Performance Management - MM-UST

advertisement
Performance Management
Session 01
(Introduction – Performance
Management)
PERFORMANCE MANAGEMENT
Definisi, Dasar & Tujuan
DEFINISI
Performance management adalah usaha untuk mendapat hasil
yang lebih baik, baik bagi organisasi, tim maupun individual
dengan memahami dan memanaj performance dalam
kerangka tujuan, standar dan kompetensi yang terencana
dan telah disepakati bersama.
DASAR
Ketika orang mulai mengetahui dan memahami apa yang
mereka harapakan, dan akan dapat mengambil bagian dalam
pengharapan tersebut, mereka akan berusaha mencapainya
(Amstrong)
M Irhas Effendi 2008
Manajemen Kinerja (MK):
Proses komunikasi berkesinambungan dan
dilakukan dalam kemitraan antara karyawan
dengan penyelia langsungnya. (Bacal)
Manajemen Kinerja berupaya membangun harapan yang jelas serta
pemahaman 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 yang
ada
@ Bagaimana kinerja karyawan diukur
@ Mengenali hambatan dan mencari solusi kinerja karyawan
M Irhas Effendi 2008
Performance Management adalah:
Prose's bersama-sama antara manajer, tim dan individu
Melibatkan manajemen kontrak, bukan komando
Berdasarkan persetujuan bersama atas tujuan,
pengetahuan, ketranpilan dan kemampuan yang akan
dicapai
Menerapkan review terus menerus atas persetujuan,
persyaratan, perencanaan & peningkatan pencapaian
untuk perencanaan selanjutnya.
Tujuan Performance Management:
Tujuan utama performance management adalah
menciptakan budaya dimana individu dan kelompok
dapat bertanggungjawab terhadap perbaikan proses
bisnis, skill & kontribusi mereka sendiri.
M Irhas Effendi 2008
How Performance Management Work
High Performance
 Reinforce melalui praise/ rekognisi/ pengembangan tgjw
Performance Aktual
Performance
Agreement
Monitoring and Review performance
Agreement
Start Year
Tingkatan Performance Management
Low Performance
 Coaching/ Counseling
Main
Performance
Review
End Year
M Irhas Effendi 2008
Management by Objectives
Sistem yg dinamis untuk mengintegrasikan antara
kebutuhan perusahaan untuk mencapai keuntungan
dan pengembangan tujuan dengan kebutuhan
manajer untuk berkontribusi dan mengembangkan
diri.
Mc Gregor: MBO merupakan taktik dalam strategi
manajemen melalui kontrol dan pengarahan
M Irhas Effendi 2008
Corporate
objectives
Unit
objectives
Review of
corporate
performance
Review of
unit
performance
Indiv prepare
objectives
Review of
individual
performance
Managers set
down objectives
Indiv & managers
agree objectives
The Management by Objectives process
M Irhas Effendi 2008
Latar Belakang Performance Management
Merit rating
Management by
Objectives
Performance
Management
Merit Rating
Manajer menilai bawahan berdasar:
1.Pengetahuan akan tugas sekarang
2.Output efektif
3.Pengambilan keputusan
4.Ketepatan kerja
5.Percaya diri
6.Sikap kerja
7.Inisiatif
8.Kesiapan menghadapi tekanan
Menggunakan skala:
Amat baik
Memuaskan
Cukup
Buruk
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
M Irhas Effendi 2008
MUNCULNYA PERFORMANCE MANAGEMENT
Hadirnya HRM sebagai pendekatan strategis dalam mengelola dan
mengembangkan bawahan
Pentingnya penilaian yang strategis & fleksibel
Kesadaran bahwa performance hanya bisa diukur & dinilai dg model
input-proses-output-hasil (kontribusi)
Adanya perhatian terhadap peningkatan dan pengembangan yang
berkelanjutan, serta learning organization
Kesadaran bahwa proses penilaian kinerja harus dilakukan oleh
manajer lini sepanjang tahun
Kesadaran akan pentingnya kultur perusahaan
Pengembangan konsep & teknik pengukuran kemampuan dalam level
perilaku
Munculnya kesadaran bahwa pengelolaan kinerja adalah tanggung
jawab bersama, bukan hanya manajer lini
Ketidakpuasan akan hasil pengukuran dari cara-cara yang lain
M Irhas Effendi 2008
PERFORMANCE
MANAGEMENT
IMPROVING
INDIVIDUAL AND
ORGANIZATIONAL
PERFORMANCE
DEVELOPING
SKILLS
AND COMPETENCIES
REWARD
MANAGEMENT
IMPROVING
MANAGERIAL
EFFECTIVENESS
Performance Management as an Integrating Force
M Irhas Effendi 2008
Implikasi yg lebih luas dari PM
Performance Management dan HRM
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 pd
manajer dan bawahannya utk berdiskusi ttg pekerjaan sbg pelajaran.
Jadi pegawai tidak hanya memahami atribut (pengetahuan, skill dan
keahlian) dan kompetensi di area dia bekerja namun juga dpt
memahami area lain.
Kerja tim
PM dpt berguna mengembangkan kemandirian bawahan tanpa hrs
dgn manajer dgn diskusi kelompok tentang tujuan, review kemajuan
yg mereka dapat.
M Irhas Effendi 2008
Change in Organization Structure
R&D
Manufacturing
Marketing
& Sales
Traditional (vertical view) of organization
M Irhas Effendi 2008
The Silo Phenomenon
R&D
Manufacturing
Marketing & Sales
M Irhas Effendi 2008
The system (horizontal) view of organization
Research and Development
Manufacturing
Marketing and Sales
new product ideas
Research
Product
Specs
Product
Development
Manufacturing
Plant
needs
Marketing
promotions
Customer
Manufacturing
Plant
Manufacturing
Plant
materials
orders
products
Sales
orders
Suppliers
M Irhas Effendi 2008
The Reality of Adaptation
 Understanding performance requires documenting
the inputs, processes, outputs, & customers that
constitute a business
 Organization systems adapt or die
 Pulling any lever in the system will have an effect
on other parts of the system.
 Putting too much efforts “fixing” people who are
not broken, and not enough time fixing
organization systems that are broken.
M Irhas Effendi 2008
Three levels of Performance:
 Organization
 Process
 Job/Performer
M Irhas Effendi 2008
Organization Level of Performance
$
Function
A
Function
B
Function
C
Shareholders
Products/
Service
Market
M Irhas Effendi 2008
Process Level of Performance
$
Shareholders
Process 1
Products/
Service
Market
Process 2
Function
A
Function
B
Function
C
M Irhas Effendi 2008
Job/Performer Level of Performance
The Performance Variables that must
be managed;
 Hiring
Promoting
Job responsibilities and standards
Feedback
Rewards Training
M Irhas Effendi 2008
Nine Performance Variables
Goals
Orgn.
Org Goals
Process
Process Goals
Job/
Performer
Job Goals
Design
Org Design
Process Design
Job Design
Management
Org Mngt
Process Mngt
Job Mngt
M Irhas Effendi 2008
Performance Appraisal:
Douglas McGregor:
1. Systematic judgments to back-up
salary increase, promotion, transfer,
demotion, termination
2. Means of telling employees how
they are doing (behavior, attitude,
skills, job knowledge
3. Basis for job related counseling &
coaching of individual by superior
M Irhas Effendi 2008
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 improves
performance
Interview is design for improving performance not for
other purposes
Participation by employees in goal setting produces
favorable results
M Irhas Effendi 2008
3 headed-hydra of
Performance Management
Improve
Performance
Compensation
& Promotion
Mechanism
Performance
Management
Helps
People
Grow
M Irhas Effendi 2008
Requirements for establishing PM
1. Organizational readiness
2. System Integration
3. Training
4. Evaluation
M Irhas Effendi 2008
Factors Causing Antipathy Toward
Performance 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 feedback
Adverse impact
Both managers and employees know that bad reviews have an
adverse impact on a person’s career.
M Irhas Effendi 2008
• Scarce rewards
There are few formal rewards for taking the process seriously
and probably no informal rewards.
Personal reflection
Managers hesitate to give unfavorable appraisals for fear that
the appearance of unsatisfactory work by a subordinate will
reflect and develop subordinates.
• No time
Fear of confrontation
Forms and procedures don’t make sense
M Irhas Effendi 2008
USES OF APPRAISALS (1)
Subsystem Elements
Staffing:
Recruitment
Selection
Placement
Transfer
Promotion
Termination
Human resource Inventory
Rewarding:
Benefits
Salary structure
Merit
Intrinsic
Objectives
Identifying Current inadequacies
Criteria for Selection Predictors
Individual Skills for New Assignment
Identifying Outstanding Performer
Identifying Inadequate Performer
Skill and Potential Data
Comparative Data on Performance
Motivation Through Objective Setting,
Feedback, & Participation
Appraisee Evaluation
M Irhas Effendi 2008
USES OF APPRAISALS (2)
Subsystem
Elements
Changing:
Organizational Climate
Organizational Structure
Management Styles
Policies
Communications
Developing:
Rotating
Training
Counseling
Objectives
Identify Need for General Change
Two-Way Feedback
Two-Way Feedback
Judgments on Learning
Identifying Individual Upgrading
Needs
Evaluating Previous Training
Career Planning Basis
M Irhas Effendi 2008
Sources of Problems in Appraisal Systems (1)
Human Judgment
Raters
Subjectivity and/or
individual nature
of decisions
making:
intentional bias
and prejudice
Lack of information
on ratee performance,
lack of knowledge of
ratees” job, possession of
erroneous information,
differing expectations due
to
level in hierarchy
and role
Criteria and
Formats
Ambiguity, lack of
specific and
behaviorally-based
language, not
communicated
explicitly to
ratees
M Irhas Effendi 2008
Sources of Problems in Appraisal Systems (2)
Organizational
Policy
Legal Requirement
And Equal Employment
Opportunity Legislation
No commitment to
appraisal, failure
to use results in
reward allocation,
no standard policy
regarding raters’
tasks in appraisal or
frequency of
appraisal, no
allowance for user
participation in
system development
Failure to develop
appraisal criteria
from job analysis
rating systems
administered
subjectively, use of
results to discriminate
on basis of race, sex,
etc.
Inflexibility
Inability of system
to reflect dynamic
nature of jobs and
organizational
context; credibility
loss from outdated
systems.
M Irhas Effendi 2008
Related documents
Download