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Performances Management and Appraisal
Marketing 4B
Audry Marlita Ramadhani Cantya Nandhika
Fatmasari Irfan Irine Jelika
Novita Astri Purwandari
Performance Appraisal
Membuat suatu standar kerja. Menilai performa kerja karyawan sesuai
standar yang sudah ditetapkan. Memberikan feedback untuk karyawan
Performance Management 1. Direction sharing 2. Role Clarification
3. Goal Setting and Planning 4. Goal Alignment
5. Development Goal Setting 6. Ongoing Performance Monitoring
7. Ongoing Feedback 8. Coaching and Support
9. Performance Assessment 10. Rewards, Recognition, and Compensation
11. Workflow, Process Control, and Return on Investment
Employees Goals and Work Standards
Specific Goals Measurable Goals Challenging
Goals
S M A R T Specific Measurable Achievable Relevant
Timely
Appraising Performance
Promotion and Salary
Review strength and weakness
Review work-related behavior
Better manage and Improve overall perfomance
Management by Objectives (MBO)
Define the Job and its Standard
Measure employees perfomance
Provide feedback to improve their performance
Appraisal Method
Graphic Rating Scale Alternation Ranking Method Paired Comparison Method Forced Distribution Method Critical Incident Method Narrative Form Behaviorally Anchored Rating Scale
Appraisal Form
What performance to measure?
Generic dimension Jobs actual duties Competency-based Appraisal Competencies and Objectives
Alternation Ranking Method
Ranking employees from best to worst on a trait or traits is another option
Paired Comparison Method
Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which
is the better employee of the pair
Forced Distribution Method
Predetermined percentage of rated employees are place in various performance category
Critical Incident Method
Keeping record of uncommonly good or
undesirable examples of an
employees work-related behavior and reviewing it with the
employee at predetermined times
Narration Form
The persons supervisor is responsible for
providing assessment of the employees past
performance and required areas of
improvement.
Behaviorally Anchored Rating Scales
Develop performance dimensions
Reallocate incidents
Scale the incidents
Develop a final instrument
Generate critical incidents
Performance Dimensions
Skill in human relation
Skill in bagging
Skill in money transaction
Observational ability
Organizational ability
Skill in operating register
conscientiousness
Knowledge and judgment
Example of Behaviorally Anchored Rating Scales
Advantages
1. A more accurate gauge 2. Clearer standards 3. Feedback 4. Independent dimensions 5. Consistency
Management by Objectives (MBO) Set the Organizations Goals
Set Departmental Goals
Discuss Departmental Goals
Define Expected Result (set individual goals)
Performance Review
Provide Feedback
Problem with MBO
Unclear Objectives Time Consuming Different Expectation
Potential Rating Scale Appraisal Problems
Unclear standards Halo Effect Central Tendency Leniency or Strictness Bias
Avoid Appraisal Problem
Know the problem Use the right tool Graphic rating scale BARS Alternation ranking Forced distribution method Critical incident method MBO
Train supervisor
Who Does the Appraising?
Subordinates
Rating Committee
Self-rating
Peer appraisal
360-degree feedback
Direct Supervisor
Appraisal Interview
An interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce
strengths
Types of Appraisal Interviews
Satisfactory and Promotable This is easiest interview
Satisfactory and not promotable This is for employees whose performance is satisfactory but for whom promotion is not possible.
Unsatisfactory but correctable When the persons performance is unsatisfactory but correctable.
Unsatisfactory and uncorrectable If the employee is unsatisfactory and uncorrectable, you can usually skip the interview
Conducting an Appraisal Interviews Involves the Following Step
1. Prepare for the Interviews 2. Prepare the employee
3. Choose the time and place
Four Issues to Keep in Mind in Actually Conducting The Interview
1. Talk in terms of objective work data Use example such as absences, tardiness,order processing time, accident reports, and so on.
2. Dont get personal Dont say youre too slow in producing reports Dont compare the persons performance to that of other people
3. Encourage the person to talk Stop and listen to what person is saying.
4. Dont tiptoe around 5. Dont get personal, but do make sure when the persons leave, they know
specifically what they are doing right and doing wrong.
How to Handle a Defensive Subordinate
Recognize that defensive behavior is normal Never attack a persons defenses. Postpone action. Recognize your own limitations.
How to Criticize a Subordinate
1. Do it a manner that lets the persons maintain their dignity and sense of worth.
2. Criticize In private, and do it constructively. 3. Provide examples of critical incidents and
specific suggestions of what could be done and why.
4. Never say the person is always wrong
How to Ensure the Interview Leads to Better Performance
Not feeling threatened during the interview Having the opportunity to present their ideas
and feelings and to influence the course of the interview
Having a helpful and constructive supervisor conduct the interview.
How to Handle a Formal Written Writing
They may serve to shake your employees out of their bad habits
They can help you defend your rating, both to your own boss and (if needed) to the courts
Creating The Total Performance Management Process
THANK YOU