Slide PSI411 Chapter 9
Chapter 9
Performance Management and
Appraisal
Bias Sukma Putra
(2014021010) (MGT)
Syahda Faturahmalia
(2014021012) (MGT)
Aruneysha
(2012021019)(PSI)
The
performan
ce
Appraisal
Process
Why Should
Do The
Appraising?
Performanc
e
Manageme
nt
Basic Concepts In
Performance Management
and Appraisal
Defining
The
Employee’s
Goals and
Performanc
e
Standards
Why
Appraisal
Performanc
e?
The
Importance
of
Continuous
Feedback
Performanc
e
Manageme
nt Defined
Talent
Management:
Basing
Appraisal
Standards On
Required
Competencies
HR In
Practice:
How To Set
Effective
Goals
Defining The
Employee’s Goals
and Performance
Standards
The Role Of
Job
Description
Peer
Appraisal
360Degree
Feedback
Appraisal
By
Subordinat
es
Rating
Committee
s
Why
Should Do
The
Appraising
?
Self-Rating
Hal
290-330
Paired
Comparis
on
Method
Appraisa
l in
Practice
Mixed
Standard
Scales
Techniques
For
Appraising
Performanc
e
Computerize
d and Web
Based
Performance
Appraisal
Critical
Incident
Method
Force
Distributio
n Method
Graphic
Rating
Scale
Method
Narrati
ve
Forms
Alternatio
n Ranking
Method
Manageme
nt By
Objectives
Behaviorally
Anchored
Rating
Scales
(BARS)
Electronic
Performan
ce
Monitorin
g
Behaviorally
Anchored Rating
Scales (BARS)
Research
Insight
Advantage
Hal 331332
Unclear
Standar
ds
Dealing With
Appraisal
Problems And
Interviews
Potential
Appraisal
Problems
Halo
Effect
Recency
Effects
Leniency Or
Strictness
Bias
Central Tendency
HAL
330331
Guidelines for Effective
Appraisals
1. Know
the
performanc
e appraisal
problems
2. Use the
right
appraisal
tool
3. Keep a
diary
4. Get
agreeme
nt on a
plan
5.
Ensure
fairness
HAL
332
Appraisals and the law
• The court concluded that the
practive was ilegal because :
1. The firm based the
appraisals on
subjective supervisory
obset vations .
2. I didn’t
administer and
score the appraisals
in a standardized
fashion .
3. Two of the three
supervisory
evaluators did not
have daily contact
with the employees
Hal 332335
Types Of
Appraisal
Interviews
How To
Conduct The
Appraisal
Interview
Managing
The
Appraisal
Interview
How To Handle
A Defenive
Subordinate
How To Handle
A Formal
Written Warning
Realistic
Appraisals
How To Criticize
A Subordinate
Using
Information
Technology to
Support
Performance
Management
Performanc
e
Managemen
t vs
Performanc
e Appraisal
Performance
Management
Hal 335336
Hal 337
1.
Mengidentifikas
i profil tenaga
kerja
( kompetisi,
pengetahuan,sif
at,danpengalam
an )
2. Memikirkan
semua tugas
( merekrut, dsb)
Talent
Management
Practices And
Employee
Appraisal
5. Mengintegrasika
kegiatan manajemen
bakat yg mendasari
( perencanaan,
merekrut,
mengembangkan,
menilai, dan
kompensasi
karyawan ) .
3. Selalu
menggunakan
profil yg sam untuk
merumuskan
rencana prekrutan
karyawan . Co
seleksi
,pelatihan
,penilaian
4. Aktif mengelola
karyawan yg
berbeda
Perekrutan,
seleksi,
pengembangan,
dan manfaat
Hal 337
Appraising and
Actively Managing
Employees
How To Segment
Employees
Hal 337
Segmenting and
Actively Managing
Employees in
Practice
Performance Management and
Appraisal
Bias Sukma Putra
(2014021010) (MGT)
Syahda Faturahmalia
(2014021012) (MGT)
Aruneysha
(2012021019)(PSI)
The
performan
ce
Appraisal
Process
Why Should
Do The
Appraising?
Performanc
e
Manageme
nt
Basic Concepts In
Performance Management
and Appraisal
Defining
The
Employee’s
Goals and
Performanc
e
Standards
Why
Appraisal
Performanc
e?
The
Importance
of
Continuous
Feedback
Performanc
e
Manageme
nt Defined
Talent
Management:
Basing
Appraisal
Standards On
Required
Competencies
HR In
Practice:
How To Set
Effective
Goals
Defining The
Employee’s Goals
and Performance
Standards
The Role Of
Job
Description
Peer
Appraisal
360Degree
Feedback
Appraisal
By
Subordinat
es
Rating
Committee
s
Why
Should Do
The
Appraising
?
Self-Rating
Hal
290-330
Paired
Comparis
on
Method
Appraisa
l in
Practice
Mixed
Standard
Scales
Techniques
For
Appraising
Performanc
e
Computerize
d and Web
Based
Performance
Appraisal
Critical
Incident
Method
Force
Distributio
n Method
Graphic
Rating
Scale
Method
Narrati
ve
Forms
Alternatio
n Ranking
Method
Manageme
nt By
Objectives
Behaviorally
Anchored
Rating
Scales
(BARS)
Electronic
Performan
ce
Monitorin
g
Behaviorally
Anchored Rating
Scales (BARS)
Research
Insight
Advantage
Hal 331332
Unclear
Standar
ds
Dealing With
Appraisal
Problems And
Interviews
Potential
Appraisal
Problems
Halo
Effect
Recency
Effects
Leniency Or
Strictness
Bias
Central Tendency
HAL
330331
Guidelines for Effective
Appraisals
1. Know
the
performanc
e appraisal
problems
2. Use the
right
appraisal
tool
3. Keep a
diary
4. Get
agreeme
nt on a
plan
5.
Ensure
fairness
HAL
332
Appraisals and the law
• The court concluded that the
practive was ilegal because :
1. The firm based the
appraisals on
subjective supervisory
obset vations .
2. I didn’t
administer and
score the appraisals
in a standardized
fashion .
3. Two of the three
supervisory
evaluators did not
have daily contact
with the employees
Hal 332335
Types Of
Appraisal
Interviews
How To
Conduct The
Appraisal
Interview
Managing
The
Appraisal
Interview
How To Handle
A Defenive
Subordinate
How To Handle
A Formal
Written Warning
Realistic
Appraisals
How To Criticize
A Subordinate
Using
Information
Technology to
Support
Performance
Management
Performanc
e
Managemen
t vs
Performanc
e Appraisal
Performance
Management
Hal 335336
Hal 337
1.
Mengidentifikas
i profil tenaga
kerja
( kompetisi,
pengetahuan,sif
at,danpengalam
an )
2. Memikirkan
semua tugas
( merekrut, dsb)
Talent
Management
Practices And
Employee
Appraisal
5. Mengintegrasika
kegiatan manajemen
bakat yg mendasari
( perencanaan,
merekrut,
mengembangkan,
menilai, dan
kompensasi
karyawan ) .
3. Selalu
menggunakan
profil yg sam untuk
merumuskan
rencana prekrutan
karyawan . Co
seleksi
,pelatihan
,penilaian
4. Aktif mengelola
karyawan yg
berbeda
Perekrutan,
seleksi,
pengembangan,
dan manfaat
Hal 337
Appraising and
Actively Managing
Employees
How To Segment
Employees
Hal 337
Segmenting and
Actively Managing
Employees in
Practice