PERFORMANCE

APPRAISAL
(Pengukuran Kinerja

Pengertian Kinerja
pengertian kinerja (prestasi kerja)

adalah hasil kerja secara kualitas

dan kuantitas yang dicapai oleh
seorang pegawai dalam
melaksanakan tugasnya sesuai
dengan tanggung jawab yang
diberikan kepadanya. (Anwar Prabu
Mangkunegara 2000:67).

Pengertian Kinerja
Kinerja merujuk kepada tingkat

keberhasilan dalam melaksanakan

tugas serta kemampuan untuk
mencapai tujuan yang telah
ditetapkan. Kinerja dinyatakan baik
dan sukses jika tujuan yang
diinginkan dapat tercapai dengan
baik (Donnelly, Gibson and
Ivancevich: 1994).

Penilaian Kinerja
Penilaian kinerja adalah suatu

proses yang dilakukan dalam rangka

menilai pegawai sedangkan kinerja
pegawai diartikan sebagai suatu
lingkungan dimana karyawan
memenuhi atau mencapai
persyaratan kerja yang ditentukan.
(Milkovich dan Bodreau )

What is Performance
Appraisal
is a method by which the job

performance of an employee is
evaluated
An evaluation of how well an employee
performs his or her job compared to a
set of predetermined standards.
is a systematic review of a persons
work and achievements over a recent
period, usually leading to plans for the
future.

What is Performance
In personnel psychology, this term is used
Appraisal
for
the evaluation of the performance of

an employee or a group measuring their

contributions to the goals of the
organization by reference to traits,
behavior and results
Any system of determining how well an
individual employee has performed during
a period of time, frequently used as a
basis for determining merit increases.
The evaluation of an individual's work
performance in order to arrive at objective
personnel decisions.

A process by which
organization evaluate
individual job performance

The appraisal of each employees

performance should be based on actual
performance of the critical elements
identified through job analysis

 Dessler menyatakan alasan mengapa organisasi

perlu menilai kinerja :

Penilaian kinerja memberikan informasi tentang
dilakukannya promosi dan penetapan gaji.
Penilaian memberikan suatu peluang bagi
pimpinan dan bawahan untuk meninjau perilaku
yang berhubungan dengan kerja bawahan.
Penilaian berperan terhadap proses perencanaan
karir yang terdapat di dalam organisasi, karena
penilaian itu memberikan suatu peluang yang baik
untuk meninjau perencanaan karir seseorang
dilihat dari kekuatan dan kelemahan yang
diperlihatkannya. (1997:2)

Manfaat & Kegunaan

Membantu tiap karyawan untuk semakin banyak mengerti tentang
peranannya
dan mengetahui secara
jelas fungsi-fungsinya.
Penilaiaian
Kinerja

Merupakan instrumen dalam membantu tiap karyawan mengerti

kekuatan-kekuatan dan kelemahan-kelemahannya sendiri dalam

kaitan dengan peran dan fungsi-fungsinya di dalam perusahaan
Membantu mengenali kebutuhan-kebutuhan akan pengembangan

setiap karyawan berkenaan dengan peran dan fungsinya.

Menambah kebersamaan antara masing-masing karyawan dengan

pejabat penyelia sehingga tiap karyawan senang bekerja dengan

penyelianya dan sekaligus menyumbangkan sebanyak-banyaknya
kepada organisasi.
Merupakan mekanisme komunikasi yang semakin bertambah

antara karyawan dan penyelianya sehingga tiap karyawan dapat

mengetahui harapan-harapan majikan dan tiap majikan juga dapat
mengetahui kesulitan-kesulitan para bawahan serta berusaha
mengatasinya dan dengan demikian mereka bersama-sama
menyelesaikan tugasnya.

Manfaat & Kegunaan

Penilaiaian Kinerja

Merupakan instrumen untuk memberikan peluang bagi karyawan untuk

mawas diri dan menetapkan sasaran pribadi sehingga terjadilah

pengembangan yang direncanakan dan dimonitor sendiri.
Memegang peranan dalam membantu setiap karyawan menyerap

kebudayaan, norma-norma dan nilai-nilai organisasi sehingga suatu

identitas dan keterikatan di dalam organisasi dapat dikembangkan di
dalam perusahaan.
Membantu mempersiapkan karyawan untuk memegang pekerjaan pada

jenjang lebih tinggi dengan cara terus menerus memperkuat

perkembangan perilaku dan kualitas yang dubutuhkan bagi posisi-posisi
yang tingkatannya lebih tinggi di dalam organisasi.
Merupakan instrumen dalam menciptakan sebuah iklim yang positif dan

sehat di dalam organisasi, untuk mendorong dan berusaha sekuat tenaga

dalam berbuat sesuatu.
Membantu dalam berbagai keputusan kepegawaian dengan memberikan

data tentang tiap karyawan secara berkala. (Rao,1996:94)

Langkah-Langkah
Penilaianyang
Kinerja
Langkah-langkah
sebaiknya
dipertimbangkan
dalam menyusun sistem penilaian kinerja
adalah :
Penentuan tujuan penilaian
Menentukan metode penilaian kinerja
Menentukan faktor penilaian
Menentukan bobot faktor penilaian
Menentukan prosedur dan administrasi
penilaian

Specific, Timely, Accurate,

Identify impact to team or Dept
Relevant, based upon observable
behavior, compare actual behavior to
expected behavior

STAIR

Each of these components must be considered when

analyzing performance issues!

Uses of Performance Appraisal

Performance of responsibilities
of the job.
Behavior in the workplace.
Professional Development.
Organizational support and
encouragement of good
performance.
Correct poor performance and/or
behavior and reestablish
expectations of employer and
employee.

Key elements of PA system

Employee
performance

Performance
appraisal

Performance
measures

Performance-related
standards

HR
decisions

Employee
records

Feedback

PA process

SKILL
ABILITIES

PERFORMANCE

EFFORTS
BEHAVIOR

APPRAISAL
(Standard vs
Accomplishment)

IMPROVEMENT

(-)

(+)/(-)

(+)
RECOQNITION

Appraisal Methods
Past Oriented Appraisal, Employees can get feedback that
my lead to renewed efforts at improved performance

Rating Scales
Checklists
Forced Choice Method
Critical Incident method
Accomplishment
Records
Future Oriented Appraisal, Focus on future performance by
evaluating an employees potential or setting future
performance goals

Self Appraisals
Management by
Objectives
Psychological
Appraisals
Assessment Centers

 Rating Scales,

requires the rater to provide

a subjective evaluation of an individuals performance
along a scale from low to high.

Checklists,

requires the rater to select words

or statements that describe the employees
performance and characteristics.

 Forced Choice Method,

requires the
rater to choose the most descriptive statement in
each pair of statements about the employee being
rated.

Critical Incident method, requires the

rater to record statements that describe extremely
good or bad behavior related to the job performance.
Recorded incidents include a brief explanation of what
happened.

Accomplishment Records,

these are
employee-produced listings of accomplishments such
as publications, speeches, leadership roles, and other
professionally related activities

 Self Appraisals,

give the employees an

authority to appraise themselves. It can be a useful
evaluation technique if the goal of evaluation is to
further self-development.

Management by Objectives, consists

of goals that are objectively measurable and
mutually agreed on by the employee and manager.

Psychological Appraisals,
psychologists are used for evaluations of the
individual employees future potential.

Assessment Centers,

are a form of
standardized employee appraisal that relies on
multiple types of evaluation and multiple raters

Rater biases

Halo effect

(to )

Error of central tendency

Leniency and strictness bias
Cross cultural biases
Stereotyping

(to )

The recency events effect

Reducing rater bias

Training
Biases and their causes should be explained
The role of PA in employee decisions should
be explained to stress the need for
impartiality and objectivity
Raters should apply subjective measures as
a part of their training

Feedback
Raters should get feedback about their
previous rating

Careful selection of PA techniques

HR
management

Based on the
job-related
criteria

PA

Feedback

HR department
performance

Provide an accurate picture

of past and/or future employee
performance

Through an evaluation interview

to get realistic view

Quality control check

of HR function

The Evaluation Interview

The tell-and-sell method
Communicates to employees their
performance as accurately and directly as
possible with little return feedback, but can
lead to defensiveness

The tell-and-listen interview

Communicates to employees their strengths
and weaknesses, but also allows for return
feedback
This creates an environment that is less
defensive and stressful to the employee

The Evaluation Interview (continued):

The problem-solving interview
Playing the role of helper more so than judge,
the manager creates an environment
through which the employee can discover
his or her own developmental needs

The mixed-model interview

Allows for the problem solving interview in
the beginning, where the subordinate leads
off, and finishes with the tell-and-sell or telland-listen approaches if the subordinate
has missed some important areas of his or
her performance