Manajemen SDM : Penilaian Kinerja PNS
CHAPTER I ASTMADE
A. Background:
Quality of Human Resources (HR) Lower productivity levels to ensure productivity to ensure productivity performance. Therefore, Human Resources who ask high official because of or compenti will be able to withstand asking for equalization. There is no adequate measure of competition in government organizations, as evidenced by the low productivity of employees and the difficulty of measuring employee performance in government agencies. In this evaluation, the performance of the Balikpapan City Trade and Cooperative Industry employees was not optimal, especially when assessing the performance of the Industry subdivision, especially Freelance Daily Workers (THL) and honorary staff. These categories are defined for the evaluation evaluation, as well as the appropriate evaluation criteria.
Predictive assessment for 8 (eight) for improvisation, namely Honesty and accountability for working with Civil Servants (PNS) DP3 (Job Assessment Assessment List). The name of the DP3 is not adopted by the Sub-Office of Industry in terms of the role of the honorary employee.
If one takes a closer look at the various DP3 formats, it will still emerge with ekubamanda that the DP3 can be accurate in terms of the performance of civil servants. You can take the DP3 format when flexibility is on. There are many items that overlap, the standard ETA is neither simple nor perfect. The DP3 assessment is main, which is rented out. Also, the results of these velatans have never been discussed/evaluated jointly to mandate feedback from pebaijani.
Ideally, like state servants, civil servants must always carry out state duties for the benefit of the state and not for individual or group interests. Sahega as a public servant, understands that in the performance of his work, a civil servant must continue to serve as a member of the community and expedite all the wishes of the community.
B. Mutual understanding in the village.
See List of Job Implementation Assessments (DP3) Law Number 8 of 1974 Law No. 43 of 1999 article 20 concerning Staffing Principles which reads:
10/1979 PP no. 10/1979 Assessment of the Implementation of the SNP Study. As well as to better guarantee your uniformity in the selection process, BAKN Government Regulation Number 10/1979 issued technical guidelines for the implementation of civil servant job evaluation, Circular Letter namely SE. BAKN N.02/SE/1980 DP3 concerning Guidelines for the Implementation of PNS.
Lyle M. Spencer and Signe M. Spencer (1993) stated that "competence is a part of a person's personality that can predict behavior and performance in various tasks." According to Spencer, even though the competition factors include 20 factors of competition, the Sub-Directorate of Industry only requires 7 (seven) factors of competition, especially for the workforce to increase productivity. The seven competencies are discipline, lijaid, achievement, commitment to organization, serving, samanah and proactive.
C. Performance Assessment Concept
Because of the new challenges to the quality and quantity of public service, it is a matter of urgency for the stateman to conduct the commission's duties and responsibilities to represent the commission and must always make competent decisions. private sector
Siaghyan (1995:225-226) states that performance appraisal is "an approach to assessing employee performance, which includes several factors:
- The lack of a factor is a disadvantage.
- Real and objective factors;
- Utta results contain positive, negative and samsana values for bekanna;
- Factor documents are filed at the Civil Service;
- Dump staffing materials in the standardized etyap that was taken to carry staffing.
For his part, Cassio (1991:73) asserts that “Penilla performance is a systematic description of the strengths and weaknesses of individual or group performance; Although there are a number of technical challenges (eg format selection) and human challenges (eg penile stamina, various interpersonal interactions), not all of them can be solved by penile performance.
Dessler (1997), among others, mentions several other reviews of job performance evaluation.
According to Handoko (1996), employee performance evaluation is evaluation. These activities can enhance personal performance outcomes and provide feedback to employees on their job performance.
According to Stoner et al. (1996) performance appraisal is a process that includes: (1) standard performance appraisal; (2) evaluation of actual job performance against a standard; and (3) giving feedback to payees with the aim of motivating the person to overcome the decline in work performance.
According to Gómez (1995: 142), it is based on quantitative work, although it is meant to be measured by work; Quality of work; Knowledge at work; creativity
From some of the opinions of the experts mentioned above, it can be concluded that the performance appraisal system is a process of measuring employee performance based on established norms to compare between objectives (work results) with a description of requirements. . It belongs to the Persian period. These work standards can be prepared both qualitatively and quantitatively.
Although the concept of managerial competence is the ability of management to argue effectively and efficiently, management must remember to analyze the skills of employees compared to the skills of organizational employees. (Nurmianto, 2002; Nurmianto and Terbit Satrio, 2002; Nurmianto and Wijaya, 2003)
Competent traits are a group of behaviors that are specific, visible and distinguishable; dry valid and logical ones can be colocated together; and have identified all the conditions that kiss the kiss on Sukukasa work.
There are 3 types of competencies: organizational, professional or technical, and individual competencies. The five main characteristics of competencies are motivation, characteristics, self-awareness, knowledge, and skills.
D. Purpose and Benefits of Waitress
SE of Refers to. BANK No. 02/SE/1980 Part II paragraphs 1-2, DP3 aims to obtain basic considerations in the formation of civil servants based on the system being implemented and system performance. That is, the objectives to be achieved with performance evaluation are as follows:
- To obtain information on personnel administration such as staffing plans and extensions of activities and length for organizations that are closing;
- For the accuracy of counseling to pebaijani;
- The Minister of Finance provides feedback on the progress of the regency, which provides a check on the quality of the work of the employees;
Mature Century Performance Assessment, provides the necessary recognition for HR finance, progress, changes and demos, planning and scheduling.
Based on the above, after a proper evaluation, various forms of employee development are carried out in accordance with the objectives to be achieved during the evaluation. Yangsingi is recommended. there is a moral and behavioral attitude that is sikken attitude as Servants of the State and Servants of the Community, it will be realized.
my. Application of Work Allowances
Provision of work allowances for guardianship or more often for employee incentives can precisely define "excess performance extra pay". Therefore, the salary to be paid to trained employees is as follows: Gross salary = Basic salary + Incentives.
CHAPTER II IN DISCUSSION
to. Requirements for the Effectiveness of the Work Performance Assessment System
I have conducted evaluations of employee performance that require a practical, adequate, practical and achievable system so that the results obtained from the evaluation are beneficial to both employees and management.
System Evaluation A project that must be able to cover the various works for epijaan, especially those that have a strong impact on the ones that the ones the ones the ones the ones the ones the ones the ones the ones ones. Yang Yang Yang Yang Yang Yang Yang Yang Yang Yang Yang Yang Yang Yang Yang Yang Yang Yang Yang. epijan, it cannot be denied that the various personal problems that are made by someone outside of their scope, such as family problems, public finance, social development and other personal problems are definitely a part of a person's work percentage.
This means that the valkatsiyon system must be as priority as the empajaan for pojat warangal masalaam whose taxa. Organizations should be hard pressed to recognize him for his past acquaintances.
B. Factors that affect the assessment:
goal valkatsiyon persati good work nahinai an easy thing. There are several factors, both external and internal, that affect employee performance appraisal. Different forms of environmental organization and lack of motivation to carry out evaluations can influence the evaluations that are carried out, which can lead to bias in evaluations, especially in the quality measures used.
1. Foreign Environmental Organization
The environment around the organization from day to day will continue to make demands on the demands of caretakers and their costs for their work productivity. The environment will be increasingly competitive in vehicle warfare, because of the fast-paced stature wars, if there is an increase in the level of competition (competitive advantage) and co-ordination (comparative advantage) will become a thing.
The public has information. Those in the field are suppapan that it is the people who invoke civil servants who have the essence of the mandate of excellent service from civil servants for all responsibilities and so on. For this reason, employee performance appraisal must be carried out regularly and accurately.
2. Internal Environmental Organization
The characteristics of each organization itself will also affect the validation of Pakistani farmers. The person responsible for the decision will be determined in the institutional structure. As in state organizations, in a chain evaluation organizational structure, those who carry out the evaluation are the staff directly responsible for the evaluation.
Meanwhile, in structures that emphasize lateral communication, such as some private organizations, the evaluation may include people in different positions. It has a climatic organization, qualities and characteristic features.
C. biased judgment
In practice, the performance appraisal of a civil servant, even though PP No. 10/1979, can be objective and precise and precise and complete, but in the naatayat it is often the subjectivity which is which. those who are big enough to have a target for arsel fans can be confused about the goals they want to use, and the results of the assessment itself will be as unique as the valuation bias.
This is even more apparent when compared to the method used in evaluating employee honoraria at casual daily workers.
TV Rao (1992: 73) states that there are common biases in performance evaluation such as:
- Hello Effect , it happened because I like it or because I like the character of the employee. Therefore it tends to get a positive score in all aspects of evaluation for good employees;
- Effects of competition and anxiety . The result of the line is that the evaluator kicks off which must attract both employees so that (scores) that are good tend to give an assessment of all aspects. The effect of rigidity is that appraisers have opposite philosophies and views, so they tend not to respect themselves (hard);
- Central Tendency, that is, the appraiser does not want the middle class to be high nor is he in the middle of falling for his subordinates (always in the middle). Because of the tolerance of the appraisers who were found to be belajus, the keinda tejuja was rated as a kiss with the same value as the rats.
- Assimilation and differential influence . The assimilation effect, namely the rater, prefers workers who have similar traits or characteristics to them, who are valued higher than workers who do not have the same characteristics. Prior to the differential impact, that is, appraisers tend to like employees who have qualities or characteristics they don't have, even though those qualities are what they want, so the appraiser will give a higher value;
- First impression error , namely the rater who examines the peacock's first consumer contact and perceives this impression in his talukinnya for a long time;
- The result of this latter is that children tend to appreciate behavior that has just been trained and forget behavior that has been going on for some time.
In addition to the warangal bias that often results from these decisions, the use of DP3 as material for civil servant prosecution includes, among other things, considerations for ranking zasik, pesetan in jabadan, vahans, and optimal zaiksat begajdaum. For example, PP No.3 of 1980, as stated in SE BAKN no., can be seen from the existence of one of the incentive conditions. 05/SE/1980 article 8 letter (a) that:
In promotions, each item of work performance evaluation at least last year's value is determined periodically using civil servants for no more than 4 hours.
The requirement for the last year's DP3 value means that the DP3 that will be attached (attached) in submitting the post-rank visit is the exuta for the last year (third year) since the rank of the terihuri DP3 from there to the rank of the rank-and-file. The third, first and second courses, were not at all notatsura. Even though the DP3 price for civil servants is clearly not related to the first year, the second year is not very valuable, but the DP3 fee is minimal.
For these matters, it is necessary to review the implementation of the employee performance appraisal system currently used in government agencies to improve the system. is a valued member employee as much as recognition as recognition and career development. Sanhe for the organizazione feels, the results of this esteem can be related to the work of materials that can be used as materials and funds for the production of roofing which is related to staff management.
D. Orienting the Future Method:
1. The strengths of the performance appraisal system, especially the DP3 , are:
to. DP3 is a legal system based on Law No. 8/1974, the final Law No. 43/1999 Article 20, Concerning Staffing Principles.
B. The valkansi elements in DP3 are relatively complex from the sekke waragal aspect, both the behavioral and performance aspects are felt. These elements consist of 8 more detailed elements which are adjusted to be given, namely assessing criteria and evaluating work and employee behavior.
2. Has some weaknesses
to. The existence of a very qualitative valuation, such as a test, is not something that Mijaken will not find that differs from each appraiser in the valuation of the besapate service. Qualitative assessment criteria, disloyalty, certain criteria "never offend unmaar/amazing writing made from Pancasila/UD tabuatuahgang19". public
B. Evaluation of the DP3 management system which is oriented towards the past by using a technical rating scale and the critical incident method, so if you don't look at it at the same time it should be able to create a valkatsion bias purapa bias effect, central tendency effect, final effect.
C. The potion period is relatively long, that is, once in a while (January - December). This relatively long period of time will instigate the appraiser to question all the behavior and performance of his subordinates from the beginning of the valence period to the end of the valence period.
D. Honorary and THL generally appreciate the work and performance of civil servants.
Also, there is a desire from a reward point of view to ask the employee's good work behavior to his superiors, when he will be in charge of the period evaluation. Therefore, the worker's end effect is the result of the worker's end effect.
3. Opportunities that can be achieved with the valcancy system, namely.
to. The existence of the concept of empowering the Perudinari bureaucracy (reinvent government) which is currently becoming a trend where the dolamnya is in the business of perundi which has a high level of competence and competitiveness. Competent and competitive government. Assessment of the work percentage of epijai, is one of the means to determine the level of competence of epijai farmers so that it can be a guide for competitive ipijai producers.
B. There is globalization which inevitably has to be avoided, in which there are no more limits and restrictions for entera and entered into and by other countries (infinite nations).
C. By transforming the paradigm of building civil servants into performance work, DP3 which is done with precision and precision (objectives) is the foundation for many empowered masses to start changing the existing payroll system; the Pnggajyan.ber pengtu implementation system, is no longer solely based on class and years of service. consequently, high-performing civil servants should be highly compensated for their availability and functionality, royalties and THL, and vice versa. PNS is designed to motivate and reward to improve performance.
4. You can deal with threats
If we don't work together, the opportunities we have can turn into threats.
to. The answer is negative from the community, if Perumandi can't have the quality of the gardens. The quality of the execution of the chapters is due only to the inaccuracy of the resulting valkatsiyon.
B. Non-cash assessment, which domestic apparatus product. With low quality human resources, it will eventually lead to a bureaucracy with a low level of competence.
CHAPTER III:
IN BIG AMOUNT
Enhancement is aimed at increasing the capabilities of existing strengths, while using existing capabilities to avoid threats and minimize or even eliminate weaknesses.
Through a perfect evaluation system, we hope that the evaluation objectives can be achieved effectively to create a state apparatus that is perfectly balanced both externally and internally which is a perfect public servant.
The existence of good behavior and high competence in each individual, directly also where an employee is needed to improve competence in an organization or company.
In order for us to jointly create public accountability or accountability for the performance of government agencies, it must be accompanied by efforts to create behavioral accountability. either personal (accompanying behavior)) personal or (accompanying behavior) both persons (accompanying behavior).
LITERATURE NOTEBOOK
- Sondang P. Siagian, MPA, Prof. Dr. Human Resource Management, Bumi Aksara, Jakarta, 1996.
- Malayu SP Hasibuan, Drs, Human Resource Management, CV. Haji Masagung, Jakarta, 1994
- Alex S. Nitisemito, Drs, Ec, Personal Management, Ghalia Indonesia, Jakarta, 1988.
- Lyle M Spencer, Jr. and Signe M. Spencer, Competence in the Workplace 1st edition, Wiley, New York, 1993.
- Robert L. Mathis, John H. Jackson, Human Resource Management 10th Edition, Translation, Salemba Empat, Jakarta, 2006.
- ---, Law Number 43 of 1999, (online) http://www.bkn.go.id/perundang/uu/uu43tahun1999.htm, accessed 23 November 2008
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