LECTURE 5

Performance management &

evaluation
Di akhir kuliah pelajar akan
dapat:
menyatakan kepentingan
pengurusan prestasi dan penilaian
prestasi.
Mengetahui tentang jenis-jenis
penilaian prestasi yang diguna
pakai.
memberi pandangan kepada
beberapa kaedah dalam menilai
pekerja.
Performance Management
Performance Management
Is the continuous process of identifying, measuring, and
developing the performance of individuals and teams and
aligning their performance with the organizations goals.
How Performance Management Differs From
Performance Appraisal
A continuous process for continuous improvement
A strong linkage of individual and team goals to strategic
goals
A constant reevaluation and modification of work
processes
Pengurusan Prestasi
Definisi
Menghubungkaitkan matlamat
organisasi kpd unit-unit dan individu
Menghubungkaitkan pembangunan
individu dgn matlamat organisasi
Satu proses berterusan
Basic Concepts in Performance
Management and Appraisal

Performance Performance
Appraisal Management

Setting work An integrated

standards, approach to
assessing ensuring that an
performance, and employees
providing feedback performance
to employees to supports and
motivate, correct, contributes to the
and continue their organizations
performance. strategic aims.
 Basic Building Blocks of
Performance Management

Ongoing
Direction Goal
performance
sharing alignment
monitoring

Coaching and Rewards,

Ongoing recognition,
development
feedback and
support
compensation
 An Introduction to Appraising
Performance
Why Appraise Performance?

1 Is basis for pay and promotion decisions.

Plays an integral role in performance

2
management.
Helps in correcting deficiencies and reinforcing
3
good performance.

4 Is useful in career planning.

 Model : Pusingan Pengurusan
Prestasi
DORONGAN
BERKESAN

PENETAPAN ASAS-ASAS BIMBINGAN

MATLAMAT PENGURUSAN PRESTASI
PRESTASI

PENILAIAN
PRESTASI
 Who Should Do the Appraising?

Immediate
Self-rating
supervisor

Potential
Peers Subordinates
Appraisers

Rating 360-degree
committee feedback
 Defining the Employees Goals
and Work Standards

Guidelines for
Effective
Goal Setting

Set Assign Assign Assign Encourage

SMART specific measurable challenging participatio
goals goals goals / doable n
goals
Performance Standards
Characteristics
Individual
Individual standards
standards
Strategic
Strategic directly
directly relate
relate to
to
Relevance
Relevance strategic
strategic goals.
goals.

Standards
Standards capture
capture all
all of
of
Criterion
Criterion an
an individuals
individuals
Deficiency
Deficiency contributions.
contributions.

Criterion
Criterion Performance
Performance capability
capability is
is
Contaminati
Contaminati not
not reduced
reduced by
by external
external
on
on factors.
factors.

Reliability
Reliability Standards
Standards are
are
(Consistenc
(Consistenc quantifiable,
quantifiable,
y)
y) measurable,
measurable, and
and stable.
stable.
Performance Appraisal
Methods
Appraisal Methodologies

Graphic rating
1 6 Narrative forms
scale
Alternation Behaviorally anchored
2 7
ranking rating scales (BARS)
Paired Management by objectives
3 8
comparison (MBO)
Computerized and Web-
Forced
4 9 based performance
distribution
appraisal
5 Critical incident 10 Merged methods
Pendekatan yang biasa digunakan:

Trait methods menggunakan ciri2 pada

individual

Behavioural methods menggunakan

metod yang berkaitan dengan tingkahlaku

Result method metod yang menekankan

kepada pengukuran output, produk dan
pencapaian objektif.
Let me
count the
ways Manager
Manager Lack
lacks
lacks Lackofof
information appraisal
appraisal
Insufficient information
Insufficient skills
skills
reward
rewardforfor
performanc
performanc Manager
Manager
ee
not
nottaking
taking
appraisal
appraisal
seriously
seriously
Performanc
Performanc
Unclear eeappraisals
appraisals
Unclear fail
language
language fail
because
because
Manager
Manager
not
not
prepared
prepared
Ineffective
Ineffective
discussion
discussion
of Employee
Employee
of not
employee
employee Manager not
developme Manager receiving
receiving
developme not
notbeing
being ongoing
nt honest ongoing
nt honestor
or feedback
feedback
sincere
sincere
 Guidelines for Effective Appraisals

How to Avoid
Appraisal Problems

Get
Know the Use the Keep a Be
agreement
problems right tool diary fair
on a plan
The Appraisal Interview

SatisfactoryPromotable

SatisfactoryNot
Types of Promotable
Appraisal UnsatisfactoryCorrectable
Interviews
Unsatisfactory
Uncorrectable
 Appraisal Interview Guidelines

Guidelines for
Conducting
an Interview

Talk in terms Encourage

Dont get Get
of objective the person to
personal agreement
work data talk
 Handling Defensive
Responses
How to Handle a Defensive Subordinate

Recognize that defensive behavior is

1
normal.
Never attack a persons
2
defenses.
3
Postpone
action.
4 Recognize your own limitations.
How to Deliver Criticism
How to Criticize a
Subordinate
Do it in a manner that lets the person
1 maintain his or her dignity and sense of
worth.
Criticize in private, and do it
2
constructively.
Give daily feedback so that the review has
3
no surprises.
4 Never say the person is always wrong.
Criticism should be objective and free of
5
biases.
Prinsip dan Tujuan Penilaian Prestasi

Dilaksanakan secara objektif,

adil dan telus
Berasaskan penghasilan
kerja dan tingkah laku
Persaingan positif di
kalangan pegawai
Tujuan SPP (SSM)
Boleh dinilai secara sistematik
Membolehkan KJ menilai
mengikut kesesuaian
perkhidmatan
Membolehkan digunakan dalam
pelbagai fungsi
Meningkatkan penglibatan KJ
dalam semua peringkat
penyeliaan
Ciri-Ciri Penilaian
Prestasi
Penetapan SKT dan kajian semula
Penilaian yang objektif, adil dan
telus
Pengiktirafan
Penetapan wajaran markah yang
bersesuaian
Peranan Panel Pembangunan
Sumber Manusia
 Peranan Ketua
Jabatan
KJ bertanggungjawab
menentukan matlamat dan
sistem kerja organisasi
Memastikan sistem kerja yang
berkesan bagi mencapai SKT
yang ditetapkan
Mendapatkan komitmen dari
segenap lapisan
Memberi penekanan kepada
pembangunan kerjaya pegawai.
 Panel Pembangunan Sumber
Manusia
Mengesahkan markah
Memberi perhatian dan pertimbangan
kepada pemberian markah
Mengesyor dan menetukan
penepatan dan pembangunan kerjaya
pegawai
Mengesyorkan bimbingan dan
kauseling menentukan kelayakan
atau keseuaian pergerakan gaji,
pingat dan surat penghargaan.
 Kesimpulan
Pengurusan prestasi merupakan satu proses yang
berterusan untuk mengenal pasti, mengukur, dan
mengembangkan pencapaian individu atau
kumpulan yang seiring dengan objektif
organisasi.
Penilaian prestasi merupakan pendekatan yang
digunakan untuk mengukur dan menilai prestasi
individu.
Penilaian prestasi penting sebagai asas kepada
pembayaran upah, memberi respon dan
membuat penambahbaikkan, perancangan
kerjaya, perancangan program latihan dan
pembangunan, memberi motivasi dan menilai
pencapaian pekerja.