Interpersonal Roles (Peran Antarpribadi)

Kategori Peran Antarpribadi ini adalah kategori peran seorang Manajer untuk memberikan informasi dan Ide.
Terdapat 3 peran Manajer yang digolongkan ke dalam Kategori Interpersonal Roles (Peran Antarpribadi), ketiga
peran tersebut adalah :

1. Sosok atau Figur (Figurehead)

Seorang Manajer memiliki tanggung jawab terhadap legal, sosial, seremonial dan juga bertindak sebagai simbol
perusahaan. Seorang Manajer diharapkan menjadi sumber inspirasi. Sebagai contoh, seorang Manajer
biasanya akan melakukan hal-hal seremonial seperti menghadiri acara pemootongan pita peresmian,
menandatangani dokumen legal (hukum), menyapa tamu perusahaan dan menjadi tuan rumah resepsi.

2. Pemimpin (Leader)

Seorang Manajer bertugas sebagai pemimpin dalam Tim, departemen ataupun organisasinya. Menyeleksi dan
Melatih karyawanya serta mengelola kinerja dan memotivasi karyawannya.

3. Penghubung (Liaison)

Seorang Manajer harus membangun dan menjaga komunikasi dengan kontak Internal perusahaan maupun
kontak eksternal perusahaan. Contohnya berpartisipasi dalam pertemuan dengan perwakilan dari
divisi/departemen lain atau organisasi lainnya.

Informational Roles (Peran Informasional)

Pada Peran Informasional ini, Seorang Manager berperan sebagai pengelola Informasi. 3 Peran yang tergolong
dalam Informational Roles adalah sebagai berikut :

1. Pemantau (Monitor)

Dalam Peran Pemantau ini, seorang manajer berperan sebagai pencari informasi yang berkaitan dengan
industri dan organisasinya. Seorang Manajer juga memantau tim yang dipimpinnya baik dari segi produktivitas,
kinerja maupun kenyamanan kerja anggota timnya.

2. Penyebar Informasi (Disseminator)

Setelah mendapatkan informasi, seorang manajer harus menyebarkan dan mengkomunikasikan informasi
tersebut ke orang lain yang ada di dalam organisasinya atau mengkomunikasikan informasi tersebut ke anggota
timnya ataupun karyawan yang berkaitan lainnya di dalam perusahaan. Contoh peran penyebar informasi
seorang manajer seperti menyampaikan memo, email atau laporan kepada bawahannya mengenai informasi
dan keputusan yang telah diambil.

3. Juru Bicara (Spokesperson)

Seorang Manajer juga berperan sebagai Juru Bicara yang meneruskan informasi tentang organisasinya dan
tujuan organisasinya ke pihak luar.

Decisional Roles (Peran Pengambilan Keputusan)

Seorang Manajer juga berperan sebagai Wirausahawan, Pemecah masalah, pembagi sumber daya dan
perunding. Keempat peran tersebut termasuk ke dalam kategori Decisional Roles atau Peran Pengambilan
Keputusan. Berikut ini penjelasan singkatnya.

1. Wirausahawan (Entrepreneur)

Seorang Manajer harus mampu membuat suatu perubahaan dan mengendalikannya untuk kemajuan
organisasinya. Peran Manajer disini adalah memecahkan masalah dan menghasilkan ide-ide baru serta
menerapkannya dalam organisasi. Manajer harus merencanakan masa depan organisasinya, membuat proyek-
proyek perbaikan dan peningkatan kualitas dan produktivitas.

2. Pemecah masalah (Disturbance Handler)

Setiap organisasi pasti menemukan masalah dan hambatan dalam operasionalnya. Ketika suatu permasalahan
atau hambatan terjadi, manajer harus bertanggung jawab untuk menyelesaikannya. Dan jika terjadi konflik
diantara anggota timnya, manajer harus menjadi penengah dan mencarikan alternatif strategis untuk
menyelesaikan konflik tersebut.

3. Pembagi Sumber Daya (Resource Allocator)

Seorang Manajer juga berperan sebagai pembagi sumber daya yaitu menentukan dimana sumber daya
tersebut harus dialokasikan untuk mendapatkan hasil yang terbaik. Sumber daya yang dimaksud disini dapat
berupa dana, tenaga kerja, material, mesin dan sumber daya lainnya.

4. Negosiator (Negotiator)

Seorang Manajer adalah juga seorang Negosiator, berpartisipasi atau mengambil bagian dalam melakukan
negosiasi dengan pihak luar untuk memperjuangkan kepentingan bisnis perusahaannya

1. You have been asked to design a rater-training program. What types of elements would you build
into the process? My rater training program would be designed to help raters understand: (a) the
philosophy and uses for the system, (b) the system itself, (c) the roles and responsibilities of the
employees and raters, (d) common rating errors, (e) the importance of providing ongoing feedback,
(f) how to give feedback in a way that minimizes defensiveness, and (g) how to identify and address
training and development needs. Further, raters should understand the legal issues surrounding the
evaluation process

Considering the importance of the supervisor to the success of the appraisal process, many organisations do little
to motivate or prepare raters to conduct effective appraisals. Most supervisors have little, if any, training on how
to properly assess employees’ performance (Imundo, 1980). A weakness of many performance appraisal
programs is that managers and supervisors are not adequately trained for the appraisal task and provide little
meaningful feedback to subordinates (Bohlander et al., 2001). Because they lack precise standards for appraising
subordinates’ performance and have not developed the necessary observational and feedback skills, their
appraisals often become nondirective and meaningless. Recent estimates suggest that very few organisations
conduct rigorous, skills-based training with their raters (Grote, 1996)

According to Boice and Kleiner (1997), rater training needs to focus on the process of managing, motivating and
evaluating employee performance. A comprehensive training programme entails one to two days devoted to
feedback and communication skills, developing goals and standards, documentation skills, conducting the
appraisal interview, practice in using the rating form, and discussing rating errors to avoid (Roberts, 1998;
Hodgetts, 1993). The training should also incorporate complete explanations of the philosophy and nature of the
appraisal system (Flippo, 1984).

2. gmn carane perusahaan coba utk objective in review, pasti subjectivity akan mengikuti. mangkanya perlu
KPI yg jelas dan terukur utk mengurangi tingkat sibjectivity

PMRSs usually contain elements of both objectivity and subjectivity. Objectivity in PMRSs is reflected in quantitative
performance measurement and formulaic reward systems where for example, a certain level of sales performance
achieves a pre-specified bonus result. Such measures or outcomes involve no judgement and can be verified by an
external source. Objective measures are regarded as transparent and easier to implement.

Subjectivity is evident when managers rely on their opinions, perceptions or beliefs in making an evaluation. A
critical characteristic of subjectivity is that it cannot be independently verified by a third party. For example,
subjective measures such as ‘teamwork’ or ‘leadership behaviours’ are not objectively measurable. Subjectivity can
also enter into PMRSs through the application of judgement to the scoring of performance on objective criteria.
Objectivity has a number of deficiencies. For example, objective measures can be imprecise or incomplete. They can
be regarded as unfair when for example, an employee’s performance is affected by uncontrollable or unforeseen
events. The use of objectivity in performance measurement and reward can lead to unintended consequences, such
as when employees take actions to improve measures that do not add value to the organisation (referred to as
‘gaming’). In extreme cases, as seen during the financial crisis, the pursuit of high rewards linked to objective targets
can lead to the destruction of organisational value and the collapse of firms. Enron and Lehman Brothers are
commonly cited examples of firms whose reward systems were directly implicated in their subsequent failure. 2.
Subjectivity in performance measurement processes Performance measurement, evaluation and reward: the role
and impact of subjectivity 4 Performance measurement, evaluation and reward: the role and impact of subjectivity
The use of subjectivity in PMRSs is regarded as a way of overcoming some of the problems with objective measures
and evaluation because it gives managers more discretion in their evaluation of employees’ performance. It allows
managers to ‘adjust’ for uncontrollable events, to discourage and penalise gaming, to reward ‘difficult to measure’
attributes of effective employees, and to recalibrate bonus allocation to achieve greater fairness.

3. Organizational support for employees’ career development consists of

formal support (e.g. career planning and training) and informal support (e.g.
mentoring and coaching) (Barnett & Bradley, 2007). Effective career management, both
OCM and ICM promote individuals’ employability (Baruch, 2006; Kang, Gold &
Kim, 2012; McCabe, 2008). The organizations that are able to adopt the new career
management tactics can increase employees’ work-related skills and knowledge
(Power, 2010). Competent employees can easily move from one career to another
(Clarke, 2008). A new idea of career management focuses not only on the employees’
experiences in the current organization, but also focuses on the mobility of employees to
other possible employers (Power, 2010).
Employee career effectiveness refers to objective and subjective career success (Orpen,
1994). Objective career success can be observed directly such as salary growth and job
promotion (Callanan, 2003). Conversely, subjective career success (i.e. psychological
career success) is individual’s feelings of how well he or she gains benefit of pursuing a
career (Clarke, 2009;
Orpen, 1994). The two terms ‘subjective career success’ and ‘career satisfaction’ can be
used synonymously because they emphasize on individual’s subjective evaluation of
his or her career (Hofmans, Dries & Pepermans, 2008). OCM and ICM enhance
employees’ career satisfaction (Armstrong-Stassen & Cameron, 2005; King, 2004;
Kong et al., 2012b). The organizations should improve employees’ career
satisfaction so as they could retain their EMPLOYEE. It would be
helpful for HR professionals to design suitable career management programs that can
assist employees to attain career goals. An understanding of the two concepts provides
employers with the capability to reach competitive advantage.

5. Millennials were three times more likely than non-millennials to change jobs in the
last year, and 91% don't expect to stay with their current organizations longer than
three years. In a Workforce survey, 80% of respondents agreed that their definition
of loyalty in the workplace had changed over time.

More and more, employees define loyalty as it pertains to the job at hand. They are
hired to perform specific tasks and will learn and do them the very best they can.
Once they feel they have mastered this role, they will seek out a new opportunity in
order to have more responsibility and/or higher wages. The mentality is, "You pay
me to do X, I do X, and we are even." Whether the next step comes from within their
current organization or they have to make a move, they have fulfilled their obligation
and were loyal in doing so. Hence, whether one works for a company 10 years or 10
months, they consider that “loyal.”
The workplace has become transactional for the employee. More and more workers
are taking the view (and rightfully so) that they are the sole drivers of their own
careers. The concept of climbing the corporate ladder leaves too much of that control
in the hands of others. In the traditional corporate ladder model, growth (either in
skills, leadership or compensation) can be too easily hindered.

So what can you do to retain top performers in your organization? Here are three
keys:

1. Know your employee value proposition (EVP) for each role and make sure it aligns
with the employees in that role. EVP is inclusive of many pieces, including
compensation, rewards, benefits, mentorship, employee brand and the work product
itself, among other components. Know the EVP for each position. If you have
employees looking for growth and advancement but the position at hand does not
really provide that, you will have to either move the employee to another role or
understand that you will lose them — and probably sooner rather than
later. Identifying those mismatches will allow you to make proactive decisions.

2. Make sure that employee reviews include time spent understanding how your
employees see their own careers developing. Understanding where an employee
wants be career-wise will help you make better decisions. Not every employee has a
clear career path in mind, and some have high expectations but not a clear road map.
By sitting down and understanding where an employee expects to go, you have the
ability help co-pilot the journey. Obviously not all goals can met, but realistic
expectations should be embraced, even if it means mentoring an employee knowing
they are going to be leaving when the right position becomes available to them. The
fact that you take an interest and help them grow may prolong their length of
engagement with your organization or even create a boomerang opportunity down
the line.

Menurut Steers & Porter dalam Nitisemito (2002) berpendapat bahwa:

• Loyalitas kepada perusahaan sebagai sikap, yaitu sejauh mana seseorang

karyawan mengindentifikasi tempat kerjanya yang ditunjukkan dengan keinginan
untuk bekerja dan berusaha sebaik-baiknya.

• Loyalitas terhadap perusahaan sebagai perilaku, yaitu proses dimana

seseorang karyawan mengambil keputusan pasti untuk tidak keluar dari perusahaan
apabila tidak membuat kesalahan yang ekstrim. Rendahnya loyalitas kerja karyawan
pada perusahaan akan menimbulkan sikap dan perilaku yang bertentangan dengan
tujuan perusahaan, seperti tidak adanya semangat kerja karyawan, tingkat absensi
dan keterlambatan yang tinggi, disiplin kerja yang rendah, prestasi kerja yang
menurun, bahkan bisa menimbulkan pemogokan kerja. Poerwopoespito (2004)
menambahkan bahwa loyalitas kepada pekerjaan tercermin pada sikap karyawan
yang mencurahkan kemampuan dan keahlian yang dimiliki, melaksanakan tugas
dengan tanggung jawab, disiplin, dan jujur dalam bekerja. Lebih lanjut dijelaskan
bahwa sikap karyawan yang paling utama sebagai bagian dari perusahaan adalah
loyal. Sikap ini diantaranya tercermin dari terciptanya suasana yang menyenangkan
dan mendukung di tempat kerja, menjaga citra perusahaan, dan adanya kesediaan
untuk bekerja dalam jangka waktu yang lebih panjang.