B.Managing people & performance management (.pptx

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1. Managing people & performance management (B)

2. TOPIK- TOPIK: 1.PERBEDAAN CAREER PLANNING, PATH,DEVELOPMENT DLM MRANAGEMENT CAREERS 2.MENENTUKAN BENTUK2 IMBALAN JASA DIDALAM TIM KERJA 3.MENJELASKAN PROSES EVALUASI PEKERJAAN 4.MENENTUKAN STRATEGI SERTA TEKNIK INTERAKSI DALAM EFEKTIVITAS TIM KERJA 5.MENGELOLA KONFLIK GUNA TERCAPAINYA EFEKTIVITAS TIM KERJA 6.MENGIDENTIFIKASI TIPE-TIPE ENGAGEMENT PADA KARYAWAN SEBAGAI ANGGOTA TIM KERJA 7.MENGIDENTIFIKASIKAN SERTA MENCIPTAKAN PENDEKATAN BENTUK BUDAYA KINERJA UNGGUL

3. Sumber Utama 1. Human Resource Management 16th edition, Gary Dessler , 2020 (GD) 2. Amstrong , M. (2009). Amstrong’s Handbook of Human Resource Management Practice (11 th ed) . United States of America: Kogan Page Limited. (AM) Pendukung 1. Colquitt, J., A, LePine , & J. A., Wesson, M., J. (2015). Organizational Behavior (4 th ed). McGrow-Hill Education, New York. (CLW) 2. Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior (17th ed.). Boston: Pearson Education, Inc. (RJ) 3.Nick, F. (2005) Maximum Performance 4 . Journals related : TJ, HW (2021). The Influence Of Organization Culture And Commitment Mediated By Motivation To Career Development Of School Administrative Staff : https://ijstm.inarah.co.id/index.php/ijstm/article/view/204 . ( Tj ) 5 . Journals related : TJ, HW (2021). The Role of Employee Engagement in Mediating Perceived Organizational Support for Millennial Employee Organizational Citizenship Behavior : https://www.jsss.co.id/index.php/jsss/article/view/129 . ( Tj ) 6 . Journals related : TJ, HW (2019). Impact of Work Value Affecting Employee Job Satisfaction for Improving Organizational Performance : https://ijsoc.goacademica.com/index.php/ijsoc/article/view/245 . ( Tj )

4. Penilaian 1. 3H 2. Tugas 1,2, 3. UAS. S1,S2,S3

5. TUGAS KELOMPOK Klp 1. a.Baca,pahami,Kuasai dan ringkaskan ke dalam ppt 9 slide Bab5 ebook Maximum performance b.jelaskan dan Perbedaan career planning’ path planning,development planning dalam management careers c. Kerjakan kasus1 Klp2. a. Baca, pahami,ringkaskan ke dalam ppt 9 slide Bab 7 ebook maximum performance b. jelaskan setakan contohnya Bentuk imbalan jasa didalam tim kerja dan Proses evaluasi pekerjaan c. Kerjakan kasus 2 Klp3. a. Baca, pahami,ringkaskan ke dalam ppt 9 slide Bab8 ebook maximum performance b. jeaskan Strategi serta teknik interaksi dalam efektivitas tim kerja dan berikan contohnya c. Kerjakan kasus 3

6. Tugas kelopok Klp 4. a.Baca,pahami,ringkaskan ke dalam ppt 9 slide Bab9 ebook Maximum performance b.Jelaskan dan berikan contoh mengelolah Konflik guna tercapainya efektivitas tim kerja c.Kerjakan kasus 4 Klp 5. a.Baca,pahami,ringkaskan ke dalam ppt 9 slide Bab10 ebook Maximum performance b.Identifikasikan tipe-tipe engagement pada karyawan sebagai anggota tim kerja c.Kerjakan kasus 5 Klp 6 a.Baca,pahami,kuasai,ringkaskan ke dalam ppt 9 slide Bab 11ebook Maximum performance b.jelaskan Bagaimana cara mengidentifikasikan serta menciptakan pendekatan bentuk budaya kinerja unggul c.Kerjakasn kasus 6 CATATAN: 1. Tugas kelompok bagian a dan b utk nilai UAS 2.Bagian c. untuk niai tugas dan Kasus untuk niai UAS

7. Case 1. The performance appraisal After spending several weeks on the job,Jennifer was surprised to discover that her father had not formally evaluated any employee’s performance for all the years that he had owned the business.Jack’s position was that he had “a hundred higher-priority things to attend to,”such as boosting sales and lowering the costs,and in any case,many employees didn’t stick around long enough to be appraisable anyway.Furthermore,contended Jack,manual workers such as those doing the pressing and the cleaning did periodically get positive feedback interms of praise from Jack for a job well done,or criticism,also from Jack if things did not look right during one of his swings through the stores.Similarly Jack was never shy about telling his managers about store problems so that they,too,got some feedback on where they stood. This informal feedback notwithstanding ,Jennifer believes that a more formal appraisal approach is required.She believes that there are criteria such as quality,quantity,attendance,and punctually that should be evaluated periodically even if a worker is paid in a piece rate.Furthermore,she feels quite strongly that the managers need to have list of quality standars,for matters such as store cleanliness,efficiency,safety,and adherenceto budget on which they know they are to be formally evaluated. Questions: Is Jennifer right about the need to evaluate the workers formally?the managers?why and why not? Develop a performance appraisal method for the workers and managers in each store.

8. THE HOTEL PARIS CASE 2 The New Interviewing Program Strategi kompetitif Hotel Paris adalah untuk menggunakan pelayanan tamu yang unggul untuk membedakan properti dari Hotel Paris, dan untuk meningkatkan tingkat lama tinggal dan kembali dari para tamu , dan meningkatkan pendapatan dan keuntungan . Manager HR Lisa Cruz harus memformulasikan kebijakan fungsional dan aktivitas yang mendukung strategi kompetitif ini dengan mengeluarkan sikap dan kompetensi karyawan yang dibutuhkan . Satu hal yang menjadi perhatian Lisa Cruz adalah kenyataan bahwa manager Hotel Paris sangat bervariasi dalam kemampuan wawancara dan rekruitmen . Beberapa efektif , kebanyakan tidak . Perusahaan tidak memiliki program training untuk wawancara . Sebagai profesional HR yang berpengalaman , Lisa tahu bahwa tes uji program ini hanya akan memakan waktu yang lama. Dia tahu bahwa melakukan tes pada karyawan memeberikan penjelasan sekitar 30% atas kinerja karyawan . Lisa menerima persetujuan anggaran untuk menjalankan sistem wawancara yang baru . Dai dan tim memulai dari mereview deskripsi pekerjaan dan spesifikasi pekerjaan untu posisi dari petugas resepsionis , asisten manager, petugas keamanan , valet/door person, dan pembersih kamar . Fokus pada pengembangan structured interview untuk setiap posisi . Contohnya , untuk petugas resepsionis dan asisten manager, mereka memformulasikan beberapa behavioral questions, termasuk , ” Ceritakan mengenai ketika anda harus berususan dengan orang yang marah dan apa yang anda lakukan .”. Dan, ” Ceritakan mengenai ketika anda harus berurusan dengan beberapa konflik dalam waktu yang sama , seperti harus belajar untuk ujian akhir ketika pada waktu yang sama juga harus bekerja . Bagaimana anda mengatasi situasi tersebut ?”. Mereka juga mengembangkan beberapa situational questions, termasuk , ” Andaikan anda memiliki tamu yang lancang yang memaksa untuk check in sekarang , ketika pada waktu yang sama anda mencoba untuk memproses check out untuk tamu lain yang harus berada di bandara dalam waktu 10 menit . Bagaimana anda mengatasi situasi tersebut ?”. QUESTIONS Untuk pekerjaan petugas keamanan atau valet, kembangkan lima situational, behavioral , dan job knowledge questions, dengan deskripsi jawaban yang baik /rata-rata/ rendah . Kombinasikan pertanyaan anda dalam wawancara yang lengkap di mana anda akan memberikan pertanyaan tersebut kepada seseorang yang harus melakukan wawancara kandidat untuk pekerjaan ini .

9. Case 3.Training& Dev. The Motorship Program at TV Group Thermote & Vanhalst – TVH – is a global organization that specializes in constructing and repairing forklift trucks. The organization’s expansion presents Paul Sanders, HR director at TVH, with a tough problem: TVH doesn’t have a system to capture, store, and leverage employee’s knowledge. There is a massive inflow of young people who lack technical know how, and specialized knowledge is lost when older employees leave the company. In order to deal with this problem, Paul Sanders introduced a mentorship program. This program helps older employees transmit their knowledge and know how to younger employees. Paul realizes that the transition to the mentoring system has not gone smoothly when he gets a letter from Freddy Jacobs, one of his most respected employees. Freddy challenges him with the following: “Lately we are doing nothing but explaining work processes to the young guys. Or own work has to be put aside, and why? Moreover, the young guy at pre-packing has never seen a forklift truck in his life, but he started off in change of three older people. We have worked together successfully for more than 30 years, and I hope that you will deal correctly with this situation. “After Paul finished reading the letter, he frowned.

10. Experienced workers were putting a lot of effort into teaching newcomers the tricks of the trade, but the older workers were now becoming upset because of the career opportunities given to the newcomers. Paul believes that an insufficient transfer of knowledge is at the heart of many issues at TVH. How can he optimize his system to manage knowledge efficiently. Question: a. If You were Paul Sanders, how would you deal with the issues raised in the letter? b. What would make the mentoring program a success? How would you define success, and failure? c. Under what circumstances would you choose these training processes.

11. Aplication Case 4. T&D. Carter Cleaning Company The Carter Cleaning Centers currently have no formal orientation or training policies or procedures, and Jenifer belives belives this is one reason why the standards to which she and her father would like employees to adhere are generally not followed. The Carters would prefer that certain practices and prosedures be used in dealing with the customers at the front counters. For example, all customers should be greated with what Jack refers to as a “big hello” Garments they drop off should immediately be inspected for any damage or unusual stains so these can be brought to the customers attention, lest the customer later return to pick up the garment and erroneosly blame the store. The garments are then supposed to be placed together in a nylon sack immediately to separate them from other cusmtomers garments. The tiket also has to be carefully written, with the Customer’s name and telephone number and the date clearly noted on all copies. The counter person is also supposed to take the opportunity to try to sell the customer additional services such as waterproofing, or simply notify the customer that “Now that people are doing their spring cleaning, we’re having a special on drapery cleaning all this month.

12. And she and her father further believes that it is only when employees understand the rigth way to do their jobs that there is any hope their jobs will be accomplished the way the Carters want them to be accomplished. Question: a. Specifically, what should the Carters cover in their new employee orientation program and how should they convey this information? b. In the HR management course Jenifer took, the bopok suggested using a job instruction sheet to identify tasks performed by an employee. Should the Carter Cleaning Centersuse a form like this for the counter person? c. Which specific training techniques should Jenifer use to train her pressers, her cleaner/spotters, her managers, and her counter people? Why should these training techniques be used?

13. Aplication Case B.(UTS klp1-3) T&D. Carter Cleaning Company The Carter Cleaning Centers currently have no formal orientation or training policies or procedures, and Jenifer belives belives this is one reason why the standards to which she and her father would like employees to adhere are generally not followed. The Carters would prefer that certain practices and prosedures be used in dealing with the customers at the front counters. For example, all customers should be greated with what Jack refers to as a “big hello” Garments they drop off should immediately be inspected for any damage or unusual stains so these can be brought to the customers attention, lest the customer later return to pick up the garment and erroneosly blame the store. The garments are then supposed to be placed together in a nylon sack immediately to separate them from other cusmtomers garments. The tiket also has to be carefully written, with the Customer’s name and telephone number and the date clearly noted on all copies. The counter person is also supposed to take the opportunity to try to sell the customer additional services such as waterproofing, or simply notify the customer that “Now that people are doing their spring cleaning, we’re having a special on drapery cleaning all this month.

14. And she and her father further believes that it is only when employees understand the rigth way to do their jobs that there is any hope their jobs will be accomplished the way the Carters want them to be accomplished. Question: a. Specifically, what should the Carters cover in their new employee orientation program and how should they convey this information? b. In the HR management course Jenifer took, the bopok suggested using a job instruction sheet to identify tasks performed by an employee. Should the Carter Cleaning Centersuse a form like this for the counter person? c. Which specific training techniques should Jenifer use to train her pressers, her cleaner/spotters, her managers, and her counter people? Why should these training techniques be used?

15. Case 6 PERFORMANCE EVALUA T ON AND REWARD AUSTRAL AN LOCAL GOVER NMENT The Victorian Local Government Act (1989) introduced fixed-term contracts in conjunction with performance evaluation or senior managers, although little detail is specified on the nature of the performance evaluation in the Act. The reported study seeks to explore the extent to which such performance evaluation is a meaningful process, considering the nature of performance evaluation, its strengths and limitations and its contribution, if any, to organisational performance. The case study suggests that performance evaluation is an integral part of the management processes and systems, but questions the extent to which it has led to improved individual and/or organisational performance. The senior officers usually get their contracts renewed and most are reported to perform excellently in a collaborative and participative performance evaluation process. Continuous performance monitoring alerts those who fall behind on targets, allowing or the modification of targets which means that ew managers fail to achieve their targets. However, there is a perceived lack of organisational commitment by some senior managers. Whereas performance evaluation has in other cases been demonstrated to enhance in this study the senior managers adjusted to the performance contracts by limiting their organisational commitment and developing contingency plans to maintain personal mobility, often seeking employment elsewhere towards the end of their employment contract. Incentive bonus payments linked to performance achievement were ound to contribute little to organisational commitment, the ‘at risk’ bonus levels being a relatively small part of total remuneration, Further, the allocation process was considered to be divisive, such negativity arising from perceptions of unfairness in the rating and bonus distribution. While the performance evaluation process was generally regarded as successful by the participants, the authors suggest that it demonstrates an emphasis on qualitative measures, adopting vague and at times unwritten criteria. There is also a political element to evaluation, Councillors having a (somewhat ill-defined) role in evaluation in addition to the Chief Executive’s ormal role of evaluating senior managers. It may be that these factors are representative of performance evaluation in the public sector, due to the inherent difficulty in establishing measurable objectives, coupled with the political desirability of not doing so, in order to avoid being judged on the ‘success’ or ‘failure’ of achieving those objectives. Th

16. The authors conclude that the performance evaluation process has led senior managers to be more results-oriented, yet their employment appears to be no less stable than under previous systems as they participate in the establishment of their goals and targets and are unlikely to agree to targets that are not achievable. Source: Pullin and Haidar (2003 Case study tasks 1 What are the key issues raised in the study that may mean that performance evaluation does not contribute to improved performance? 2 Identify the tensions between performance-based contracts and employee commitment and suggest how these may be managed. 3 To what extent does linking performance to financial reward contribute enhanced performance in this case study? Discussion questions 1 Explain the tensions created in attempting to use a PMS to drive both development and reward. 2 Thinking of an organisation with which you are familiar, to what extent are its attempts to link PMS and financial reward successful, and why?