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 person’s work and
achievements over a recent period, usually leading
to plans for the future.
What is Performance Appraisal
In personnel psychology, this term is used 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 employee’s 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 Penilaiaian Kinerja
Membantu tiap karyawan untuk semakin banyak mengerti tentang peranannya dan
mengetahui secara jelas fungsi-fungsinya.
Merupakan instrumen dalam membantu tiap karyawan mengerti kekuatankekuatan 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 Penilaian Kinerja
Langkah-langkah yang 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 Dep’t
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
APPRAISAL
(Standard vs Accomplishment)
EFFORTS
BEHAVIOR
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
employee’s 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 individual’s performance along a scale from low to high.
No. Uraian
Sangat Baik
1. Inisiatif
√
2. Kerjasama
3. Kehadiran
Total
5
Baik
Cukup
Kurang
Sangat Kurang
√
4
√
2
Gand Total
11
 Checklists, requires the rater to select words or statements that
describe the employee’s performance and characteristics.
No.
Uraian
Memiliki kemampuan dan kemauan untuk
menyusun perencanaan, mengorganisir
1.
dan berinisiatif menindak lanjuti secara
kongkrit
2.
Menunjukkan kesiapan untuk selalu
membantu orang lain yang membutuhkan
Jumlah hari kehadiran ditempat kerja
3. sesuai dengan yang ditetapkan oleh
ketentuan perusahaan
Bobot
35
45
20
100
 Forced Choice Method, requires the rater to choose
the most descriptive statement in each pair of statements about the
employee being rated.
No.
1. Inspirator
2. Team player
3. Hadir tepat waktu
Uraian
Pekerja Keras
Individual performer
Sering terlambat
 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 employee’s 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
Provide an accurate picture
of past and/or future employee
performance
Feedback
Through an evaluation interview
to get realistic view
HR department
performance
‘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 telland-sell or tell-and-listen approaches if the subordinate has
missed some important areas of his or her performance