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8/7/2019 51321846 1271072877 Session 01 Introduction Performance Management
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Performance Management
Session 01
(Introduction Performance
Management)
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M Irhas Effendi 2008
PERFORMANCE MANAGEMENTDefinisi, Dasar & Tujuan
DEFINISI
Performance management adalah usaha untuk mendapat hasilyang lebih baik, baik bagi organisasi, tim maupun individualdengan memahami dan memanaj performance dalamkerangka tujuan, standar dan kompetensi yang terencana
dan telah disepakati bersama.
DASAR
Ketika orang mulai mengetahui dan memahami apa yangmereka harapakan, dan akan dapat mengambil bagian dalampengharapan tersebut, mereka akan berusaha mencapainya
(Amstrong)
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Manajemen Kinerja (MK):
Proses komunikasi berkesinambungan dandilakukan dalam kemitraan antara karyawandengan penyelia langsungnya. (Bacal)
Manajemen Kinerja berupaya membangun harapan yang jelas sertapemahaman ttg :@ Fungsi kerja esensial yang diharapkan karyawan@ Kontribusi karyawan terhadap tujuan organisasi@ Arti konkretnya melakukan pekerjaan dengan baik@ Kerjasama antara karyawan dengan penyelia dalam
mempertahankan, memperbaiki dan mengembangkan kinerja yangada@ Bagaimana kinerja karyawan diukur@ Mengenali hambatan dan mencari solusi kinerja karyawan
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Performance Management adalah:
Prose's bersama-sama antara manajer, tim dan individuMelibatkan manajemen kontrak, bukan komando
Berdasarkan persetujuan bersama atas tujuan,pengetahuan, ketranpilan dan kemampuan yang akandicapai
Menerapkan review terus menerus atas persetujuan,persyaratan, perencanaan & peningkatan pencapaianuntuk perencanaan selanjutnya.
Tujuan Performance Management:Tujuan utama performance management adalah
menciptakan budaya dimana individu dan kelompokdapat bertanggungjawab terhadap perbaikan prosesbisnis, skill & kontribusi mereka sendiri.
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How Performance Management Work
Performance
Agreement
Main
Performance
Review
Monitoring and Review performance
Agreement
High Performance Reinforce melalui praise/ rekognisi/ pengembangan tgjw
Low Performance
Coaching/
Counseling
Start Year Tingkatan Performance Management End Year
Performance Aktual
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Management by ObjectivesSistem yg dinamis untuk mengintegrasikan antara
kebutuhan perusahaan untuk mencapai keuntungan
dan pengembangan tujuan dengan kebutuhanmanajer untuk berkontribusi dan mengembangkan
diri.
Mc Gregor: MBO merupakan taktik dalam strategi
manajemen melalui kontrol dan pengarahan
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Corporate
objectives
Unit
objectives
Managers set
down objectives
Indiv prepare
objectives
Indiv & managers
agree objectivesReview of
individual
performance
Review of
unit
performance
Review of
corporate
performance
The Management by Objectives process
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Latar Belakang Performance Management
Merit RatingManajer menilai bawahan berdasar:
1.Pengetahuan akan tugas sekarang2.Output efektif3.Pengambilan keputusan4.Ketepatan kerja5.Percaya diri6.Sikap kerja7.Inisiatif8.Kesiapan menghadapi tekanan
Menggunakan skala:Amat baik
MemuaskanCukupBuruk
Mengapa manajer ini tidak suka MR
Tidak percaya pada validitas MR
Sungkan bila langsung mengkritik
Kurang terampil melakukan penilaian dan interview
Tidak suka prosedur-prosedur baru
Merit ratingManagement by
Objectives
Performance
Management
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MUNCULNYA PERFORMANCE MANAGEMENT
Hadirnya HRM sebagai pendekatan strategis dalam mengelola danmengembangkan bawahan
Pentingnya penilaian yang strategis & fleksibel
Kesadaran bahwa performance hanya bisa diukur & dinilai dg modelinput-proses-output-hasil (kontribusi)
Adanya perhatian terhadap peningkatan dan pengembangan yangberkelanjutan, serta learning organization
Kesadaran bahwa proses penilaian kinerja harus dilakukan olehmanajer lini sepanjang tahun
Kesadaran akan pentingnya kultur perusahaan
Pengembangan konsep & teknik pengukuran kemampuan dalam levelperilaku
Munculnya kesadaran bahwa pengelolaan kinerja adalah tanggungjawab bersama, bukan hanya manajer lini
Ketidakpuasan akan hasil pengukuran dari cara-cara yang lain
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PERFORMANCE
MANAGEMENT
IMPROVING
INDIVIDUALAND
ORGANIZATIONAL
PERFORMANCE
REWARD
MANAGEMENT
DEVELOPING
SKILLSANDCOMPETENCIES
IMPROVING
MANAGERIALEFFECTIVENESS
Performance Management as an Integrating Force
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Implikasi yg lebih luas dari PM
PerformanceM
anagement danH
RM
Mencapai tingkat tertinggi kinerja HR suatu organisasi
Mengmbangkan kapasitas maupun potensi pegawai
Menciptakan lingkungan dimana potensial laten dari pegawai
dapat terealisasi
Mendorong / merubah kultur organisasi
Pengembangan selanjutnya
PM berguna dlm pengemb karir indv. & memberi kesempatan pdmanajer dan bawahannya utk berdiskusi ttg pekerjaan sbg pelajaran.Jadi pegawai tidak hanya memahami atribut (pengetahuan, skill dankeahlian) dan kompetensi di area dia bekerja namun juga dptmemahami area lain.
Kerja timPM dpt berguna mengembangkan kemandirian bawahan tanpa hrs
dgn manajer dgn diskusi kelompok tentang tujuan, review kemajuanyg mereka dapat.
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Change in Organization Structure
R & D Manufacturing Marketing
& Sales
Traditional (vertical view) of organization
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The Silo Phenomenon
R & D Manufacturing Marketing & Sales
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The system (horizontal) view of organization
Research and Development Manufacturing Marketing and Sales
Research
ProductDevelopment
ManufacturingPlant
Manufacturing
Plant
ManufacturingPlant
Marketing
Sales
materials
Suppliers
Customer
Product
Specs
new product ideas
orders
needs
promotions
products orders
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The Reality of Adaptation
Understanding performance requires documentingthe inputs, processes, outputs, & customers thatconstitute a business
Organization systems adapt or die
Pulling any lever in the system will have an effecton other parts of the system.
Putting too much efforts fixing people who arenot broken, and not enough time fixing
organization systems that are broken.
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Three levels of Performance:
Organization
Process
Job/Performer
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Organization Level of Performance
Function
A
Function
B
Function
C
Share-
holders
Market
Products/
Service
$
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Process Level of Performance
Process 1
Process 2
Function
AFunction
BFunction
C
Share-
holders
Market
$
Products/
Service
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Job/Performer Level of Performance
The Performance Variables that mustbe managed;
Hiring
PromotingJob responsibilities and standards
Feedback
Rewards Training
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Nine Performance Variables
Goals Design Management
Orgn.
Process
Job/
Performer
Org Goals Org Design Org Mngt
Process Goals
Job Goals
Process Design
Job Design
Process Mngt
Job Mngt
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Performance Appraisal:
Douglas McGregor:
1. Systematic judgments to back-upsalary increase, promotion, transfer,demotion, termination
2. Means of telling employees howthey are doing (behavior, attitude,skills, job knowledge
3. Basis for job related counseling &coaching of individual by superior
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GE experience on effects of interview
Criticism has negative effect on achievement of goals
Praise has little effect
Performance improves most when specific goals are set
Defensive resulting from critical appraisal leads to low
performance Coaching should be day to day, not once a year
Mutual goal setting, not criticism that improvesperformance
Interview is design for improving performance not for
other purposes Participation by employees in goal setting produces
favorable results
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3 headed-hydra ofPerformance Management
PerformanceManagement
Improve
Performance
HelpsPeople
Grow
Compensation
& Promotion
Mechanism
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Requirements for establishing PM
1. Organizational readiness
2. System Integration
3. Training
4. Evaluation
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Factors Causing Antipathy TowardPerformance Appraisal Systems
Ownership
Neither manager nor subordinate has any sense of ownership
Bad news
Negative messages generate defensive reactions and promote
hostility rather than serve as useful performance feedbackAdverse impact
Both managers and employees know that bad reviews have anadverse impact on a persons career.
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Scarce rewards
There are few formal rewards for taking the process seriouslyand probably no informal rewards.Personal reflectionM
anagers hesitate to give unfavorable appraisals for fear thatthe appearance of unsatisfactory work by a subordinate willreflect and develop subordinates.
No timeFear of confrontation
Forms and procedures dont make sense
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USES OF APPRAISALS (1)
Subsystem Elements Objectives
Staffing:RecruitmentSelectionPlacementTransfer
PromotionTerminationHuman resource Inventory
Rewarding:BenefitsSalary structure
MeritIntrinsic
Identifying Current inadequaciesCriteria for Selection Predictors
Individual Skills for New Assignment
Identifying Outstanding PerformerIdentifying Inadequate PerformerSkill and Potential Data
Comparative Data on PerformanceMotivation Through Objective Setting,
Feedback, & ParticipationAppraisee Evaluation
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SubsystemElements
Objectives
Changing:Organizational ClimateOrganizational StructureManagement StylesPoliciesCommunications
Developing:RotatingTraining
Counseling
Identify Need for General ChangeTwo-Way FeedbackTwo-Way Feedback
Judgments on LearningIdentifying Individual UpgradingNeedsEvaluating Previous TrainingCareer Planning Basis
USES OF APPRAISALS (2)
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Human Judgment Raters Criteria andFormats
Subjectivity and/orindividual nature
of decisionsmaking:intentional biasand prejudice
Lack of informationon ratee performance,
lack of knowledge ofratees job, possession oferroneous information,differing expectations duetolevel in hierarchy
and role
Ambiguity, lack ofspecific and
behaviorally-basedlanguage, notcommunicatedexplicitly toratees
Sources of Problems in Appraisal Systems (1)
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OrganizationalPolicy Legal RequirementAnd Equal EmploymentOpportunity Legislation
Inflexibility
No commitment toappraisal, failure
to use results inreward allocation,no standard policyregarding raterstasks in appraisal orfrequency of
appraisal, noallowance for userparticipation insystem development
Failure to developappraisal criteria
from job analysisrating systemsadministeredsubjectively, use ofresults to discriminateon basis of race, sex,
etc.
Inability of systemto reflect dynamic
nature of jobs andorganizationalcontext; credibilityloss from outdatedsystems.
Sources of Problems in Appraisal Systems (2)
