Matakuliah : L0074/Psikologi Industri dan Organisasi 2
Tahun
: 2008
Performance Assessment
Pertemuan 9
PERFORMANCE MANAGEMENT
• Definition  a strategic and integrated approach to delivering
sustained success to organizations by improving the performance of
the people who work in them and by developing the capabilities of
teams and individual contributors.
BINA NUSANTARA
2
360 Degree for Performance Management
RATINGS BY :
•
•
•
•
•
Customer Satisfaction
Subordinates rating
Peers rating
Bosses rating
Self rating
360 degree as psychometric
•
Using 360 degree especially for customer, peers,
and subordinates raters needs necessary
statistical tests  questionnaires.
•
When used ratings it’s like census not a sampling
approach  because not all customers, peers
and subordinates were covered.
PROS ON 360 DEGREE
• Quite cost-effective
• Because the area to be judged are made very explicit to a
large number of people, these process also be seen as
reinforcing messages about what the organization sees as
important.
CONS OF 360 DEGREE
• Those undertaking the ratings needs to have knowledge of the
relevant behaviours, & the opportunities to make the necessary
observations to supply such knowledge are likely to differ from one
rater to the other.
• Organizations rarely provide any training for 360 degree  biases
such as halo effect.
• Conflict between bosses & peers in giving rating.
• People can seen it as “yet another” piece of bereaucratic
administrivia.
• People do not have an equal balance all around  subordinate
giving ratings to his/her manager.
PERFORMANCE MANAGEMENT DAY TO DAY – CONTROL
& FEEDBACK
• Feedback  effective  needs to be timely & specific
• Feedback can be seen as positive and negative.
• Feedback can be a daily debrief.
PERFORMANCE APPRAISAL
• Appraisal have commonly been used with the purpose of
reviewing performance over the previous period and
setting some standards and objectives for the future.
• Some people see it as determining pay rises.
• Another definition  a tools to evaluate an employee’s
performance  observable & describable results of that’s
person work.
THE TERM OF PERFORMANCE APPRAISAL
• Appraisal (of performance) take place at regular intervals.
• A standardized method is used, on the grounds of
previously agreed upon performance criteria/
• Either the employee’s behaviour or outcome of
performance is to be evaluated.
• The employee is evaluated by the next higher-ranking
superior, equally ranking colleagues, other coworkers or
makes a self-appraisal.
PERFORMANCE APPRAISAL PROCESS
As needed
1. Determine purpose of appraisal
2. Identify environmental and cultural limitations
3. Determine who will evaluate performance.
4. Select the best appraisal methods to accomplish goals.
5. Train trainers.
Annually
Daily
6. Observe and document performance
Provide immediate feedback as
needed
7. Evaluate performance
8. Communicate appraisal results to employee
9. Make personnel decisions
BINA NUSANTARA
10
Step 1. Determine the reason for evaluating Employee
Performance
•
•
•
•
•
Determining Salary Increases
Making Promotion Decisions
Providing Employee Training and Feedback
Making Terminations Decisions
Conducting Personnel Research
BINA NUSANTARA
11
Step 2. Identify Environmental and Cultural
Limitations
• Because it could affect the system, e.g.
supervisors are highly overworked, an elaborate, time-consuming
performance appraisal system will not be successful
BINA NUSANTARA
12
Step 3. Determine who will evaluate performance
•
•
•
•
•
Supervisors
Peers
Subordinates
Customers
Self-Appraisal
BINA NUSANTARA
13
Step 4. Select the Best Appraisal Methods to
Accomplish Your Goals
Decision 1 : Focus of the Appraisal Dimensions
- Trait-Focused Performance Dimensions
- Competency-Focused Performance Dimensions
- Task-Focused Performance Dimensions
- Goal-Focused Performance Dimensions
- Contextual Performance
BINA NUSANTARA
14
• Decision 2 : Should Dimensions Be Weighted?  which one more
important than other.
• Decision 3 : Use of Employee Comparisons, Objective Measures, or
Ratings
- Employee Comparisons  rank order
- Objective Measures  quantity of work,quality of work,
attendance, safety.
- Rating of performance  graphic rating scale, behavioral
checklists, Comparison with other Employee, frequency of desired
behaviors, extent to which organizational expectations are met.
BINA NUSANTARA
15
Step 5. Train Raters
• Because few organizations spend the time and resources necessary
to do this properly.
• Raters that have been trained become aware of the various rating
errors and how to avoid them often increase accuracy, and
increases employee satisfaction with the ratings.
BINA NUSANTARA
16
Step 6. Observe and Document Performance
• Document Critical Incidents as they occur. Critical Incidents are
examples of excellence and poor employee performance.
• Should be communicated to the employee at the time they occur.
BINA NUSANTARA
17
Step 7. Evaluate Performance
• Obtaining & Reviewing Objective Data
• Reading Critical – Incident Logs
• Completing the Rating Form
BINA NUSANTARA
18
Step 8. Communicate Appraisal Results to Employee
• Prior to the interview
- Allocating time
- Scheduling the interview
- Preparing for the interview
• During the Interview
It’s a good idea to begin with some small talk.
BINA NUSANTARA
19
Step 9. Terminate Employee
• Legal aspect will be different for every country  Hukum Tenaga
Kerja Indonesia
BINA NUSANTARA
20
THE END
BINA NUSANTARA
21