1271072877session 01 - Introduction Performance Management

Performance Management

Session 01(Introduction – Performance

Management)

M Irhas Effendi 2008

PERFORMANCE MANAGEMENTDefinisi, Dasar & Tujuan

DEFINISIPerformance 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.

DASARKetika orang mulai mengetahui dan memahami apa yang

mereka harapakan, dan akan dapat mengambil bagian dalam pengharapan tersebut, mereka akan berusaha mencapainya (Amstrong)


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


Performance Management adalah:

Prose's bersama-sama antara manajer, tim dan individuMelibatkan manajemen kontrak, bukan komandoBerdasarkan persetujuan bersama atas tujuan, pengetahuan, ketranpilan dan kemampuan yang akan dicapaiMenerapkan 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.


How Performance Management Work

Performance Agreement

Main Performance

Review

Monitoring and Review performance Agreement

High Performance Reinforce melalui praise/ rekognisi/ pengembangan tgjw

Improved Performance

Low Performance Coaching/ Counseling

Start Year Tingkatan Performance Management End Year

Performance Aktual

Perf

orm

ance

E

ffec

tive

ness


Management by ObjectivesSistem 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


Corporate objectives

Unit objectives

Managers set down objectives

Indiv prepare objectives

Indiv & managers agree objectives

Review of individual

performance

revise

Review of unit

performance

revise

Review of corporate

performance

The Management by Objectives process


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 baikMemuaskan CukupBuruk

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

ObjectivesPerformance Management


MUNCULNYA PERFORMANCE MANAGEMENT

Hadirnya HRM sebagai pendekatan strategis dalam mengelola dan mengembangkan bawahanPentingnya penilaian yang strategis & fleksibelKesadaran bahwa performance hanya bisa diukur & dinilai dg model input-proses-output-hasil (kontribusi)Adanya perhatian terhadap peningkatan dan pengembangan yang berkelanjutan, serta learning organizationKesadaran bahwa proses penilaian kinerja harus dilakukan oleh manajer lini sepanjang tahunKesadaran akan pentingnya kultur perusahaanPengembangan konsep & teknik pengukuran kemampuan dalam level perilakuMunculnya kesadaran bahwa pengelolaan kinerja adalah tanggung jawab bersama, bukan hanya manajer liniKetidakpuasan akan hasil pengukuran dari cara-cara yang lain


PERFORMANCE MANAGEMENT

IMPROVING INDIVIDUAL AND

ORGANIZATIONALPERFORMANCE

REWARD MANAGEMENT

DEVELOPING SKILLS

AND COMPETENCIES

IMPROVINGMANAGERIAL

EFFECTIVENESS

Performance Management as an Integrating Force


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 selanjutnyaPM 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.


Change in Organization Structure

R & D Manufacturing Marketing & Sales

Traditional (vertical view) of organization


The Silo Phenomenon

R & D Manufacturing Marketing & Sales


The system (horizontal) view of organization

Research and Development Manufacturing Marketing and Sales

Research

Product Development

Manufacturing Plant

Manufacturing Plant

Manufacturing Plant

Marketing

Sales

materials

Suppliers

Customer

Product Specs

new product ideas

orders

needs

promotions

products orders


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.


Three levels of Performance:

Organization Process Job/Performer


Organization Level of Performance

Function A

Function B

Function C

Share-holders

Market

Products/Service

$


Process Level of Performance

Process 1

Process 2

Function A

Function B

Function C

Share-holders

Market

$

Products/Service


Job/Performer Level of Performance

The Performance Variables that must be managed;

HiringPromotingJob responsibilities and standardsFeedbackRewards Training


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


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


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


3 headed-hydra ofPerformance Management

PerformanceManagement

Improve Performance

Helps PeopleGrow

Compensation & PromotionMechanism


Requirements for establishing PM

1. Organizational readiness2. System Integration

3. Training4. Evaluation


Factors Causing Antipathy Toward Performance Appraisal Systems

OwnershipNeither manager nor subordinate has any sense of ownership

Bad newsNegative messages generate defensive reactions and promote hostility rather than serve as useful performance feedback

Adverse impactBoth managers and employees know that bad reviews have an adverse impact on a person’s career.


• Scarce rewards

There are few formal rewards for taking the process seriously and probably no informal rewards.Personal reflectionManagers hesitate to give unfavorable appraisals for fear that the appearance of unsatisfactory work by a subordinate will reflect and develop subordinates. • No timeFear of confrontationForms and procedures don’t make sense


USES OF APPRAISALS (1)

Subsystem Elements Objectives

Staffing:Recruitment SelectionPlacementTransferPromotionTerminationHuman resource InventoryRewarding:BenefitsSalary structureMeritIntrinsic

Identifying Current inadequaciesCriteria for Selection Predictors

Individual Skills for New AssignmentIdentifying Outstanding PerformerIdentifying Inadequate PerformerSkill and Potential Data

Comparative Data on PerformanceMotivation Through Objective Setting, Feedback, & ParticipationAppraisee Evaluation


Subsystem Elements

Objectives

Changing:Organizational ClimateOrganizational StructureManagement StylesPoliciesCommunicationsDeveloping: RotatingTrainingCounseling

Identify Need for General ChangeTwo-Way FeedbackTwo-Way Feedback

Judgments on LearningIdentifying Individual Upgrading NeedsEvaluating Previous TrainingCareer Planning Basis

USES OF APPRAISALS (2)


Human Judgment Raters Criteria and Formats

Subjectivity and/orindividual natureof decisions making:intentional bias and prejudice

Lack of informationon ratee performance, lack of knowledge ofratees” job, possession oferroneous information, differing expectations due tolevel in hierarchyand role

Ambiguity, lack ofspecific andbehaviorally-basedlanguage, notcommunicatedexplicitly to ratees

Sources of Problems in Appraisal Systems (1)


Organizational Policy

Legal RequirementAnd Equal EmploymentOpportunity Legislation

Inflexibility

No commitment toappraisal, failureto use results in reward allocation,no standard policy regarding raters’ tasks in appraisal orfrequency ofappraisal, no allowance for userparticipation insystem development

Failure to developappraisal criteriafrom job analysis rating systems administeredsubjectively, use of results to discriminate on basis of race, sex,etc.

Inability of systemto reflect dynamicnature of jobs andorganizationalcontext; credibilityloss from outdatedsystems.

Sources of Problems in Appraisal Systems (2)

Documents

1271072877session 01 - Introduction Performance Management