scholarly journals Analysis of performance appraisal system with 360 degree feedback method in PT. PERTAMINA RU IV (PERSERO) Cilacap

2020 ◽  
Vol 5 (02) ◽  
pp. 105
Author(s):  
Dina Prasetyaningrum ◽  
Yudi Agus Setiawan
Keyword(s):  
Performance Appraisal ◽  
Performance Optimization ◽  
Employee Performance ◽  
Appraisal System ◽  
Method Performance ◽  
360 Degree Feedback ◽  
Performance Appraisal System ◽  
Feedback Method ◽  
The Right ◽  
Analysis Of Performance

The 360 degree feedback method is one of the performance appraisal methods which implementation takes an assessment of the parties around the employee being assessed. The 360 degree feedback method performance appraisal system conducted at PT. Pertamina RU IV (Persero) Cilacap aims to determine the implementation of the performance appraisal system using the 360 degree feedback method, determine employee performance with what variables are used in performance appraisal, and obtain performance optimization. The research method used in this research uses qualitative methods with a quantitative approach. The 360 degree feedback method is used to find data from respondents, namely from superiors, colleagues, themselves and subordinates. Based on the research that had been done, it had succeeded in determining the best workers from each discipline and position based on the calculation of variables and indicators used. The 360 degree feedback performance assessment can help the company appropriately to provide rewards for workers with the highest percentage and provide punishment for workers with lowest percentage. The calculation of these variables and indicators helps the company to find the right solution in an effort to optimize the performance of its employees.Keywords: performance, performance appraisal, 360 degree feedback method

It’s time to bring performance appraisal into the twenty-first century

2015 ◽  
Vol 23 (7) ◽  
pp. 23-26 ◽  
Author(s):  
Shahina Javad ◽  
Sumod S.D.
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Appraisal System ◽  
Business World ◽  
Content Type ◽  
Rating Method ◽  
Modern Business ◽  
The Right

Purpose – Examines the weaknesses of many current performance appraisals and shows how to improve them. Design/methodology/approach – Draws on examples from companies such as Cisco, Google and Infosys. Findings – Shows that there are two main sets of reasons for the failure of performance management – system related and people related. System-related problems crop up while defining the performance goals or designing the appraisal system. People-related problems usually arise while discussing the results of appraisals. Practical implications – Investigates the importance of the three key elements of performance appraisal – the appraiser, the appraisal period and the rating method. Social implications – Shows how important performance appraisal can be in the modern business world where skilled and talented workers are at a premium. Originality/value – Argues that present-day organizations need to develop an ongoing process to manage employee performance, make sure the right things are being measured, and that the feedback is carried out as constructively as possible.

scholarly journals INOVASI PERANCANGAN INSENTIF UNTUK MENINGKATKAN KINERJA PADA PERUSAHAAN CLEANING SERVICE ONLINE

2020 ◽  
Vol 1 (2) ◽  
pp. 143
Author(s):  
Melati Kurniawati ◽  
Anas Nasrulloh Sidiq
Keyword(s):  
Performance Appraisal ◽  
Employee Turnover ◽  
Employee Satisfaction ◽  
Employee Performance ◽  
Appraisal System ◽  
Improve Performance ◽  
Significant Difference ◽  
Performance Appraisal System ◽  
Performance System ◽  
Model Approach

ABSTRAKPerusahaan XYZ adalah perusahaan cleaning service online yang baru berkembang. Perusahaan ini belum memiliki sistem penilaian kinerja karyawan yang objektif. Hal tersebut mengakibatkan karyawan yang tidak puas oleh sistem perusahaan sehingga turnover karyawan  tinggi setiap bulannya, setidaknya satu karyawan keluar. Dari permasalahan tersebut penelitian ini mencoba merancang sistem penilaian kinerja dan insentif yang digunakan untuk menyelesaikan permasalahan tersebut salah satunya dengan rancangan insentif untuk meningkatkan kinerja pada perusahaan. Sistem kinerja ini merupakan pendekatan dengan model campuran (mix model). Rancangan pemberian insentif ini dilihat dari dua indikator yaitu indikator perilaku dan kemampuan yang diturunkan dari misi perusahaan untuk menjadi dasar perancangan variable pengukuran. Hasil dari penelitian ini menunjukkan perbedaan signifikan dari nominal insentif yang didapat karyawan dan peningkatan kepuasan karyawan terhadap sistem penilaian kinerja.Kata kunci: Pengukuran kinerja, mix model, kompensasi, manajemen sumberdaya manusiaABSTRACTXYZ company is a new online cleaning service company. This company does not yet have an objective employee performance appraisal system. This resulted in employees being dissatisfied with the company's system so that employee turnover was high every month, at least one employee left. From these problems, this study tries to design a performance appraisal system and incentives that are used to solve these problems, one of which is by designing incentives to improve performance in the company. This performance system is a mix model approach. The design of this incentive is seen from two indicators, namely the behavioral and ability indicators derived from the company's mission to be the basis for designing measurement variables. The results of this study indicate a significant difference from the nominal incentives obtained by employees and an increase in employee satisfaction with the performance appraisal system. Keywords: Performance measurement, mix model, compensation, human resource management

scholarly journals EMPLOYEE PERFORMANCE APPRAISAL SYSTEM BASED ON RANKING AND REVIEWS

2017 ◽  
Vol 10 (13) ◽  
pp. 495
Author(s):  
Ashish Modi ◽  
Sharath Kumar J ◽  
Sharath Kumar J ◽  
Sharath Kumar J ◽  
Muralidhar A ◽  
...  
Keyword(s):  
Decision Tree ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Human Intervention ◽  
Appraisal System ◽  
Good Decision ◽  
Performance Appraisal System ◽  
Using Data ◽  
Employee Needs ◽  
Employee Data

Objective: In many organizations, employee data have to be maintained and utilized for many purposes. Here, in this paper, we are going to use such data to calculate an employee’s performance.Methods: This employee data may be converted into useful information using data mining techniques such as K-means and decisions tree. K-means is used to find the rank of the employee means that the employee may come under in his criteria. Decision tree is used to find the review of an employee means that the employee needs improvement or he/she meets expectation.Results: This algorithm when utilized can identify the top employee who can be considered for appraisal or the eligible candidates for promotion. Hence, these algorithms such as K-mean and decision tree that help to find best employees for any association and help us to take a good decision in less time.Conclusion: There are various factors which should be considered and are limited to this algorithm, so human intervention is required to consider those factors. However, ranking and appraisal are seen in many companies, and this algorithm will definitely identify the potential candidates.

Employee Performance Appraisal System Participation: A Technique That Works

2003 ◽  
Vol 32 (1) ◽  
pp. 89-98 ◽  
Author(s):  
Gary E. Roberts
Keyword(s):  
Performance Appraisal ◽  
Employee Performance ◽  
Employee Voice ◽  
Appraisal System ◽  
Conceptual Foundation ◽  
Performance Appraisal System ◽  
Effective Performance ◽  
Available Information ◽  
Participatory Performance

Performance appraisal is one of the most complex and controversial human resource techniques. Participatory performance appraisal is an essential and proven attribute of an effective performance appraisal system. This article summarizes the conceptual foundation for participation including its intrinsic motivational value, the expansion of available information, and the opportunity to interject employee voice. The moderating role of goal setting and feedback in enhancing participation effectiveness is outlined. The article concludes with factors that attenuate the effectiveness of participation including lack of training, absence of rater accountability strategies, and organizational and supervisory resistance to honest subordinate feedback.

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