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1. ManajemenKinerja Perusahaan
(Enterprise Performance Management)

2. What is Performance Management?

3. Why Performance Management?

4. Performance Management -Enablers

5. Performance Management -Drivers

6. Performance Management –
Key elements

7. Integration of elements

8. Key Success Factors (KSFs)

9. Define & Measurement Effectivness

10. Performance Management –
Solution and Benefits

11. FRAMEWORK OF PERFORMANCE MANAGEMENT
CONTINUOUS
PROCESS
IDENTIFYING MEASURING DEVELOPING
Performance of
individuals &
teams
ALIGN PERFORMANCE WITH THE STRATEGIC GOALS OF THE
ORGANISATION

12. Consider two main components of the
definition:
◼Continuous process:
-It is ongoing, future-oriented, and participative system
-Never ending process of setting goals and objectives
-Observing performance constantly/regularly
-Giving and receive ongoing coaching & feedback
-Aimed at improving employee performance
◼Alignment with strategic goals:
-Ensure that employee activities & outputs are congruent with
organizational goals/objectives
-To help organizational gain competitive advantage
-Create direct link between employee performance and
organisationalgoals
-and makes employee contribution to organisationexplicit.

13. SIMPLE PROPOSITION
‘When people know and understand what is expected of
them, and have been able to take partin forming
those expectations, they canand will perform to meet
them’.
It seeks to changethe attitudes, values, and approaches
of management and employees according to new
strategies, processes and plans to improve
productivity and performance.

14. Vision
Mission
StrategicObjectives
Departmental
Objectives
Alignment of Job Descriptions’s
•Functional analysis / job design
•Standardisation of JD’s
•Job Evaluation & Grading
Performance
Agreements
Individual
Development Plans
Performance
Review
Performance
Appraisal
Performance
Recognition
Performance Management Scope
e-PMS
IPMS
HR
systems
Human Resources
Process
HR
systems
Multi Criteria
Performance
Excellence
systems

15. OVERALL PRINCIPLES OF PM (Strebler et al 2001)
•Have clear aims and measurable success criteria
•Be designed and implemented with employee involvement
•Be simple to understand and operate
•Must be fundamental in achieving all management goals
•Allow employees to have clear understanding of their
performance (contributions) and organisational goals
•Focus on role clarity and performance improvement
•Be closely linked to well resourced training and development
infrastructure
•Directly linked to reward and build in equity and transparency
safeguards
•Be regularly reviewed against its success criteria

16. VIEWS OF PRACTITIONERS ON PRINCIPLES OF PM
(Armstrong & Baron (2004)
PM is what managers do: a natural process to manage
A Management tool which helps managers to manage
Its about how we manage people
Driven by corporate purpose and values
To obtain solutions that work
Only interested in things you can do something about and get a
visible improvement
Focus on changing behaviour rather than paperwork
Based on acceptable principles but operates flexibly
Focus on development not pay
Success depends on what the organisation is and needs to be in
its performance culture

17. ETHICAL PRINCIPLES
(Winstanley & Stuart-Smith, 1996).
•Respect for the individual –treat people as “ends in
themselves” and not merely as “means to other ends”
•Mutual respect –parties involved respect each other
•Procedural fairness –procedures operated fairly in
accordance with principles
•Transparency -people affected given opportunity to
scrutinize the basis upon which decisions were made

18. STRATEGIC GOALS OF THE ORGANISATION
PLAN
Performance Agreement
•Roleprofile-keyresults
•KPI’s/learninggoalsandplans
•Performancegoals
•Performance Development
Plans
THE PERFORMANCE MANAGEMENT CYCLE
ACT
Performance Activities
•Carryoutrole/tasks
•ImplementPimprovementplan
•ImplementPDP
REVIEW
Joint analysis of performance
•Dialogue&feedback
•PAssessment
•Agreestrengths&weaknesses
andbuildonit
•Agreeareasforimprovement
MONITOR
Ongoing performance
management
•Monitorperformance
•Continuousfeedback
•Coaching
•Dealwithunder-performance

19. SUMMARYOF PERFORMANCE MANAGEMENT ACTIVITIES OVER A YEAR
Start of year
(-Months)
Continuous
dialogue
End of year
PERFORMANCE
AGREEMENT
•Definerole profiles, updating as necessary
•Updated key result areas (KPA) and
competency requirements
•Define goals and standards of performance
•Identify and define KPI’s
•Draw up development plans (IDP’s)
ONGOING
PERFORMANCE
MANAGEMENT
•Monitorprogress and review evidence of
achievement
•Provide informal feedback as required
•Provide coaching as required
•Update role profiles and objectives as
necessary
PERFORMANCE
REVIEW
•Prepare performance review and analysing
achievements against objectives
•Identify specific strengths and weaknesses
on the basis of evidence
•Assess overall performance
•Provide feedback
•Use conclusions of performance review as a
basis for next years performance and
development agreement

20. WHAT CAN THE PM DO FOR EMPLOYEES?
Increase motivation and commitmentof employees
Enable individuals to developtheir abilities
Ensure sustained growthand individual development
Positively influence behaviourto achieve organisational objectives
Improve individual and teamperformance
Deliver increasingly efficient and effectiveservices
Responsive to the customers’ needsand ensure customer satisfaction
Motivate employees to achieve their full potentialin line with
organisational strategic objectives
It supports knowledge, skills and competencylevels
Employees will understand their contributionto the vision and mission of
org
Employees will commit themselvesin their jobs
Employees will adapt to new challengeswithin the organisation
Provide basis for rewardingpeople
Assists in empowering people and to retainhigh quality people
Can lead to performance relatedsalaries

21. MANAGING THE PM PROCESS
•Leadership, support and commitmentto the implementation,
enforcement, monitoring and evaluation of the PM will
ultimately provide the impetus for its implementation.
•In the absence thereof the PMS is not likely to succeed
•PMS is a process owned and driven by line managersand
should be regarded as an integral part of the continuing
process of management
•The implementation of the PM should be seen as a processand
not as an event.
Therefore, it is a total company effortand cannot be left to
one person, one division or one Department.
•Leadershipplays a pivotal role to steer, guide and directthe
implementation of the PM in the organisation.
•Thus, performance management will become the core
functionof all the supervisors, managers, executives etc.

22. Private Sector
•Automotive:
•Volkswagen
•Ford Motor Company
•Banking:
•Wells Fargo
•Citibank
•TD Canada Trust
•Electronics:
•Philips Electronics
•Healthcare:
•Sunnybrook Health Sciences
Centreat the University of Toronto
Hospital
•Manufacturing:
•Borealis
•FMC Corporation
•Shipping:
•UPS
•Technology:
•Apple
•Microsoft Latin America
•Telecommunications:
•Verizon
•AT&T
Public Sector
•U.S. Government:
•Defence Logistics Agency
•Federal Bureau of Investigations (FBI)
•Higher Education:
•University of Virginia
Success Stories Companies Applying PMS

23. Tugas1
Berikan1 contohkasuspenerapanManajemenKinerja
di sebuahperusahaan.
Uraikandan jelaskandenganlengkap.