Matakuliah : L0074/Psikologi Industri dan Organisasi 2
Tahun
: 2008
Performance Assessment
Pertemuan 8
Performance Assessment Definition
• Assessment  application of systematic
processes to understand the performance of
individuals or groups, either currently or in a
predictive sense.
ASSESSMENT METHODS:
• Psychometric / psychological testing
• Structured interview
• Assessment Centre
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EFFECTIVE PERFORMANCE NEEDS :
1.
2.
3.
4.
5.
Performance Plan  Identified organization system, subsystems,
processes, and performer qualification
Selection  select the performer
Performance Management  Performance Appraisal
Performance analysis
Performance intervention
MODEL OF Effective Performance
Performance
Plan
Selection
Performance
Assessment
Performance
Analysis
Performance
Interventions
PERFORMANCE PLAN
• Performance plan is making by defining the competency that needs
to do the job
• Competency  knowledge, skills, abilities, attitudes.
• Competency  a capacity that exists in a person that leads to
behaviour that meets the job demands within the parameters of the
organizational environment and that, in turn, brings about desired
results.
COMPETENCY
• Indicators  Personal Competence  Control of initiative
Positive indicator : can identify when a decision to proceed was
take, takes charge of a range of activities – calling meetings,
briefings, planning.
Negative indicator : vague about decision points, event-driven.
• Making definition  Direct influencing
Definition : the ability to convince others to buy something or to
support a recommended course of action.
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CONTENT OF PERFORMANCE PLAN
1. Review organizational goals to associate preferred organizational
results in terms of units of performance, that is, quantity, quality,
cost or timeliness.
2. Specify desired results for the domain – as guidance, focus on
results needed by other domains (e.g. to internal or external
customers)
3. Ensure the domain’s desired results directly contribute to the
organization’s results.
4. Weight, or prioritize, the domain’s desired results.
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5. Identify first-level measures to evaluate if and how well the
domain’s desired results were achieved.
6. Identify more specific measures for each first-level measure if
necessary.
7. Identify standards for evaluating how well the domain’s desired
results were achieved.
8. Document a performance plan – including desired results, measures
and standards.
Developing the plan is often the responsibility of the head of the
domain (employee’s supervisor). However, the plan should be
develop as much as possible with participants in the domain.
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TOOLS FOR MAKING PERFORMANCE PLAN
• Strategic Maps  Learning & Growth perspective :
- Human Capital
- Information Capital
- Organizational Capital
• Rummler performance diagnosis theories
SELECTION
• Selection  combination of processes that lead to the “choice of
one or more candidates over others for one or more jobs or roles.
• Prediction of job performance involves the application of
psychological theory from basic domain of psychology (e.g.
intelligence, personality, motivation, and emotion).
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GENERAL COGNITIVE ABILITY
• General cognitive ability  G factor
• General cognitive ability related to performance at :
- through the extent to which the job calls for general mental
activities such as planning, memory, and reasoning.
- through the extent to which an individual masters the requisite job
knowledge.
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REQUISITE JOB KNOWLEDGE HAS TWO DIMENSIONS :
1. Knowledge of technical information about object and concept to do
the job.
2. Knowledge of processed and judgmental criterion for efficient
action on the job.
For inconsistent tasks  ability play substantial role
For consistent tasks  job knowledge play a larger role to predict
performance.
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MEASUREMENT FOR PREDICTION JOB PERFORMANCE
• Non ability  interviews & biodata
 psycho test using Mc’ Clellend achivement
motivation test.
 Five Factor Model  Big 5 Personality
• I/O psychologist not used projective test  clinical setting
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THE END
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