PENILAIAN KINERJA

Bab IV

PROGRAM MAGISTER MANAJEMEN
UNIVERSITAS TEKNOLOGIYOGYAKARTA
Yogyakarta, Januari 2014
Oleh:
Team Teacher
Overview
Appraisal Forms (form penilian)
Characteristics of Appraisal Forms
Determining Overall Rating (faktor yg menentukan
penilaian scr keseluruhan)
Appraisal Period and Number of Meetings
Who Should Provide Performance Information?
(siapa yg akan menyediaakan informasi kinerja)
A Model of Rater Motivation
Preventing Rating Distortion through Rater
Training Programs (penilaian preventif menghadapi
kemandegan siap dilakukan melalui progrm
pelatihan)


FORMULIR PENILAIAN
9 Komponen Besar:
1. Basic Employee Information
2. Signatures
3. Accountabilities, Objectives, and
Standards
4. Competencies and Indicators
5. Major Achievements and Contributions
(prestasi utama dan kontribusi)

FORMULIR PENILAIAN
9 Komponen Besar (lanjutan):
6. Stakeholder Input
7. Employee Comments
8. Developmental Achievements (pengembangan
prestasi)
9. Developmental
Needs
Plans
Goals


FORMULIR PENILAIAN
8 Karakteristik Formulir Penilaian:
1. Simplicity (kesederhanaan)
2. Relevancy (keterkaitan)
3. Descriptiveness (gambaran)
4. Adaptability (penyesuaian)
5. Comprehensiveness (lbh luas)
6. Definitional Clarity (kejelasan)
7. Communication
8. Time Orientation

PENENTUAM PERINGKAT KESELURUHAN
Judgmental strategy (strategi menyampaikan
pendpt/pandangan)
Consider every aspect of performance
Arrive at defensible summary (bersikap bertahan
sampai ringkasankesimpulan)
Mechanical strategy (strategi yg menjurus dg
perlatan mesin)
Consider scores assigned to each section (dasar
angka utk penugasan setiap bagian)
Add weighted scores to obtain overall scores
(menjumlahkan bobot angka utk mendptkan
angka yg keseluruhan)
Open-Ended (Comments) Sections
Challenges (tantangan)
Difficult to systematically categorize and analyze
(kategori sistem yg sulit dan analisisnya)
Quality, length, and content vary (kualitas, panjang
dan, merubah kandungan)
Tools to overcome challenges (tujuan utk mengatasi
tantangan)
Computer-aided text analysis (CATA) software
Establish goals of information provided (menetapkan
tujuan utk menyediakan informasi)
Training in systematic and standardized rating skills
PERIODA PENILAIAN
Number of Meetings
Annual (tiap tahun)
May not provide sufficient opportunity for
supervisor/employee discussion (tdk
menyediakan peluang yg cukup utk
pengws/diskusi pegawai)
Semi-annual
Quarterly (tiga bulanan)
When Review Is Completed
Anniversary date (data peringatan yll)
Supervisor doesnt have to fill out forms for all
employees at the same time
Cant tie rewards to fiscal year
Fiscal year
Rewards tied to fiscal year (penghargaanmengikat
utk pajak th-an)
Goals tied to corporate goals
May be burden to supervisor, depending on
implementation (brgkali beban utk pengws,
percaya berlangsungnya implementasi)
Six Types of Formal Meetings/pantas
(Can Be Combined)
1. System Inauguration (peresmian
sistem)
2. Self-Appraisal (penilaian diri)
3. Classical Performance Review
4. Merit/Salary Review (jasa/gaji)
5. Development Plan
6. Objective Setting

Who Should Provide Performance
Information?
Employees should be involved in selecting (pegawai
boleh/dpt dilibatkan dlm seleksi)
Which sources evaluate (yg mana sumber/faktor
penilaian)
Which performance dimensions
When employees are actively involved
Higher acceptance of results (hslnya menerima
kepercayaan yg tinggi)
Perception that system is fair
Siapa yang akan menyediakan
informasi kinerja?
Informasi tentang kinerja karyawan dapat
diperoleh dari:
Supervisor
Teman kerja
Bawahan
Karyawan yg bersangkutan
Pelanggan
Supervisor
Kelebihan
Can evaluate performance vs. strategic goals
Make decisions about rewards
Able to differentiate among performance dimensions
(diantara perbedaan kecakapan sbg dasar ukuran
kinerja)
Viewed as exclusive source in some cultural contexts
(pandangan tpisah thd sesuatu sumber konsep budaya)
Kekurangan
Supervisor may not be able to directly observe
performance
Evaluations may be biased (evaluasi brgkali tla tjadi
penyimpangan)

REKAN KERJA
Kelebihan
Assess teamwork
(penaksiran tim kerja)
Kekurangan
Possible friendship bias (bsr
(kemungkinan tjadi penyimpangan
dlm persahabatan)
May be less discriminating
(brgkali kurang krn diskriminasi)
Context effects
BAWAHAN
Kelebihan
Accurate when used for developmental
purposes (jika diteliti penggunaan utk tujuan
pengembangan)
Good position to assess some competencies
(kondisi yg baik utk menaksir kemampuan
sementara)
Kekurangan
Inflated when used for administrative purposes
(jika mendorong penggunaan utk tujuan adms)
May fear retaliation (confidentiality is key)
ketakutan pembalasan (rahasia utk masalah
kunci)

DIRINYA SENDIRI
Advantages (keuntungan)
Increased acceptance of decisions (kpts utk
penerimaan pertambhn)
Decreased defensiveness during appraisal
interview (mengurangi sikap btahan selama
wawancara dlm penilaian)
Good position to track activities during review
period (posisi yg baik utk cacatan aktivitas
btahan dlm tahapan perbaikan)
Disadvantages (kerugian)
May be more lenient and biased (brgkali lbh
banyak toleransi dan berat sebelah)
Self (Continued)
Suggestions to improve quality of self-appraisals
(mengusulkan utk perbaikan kualitas dari
penilaian diri)
Use comparative instead of absolute measurement
systems (malahan menggunakan perbandingan
utk ukuran yg mutlak)
Allow employees to practice their self-appraisals
(membolehkan pegawai utk mrk mpraktekkan
penilaian sendiri)
Ensure confidentiality (menjamin rahasia)
Emphasize the future (menekankan utk masa
depan)

Customers (External and Internal)
Advantages (keuntungan)
Employees become more focused on
meeting customer expectations. (lbh
banyak pegawai datang fokus utk
menemui pelanggan yg mberi harapan)
Disadvantages (kerugian)
Time
Money




Disagreement Across Sources (pertentangan
/perselisihan jarak lintas antara sumber-2)
Expect disagreements (menghrpkan pertentangan)
Ensure employee receives feedback by source
(menjamin peg menerima arus-balik dg sumbernya)
Assign differential weights to scores by source,
depending on importance (memberikan
pertimbangan yg berbeda utk skor/angka dg
ketergantungan sumber penting)
Ensure employees take active role in selecting which
sources will rate which dimensions (menjamin
pegawai mengambil peran aktif dlm seleksi yg mana
kemauan sumber dasar demensi yg mana)
Types of Rating Errors
(tipe dari penilaian yg salah)
Intentional errors (kesalahan disengaja)
Rating inflation (menaikkan nilai)
Rating deflation (penurunan nilai)
Unintentional errors
(tdk ada kesalahan yg disengaja)
Due to complexity of task (tdk pernah
meminta lbh dr haknya yg komplek dr
tgs)
Expected Positive and Negative
Consequences of Rating
Accuracy

Probability of Experiencing
Positive and Negative
Consequences


Expected Positive and Negative
Consequences of Rating
Distortion


Probability of Experiencing
Positive and Negative
Consequences

Motivation to Provide Accurate
Ratings


Motivation to Distort Ratings


Rating Behavior

A Model of Rater Motivation
Motivations for Rating Inflation
Maximize merit raise/rewards (memaksimalkan
kenaikan gaji sesuai jasa/penghargaan)
Encourage employees (mbesarkan hati pegwai)
Avoid creating written record (menghindari dlm
menciptakan menulis suatu catatan)
Avoid confrontation with employees (menghindari
konfrontasi dg pegawai)
Promote undesired employees out of unit
(menaikkan dlm menyenangkan pegawai diluar
unit kerja)
Make manager look good to his/her supervisor
)manajer mbuat baik yhd pengawas L/P)
Motivations for Rating Deflation
Shock employees
(mengejutkan pegawai)
Teach a lesson (mengajar pelajaran
/bersifat mendidik)
Send a message to employee (mengirim
pesan utk pegawai)
Build a written record of poor performance
(mbuat suatu tulisan catatan dari kinerja
kaum miskin)
Reducing Intentional Rating Distortion
(mengurangi kesengajaan penyimpangan penilaian)
Recommendations:
Have raters justify their ratings (memp
dasar mberikan alasan penilaian mrk)
Have raters justify their ratings in a face-
to-face meeting
Preventing Rating Distortion
Through
Rater Training Programs
(mencegah penyimpangan penilaian
siap sbg dasar program pelatihan)
Rater Training Programs
Should Cover (mencegah program
pelatihan akan hanya sampul)
Information
Motivation
Identifying, observing, recording and
evaluating performance
How to interact with employees when
they receive performance information
InformationHow the System Works
Reasons for implementing the
performance management system
(alasan utk pelaksanaan SMK)
Information on the appraisal form and
system mechanics (sdg informasi form
penilian dan sistem ahli mesin)
MotivationWhats in It for Me?
Benefits of providing accurate ratings
(manfaat dari menyediakan kebenaran
penilaian)
Tools for providing accurate ratings
(tujuan utk menyediakankebenaran
penilaian)

Identifying, Observing, Recording, and
Evaluating Performance
How to identify and rank job activities
How to observe, record, and measure
performance (bgmn utk
observasi,mencatat, dan pengukuran
kinerja)
How to minimize rating errors (bgmn
utk meminimalisir terjadinya
penyimpang)
How to Interact with Employees
When They Receive Performance
Information
How to conduct an appraisal interview
(bgmn tingkah laku wawancara atas
Kinerja)
How to train, counsel, and coach
(bgmn utk pelatihan, nasehat, dan
pelatihan)