Manajemen Kinerja. Kontrak Perkuliahan Rencana Pembelajaran Overview Manajemen Kinerja Jadwal: Senin, Kampus Meruya

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1 Manajemen Kinerja Modul ke: 01Fakultas Pascasarjana Kontrak Perkuliahan Rencana Pembelajaran Overview Manajemen Kinerja Jadwal: Senin, Kampus Meruya Dr. Sawarni Hasibuan dan Dr. Zulfa Fitri Ikatrinasari Program Studi Magister Teknik Industri

2 DESKRIPSI Memberikan pemahaman konsep sistem manajemen kinerja secara aplikatif di dalam suatu perusahaan Mampu mendeskripsikan bidang fungsional manajemen kinerja, mulai dari penggunaan sumber daya, proses internal, dan keluaran organisasi, baik finansial maupun non finansial. Mampu mendisain sistem manajemen kinerja pada kasus perusahaan manufaktur atau jasa.

3 SILABUS Overview Performance Management Process & Strategic Planning in Performance Management Choosing a Measurement Approach & Measuring Results and Behaviors Gathering Performance Information & Implementing a Performance Management System Performance Management, Employee Development, and Management Skills Reward Systems Managing Team Performance Key Performance Indicators (KPI) and Benchmarking Financial and Non Financial Measures Balanced scorecard MBNQA and Other Performance Management Measurement

4 PENILAIAN Kehadiran dan Keaktifan : 10 % Min 75% Quiz dan Forum Tugas : 35 % Tugas Kelompok (Pra UTS) Tugas Individu (Pasca UTS UTS : 25 % UAS : 30 %

5 Referensi Aguinis, H. (2008). Performance Management. 2 nd ed., New York, New York : Prentice Hall. Creelman, J, Makhijani, N. (2005). Succeding with The Balanced Scorecard. Singapore: John Wiley & Sons (Asia) Pte Ltd. Merchant, K., van Der Stede, W. (2007). Management Control Systems: Performance Measurement, Evaluations, and Incentives, 2 nd ed., New York: Prentice Hall. Kaplan, R.S., Norton, D.P. (2006). Alignment: Using the Balanced Scorecard to Create Corporate Synergies. Boston: Harvard Business School Press, Verweire, K., Van Den Berghe, L. (2004). Integrated Performance Management. London: Sage Publication.

6 Performance Management: Overview Definition of Performance Management (PM) The Performance Management Contribution Disadvantages/Dangers of Poorly-implemented PM systems Definition of Reward Systems Aims and role of PM Systems Characteristics of an Ideal PM system Integration with Other Human Resources and Development Activitie

7 Performance Management: Definition Aguinis: Continuous process of Identifying performance of individuals and teams Measuring performance of individuals and teams Developing performance of individuals and teams and Aligning performance with the strategic goals of the organization PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities. PM can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.

8 PM is NOT performance appraisal PM Strategic business considerations Ongoing feedback So employee can improve performance Driven by line manager Performance appraisal Assesses employee Strengths & Weaknesses Once a year Lacks ongoing feedback Driven by HR

9 Contributions of PM for Employees The definitions of job and success are clarified Motivation to perform is increased Self-esteem is increased Self-insight and development and enhanced

10 Contributions of PM for Managers Supervisors views of performance are communicated more clearly Managers gain insight about subordinates There is better and more timely differentiation between good and poor performers Employees become more competent

11 Contributions of PM for Organization/HR Function Organizational goals are made clear Organizational change is facilitated Administrative actions are more fair and appropriate There is better protection from lawsuits

12 Disadvantages of Poorly-implemented PM Systems for Employees Lowered self-esteem Employee burnout and job dissatisfaction Damaged relationships Use of false or misleading information

13 Disadvantages of Poorly-implemented PM Systems for Managers Increased turnover Decreased motivation to perform Unjustified demands on managers resources Varying and unfair standards and ratings

14 Disadvantages/Dangers of Poorly-implemented PM Systems for Organization Wasted time and money Unclear ratings system Emerging biases Increased risk of litigation

15 Reward Systems: Definition Set of mechanisms for distributing Tangible returns and Intangible or relational returns As part of an employment relationship

16 Tangible returns Cash compensation Base pay Cost-of-Living & Contingent Pay Incentives (short- and long-term) Benefits, such as Income Protection Allowances Work/life focus

17 Intangible returns Relational returns, such as Recognition and status Employment security Challenging work Learning opportunities

18 Returns and Their Degree of Dependency on the Performance Management System Return Cost of Living Adjustment Income Protection Work/life Focus Allowances Relational Returns Base Pay Contingent Pay Short-term Incentives Long-term Incentives Degree of Dependency Low Low Moderate Moderate Moderate Moderate High High High

19 Purposes of PM Systems: Overview Strategic Administrative Informational Developmental Organizational maintenance Documentation

20 Strategic Purpose Link employee behavior with organization s goals Communicate most crucial business strategic initiatives

21 Administrative Purpose Provide information for making decisions re: Salary adjustments Promotions Retention or termination Recognition of individual performance Layoffs

22 Informational Purpose Communicate to Employees: Expectations What is important How they are doing How to improve

23 Developmental Purpose Performance feedback/coaching Identification of individual strengths and weaknesses Causes of performance deficiencies Tailor development of individual career path

24 Organizational Maintenance Purpose Plan effective workforce Assess future training needs Evaluate performance at organizational level Evaluate effectiveness of HR interventions

25 Documentational Purpose Validate selection instruments Document administrative decisions Help meet legal requirements

26 Characteristics of an Ideal PM System

27 Congruent with organizational strategy Consistent with organization s strategy Aligned with unit and organizational goals

28 Thorough All employees are evaluated All major job responsibilities are evaluated Evaluations cover performance for entire review period Feedback is given on both positive and negative performance

29 Practical Available Easy to use Acceptable to decision makers Benefits outweigh costs

30 Meaningful Standards are important and relevant System measures ONLY what employee can control Results have consequences Evaluations occur regularly and at appropriate times System provides for continuing skill development of evaluators

31 Specific Concrete and detailed guidance to employees what s expected how to meet the expectations

32 Identifies effective and ineffective performance Distinguish between effective and ineffective Behaviors Results Provide ability to identify employees with various levels of performance

33 Reliable Consistent Free of error Inter-rater reliability

34 Valid Relevant (measures what is important) Not deficient (doesn t measure unimportant facets of job) Not contaminated (only measures what the employee can control)

35 Acceptable and Fair Perception of Distributive Justice Work performed evaluation received reward Perception of Procedural Justice Fairness of procedures used to: Determine ratings Link ratings to rewards

36 Inclusive Represents concerns of all involved When system is created, employees should help with deciding What should be measured How it should be measured Employee should provide input on performance prior to evaluation meeting

37 Open (No Secrets) Frequent, ongoing evaluations and feedback 2-way communications in appraisal meeting Clear standards, ongoing communication Communications are factual, open, honest

38 Correctable Recognizes that human judgment is fallible Appeals process provided

39 Standardized Ongoing training of managers to provide Consistent evaluations across People Time

40 Ethical Supervisor suppresses self-interest Supervisor rates only where she has sufficient information about the performance dimension Supervisor respects employee privacy

41 Integration with other Human Resources and Development activities PM provides information for: Development of training to meet organizational needs Workforce planning Recruitment and hiring decisions Development of compensation systems

42 Terima Kasih Sawarni Hasibuan