Kelompok 3 AK-1E

Annida’ Asysyafaa’ (04)

Tacita Shirleen P.H (28)

TUGAS MATERI 9 MANAJEMEN SUMBER DAYA MANUSIA

SOAL

Bagaimana implementasi penilaian kinerja karyawan di perusahaan yang Anda ambil contoh
beserta metode yang digunakan oleh perusahaan tersebut?

JAWABAN

Penilaian kinerja merupakan bentuk evaluasi kinerja sekarang dan masa lalu seorang karyawan
dibandingkan dengan standar kinerjanya seharusnya. Standar ini ditetapkan oleh penilai, dan
oleh karena itu diperlukan pelatihan, umpan balik, dan insentif agar dapat mengurangi kinerja
yang kurang optimal.

Perusahaan yang kami ambil adalah salah satu perusahaan yang bergerak di bidang manufaktur
dan distribusi automobile, yaitu PT. Mitsubishi Corporation Indonesia. Perusahaan ini memiliki
visi untuk melipatgandakan skala bisnis dengan misi, menyediakan potensi besar serta
pendapatan yang stabil di seluruh siklus bisnis dengan mengelola sebuah portofolio yang
didiversifikasi oleh model bisnis, industri, pasar, dan geografi.

PT. Mitsubishi Corporation Indonesia melakukan penilaian kinerja terhadap seluruh karyawan
perusahaan dua kali dalam setahun, dan melakukan penilaian mingguan di setiap divisi oleh
kepala divisi terhadap karyawan yang ada dalam divisi tersebut. Hasil penilaian kinerja yang
dilakukan PT. Mitsubishi Corporation Indonesia memberi gambaran mengenai seberapa besar
keberhasilan kinerja para karyawan membantu perusahaan mencapai tujuannya dan menjadi
salah satu acuan dalam mengambil keputusan terkait penetapan gaji, kenaikan jabatan, dan
penempatan divisi. Pihak yang melakukan penilaian kinerja di PT. Mitsubishi Corporation
Indonesia adalah manajer SDM perusahaan.
Metode yang digunakan oleh PT. Mitsubishi Corporation Indonesia untuk melakukan penilaian
kinerja terhadap para karyawannya yaitu dengan metode graphic rating scale. Komponen
penilaian karyawan yang diterapkan oleh PT. Mitsubishi Corporation Indonesia meliputi
pencapaian target, bobot pekerjaan, dan inisiatif karyawan. Dalam penggunaan metode graphic
rating scale ini, PT. Mitsubishi Corporation Indonesia memberikan 6 skala yang diurutkan dari
unsatisfactory (nilai bagi kinerja yang paling rendah), satisfactory 1, satisfactory 2, satisfactory
3, satisfactory 4, hingga satisfactory 5 (nilai bagi kinerja yang paling baik). Namun, metode ini
memiliki beberapa kelemahan seperti hasil yang diberikan kurang akurat karena standar yang
digunakan seringkali tidak jelas. Masalah lain yang dapat muncul dan mempengaruhi akurasi
penilaian ini adalah central tendency, karena terdapat kecenderungan tinggi dari pihak penilai
untuk menghindari menilai kinerja seseorang dengan nilai tertinggi (satisfactory 5) atau nilai
terendah (unsatisfactory).

Lampiran Form Rating System PT. Mistubishi Corporation Indonesia

TA/GP
U S1 S2 S3 S4 S5

BELOW
UNSATISFACTORY ACCEPTABLE GOOD VERY GOOD EXCELLENT
EXPECTATIONS

Consistently
Consistently below the Does not Barely meets Clearly meets Clearly
far exceeds
minimum meet the the the exceeds the
the
requirements requirements requirements requirements requirements
requirements

General Performance (GP)

1.1 At the end of review period, All Senior Managers & Managers in Employee's Group
and Group Leader will evaluate the Employee's General Performance listed below.
Each GENERAL PERFORMANCE is measured using the Rating System (Above).
 GENERAL PERFORMANCE Rating
Job Process & Quality of Work ( Timely Reporting, Accuracy,
Thoroughness & Neatness Demonstrated in work output):
Continuous efforts to improve ways the particular job is done, trying harder to improve the quality of
1 work in terms of “output” through achieving higher productivity and efficiency, by continuous efforts to
accumulate PIC knowledge of the products and the market in question. Correctness & Speed for such
output are also relevant factors. The sufficient knowledge of relevant internal regulations applied to the
respective job fields.

Responsibility & Reliability:

2 Be responsible for the output in performing one’s duties & tasks and does one’s best to finish, in time,
the assigned work. Always being attentive to timely report, which creates reliability from supervisors’
points of view.

Problem-Recognition & Positiveness in Problems-Solving：

3 Be always alert to make self-inspiring questions about one’s job, trying to collect information necessary
for improved work. Being very positive in quickest solution of thus-found problems, making best of both
internal & external information sources.

Human Relation Skills & Contribution to Teamwork：

4 Is tactful, fair and open in approach with others. Can comprehend events, issues, problems,
opportunities, form the viewpoint of another person. Shows consideration for the needs and feelings for
others and demonstrates flexibility. Always be positive in cooperating with colleagues in a team-spirit.

Negotiation：
5 Always trying to attain best results in the process of negotiating with relevant parties, in clearer
understanding of conflicted interests, through effective & efficient communication therefor.

Adaptability & Stability：

6 Be adaptive in quickly changing business & cultural environment, flexibly adjusting to the needs based
on changes. Can keep stability of mind, in situations of uncertainty, being able to create flexible
measures and implement them in appropriate ways.

Supporting to Superiors
7 Willingly offer support to superiors, without being instructed to do so, not only in the fields of daily
operations but also in planning & coordination from a mid-term point of view.

Self-Development ：
8 Trying best to develop one’s skills for performing job, making best of learning opportunities available in
and/or outside the company.

Cost-Consciousness：
9 Being highly cost-conscious in performing one’s duties & tasks, which are often seen in concrete forms
in various phases of implementation of one’s job target as planned.

Self-Discipline(Attendance, Private-Calls, Leaving in Working Time

etc)：
10
Self-control in observing regulations such as punctuality in attendance, refraining from private calls and
other undisciplined conducts.
Overall Performance Rating (to be completed by Group Leader)
5-1 Based on the whole results of TA & GP (AMGR UPPER: TA 60%/GP 40%, STAFF: TA
40%/GP 60%), Committee composed of all Group Leaders will judge each employee’s Overall
Performance Rating.

  Overall
Level of Performance Performance (Tick one)
  Rating

EXCELLENT Consistently far exceeds the requirements   S5  

VERY GOOD Clearly exceeds the requirements   S4  

GOOD Clearly meets the requirements   S3  

ACCEPTABLE Barely meets the requirements   S2  

BELOW
Does not meet the requirements   S1  
EXPECTATIONS

UNSATISFACTORY Consistently below the minimum requirements U