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7.PERENCANAAN KARIR DAN PENILAIAN KINERJA

7.PERENCANAAN KARIR DAN PENILAIAN KINERJA. Fakultas Ekonomi Universitas Padjadjaran Bandung 2004. The Objectives. Advise someone about the major points in career planning Describe how HR department encourage and assist career Identify the major advantages of career planning

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7.PERENCANAAN KARIR DAN PENILAIAN KINERJA

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  1. 7.PERENCANAAN KARIR DAN PENILAIAN KINERJA Fakultas Ekonomi Universitas Padjadjaran Bandung 2004

  2. The Objectives • Advise someone about the major points in career planning • Describe how HR department encourage and assist career • Identify the major advantages of career planning • Explain the relationship between career planning and career development • Explain the uses of performance appraisals • Describe commonly used appraisal methods

  3. Istilah-istilah dalam perencanaan karir • Career. A career is all the jobs that are held during one’s working life • Career path. A career path is the sequential pattern of jobs that forms one’s career • Career goals. Career goals are the future positions one strives to reach as part of a career. These goals serve as benchmarks along one’s career path. • Career planning. Career planning is the process by which one selects career goals and the path to those goals • Career development. Career development consists of the personal improvements one undertakes to achieve a personal career plan Source : Wherther & Davis

  4. Perencanaan karir dan kebutuhan karyawan • Career equity. Employees want equity in the promotion system with respect to opportunities for career advancement • Supervisory concern. Employees want their supervisors to play an active role in career development and provide timely feedback on performance • Awareness of opportunities. Employees want knowledge of opportunities for career advancement • Employment interest. Employees need different amounts of information and have different degrees of interest in career advancement, depending on a variety factors • Career satisfaction. Employees, depending on their age and occupation, have different levels of career satisfaction Source : Wherther & Davis

  5. Manfaat perencanaan karir • Aligns strategy and internal staffing requirements • Develop promotable employees • Facilitates international placement • Assist with workforce diversity • Lowers turnover • Taps employee potential • Further personal growth • Reduce hoarding • Satisfies employee needs • Assist affirmative action plans Source : Wherther & Davis

  6. Pengelolaan karir • Organization focusing on individuals • Organizational entry • Mentoring • Early career: The impact of the first job • Organization focusing on their own maintenance and growth • Internal staffing decision: • Promotions • Demotions • Transfer and relocations • Layoffs, retirements and resignations Source : Cascio

  7. Pengembangan karir • Pengembangan karir oleh individu : • Job performance • Exposure • Networking • Resignations • Organizational loyalty • Mentors and sponsors • Key subordinates • Growth opportunities • International experience • Pengembangan karir dengan dukungan Dept.SDM : • Management support • Feedback Source : Wherther & Davis

  8. Pilihan dan preferensi karir • Holland vocational preferences (Realistic,Investigative,Artistic,Social,Enterprising,Conventional) • The schein anchors Technical-functional competence,managerial competence,security-stability,creatifity, and autonomy-independence) • Jung and the Myers-Briggs Typologies (Extrovert & introvert, sensing & intuitive) Source : De Cenzo & Robbins

  9. Kegunaan dari penilaian kinerja • Performance improvement • Compensation adjustment • Placement decisions • Training and development needs • Career planning and development • Staffing process deficiencies • Informational inaccuracies • Job-design errors • Equal employment opportunity • External challenges • Feedback to human resources Source : Wherther & Davis

  10. Elemen dari penilaian kinerja • Performance standards Performance standards serve as benchmarks against which performance is measured • Performance measures • Objective measures Objective performance measures are indications of job performance that are verifiable by others and are usually quantitative. • Subjective measures Subjective performance measures are ratings that are based on the personal standards or opinions of those doing the evaluation and are not verifiable by others. Source : Wherther & Davis

  11. Tantangan dalam penilaian kinerja • Legal Constraints • Rater biases • The halo effect • The error of central tendency • Leniency and strictness bias • Cross-cultural biases • Personal Prejudice • The regency effect Source : Wherther & Davis

  12. Metode penilaian : Post-oriented • Rating scales • Checklists • Forced choice method • Critical incident method • Accomplishment records • Behaviorally anchored rating scales • Field review method • Performance tests and observations • Comparative evaluation approaches Source : Wherther & Davis

  13. Metode Penilaian : Future-oriented • Self appraisals • Management by objectives • Psychological appraisal • Assessment centers Source : Wherther & Davis

  14. Implikasi dari proses penilaian kinerja A successful performance appraisal system requires more than good technique. It depends on a consistent approach for comparability of results, clear standards and measures, and bias-free ratings. The implications of the process are: • Training raters and evaluators • Evaluation Interviews Evaluation interviews are performance review sessions that give employees essential feedback about their past performance or future potential. Source : Wherther & Davis

  15. Effective Performance Management System Requirements of effective Appraisal systems: • Relevance • Sensitivity • Reliability • Acceptability • Practicality Source : Cascio

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