scholarly journals Efektivitas Pengelolaan Kinerja Pegawai Dan Employee Engagement Dalam Hubungannya Dengan Kinerja Pegawai

2017 ◽  
Vol 11 (1) ◽  
pp. 16-34
Author(s):  
Rianti Setyawasih ◽  
Haris Budiyono
Keyword(s):  
Performance Management ◽  
Employee Engagement ◽  
Employee Turnover ◽  
Employee Performance ◽  
Performance Management System ◽  
Management Process ◽  
Competitive Advantages ◽  
New Approach ◽  
Effective Performance ◽  
Key Drivers

This article explains on how effective performance management and employee engagement are likely to have an important and unique influence on high employee performance. The result shows that effective performance management has directly and indirectly influence on employee performance and directly influence employee engagement, it also was proved that employee engagement has directly influence on employee performance. Then, to produce some employee performance increments may be best achieved by integrating employee engagement to the performance management system at the organization. Employees who are engaged in their work and committed to their organizations give companies crucial competitive advantages, including higher productivity and lower employee turnover.  To this end, a new approach is introduced to the performance management process that includes employee engagement and the key drivers of employee engagement at each stage of performance management.

Investigating design targets for effective performance management system: an application of balance scorecard using QFD

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alpana Agarwal
Keyword(s):  
Performance Management ◽  
Employee Engagement ◽  
Management System ◽  
Quality Function Deployment ◽  
Employee Performance ◽  
Performance Management System ◽  
Management Support ◽  
Balance Scorecard ◽  
Content Type ◽  
Effective Performance

PurposeAn effective performance management must track level of employee engagement, ensure employee feedback on all aspects and ensure that the people act on that information. Also, it must ensure accessibility of essential conditions to perform. Considering the challenges associated with existing performance management system, present study attempts to discover factual expectations from the employees. The paper also establishes required conditions for fulfilling such expectations.Design/methodology/approachPresent study attempts to discover factual expectations from the employees using the Balance Scorecard approach (BSC). Furthermore, using Quality Function Deployment (QFD), relation between employers' expectation and requirements necessary to fulfill such expectations has also been determined.FindingsThe suggested model has been developed as House Of Performance Management (HOPM) outlining potential leveraging points for enhancing the performance, based on which immediate actionable measures for effective and efficient performance management can also been advocated. The HOQ suggested in this paper can be source of reference while developing performance management system for an organization. Besides, it can help the Human Resource team to discover strategic opportunities and set targets.Originality/valueEffective goal setting, pooled with a method to track progress and identify obstacles, contribute to attainment of bottom to top line results. However, designing and implementing such performance management system has been associated with many challenges like lack of top management support, perception of the process as time-consuming, failure to communicate clear and specific goals and expectations, lack of consistency, etc. (Managing employee performance, 2019). Hence most organizations have been increasingly looking for effective ways of assessing employee performance that can promote stakeholders' satisfaction, employee engagement and continuous improvement.

scholarly journals Getting Rid of Performance Ratings: Genius or Folly? A Debate

2016 ◽  
Vol 9 (2) ◽  
pp. 219-252 ◽  
Author(s):  
Seymour Adler ◽  
Michael Campion ◽  
Alan Colquitt ◽  
Amy Grubb ◽  
Kevin Murphy ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Performance Ratings ◽  
Management Process ◽  
Management Reform ◽  
Research And Practice ◽  
Subsequent Performance ◽  
Weak Relationship ◽  
Effective Performance

Despite years of research and practice, dissatisfaction with performance appraisal is at an all-time high. Organizations are contemplating changes to their performance management systems, the most controversial of which is whether to eliminate performance ratings. The pros and cons of retaining performance ratings were the subject of a lively, standing-room-only debate at the 2015 Society for Industrial and Organizational Psychology conference in Philadelphia (Adler, 2015). Given the high interest in this topic, this article recaps the points made by the panelists who participated in the debate. The arguments for eliminating ratings include these: (a) the disappointing interventions, (b) the disagreement when multiple raters evaluate the same performance, (c) the failure to develop adequate criteria for evaluating ratings, (d) the weak relationship between the performance of ratees and the ratings they receive, (e) the conflicting purposes of performance ratings in organizations, (f) the inconsistent effects of performance feedback on subsequent performance, and (g) the weak relationship between performance rating research and practice in organizations. The arguments for retaining ratings include (a) the recognition that changing the rating process is likely to have minimal effect on the performance management process as a whole, (b) performance is always evaluated in some manner, (c) “too hard” is no excuse for industrial–organizational (I-O) psychology, (d) ratings and differentiated evaluations have many merits for improving organizations, (e) artificial tradeoffs are driving organizations to inappropriately abandon ratings, (f) the alternatives to ratings may be worse, and (g) the better questions are these: How could performance ratings be improved, and are we conducting the entire performance management process properly? The article closes with questions organizational members have found useful for driving effective performance management reform.

scholarly journals Penerapan Sistem Manajemen Kinerja Pegawai Di Bandara Udara Laga Ligo Bua Kabupaten Luwu

2017 ◽  
Vol 3 (2) ◽  
pp. 228
Author(s):  
Kiki Damayanti ◽  
Mappamiring Mappamiring ◽  
Musliha Karim
Keyword(s):  
Data Analysis ◽  
Performance Management ◽  
Direct Observation ◽  
Management System ◽  
Employee Performance ◽  
Performance Management System ◽  
Management Performance ◽  
Inhibiting Factors ◽  
Qualitative Descriptive ◽  
Descriptive Qualitative

This study aimed to describe the implementation of management system of employee performance at Laga Ligo Bua Airport, Luwu regency. The type of the research is descriptive qualitative which involved 10 emplyees as respondent. The teehnique of data analysis used is qualitative-descriptive wich is presented in question, responses and interpretations gained from direct observation and interviev. The results of the research reveal that the implementation of the employec performance management system at Laga Ligo Bua Airport Luwu regerency generally was not effective. It can be identified from the indicators: a) the commitment and policies are implemented properly, b) the plan operaetes well, c) implementation is optimal, d) the inhibiting factors are not in accordance with the indicators that have been set, and e) the supporting factors operates well. Keywords: management, performance  Penelitian ini bertujuan untuk menguraikan bagaimana Penerapan Sistem Manajemen Kinerja Pegawai Di Bandar Udara Laga Ligo Bua Kabupaten Luwu. Jenis penelitian yang digunakan dalam penelitian ini adalah kualitatif dengan 10 responden. Tehnik pengumpulan data dilakukan melalui obsevasi dan wawancara. Teknis analisis data yakni analisis deskriptif kualitatif yang dinyatakan dalam bentuk-bentuk pertanyaan, tanggapan-tanggapan serta tafsiran yang diperoleh dari observasi dan wawancara langsung. Hasil penelitian ini menunjukan bawah secara umum belum berjalan dengan efektif. Hal tersebut dapat dilihat dari indikator (a) komitmen dan kebijakan berjalan dengan lancar, (b) perencanaan berjalan dengan baik, (c) penerapan berjalan dengan baik,(d) faktor penghambat tidak berjalan sesuai indikator yang telah di tetapkan serta (e) faktor pendukung berjalan dengan baik.Kata kunci: Manajemen, Kinerja

Transforming Performance at Patagonia

2020 ◽  
pp. 150-166
Author(s):  
Chris Mason
Keyword(s):  
Performance Management ◽  
Goal Setting ◽  
Employee Performance ◽  
New Approach ◽  
Company Culture ◽  
And Performance

In the summer of 2015, Patagonia began a transformation to an entirely new approach to employee performance, one that would reinforce the company culture and empower employees to drive their performance continuously throughout the year and more directly connect their work to the company mission. The new approach drew on the latest research and emerging practices in performance management (PM) and was built on more frequent goal setting and performance conversations, supplemented by continuous crowdsourced feedback. At the heart of the approach is the belief that employees need to be the best drivers of their own performance, leading to an employee-centric design for each action or tool that enables the new approach. This case shares Patagonia’s journey to transformation from a traditional PM system to a more dynamic and employee-centric approach to performance.

Management accounting and governance implications: The case of the University of Bologna

2021 ◽  
pp. 289-311
Author(s):  
Sabrina Gigli ◽  
Laura Mariani ◽  
Angelo Paletta
Keyword(s):  
Performance Management ◽  
Financial Reporting ◽  
Management System ◽  
Public Universities ◽  
Management Accounting ◽  
Accounting System ◽  
Performance Management System ◽  
Effective Performance ◽  
Decision Making Processes ◽  
The University

University mission is a complex topic. Mission fulfilment requires the ability to manage different objectives simultaneously. An adequate performance management system can be crucial to support this process. The recent accounting reform of the Italian public universities offers the opportunity to implement such a performance management system. The introduction of the accrual accounting approach for financial reporting - and budgeting - does, in fact, require the collection of a greater amount of data and, notably, a richer amount of information on costs. The collected data and information can then be effectively used to promote accountability and to support decision-making processes from the governance to the operational level. In this context, the question arises: What are the drivers and the barriers that can facilitate the introduction of an effective performance management system in public universities? In order to answer this question, the authors conducted a study on the case of the University of Bologna, at its first implementation of a management accounting system (called COAN project). The aim of the COAN project is to contribute to the understanding of the organizational and procedural conditions that may affect the introduction of accounting innovation in the context of public universities.

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