Penilai Kinerja

Universitas Mercubuana
MM Program 2009/2010
Mata Kuliah Evaluasi Kinerja SDM
Lecturer : A.A. Gde Bagus S. Wima, S.IP. M.Si.
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SOME COMMON PITFALLS in PA

1. PA programs demands to much from supervisors. Formal performance

appraisals obviously require at least periodic supervisor observation of
subordinates’ performance. However, the typical first-line supervisor can
hardly know, an a very adequate way, just what each of 20, 30, or more
subordinates is doing.
2. Standards and ratings tend to vary widely and, often, unfairly. Some raters
are tough, others are lenient . Some departments have highly competent
people; others have less competent people. Consequently, employees
subject to less competition or lenient ratings can receive higher appraisal
than equally competent or superior associates.
3. Personal values and bias can replace organizational standard. An appraiser
may not lack standards, but the standard he uses are sometimes the wrong
ones.
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SOME COMMON PITFALLS (add.)

4. Because of lack communication, employees may not know how they are
rated. The standards by which employees think they are being judged are
sometimes different from those theirs superiors actually use.
5. Appraisal technique tend to be used as performance panaceas. If a worker
lacks the basic ability or has not been given the necessary training for his
job, it is neither reasonable to try to stimulate adequate performance trough
performance appraisal, not fair to base salary, dismissal, or other negative
decisions on such an appraisal.
6. In many cases, the validity of ratings is reduced by supervisory resistance to
making the ratings. Rather than confront their less effective subordinate with
negative ratings, negative feedback in appraisal interviews, and below
average salary increases, supervisor often take the more comfortable way
out and give average or above –average ratings to inferior performers.
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SOME COMMON PITFALLS (add.)

7. Performance appraisal ratings can boomerang when communicated to

employees. Negative feedback not only fails to motivate the typical
employee, but also can cause him to perform worse. Only those employees
who have a high degree of self esteem appear to be stimulated by criticism
to improve their performance.
8. Performance appraisals interfere with the more constructive coaching
relationship that should exist between a superior and his subordinates.
Performance interviews tend to emphasize the superior position of the
supervisor by placing him in the role of judge, thus countering his equally
important role of teacher and coach. This particularly damaging in
organization that are attempting to maintain a more participative
organizational climate.
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FOUR GROUP OF STAKE HOLDERS OF PA

Top Management Expectation

1. The development of a shared sense of mission by all members of the

organization.
2. The ability to identify accurately the small number of outstanding
contributors whose development and retention is critical the organization’s
future success.
3. The assurance that lower levels of management reflect senior
management’s expectation of though-minded and demanding performance
standards for all organization members.
4. Accurate information on where the company is experiencing performance
deficiencies and reliable recommendations on appropriate measures to
correct those deficiencies.
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Top Management Expectation (add.)

5. The assurance that lower levels of management are accurately assessing

the quality of performance of associates whose work they are responsible
for, appropriately reinforcing those whose work is outstanding, and
eliminating those who are non-contributors.
6. The assurance that the performance management process the organization
is using reflects accepted best practices among America’s most successful
and sophisticated organization.
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Appraisers/managers Expectation

1. Form that are clear and easy to use

2. Procedure that are sensible and easy to follow.
3. The ability to create and gain agreement on specific, challenging and
measurable goals.
4. The encouragement from top management and human resources to set
demanding standards of performance and muscle-build the organization to
achieve excellent result.
5. The skill to accurately evaluate – precisely and unarguably – an individual’s
strength and weaknesses, particularly in hard-to measure professional and
knowledge-worker jobs.
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Appraisers/managers Expectation (add).

6. The ability to discuss a performance evaluation in a way that removes

defensiveness and leads to genuine change.
7. The ability to identify an individual’s development needs and help that
person come up with a workable plan that will increase capability.
8. The encouragement to confront non-contributors with the need for change
and to terminate their employment if that change is not immediate.
9. The assurance that if an employee ever challenges the accuracy of a
performance evaluation, the initial assumption of senior management and
the human resources function will be that :
- The manager acted correctly.
- The burden of proof rests with employee.
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Appraisees/employee Expectation

1. Form are easy to use; procedures that are sensible and easy to follow.
2. Clear communication of both the organization’s and the immediate
supervisor ‘s expectations about performance so that they can make
intelligent decisions about where the concentrate efforts and resources.
3. Ongoing feedback that reinforces appropriate actions and behaviors and
redirects misguided efforts.
4. An emphasis on growth and development.
5. Factual and accurate performance assessments that allow the individual to
make wise decisions about career direction.
6. The ability to influence the performance expectations and measures for
those expectations set by manager.
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Appraisees/employee Expectation (add.)

7. Prompt communication when business decision affect the priority of pre-

established objectives
8. Timely information about performance deficiencies and the opportunity to
correct those deficiencies before they become a permanent mark on the
record.
9. The assurance that the delivery of a high level of performance will be
recognized in both formal and informal ways
10. The assurance that marginal performance on the part of colleagues will not
be tolerated by senior managers.
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FOUR GROUP OF STAKE HOLDERS OF PA

Human Resources expectations

1. The ability to respond quickly and accurately to senior management’s

demands for information about the quality of performance in any
organization unit.
2. The ability to monitor whether the organization’s policies and procedures
regarding the performance management process are being followed.
3. The assurance that performance management forms, procedures, and
practices used by the company incorporate accepted best practices
4. The assurance that all performance management practices fall squarely
within legal guidelines and that exposure to legal challenge is minimized.