key HRM practices like human resource planning, recruitment and selection, training and development, performance appraisal, career planning, welfare activities, and promotions/transfers. It then discusses factors that influence employee retention such as organizational climate, job satisfaction, employer reputation, and commitment. The document aims to explore how implementing effective HRM practices can help banks better retain talented employees in a competitive environment.
Mu0016 performance mgmt & appraisalNitesh Kumar
This document discusses performance management and appraisal. It explains that performance management aims to build a high-performance culture by clarifying goals, enabling growth, and continuously improving processes. The main goals of performance management are to help employees achieve standards, identify skills needed for their jobs, encourage motivation, promote communication between supervisors and employees, identify barriers to performance, and support career advancement. The document also defines performance appraisal, discusses dimensions and characteristics of appraisal, and lists traditional and modern methods of appraisal such as essays, rankings, behavioral anchors, management by objectives, and 360-degree feedback. Finally, it explains the principles of performance feedback and some common pitfalls managers face in providing feedback.
- The document analyzes the performance management system at EdXCorp, a large for-profit education company.
- Interviews with employees found that some performance metrics were meaningless or inaccurate. Suggested improvements included eliminating pointless metrics and including more self-reviews and stakeholder feedback.
- The system focused heavily on daily productivity reports and numbers, but paid little attention to important behavioral factors. This damaged employee morale.
- Developmental plans were underutilized and seen negatively rather than as tools for growth. Improving professional development opportunities for all employees was recommended.
The following is a discussion on some key factors for a school to consider wh...malacia
The document proposes a staff appraisal system for a school consisting of 6 components with different purposes and focuses. Component A is an annual appraisal to evaluate core competencies. Component B is for new recruits on probation using lessons, work, and feedback to evaluate competencies and orientation. Component C is for promotion decisions using excellence and compatibility with school development. Component D is for development through identifying and addressing needs. Component E is a brief maintenance appraisal for veterans. Component F establishes baseline data when a staff member first joins the appraisal system. The purposes are to evaluate performance for decisions, support development, and maintain data over time.
Analysing The Concept Of Performance Appraisal System On Employees DevelopmentSandra Long
This document analyzes the concept of performance appraisal systems on employee development. It discusses how performance appraisals can identify employee strengths and weaknesses to indicate how strengths can be utilized and weaknesses overcome. The study examines the relationship between performance appraisal systems and employee development, as well as the impacts of performance appraisal on employee development. The document presents literature on performance appraisal concepts, types, importance, and systems, and how they relate to employee development objectives like improving performance and determining training needs. The study aims to establish if effective performance appraisals can positively influence employee development.
Analysing the Concept of Performance Appraisal System on Employees DevelopmentAJHSSR Journal
Globally, governments and companies spend billions of naira yearly on employee performance
evaluation. This study sought to establish the analysis of the concept of performance appraisal system on
employee’s developmentfocusing on a case study of Oasis Management Company, Abuja. The main objective
of this study was to find out the significant relationship between performance appraisal system and employees’
development and to identify the impacts of performance appraisal on employee’s development. Regression
analysis was done to establish the concept of performance appraisal system on employee development. From
the findings, the study concluded that organizations should appraise their employees often through utilized
targets, accomplishments, organization goals, time management and efficiency for performance measure
purposes as it would lead to increase in employee’s development.
This profile summarizes an individual with over 5 years of experience in human resources operations, talent management, performance management, employee engagement, and training and development. They are currently a Manager of HR at Bank of Baroda in Mumbai, where their responsibilities include strategic HR planning, manpower deployment, industrial relations, performance management, recruitment, onboarding, employee engagement, and training. They have implemented several initiatives to streamline HR processes and have received recognition for projects involving talent management systems and leadership development programs.
The document discusses performance management and performance appraisal. It defines performance management as a systematic process to improve individual and organizational performance through goal setting, continuous feedback, development programs, and rewards. Performance appraisals are evaluations of employee performance and potential that are used for decisions around compensation, promotions, training, and retention. The document outlines various methods for performance appraisals, including rating scales, checklists, forced choice, and behavioral anchored rating scales. It discusses the objectives, advantages, and process of performance appraisals.
8 ijaems jul-2015-18-employee performance appraisal key to success for organ...INFOGAIN PUBLICATION
All organizations use performance appraisal for several purposes in a systematic way using multifarious techniques and tools to measure the effectiveness and efficiency of their employees in relation to certain pre-established criteria and organizational goal as objectively as possible to ultimately know whether the organization is moving towards its predetermined goals. .. Performance Appraisal ensures the best utilization of employee talent because it helps the organization to reward the employees having better abilities and rectify the wrong placement which in turns improves the human resource quality responsible for overall growth of the organization. The inability of organization to adopt a sound system of performance appraisal will be a hindrance to put an optimum use of the human resource in this era of globalization to attain the competitive advantage over others. The matter of fact is that Management assesses the performance of employees to maintain organizational control and disburse rewards and punishments to keep them on the track of organizational growth.
Abstract:Organizations need to evaluate their employees in a timely manner to
determine the lack of rightwardness in the employees’ effort. By doing so an
organization can reward its employees by giving promotion and other pecuniary and
non-pecuniary benefits. On the contrary, it can punish its employees depending on
some strict performance measuring criteria. This study tries to compare the
performance appraisal system of a local bank with that of a multinational bank.
Both banks are using quantitative and qualitative performance appraisal criteria.
Although objective factors do matter, judgmental approach is widely used by both
banks in their performance evaluation system. Immediate boss plays a significant
role in deciding the fate of the appraisee. It has been seen that though there exists a
good performance appraisal system inboth cases, good amount of training and
counseling still necessary for both the appraiser and the appraisee.
1. Introduction
Ob Hrd Performance Mgment And Councling Pratik Negipratik negi
This document provides an overview of a presentation on performance management and counseling. It discusses what performance management and counseling are, why they are important, and how they can be implemented. It also discusses the benefits of performance management, the steps involved in performance management, assessment centers, 360-degree feedback, and the purpose of studying the relationship between past performance assessed by 360-degree feedback and future potential assessed by assessment centers.
Ob Hrd Performance Mgment And Councling Pratik Negipratik negi
This document provides an overview of a presentation on performance management and counseling. It discusses what performance management and counseling are, why they are important, and how they can be implemented. It also discusses the benefits of performance management, the steps involved, and provides an example of how counseling can be incorporated into performance management. Finally, it discusses assessment centers and 360-degree feedback as tools for performance management and their validity, reliability, and impact.
This document discusses performance appraisals in Commercial Bank of Ethiopia. It begins with background on performance appraisals, noting they provide feedback to employees and inform rewards. Section 1.2 identifies issues with the bank's performance appraisal system, finding it is not used properly to motivate employees. The objectives are to assess the bank's system and recommend improvements. Key questions examine current practices, employee perceptions, criteria used, and problems. The significance is fair appraisals boost productivity while accurate results aid decision-making. The scope is the head office and limitations include difficulty getting employee participation.
evaluation of performence appraisal INFINITY CREATIONS 2016saikrishnabachuwar
This document discusses performance appraisal and employee performance management. It begins by defining organizational effectiveness and the importance of evaluating employee performance. It then discusses the need for performance appraisal systems to provide feedback, identify high and low performers, and facilitate compensation decisions. The objectives and scope of performance appraisal are outlined, along with the methodology, data sources, and chapter plan for the study. Key differences between annual performance appraisals and ongoing performance management processes are explained. Typical outcomes of annual appraisals like misdirected bonuses and poor development are contrasted with improved communication, goal alignment, and employee development under performance management.
In this file, you can ref useful information about performance appraisal project for mba such as performance appraisal project for mba methods, performance appraisal project for mba tips
this is performance management of the employees we are found there is lot of employees not satisfied with their job what they have . and we need to improve their performance management in the organization this main reason we did this study
This document discusses a study on assessing the effectiveness of the performance appraisal system of Dhaka Electric Supply Company Limited (DESCO). The objectives of the study were to check the effectiveness of the performance appraisal system, its impact on employee performance, and employee perceptions of the system. The literature review discusses how performance appraisal methods are used to measure employee performance and manage it. It also discusses how factors like competence assessment, development, and performance-based pay can impact employee performance. The study aims to identify strengths and weaknesses of DESCO's performance appraisal system based on employee perceptions.
This document provides an overview of performance review systems and outlines a proposed new performance review system for Halcyon Technologies. It begins with declarations and acknowledgements. It then discusses the objectives and benefits of performance reviews, key concepts, and different review techniques. The proposed new system involves employees completing self-reviews and getting peer feedback, then meeting with their team leader for a review discussion. The goal is to help employees improve and inform compensation decisions like raises.
Analysis of Performance Appraisal Systems on Employee Job Productivity in Pub...inventionjournals
Universities appraisal system is meant to enhance the performance of employees by integrating an individual’s goal with those of the organization. Despite the Universities Management having an appraisal system, performance in public universities in the country remains relatively poor. The purpose of the study was to analyze performance appraisal systems on employee job productivity in public universities. The main objective of the study was to determine the effect of self-assessment on the performance of employees in Public Universities. The research study was carried out in four universities namely Masinde Muliro University of Science and Technology, Maseno, Moi and Jaramogi Oginga Odinga University of Science and Technology. Data collection instruments used was mainly questionnaire. Both content and construct reliability was carried out through engagement of experts in preparing the questionnaire. Piloting was done in Laikipia University College, though the results were not used in the study. To ensure that the instrument is reliable, a Cronbach’s Alpha of Coefficient of 0.876, was attained, which is far way above the recommended 0.7 in social sciences. The study employed descriptive survey research design. The target population consisted of 11,296 employees and 4 Registrars in charge of Administration. Purposive sampling was used to select the four universities and four registrars. Data analysis was done using the statistical Package for Social Science (Version 20). Both descriptive and inferential statistics were used in data analysis. The results were presented in form of tables, charts and cross tabulations. From the findings, self-assessment was an important section in performance appraisal as it contributed to improvement in employee job productivity. The findings will contribute to the pool of knowledge in the field of Human Resource Management and will form the basis of reference by interested parties in future. The management of public universities will use the findings of this study to guide them in performance management. Furthermore, the findings will be a source of reference for academicians who intend to carry out studies in relation to the subject of performance appraisal systems.
Performance appraisal is a formal process that evaluates an employee's job performance and identifies areas for improvement. It usually involves periodic interviews between an employee and their supervisor to examine strengths, weaknesses, and opportunities for skills development. The goals of performance appraisals are to provide feedback, identify training needs, document performance criteria for rewards/consequences, and facilitate communication between employees and management. An effective performance appraisal system should be participatory, focused on job performance, and use feedback to motivate employees and support their development.
1. Journal of Economics, Business and Accountancy Ventura Volume 14, No. 1, April 2011, pages 29 – 44
Accreditation No. 110/DIKTI/Kep/2009
DESIGNING CBA MODEL OF PERFORMANCE APPRAISAL SYSTEM
AS A MERIT RATING
FOR HIGHER EDUCATION INSTITUTION
Tjahjani Prawitowati
Tatik Suryani Lutfi
STIE Perbanas Surabaya, Indonesia
E-Mail: tjahjani@perbanas.ac.id, tatik@perbanas.ac.id, lutfi@perbanas.ac.id
Jalan Nginden Semolo 34-36Surabaya, 60118 Indonesia
ABSTRACT
Performance appraisal system as part of human resource management tools for higher edu-
cation institution plays an important role in motivating and increasing educators and sup-
porting staff’s performance. It is very valuable for higher education institutions. Yet, in edu-
cation affairs, this is still considered less. This research attempts to design competence-based
performance appraisal system for higher education institution. Depth interview, secondary
data, and questionnaire are used as the instruments. It is conducted in three types of higher
education in Indonesia. In terms of professionalism, social competence, and pedagogical
competences, it is found that there are three competencies, namely core competency, mana-
gerial competency, and technical competency. Core competency is referred to organization’s
value, varied among higher education institutions, but mostly includes integrity, customer
orientation, achievement orientation, initiative, teamwork, empathy, and adaptability. In
terms of managerial competencies, most higher education institutions consider planning,
problem solving, influencing others, empowerment, supervising, and controlling. For techni-
cal competencies, they include computer literacy, English mastery and job technical mastery.
Key words: performance appraisal, core competencies, managerial competencies, technical
competencies, CBA Model.
INTRODUCTION ternal challenges, particularly the Republic
It is a fact that realization of governance and of Indonesia Law (Number 14 of 2005)
management system of Higher Education about Teachers, Lecturers, and Accreditation
(HE) is one important pillar in the Higher Standards Institution and Study Program, the
Education Long-Term Strategy (HELTS). traditional performance appraisal systems
HE in Indonesia is expected to implement had to be abandoned, and replaced with
good governance in education, such as by competency-based performance appraisal
implementing it in the management of Hu- system. Development of competency-based
man Resources (HR). Performance appraisal assessment system or CBA model (Compe-
system needs desining so that HE can evalu- tency Based Appraisal) as the basis of merit
ate performance, coaching, and development rating is a strategic value because it can fa-
to contribute to the increasing competitive- cilitate the HE in making decisions and poli-
ness of HE. cies for fostering and developming human
A good performance appraisal system is resources, payroll, reward-punishment sys-
related to the capability to develop the hu- tem implementation, as well as for career
man resources’ competencies and form a development.
culture allowing HE to have a source of Governance and management systems
competitive advantage. Considering the ex- have a strategic role to influence the per-
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2. ISSN 2087-3735 Designing CBA Model … (Tjahjani Prawitowati)
formance of higher education institutions. HEI. Faculty and staff productivity will in-
One of the roles is to improve productivity crease if the work behavior is directed at
and performance of human resources (teach- achieving the demands of work productivity.
ers and education personnel), that is the per- Lecturer productivity in teaching, research,
formance appraisal system which can be and community service is also influenced by
used for merit rating. In addition, the exis- both intrinsic and extrinsic motivation and
tence of competency-based performance HR management system.
appraisal system directed to the interests of This research attempts to design a per-
merit rating is important because it will en- formance appraisal system, as the basis of
sure objectivity, fairness and clarity for the merit rating in universities so that it encour-
lecturers and supporting staff and manage- ages the development of HR competencies.
ment of HEI. It also aims to produce a system and per-
Some reasons for the above are in terms formance evaluation procedure covering: a
of the aspect of external and internal inter- description of competence in each type of
ests of HE. External considerations include competencies such as Core Competency,
1) adjustments to the regulations, where Act Managerial Competency, Technical Compe-
No. 14 of 2005 for the Teachers and Lectur- tency and required level. Design of system
ers began regulating the competence of lec- performance evaluation procedures outlined
turers, and other regulations related to ac- in the manual of performance appraisal sys-
creditation standards in international and na- tem (CBA model).
tional accreditation: institutional and pro- The results are for a) Making policy and
gram levels. This demanded HE to direct the decision making for coaching, training and
management of its human resources to com- human resource development particularly in
ply with existing regulations and standards; improving the competence of staff b) De-
2) Competition, the higher intensity of com- veloping system-based compensation and re-
petition among HEIs demans skill, knowl- ward by merit rating; c) employee career
edge and positive working attitude oflectur- development; d) controling and monitoring
ers and supporting staff. In connection with HR management; e) as a tool of motivation
the above description, the competence and and feedback process for the educator and
productivity is vital in accordance with their supporting staff; f) provision of data-based
respective job. Competency-based perform- support for decision-making related to other
ance appraisal system can serve as a founda- human resource management.
tion to achieve organization goals; 3) level The problems cover: 1) how can the per-
of competitiveness: global and national formance appraisal system design (CBA
competitiveness can be increased make it an model) be used as merit rating in the HR
important measure of a nation and HE. A management of HEI? 2) What is the right
university which aims to have global com- type of core, managerial and technical or
petitiveness and performance requires a operational competence if using an indicator
higher competency than those at the national of the performance appraisal system design
level. Thus, competency-based performance (CBA Model)?
appraisal system can be designed according
to the desired competitiveness by the HEI, THEORITICAL FRAMEWORK
through the establishment of core compe- Job Analysis
tence, managerial competence and technical Job analysis is a process to find, identify,
competence, adjusted to competitiveness to and analyze information about employment
be achieved HEI. or duties in work situations. It is the initial
The internal considerations deal with process of a HR management. It creates a
good HR management and this plays an im- job description and job specifications for the
portant role to realize the performance of basis of HR management, from their work-
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3. Journal of Economics, Business and Accountancy Ventura Volume 14, No. 1, April 2011, pages 29 – 44
Accreditation No. 110/DIKTI/Kep/2009
force planning, performance appraisals, em- outcome performance assessments. A num-
ployee development, and remuneration ber of approaches can be used to evaluate
processes. job performance (Steensma, 2007, p. 102),
Job analysis must be done by all or- such as 1) the measurement of performance,
ganizations because it results in the form of 2) personnel data, 3) self-assessment and
job description and job specifications. This peer assessment, 4) evaluations from superi-
can be used as a working guide, standard or ors, and 5) a combination of various meth-
benchmark for assessing employee perfor- ods, including of 360 degree feedback.
mance. It also contains a formal statement
about the duties, responsibilities, and author- Attitude toward Performance Appraisal
ity as well as the interaction of a particular Reinke (2003, p. 23) states that trust and
job. Beside, it aslo indicates what is done in acceptance of performance appraisal process
such positions, the way, and why to do the is influenced by several things: relevance,
job, as well as the quality of the minimum length, and complexity of form and per-
competencies that can be accepted for per- formance appraisal systems, a number of
sonnel in a specific job. training. Carson, Cardy and Dobbins in Re-
Performance Appraisal System inke (2003, p. 23), mention three critical
Performance appraisal system will improve assumptions of performance assessment,
the effectiveness of decision-making proces- namely 1) in actual, employees will differ in
ses relating to human resources and emplo- contributing to the organization, 2) the
yee satisfaction (Steensma, 2007, pp. 101- causes of these differences is the existence
102). The objective of performance appraisal of individual differences, 3) Supervisor are
is used to allocate merit pay system, the ba- able and willing to distinguish the attributes
sic justification for the promotion process, of individual job performance with other
measure the training needs of employees, sources.
and for legal purposes: accurate documenta- Attitudes toward the performance ap-
tion for decision-making process or unex- praisal (Reinke, 2003, p. 25) reflected from
pected conditions (such as sanctions, termi- the attitude towards justice and acceptance
nation). Reinke (2003, p. 23) adds that the of the appraisal system, which is influenced
main purpose of performance appraisal is 1) by the forms of assessment, organizational
the development, which focuses on improv- characteristics, and individual characteris-
ing employee performance by identifying tics. Fairness and accuracy of performance
opportunities for employee growth and de- appraisal system can form an opinion on the
signing organizational resources that support employee performance appraisal determined
employee growth process, 2) summative, by the frequency of assessment, knowledge
which focus on the things associated with of the Rater on the Ratee’s duties and re-
extrinsic rewards such as promotions or sa- sponsibilities and understanding the level of
lary. Thus, the use of performance appraisal performance, a number of objectives to be
in organizations in general are administra- achieved, compliance with performance ap-
tive purposes such as allocation of rewards praisal goal, two-way communication and
(salary increases, bonuses) and assignment employee participation, the relevance be-
decisions (such as promotion, transfer, de- tween tasks and assessment factors, the
motion) and for staff development purposes, training on performance appraisal, practical
namely to identify the strengths and weak- things like ease of administration of per-
nesses of employees, providing feedback formance appraisal, the length and com-
rating (Tziner, 2000, pp. 175-176). plexity of forms of performance assessment.
The approach which is used in the as- Satisfaction with the appraisal can be
sessment of performance will have an im- caused by various factors from the assess-
pact on the effectiveness of the process and ment system itself. Rater satisfaction about
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4. ISSN 2087-3735 Designing CBA Model … (Tjahjani Prawitowati)
assessment methods is a crucial element for work, standard of organization, section, up
performance appraisal system. Its effective- to individual performance targets (Lutfi, et
ness and feedback depend on the acceptance al, 2007 ; Kavanagh, 2007).
Rater on the performance appraisal system Levenson (2006); Ozçelik (2006); Abra-
(Tziner, 2000). Its existence is also a cause ham (2001), argue, competence can predict
of satisfaction with the performance ap- who is superior performer, to poor perform-
praisal system. Tziner (2000) argues, train- ers (marginal contributor), measured from
ing can develop Rater’s skills in observing the stipulated criteria. Such information can
and recording behaviors associated with per- be obtained through the performance ap-
formance dimensions, also raise Rater’s praisal system, using the CBA model.
awareness about the differences between the Suc a system is designed to assist the
performance dimensions and behavioral various management systems. In organiza-
components, providing insight to the Rater tions, the system is designed for two pur-
about the dimensions of each performance, poses (Tziner, et al., 2007), 1) to assist the
and train Rater in setting specific. Thus, the administrative process relating to the alloca-
data record about positive or negative em- tion of rewards and to assist decision making
ployee behavior is important in the objectiv- related to promotion, transfer and demotion;
ity of competency-based performance ap- 2) to assist in employee development prog-
praisal system. rams. Through the performance appraisal
will be known the strengths and weaknesses
Competency of employees. Through the feedback pro-
Spencer & Spencer (1993) argue that com- cess, employees can be used as a basis for
petence is a basic characteristic that affects improvement that facilitates the Supervisor
the way of thinking and acting, making gen- to do the coaching and guidance. It can be
eralizations to all the situations they faced, used to evaluate performance, the quality
and survived long enough in humans. In ad- and quantity achieved by employees. There-
dition, Achmad S. Ruky (2006), assert that it fore, assessment of performance than can be
includes a set of personal characteristics, used to evaluate individual and organiza-
knowledge, and skills that affect the largest tional performance (Walsh, 2005).
part of a job and has a causal correlation on CBA model is an assessment based on
performance. Beside, it can be measured by competencies of the employees compared
a acceptable standard and enhanced through with those required at the position. Its effec-
training and development. Thus, it can be tiveness also requires a complement that is
concluded that the competency held by indi- Individual Performance Target which con-
viduals is the personal characteristics that form with the objectives of the unit, section,
would predict the actions of individual be- and the institution overall.
havior, work skills and work attitude in a
situation or environment. These characteris- Dimension of Competency
tics underlie a person in the act of work re- According to the Law about Teachers and
lated to the effectiveness of individual Lecturers (UU RI no. 14 th 2005, p. 3-7),
performance on the job. competence is a set of knowledge, skills and
behaviors that must be owned by teachers or
Competency-Based Appraisal (CBA) lecturers suitable for the type, level and for-
Model mat of workplace or unit assignment. Com-
The performance evaluation is a systematic petencies for Teachers and Lecturers include
measurement of employee performance, in 1) pedagogical competence is the ability to
the form of employees' strengths and weak- manage learning, 2) the competence of per-
nesses related to the execution of tasks, sonality, is the ability of a solid personality,
compared with a predetermined standard noble, wise and dignified and to be exem-
32
5. Journal of Economics, Business and Accountancy Ventura Volume 14, No. 1, April 2011, pages 29 – 44
Accreditation No. 110/DIKTI/Kep/2009
plary for students, 3) social competence is formance management can be done in sev-
the ability to communicate and interact ef- eral stages as in Figure 1, the beginning
fectively and efficiently with students, fel- process of performance is planning, conduct-
low teachers / lecturers, parents / guardians ing performance appraisals, and corrective
of students and surrounding communities, action and adaptive to each other through
and the last is: 4) professional competence is feedback discussions.
the ability of mastering the subject matter is
broad and deep (Republic Act no. 14 / 2005, Required Level of Competency
p. 44). In developing the performance as- Competency standards are formulas on the
sessment system (CBA model), the elements behavior of minimum performance that must
of these competencies will be a reference in be achieved in one particular type of com-
determining the type of competence. petence e.g., what is to be done at a certain
position, how far it can be achieved by
Developing Performance Appraisal Sys- someone, and how to measure the achieve-
tem – CBA Model ment. Standard of competence or the requi-
According to Achmad S. Ruky (2006, p. red level (Lutfi et al, 2007) is a measure of
112) stages of developing the competency the minimum level of competency must be
model includes: determining the criteria for achieved by individuals on these competen-
achievement of individual and work unit, to cies. The individual level is the level of in-
identify individuals and team performance, dividual competence achievement. Positive
interviewed the incumbent who is selected gap can occur if an individual level is higher
as the sample, observation incumbent in the than the required level, while the gap is said
daily work, while developing a model and negative if the individual level islower than
make comparisons and analysis with other the required one.. Information about em-
data available, conduct focus group discus- ployees' gap map is very useful for devel-
sions involving a wider sample, analyzing opment planning process.
the results of focus group discussions and
sharpen the model temporarily. Furthermore, Effectivity of Performance Appraisal
it also needs validated competency model According to Irvine (2003, p. 173) criteria of
before finalization. assessment effectiveness include: lack of
Ainsworth (2002) argues, employee per- transparency and secrecy, educationg proc-
Figure 1
Performance Management
1. Performance Planning: 2. Performance Assessment:
Preparation, agreement and Actual performance compared
commitment to the objectives or to performance targets which
performance targets are measured objectively.
Measure and evaluate
performance by considering
the objectives and targets and
3. Mutually corrective and adaptive actions to identify and verify the gap in
through feedback discussion: the performance
Commitment to action that is expected to
improve or maintain performance and
develop strategies to minimize the
performance gap
Reference: Ainsworth, Neville Smith and Anne Millership (2002, p. 7)
33
6. ISSN 2087-3735 Designing CBA Model … (Tjahjani Prawitowati)
ess, employees trust on the organization, the achieved, the suitability assessment of the
accountability and integrated development, achievement, the two-way communication
and training. and employee participation, the relevance
In general, the use of performance ap- between the duties and assessment factors,
praisal is intended to (Walh, 2006) provide the process of understanding regarding the
feedback on strengths and weaknesses of the performance appraisal system, a practical
individual (employee), to distinguish bet- matters such as ease of administration,
ween individuals and provide the allocation length and complexity of forms of perfor-
of rewards, evaluate and maintain human mance assessment. Thus, Ratee satisfaction
resource systems in organization, provides of assessment methods is a crucial element
important documents required in human re- for the performance assessment system,
sources management. while the effectiveness of performance ap-
The effectiveness of the performance praisal and feedback are substantially de-
appraisal system refers to the achievement of pendent on Rate acceptance of the system.
the intended use of performance assessment. Grote (1996, p. 7) mentions that the ef-
Trust on organization is one indicator of the fectiveness of the performance appraisal
effectiveness of performance appraisal sys- process can be achieved if the organization
tem. According to Reinke (2003, p. 23), the is able to improve the process of performan-
emergence of trust and acceptance of per- ce management which includes 1) the readi-
formance appraisal process is influenced by ness of the organization, namely the behav-
their relevance, complexity of form and per- ior from top management and the availabil-
formance appraisal systems, and a number ity of reward system. Employee involvement
of socialization received by the employees in setting performance management system
related to the system. The objective of so- will be able to build a sense of belonging to
cialization of the implementation acccord- the system. In addition, communicating the
ing to Tziner (2000, p. 179) includes 1) de- performance system to employee have been
veloping of Rater skills in observing and transfer of the values contained in the sys-
recording behaviors related to dimensions of tem, and will be able to help employees to
performance, 2) create Rater awareness understand properly the performance ap-
about the differences between the dimen- praisal system; 2) There is an integrated sys-
sions of performance and behavior compo- tem with other systems in organizations such
nent, 3) provide insight to the Rater about as training, compensation, development, se-
the dimensions of each performance. lection, manpower planning, and other stra-
According to Carson, Cardy and Dob- tegic plans; 3) Training for Raters and so-
bins in Reinke (2003, p. 23), the critical as- cialization for Ratee. The existence of this
sumption of the system is an understanding activity will facilitate the system implemen-
of the Rater that contributes to the organiza- tation, because each Rater or Ratee will be
tion, where the causes of the differences are clear about the responsibilities, objectives to
the discrepancy among individuals. In this be achieved and the passage of the proce-
case, Supervisor must be able and willing to dures that should be; 4) The last aspect is the
distinguish the attributes of work perform- continuous evaluation of the implementation
ance and individual performance with other of performance appraisal systems that have
sources. The effectiveness can be seen from been implemented in the organization.
the formation of employee opinions on per-
formance appraisal fairness, based on the RESEARCH METHOD
frequency of assessment, knowledge of the Sampling and Data Collection
Rater about the Ratee’s duties and responsi- Population in this research is universities in
bilities and understanding of the level of per- Surabaya, a purposively selected sample
formance, a number of objectives to be representing the three forms of HEI, High
34
7. Journal of Economics, Business and Accountancy Ventura Volume 14, No. 1, April 2011, pages 29 – 44
Accreditation No. 110/DIKTI/Kep/2009
School (STIE Perbanas Surabaya), Institute possessed by each employee (faculty and
(ITATS) and Universities (Unmuh Suraba- supporting staff), which consists of: in-
ya). In this study, Universities in Surabaya tegrity, customer orientation, achieve-
were selected, which may represent a form ment orientation, initiative, cooperation,
of HEI and can be used as a pilot project is empathy, and adaptation to the change.
the STIE (Perbanas Surabaya). Lecturers and e. Managerial competency is a competency
supporting staff elements in the HE were that supports individuals in carrying out
randomly selected as representative of the management functions in the work.
lecturers and supporting staff. Nineteen res- Managerial competencies include: work
pondents include a number of the top mana- planning, problem solving, influencing
gement, the head of Faculty or Study Prog- others, subordinate empowerment, con-
ram, Head of Unit, and Lecturer in HEI, for trol and supervision
confirmation and verification of data. f. Technical competency is competencies
The data in this study are equipped with which are related to the field of em-
secondary data, such as the statute of organi- ployment and duties of each position.
zation, organizational structure and job des- Technical competence is divided into 2
criptions. (two) parts: first, general technical com-
Data collection method used for this re- petence, comprised of: The ability to use
search is a method of in-depth interview and IT, English, and a special technical com-
questionnaires. Interviews goal is to confirm petence.
the things written in the questionnaire. Data g. Required Level is the minimum compe-
collection was also done by triangulation tency required for certain positions.
techniques, which are combined from diffe- h. The individual level is the value
rent data collection techniques and data achieved by the individual at a certain
sources. In this case, researchers collected level of competence in accordance with
data at once to test the credibility of the data the behavior of individual work
with various techniques of data collection
(Sugiyono, 2005, p. 83). Research Instrument
The research employs questionnaire and in-
Operational Definition and Variable terview method. Questionnaires have been
Measurement prepared as a basic guide to conduct job
In this study some important concepts to be analysis interviews, digging competence and
measured and the research variables are des- confirmation of competence that will be
cribed as follows. used as indicators in the assessment of com-
a. CBA model performance appraisal sys- petency-based performance. In addition, it
tem is a system of performance assess- also prepared an instrument to guide the dis-
ment using indicators of competence as cussion in a focus group.
the basis for determining employee job Instruments have been prepared on the
performance in accordance with the du- elements of their core competence, manage-
ties and functions of each. rial competence, and technical competence
b. Competency is defined as a set of know- as well as measure the performance of a job
ledge, skills, attitude and character, the referred to above by considering the institu-
underlying behavior of a person to pro- tion's policy provisions and HEI as well as
duce a certain performance level. the existing benchmark. Questionnaires are
c. Type of competency is a grouping of based on indicator of each variable. The in-
competencies into core competencies strument is arranged to measure the identifi-
(general), managerial competence and cation of competencies needed in HE as fol-
technical competence. lows: 1) proficiency in the field of assign-
d. Core competency, the competence to be ment, 2) achievement orientation, 3) the im-
35
8. ISSN 2087-3735 Designing CBA Model … (Tjahjani Prawitowati)
pact and influence, 4) conceptual thinking, testing their credibility by testing by check-
5) analytical thinking, 6) initiative, 7) self- ing the data from the same source with dif-
esteem, 8) understanding, 9) concern for ferent techniques, namely interviews, docu-
systematic work process, 10) information mentation, and questionnaires (Sugiyono,
retrieval, 11) cooperation, 12) integrity, 13) 2005, p. 125). Discussion with colleagues
ability to share knowledge, 14) ability to about the results of research concerns a pro-
establish performance measures, 15) capa- visional fellow lecturers and practitioners of
bility repair work, 16) the ability of a chal- human resource management field. In addi-
lenging target, 17) ability to innovate in the tion, it also conducted a member check,
work process, 18) the ability of persuasion which is the process of checking the data
based on facts, 19) professional reputation, obtained from the data providers, through
20) ability to analyze the core of the prob- group discussion forums.
lem, 21) ability to draw linkages or relation-
ships between problem , 22) ability to an- Dependability of Instrument
ticipate obstacles, 23) ability to solve the Dependability test or reliability test is im-
problem with a systematic, 24) ability to portant to know the extent to which the in-
make logical conclusions, 25) ability to con- strument used to provide consistent results
sider the consequences and implications of over time, by carrying out the examination
each choice of action, 26) responsiveness to of the entire research process. Dependability
respond to the situation, 27) ability to ex- demonstrated through trace field activities,
press self-confidence, 28) ability to seek by conducting a detailed recording of inter-
challenges, 29) self-reliance in addressing views and observations and by documenting
the problems, 30) ability to understand the in detail the analysis process.
attitudes, interests and needs of others, 31)
sensitivity and ability to clarify any existing Research Stages
information, 32) ability to exercise control The research steps following with these
over the quality of information, 33) capabil- stages:
ity make note of the work process that has a. Conduct job analysis to the HEI, to iden-
been implemented, 34) ability to obtain data, tify information about the position (job
35) ability to contact various sources in description) and qualification require-
various ways, 36) ability to get many inputs, ments for each key position for the op-
37) ability in a group discussion, 38) ability eration of HEI. The result is a job de-
to appreciate others, 39) the ability to share scription and job specification. From the
resources, 40) orientation towards the cus- job analysis process is also resulting job
tomer. From the discussions with experts, it analysis procedures, which can be used
is assumed that the gravity of these compe- as a guide for the implementation of fur-
tencies is the same. ther job analysis.
b. Preparing Competency Dictionary,
Credibility of Instrument which stages are as follows: 1) Set the
This research is a qualitative, findings or description of competence in each of the
data that are otherwise valid if there is no types of competencies: Core Compe-
difference between the reported researchers tency, Managerial Competency, Techni-
with what actually happens in the object un- cal Competency. 2) Set the level of pro-
der study (Sugiyono, 2005). It is necessary ficiency in each competency, where
for the validity of data through the test of every grain of competence decomposed
data credibility. The test of the data credibil- into several proficiency levels. This level
ity is triangulated, by checking data from is used as a measure of the competence
various sources in various ways. Triangula- gap, the difference between competence
tion used in this study was that of sources; requirements for an occupation (required
36
9. Journal of Economics, Business and Accountancy Ventura Volume 14, No. 1, April 2011, pages 29 – 44
Accreditation No. 110/DIKTI/Kep/2009
level) with the competence of the indi- ANALYSIS AND DISCUSSION
vidual (individual level) who served in Job Analysis Process
the position. At each level, listed on be- The process of job analysis conducted at
havioral indicators of ability to be dem- specific positions in the HEI, which includes
onstrated by an employee and can be ob- the Chairman of the Department, Secretary
served by his superiors, colleagues or as- of the Department, and Head of Department
sessors for the question may be referred (Head of Academic, Student Affairs Head of
to already have a competence at that Section, Head of HR, Head of General, Head
level; 3) Preparation of administrative of Administration and Finance, Head Public
systems and procedures for performance Relations Section, Head of Information
assessment, where the aim is to arrange Technology (IT), Head of Laboratory, Head
the type form judgments, make the de- of PPPM, Research Coordinator, Commu-
termination of the distribution form, the nity Services Coordinator) and Lecturer.
period of assessment, determination of Results from this job analysis process are
rater-ratee, collecting the results of the job descriptions and job specifications and
assessment, data processing assessment, job analysis manual, which enhanced the
follow-up results of performance as- draft manual that was made at the time be-
sessment and mapping the results of the fore the process of job analysis conducted.
assessment. 1) Job description and Job Specification
Job descriptions written in narrative form
Data Analysis that contains: 1) the identity of position,
1) Preliminary Analysis, is a job analysis which contains the description of job title,
(the result is job description and job re- part of the organization, responsible to, in
quirements), the establishment of key indica- charge. Identity of the job description is
tors of each position, data collection (type of meant to gain insight about organizational
core competencies, managerial and technical structure, responsibilities and accountability
competence), data analysis competencies, of the position; 2) Details of the task, con-
determining the type of competence, defin- sisting of planning, development and coach-
ing their respective competence in compe- ing tasks, operational tasks, reporting (ex-
tency dictionary and compilation of adminis- amination and preparation of reports), as-
trative systems and procedures for perform- sessing the subordinates performance, moni-
ance assessment tor and implement quality culture and carry
2) Analysis during the study: data analysis in out other tasks given related to their field
this study is the analysis of the data model supervisor. Inclusion of a description of car-
from Miles & Huberman (Sugiyono, 2005, rying out other tasks given related to their
p. 91). Activities undertaken in this analysis field supervisor, so there is flexibility in job
include: 1) The reduction of data, including descriptions, especially under on the jobs
summarizing, selecting basic things, focus that are not routine, but it is the responsibil-
on important things, then to find the pattern, ity of office holders; 3) the interaction term,
2) presentation of data, which takes the form contains information about the link a posi-
of brief descriptions, charts and relationship tion with the unit or any other position in
between variables and 3) Conclusions and relation to everyday tasks, can be interac-
verification, which explains not only the an- tions within the work unit and outside the
swers from the formulation of the problem work unit; 4) Position requirements, which
but can develop in accordance with the find- contains information about education, class /
ings in the field. area, functional position, work experience,
exceptional leadership, creative, innovative
and able to communicate well. Specific
skills are computer skills, English language
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10. ISSN 2087-3735 Designing CBA Model … (Tjahjani Prawitowati)
Table 1
Types of Core Competencies, Managerial Competencies, and
Technical Competencies
Results of focus group
Conformity with type of competency before the FGD
discussions (FGD)
1. Integrity Integrity, Professional Reputation
2. Customer orientation Customer orientation
3. Aachievement orientation Aachievement orientation, ability to seek challenges
4. Initiative Initiative
5. Teamwork Cooperation, the ability to share knowledge, ability in a
group discussion, ability to share resource
6. Empathy The ability to appreciate others, ability to understand the
attitudes, interests and needs of others
7. Adaptation to change Responsiveness to respond (new) situation
8. Work Planning Ability to set performance measures, ability to set
challenging targets work
9. Problem solving conceptual thinking, analytical thinking, understanding,
ability to analyze the core of the problem, ability to draw
linkages or relationships between problems, ability to
anticipate obstacles, problems with a systematic
separating Ability, Ability to make logical conclusions,
ability to consider the consequences and implications of
each choice of action, independence in overcoming
problems , sensitivity and ability to clarify any existing
information
10. Influencing Others Impact and influence, self-esteem, ability to persuasion
based on facts, ability to express confidence, ability to
contact various sources in different ways
11. Empowering The result of discussion with expert
12. Supervision and control The result of discussion with expert
13. Information Technology The result of discussion with expert
Mastery
14. English Mastery The result of discussion with expert
15. Proficiency in Task Field Concern for the systematic work processes, information
search, ability to improve the work, ability to innovate in
the work process, ability to exercise control over the
quality of information, ability to make notes to work
processes that have been implemented, ability to obtain
data
skills and physical and psychological health. result is job descriptions and job specifi-
Special skills are considered necessary by cation. Thus, a few things to get attention
the holders of positions in educational insti- about the task is the smallest of activities is
tutions. describes the functions of the position. With
2) Manual of Job Analysis Procedure the task, each position can be examined in
Manual contains procedures for the step of sufficient detail to be used as basis in prepar-
job analysis and of each sub-process of job ing the system of instruction. Some charac-
analysis. From the job analysis process, the teristics of tasks are: a) the task statement
38
11. Journal of Economics, Business and Accountancy Ventura Volume 14, No. 1, April 2011, pages 29 – 44
Accreditation No. 110/DIKTI/Kep/2009
describes a very specific action and not 2 (two) other types of competencies within
cause confusion it into practice. Sentence the group managerial competencies: 1) the
statement of the task has subjects and verbs; empowerment of subordinates, 2) supervi-
b) a task has a beginning (the task) and end sion and control.
(the task); c) the duties usually performed in Determination of technical competence
a short time, for example in seconds, min- should also consider the demands of infor-
utes and hours and can be subdivided into mation technology and global developments.
elements of the task; d) processing tasks can For that, the technical competence is consist-
be monitored and measured. This means that ing of competencies in information technol-
every activity in this task should be seen and ogy / computer and English skills.
the results of the implementation of the task Each item of competence decomposed
may reflect that the task has been carried out into several levels of proficiency (pro-
(see results), e) each task is a separate or free feciency level). This level is used as a meas-
from other tasks (not ambiguous). Every ure of the competence gap, the difference
sentence statement of the job description between competency requirements for a po-
must demonstrate autonomy. In addition, the sition with the competency of individuals
task is the smallest element of a job who served or will serve in that position. At
3) Competency Dictionary each level, are listed on the behavior or ca-
Competency dictionary is a description of pability that must be presented by an em-
the types of competencies, competency defi- ployee and can be observed by his superiors
nitions and behavioral indicators at each or colleagues for a question may be referred
level of competence. In the dictionary of to already have a competence at that level
competence are described on the 3 (three) Each core competency items grouped
types of competence, namely the core com- into 5 levels, namely Level 0: in dire need of
petence, managerial competence and techni- training and learning process, requiring cor-
cal competence. Determination of compe- rective action, his conduct does not meet the
tence type based on an analysis of question- required minimum standards of behavior,
naires, interview and based on discussions even behavior that violates the rules of the
with experts. There are 40 (forty) the type of organization; level 1: requires training and
competence which responded by respon- development, would receive correction and
dents about the importance of these compe- perform corrective actions, demonstrate
tencies. From the responses of respondents compliance with the most / some of the re-
stated that all competencies have an interest quired minimum standards of behavior, but
in employee performance measures. still needs improvement in several indicators
From the discussion with experts (FGD), of critical behavior, level 2: willing to adapt,
base on the existing list of competencies, the show consistency in behavior, indicating the
types of competencies were grouped in 7 behavior to achieve the standard, able to
(seven) types of core competence, namely promote themselves itself so that it can per-
integrity, customer orientation, achievement form tasks and behave according to that re-
orientation, initiative, cooperation, and adap- quired by the organization, level 3: shows
tation to changes empathy. Managerial com- the behavior to improve the work, show the
petence consists of three (3) competences, plan self-development, positive behavior
i.e. work planning, problem solving, and that exceeds required standards; Level 4:
influencing others. While technical compe- being an example, anticipate and become
tence consists of 1 (one) the competence of agents of change, encouraging learning or-
proficiency in the field of assignment. Con- ganization, capable of contributing the
sideration of the culture of educational insti- maximum to the organization, so as to im-
tutions is also a consideration when deter- prove organizational performance
mining the type of competence. To that, add Furthermore, every grain Managerial
39
12. ISSN 2087-3735 Designing CBA Model … (Tjahjani Prawitowati)
competencies are grouped into 5 (five) level, Design of System Manual Performance
where the general meaning of each digit lev- Appraisal Model CBA
els are: Level 0: desperate need of training The draft manual CBA model performance
and learning, does not meet the minimum appraisal system contains about
standards required managerial behavior, 1. Basic Principles of Performance Assess-
level 1: requires training and development, ment, namely the commitment of all parties
willing to accept corrections and perform involved in the performance appraisal proc-
corrective actions, demonstrate compliance ess, starting from its own employees to top
with the most / some of the required mini- management, appraisal the performance car-
mum standards of behavior, but still needs ried out objectively, sub factors / indicators
improvement in several critical indicators of that reflected the assessment of type and
managerial behavior, level 2: willing to level of competency for each specifically
adapt and recognize the situation of working different positions, in accordance with the
units, but still needs improvement in several contents of tasks carried out the work of em-
indicators of managerial behavior critical; ployees and the standards expected by the
Level 3: able to make consistent efforts in organization. In addition to the socialization
moving individuals in a work unit to achieve of the performance appraisal system for all
work unit effectiveness; Level 4: able to employees affected by the implementation
promote the work unit, so as to improve the of the performance appraisal system, per-
achievement of work unit formance assessment carried out consis-
Each item of technical competency is tently, continuously and not a moment of
grouped into 5 levels, namely level 1: Know hospitalization, and results of performance
the basic concepts of knowledge or skills in appraisal be openly communicated, through
the areas of task, level 2: Able to apply the interview process feedback (feed back)
knowledge and skills according to estab- assessment.
lished procedures, to overcome the problems 2. Systems and Procedures Performance As-
that are routine, but require assistance when sessment Model CBA
problems are complex and must be ad- a) the applicable Performance Appraisal
dressed, level 3: Experience in applying the Process in the organization is a competency-
knowledge and skills, can solve routine and based performance appraisal system.
non routine problems without the need for Evaluation method used is a top-down ap-
assistance, can become trainers for other proach, ie assessment by officials that is su-
employees, level 4: Highly experienced in perior assessor assessed directly to employ-
applying knowledge and skills, have author- ees (subordinates). 360 degree feedback as-
ity in the field of expertise that is recognized sessment also can be an alternative to the HE
within the scope of the organization, to cope by considering the culture in each HE. While
with the complex situation that has not hap- activity in the CBA model performance ap-
pened before; Level 5: Able to develop sys- praisal process includes the distribution of
tems and procedures relating to the field or- the form, filling the record occurrence by
ganization or work unit, capable of integrat- appraiser, the implementation of formal as-
ing various other fields with that field for sessment, the implementation of the feed-
continuous process improvement for organi- back results of assessment, submission of
zation assessment results to the human resources
In the dictionary of competence, in any section, and recapitulation results of assess-
type of core competencies, there are mana- ment by human resource departments, and
gerial and technical definitions of each com- making analysis of the map/profile achieve-
petency and behavioral indicators. ments all employees by the Human Re-
sources Section for follow-up results of the
assessment.
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13. Journal of Economics, Business and Accountancy Ventura Volume 14, No. 1, April 2011, pages 29 – 44
Accreditation No. 110/DIKTI/Kep/2009
Techniques to assess / measure the work praiser, and decision makers is the direct
of employees with a way to supervise / di- supervisor of the Assessor. Meanwhile, what
rect observation in the workplace, see the should be assessed, generally include objects
periodic reports / personnel data, using sec- or material that is assessed in accordance
ondary data as the data supporting the per- with existing competency dictionary. In ad-
formance, digging up information from fel- dition, it is necessary to consider the time
low employee, or subordinate employees (if dimension of performance is achieved when
there is), or a cross-section supervisor who compared with the standard of performance
had worked with a valued employee. The (or the level required).
next process is to fill in the form to record The importance of a process of perform-
the incident and corrective action (FCKTK) ance appraisal be done is to maintain and
any events, which contains about events dur- develop the potential possessed by the em-
ing the current month. In this form, an offi- ployees, determining training needs, the ba-
cial assessor records employee work behav- sis for employee career development and
ior in a positive or negative on matters relat- promotion base.
ing to the competencies required in the im- Furthermore, regarding the timing of the
plementation work. CBA model of performance assessment can
b) Administration of Performance Assess- be done formally and informally. Formal
ment assessment is done periodically every se-
Process of administration of this perform- mester evaluation gap between the levels
ance assessment is the duty of the Section of required by the individual level. Informal
Human Resources (HR), which is responsi- assessment is conducted continuously, each
ble for providing and distributing the forms time through daily observation. The per-
supporting the implementation of perform- formance evaluation is usually done in the
ance assessment, evaluate and analyze the workplace, specifically for the delivery of
needs of training and development pro- feedback must take into account confidenti-
grams, by creating a profile and map the per- ality, and comfort.
formance of employees per firm / sections /
section and per office and store and maintain Optimization of the Benefit from Per-
the confidentiality of the performance ap- formance Results
praisal data for each employee in a neat, or- a) Training Need Analysis: Results of per-
derly and up to date. formance appraisals, one of which can
CBA model performance appraisal form be used by organizations to develop
consists of: 1) FCK (event record form), training needs analysis and development
which is used by the assessor to make a re- for employees. With the design of per-
cord of incidents regarding employee per- formance appraisal CBA, then each in-
formance, whether positive or negative in- dividual has a measurable level of
valuable and 2) FPCBA (CBA model ap- achievement, taking into account the gap
praisal form), which is used by the Assessor between the required level and individ-
for assessing performance within 1 (one) ual level in each competency. This gap,
period of assessment. Description of the per- which will be minimized by the exis-
formance appraisal system and procedures tence of a planned training and devel-
as contained in the manual system of per- opment and employee development
formance appraisal CBA model in brief needs.
about the who, what, why, when, where and b) Manpower Requirement Planning: Plan-
how the rating system conducted using CBA ning labor needs is an activity related to
who is involved in performance assessment the determination of human resource
model that assessed CBA covers employee, needs, both short-term needs and long
boss directly from the employee as an ap- term needs. With the CBA's perform-
41
14. ISSN 2087-3735 Designing CBA Model … (Tjahjani Prawitowati)
ance assessment model, then the organi- this system, implemented employee
zation can predict or estimate how many merit increase is that one of them be-
people are needed because of the em- cause the value of performance (per-
ployee's performance is below the re- formance rating). The amount of awards
quired standard of competence, by look- at each performance level (special cate-
ing at the negative gap between the level gory, good, moderate, less, less so) de-
required by the individual level. termined in accordance with the strategy
c) Merit System in reward systems: meri- of HE and the huge budget allocation for
tocracy in the reward system in principle merit increases. The existence of justice
is a system to reward employees for (fairness) is an important part of the im-
achieving performance (pay for per- plementation of a merit rating.
formance). In this system, implemented 2. Type the appropriate competencies are
employee merit increase is determined used as indicators of performance as-
by 2 (two) factors, namely 1) the ratio of sessment CBA model are: a) core com-
salary to the mid salary employees in her petencies that consist of integrity, cus-
group (the same job grade), and 2) the tomer orientation, achievement orienta-
value of performance (performance rat- tion, initiative, cooperation, empathy and
ing). The amount of awards at each per- adaptation to changes is an aspect which
formance level (special category, good, was considered in the CBA model of
moderate, less, less so) determined in performance assessment; b) managerial
accordance with the strategy of HE and competence which consists of work
the huge budget allocation for merit in- planning, problem solving, influencing
creases. It's important to note is the per- others, empowerment of employees, su-
sistence of the principle of justice (fair- pervision and control, an aspect which
ness) as well as keeping the workers' was considered in the CBA model of
compensation remains in the range of performance assessment and c) opera-
minimum and maximum of the applica- tional technical competence which con-
ble compensation structure in HE. sists of the use of information technol-
ogy, English language mastery and pro-
CONCLUSIONS, SUGGESTION, AND ficiency in field duty is an aspect which
LIMITATIONS was considered in the assessment of
Conclusions model performance CBA.
The conclusion of this study can be de-
scribed as follows: Suggestion
1. CBA model of performance appraisal Based on the findings of this study, the sug-
systems can become the basis of merit gestion of researchers for Higher Education
rating in the management of universities, is a must in implementing a CBA model per-
because the CBA model will be made formance appraisal system to consider the
known to employees and the level map- culture or cultures that exist in each college,
ping of the achievements and the gaps of so it can eliminate the emergence of resis-
the demands a minimum level of each tance to the sustainability of the performance
type of competence. The result of the appraisal system. Performance assessment is
performance of each employee is used as the process that are vulnerable to subjectiv-
a basis for granting an award in accor- ity or bias (error in the assessment). For that,
dance with the level of achievement in the HE should provide the assessors with
each employee. In principle, meritocracy socialization and technical training or work-
in the reward system in the HE is a sys- shops on assessment and performance ap-
tem to reward employees for achieving praisal methods of delivery. In addition, the
performance (pay for performance). In dictionary required level of competence and
42
15. Journal of Economics, Business and Accountancy Ventura Volume 14, No. 1, April 2011, pages 29 – 44
Accreditation No. 110/DIKTI/Kep/2009
should be adjusted in accordance with the performance appraisal system.
dynamic changes that occur in each HE.
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