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BukuPengukuran Kinerja Karyawan Menggunakan Metode BARS (Behaviorally Anchored Rating Scales) (Studi Kasus: PT XYZ Divisi Merchandising Executive)
Author: GILLIAN ; Prasetya, Wibawa (Advisor)
Topik: Employee’s performance; Graphic Rating Scales; Direct Assignments; BAR
Bahasa: (ID )    
Penerbit: Program Studi Teknik Industri Fakultas Teknik Unika Atma Jaya     Tempat Terbit: Jakarta    Tahun Terbit: 2018    
Jenis: Theses - Undergraduate Thesis
Fulltext: 55-Gillian-2014043047.pdf (3.53MB; 30 download)
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PT. XYZ is a company retail that works in stationery and book industry, which products are from another countries and it sell domestically. Currently, PT. XYZ does a measurement for employee’s performance using graphic rating scales method. However, this method has a couple of weakness, like the method thre’s no procedure to help when scoring begin and this method can gives hallo effect. Moreover, the scorer never share the result to the employees , because the scorer still using central tendency, in this term is mean score while they just give average score. Also Rewards given are also unfair because they are random. The rewards that employees get isn’t suitable as the effort that they give, and at last, it causes highly turnover intention in all division in that company, especially for Merchandising Executive division which has an impact on product sales that are not balanced between the target and its reliability. From that problems, it shows that PT. XYZ needs to changes its method to measures employee’s performance better. Because of that reason, this research wants to suggest a new method that can helps to solve the problem. The method that the researcher means is BARS (Behaviorally Anchored Rating Scales) method. This method has a lot of advantage like it has a weight value that can help the scorer when gives a score. The weight value is obtained from the average value using the direct assignment method where the questionnaire distribution is given to employees of the Executive Merchandising division. The results of this study are assessment forms using the BARS method to measure employee performance. Also there are guidelines in the form of eleven criteria and twenty seven sub-criteria where each subcriteria will have five levels of assessment obtained from the results of interviews with HRD. The results of other studies are the comparison between the former scoring system and the proposed assessment system where there is a difference that by using BARS, the value of employee performance is higher than using the current system so that giving rewards will be clearer and fairer.
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