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"Mentoring is a powerful way to retain talent, support employee development, and improve job performance. This issue identifies critical success factors for setting up successful structured mentoring programs that focus on acquisition of specific skill sets in specific contexts. It explores the value of structured mentoring programs and their capacity to quickly get employees up-to-speed on new tasks and significantly and measurably improve performance."

""Most managers hate conducting performance appraisal discussions. What's worse, few feel confident in their ability to accurately assess the performance of a subordinate. In The Performance Appraisal Question and Answer Book, expert Dick Grote answers over 100 of the most common -- and most difficult -- questions about this vitally important but often misunderstood and misused tool, including: * How should I react when an employee starts crying during the appraisal discussion ...or gets mad at me? * Which is more important -- the results the person achieved or the way she went about doing the job? * Is there such a thing as a perfect performance appraisal form? Many of the answers include a Hot Tip or Red Flag: a note to the reader making a particularly insightful suggestion. This book helps supervisors and HR professionals ease the pain of performance appraisal and use the process effectively.""

"ABSTRAKOrganisasi tidak mungkin dapat mencapai tujuan tanpa dukungan anggota organisasi. Hal ini tidak terkecuali berlaku pula bagi organisasi pemerintahan yang bersifat nonprofit. Organisasi tidak mungkin dapat mencapai tujuannya secara optimal tanpa kontribusi dari segenap jajaran pegawainya. Program kerja yang telah disusun sedemikian rupa dalam rangka mencapai target-target tertentu bisa sia-sia apabila tidak disokong oleh kinerja pegawai yang optimal. Hal itu menunjukkan bahwa kinerja merupakan faktor yang tidak bisa ditawar dalam kehidupan organisasi, karena kinerja ádalah prasyarat dan sekaligus modal dasar untuk membangun kinerja organisasi. Kinerja organisasi tidak akan optimal tanpa dukungan kinerja pegawai yang optimal pula.Bagi organisasi pemerintahan yang memberikan pelayanan publik, kinerja dapat terkait dengan pelayanan publik (masyarakat) sebagaimana yang dilakukan oleh Direktorat Jenderal Pajak (DJP) dengan segenap Kantor Wilayah dan Kantor Pelayanan Pajak yang berada di bawah naungannya. Sebagai unit organisasi pemerintah, DJP memberikan pelayanan publik dalam bidang perpajakan. Namun, seperti unit kerja organisasi pemerintah lainnya, kinerja pegawai pajak yang dilakukan DJP tidak selamanya mulus. Indikasinya antara lain tampak dari masih adanya keluhan masyarakat atas pelayanan yang diberikan aparatur DJP, misalnya yang terkait dengan kekurangramahan aparatur saat memberikan pelayanan, kekurangtanggapan aparatur terhadap persoalan yang dihadapi masyarakat wajib pajak, dan kekurangsabaran aparatur dalam membantu wajib pajak yang mengalami kesulitan mengisi Surat Pemberitahuan Tahunan (SPT). Kecenderungan seperti ini tidak terkecuali juga muncul di Kantor Wilayah Direktorat Jenderal Pajak Jakarta Timur, yang menjadi obyek penelitian ini.Kondisi tersebut tentu saja tidak berdiri sendiri. Banyak faktor yang dapat mempengaruhi kinerja seseorang dalam menjalankan tugasnya, yang diantaranya adalah: motivasi, kemampuan, harapan, aktualisasi diri, kecerdasan emosional, kecerdasan spiritual, sikap, kepuasan kerja, pengetahuan, kreativitas, persepsi, kompetensi, disiplin, komitmen organisasi, komunikasi organisasi, pelatihan, kepemimpinan, koordinasi, iklim organisasi, kompensasi, manajemen sdm, budaya organisasi, konflik peran, karakteristik pekerjaan, lingkungan kerja, penilaian kinerja, dan Pelaksanaan pengawasan wajib pajak untuk meningkatkan kepatuhan pemenuhan kewajiban perpajakannya maka pemerintah melalui instansi Direktorat Jenderal Pajak berupaya untuk senantiasa memantau potensi penerimaan pajak. Pajak Pertambahan Nilai adalah pajak atas konsumsi umum dan dalam negeri, yaitu Pengenaan Pajak Pertambahan Nilai tersebut hanya atas konsumsi barang kena pajak dan atau jasa kena pajak yang dilakukan di dalam negeri.Berdasarkan hasil penelitian sesuai dengan pernyataan yang tercantum dalam kuesioner yang diberikan terdapat 18 (delapan belas) variabel yang mempengaruhi kinerja, dimana terdapat 4 ( empat ) faktor yang mempunyai mempengaruhi signifikan terhadap kinerja pegawai yaitu kreativitas, kemampuan melayani dengan sigap dan tepat waktu, kepuasan dan manajemen sumber daya manusia . Sedangkan 14 (empat belas) faktor yang lain ternyata tidak mempunyai dampak yang signifikan dengan kinerja yaitu, harapan, motivasi, sikap, kepuasan, komitmen, kompensasi, iklim organisasi, penilaian kinerja, kompetensi, kebersediaan untuk berbagi, kenyamanan untuk saling menghargai, kesiapan melayani tanpa diskriminasi, aktualisasi diri, dan pimpinan.Dengan adanya faktor-faktor yang signifikan semoga menjadi perhatian Direktorat Jenderal Pajak, khususnya Kantor Wilayah DJP Jakarta Timur, agar dapat mengaplikasikan faktor yang signifikan tersebut terkait dengan kinerja para pegawainya. Sedangkan terhadap faktor ? faktor yangtidak berpengaruh secara signifikan menjadi perhatian bagi para pimpinan di lingkungan Kantor Wilayah Direktorat Jenderal Pajak, agar proses modernisasi yang dilakukan oleh Direktorat Jenderal Pajak tidak terganggu. Faktor-faktor tersebut dapat ditingkatkan lebih baik lagi, supaya dapat bersinergi dengan empat faktor yang signifikan dalam rangka meningkatkan kinerja pegawai pada Kantor Wilayah Direktorat Jenderal Pajak Jakarta Timur, sehinggaa visi dan misi Direktorat Jenderal Pajak secara keseluruhan dapat terwujud.

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ABSTRACTIt is impossible for an organization to achieve its goal without the support from its members. It applies also to non profit governmental organization without exception. It is impossible for an organization to achieve the goal optimally without the contribution of all of its employees. The work program already prepared in such a way in the frame of achieving the certain targets will be useless if not supported by the optimum performance of the employees. It indicates that the performance is the undeniable factors in the life of organization, because it is the prerequisite as well as basic capital to establish an organization performance. The organization performance will not be optimum without the support from the employee having optimum performance too.For a governmental organization giving the public service, the performance may relate to the public service as done by the Directorate General of Taxes with all of Territorial Offices and Tax Service Offices under its shelter. As a governmental organization unit, Directorate General of Taxes gives the public service in tax matter. However, like other governmental organization work unit, the tax service performance of Directorate General of Taxes will not always be smooth. It is indicated among others from the grievances conveyed by the people about the service rendered by the apparatus of Directorate General of Taxes, for example the unfriendly apparatus when rendering the service, non responsive apparatus to the problem encountered by taxpayers and impatient apparatus in assisting the taxpayers having difficulty in filling in Tax Annual Return (SPT) Form. This kind of tendency is also occurred in Territorial Office of Directorate General of Tax of East Jakarta being the object of this research.Such condition is of course not independent. There are many factors that may affect the performance of someone in performing his tasks which are among others motivation, ability, hope, self actualization, emotional intelligent, spiritual intelligent, attitude, work satisfaction, knowledge, creativity, perception, competence, discipline, organization commitment, organization communication, training, leadership, coordination, organization climate, compensation, human resources management, organization culture, role conflict, work characteristic, work environment, performance evaluation and taxpayer supervision to improve the obedience of fulfillment of tax obligation, the government through Directorate General of Tax endeavors to always monitor the tax revenue potency. The Value Added Tax is the tax of public and domestic consumption, namely the imposition of such Value Added Tax will only be on the taxable consumptive goods and or taxable service made in the home country.Based on the research findings in accordance with the statement contained in the questioner already given there are 18 (eighteen) variables affecting the performance, where 4 (four) out of it giving the significant influence to the employee?s performance namely creativity, ability to serve skillfully and timely, satisfaction and human resources management. While 14 (fourteen) other factors are proven having no significant impact to the performance namely hope, motivation, attitude, satisfaction, commitment, compensation, organization climate, performance evaluation, competence, willingness to share, convenience for mutual appreciation, readiness to serve on non discriminative basis, self actualization, and leadership.By those significant factors may the Directorate General of Taxes gives its attention, especially Territorial Office of Directorate General of Taxes of East Jakarta in order to be able to apply the significant factor relating to the performance of its employees. Whereas regarding the insignificant affecting factors, the management within the environment of Territorial Office of Directorate General of Taxes should pay the attention in order that the modernization process will not be uninterrupted. Those factors are improvable to the better manner that it can be synergized with the four significant factors in the frame of improving the service performance of Territorial Office of Directorate General of Taxes of East Jakarta that the vision and mission of Directorate General of Taxes can entirely be realized."

"Contents :- Just-in-time coaching - Establish coaching relationships - Recognize coaching opportunities - Assess interest and coachability - Create a coaching dialogue - References & resources - Job aid: coaching questions "

"The study was conducted with aim to measure and analyze the impact of performance appraisal on employees promotion. The study was conducted over 45 employees of PT Dok & Perkapalan Kodja Bahari for the periods of 2005 to 2008. Based on the statical test we concluded that performance appraisals are closely correlated with the figure of employees being promoted..."

"Summary:Praise for The Crowdsourced Performance Review:"Take advantage of the technology and data available to you and turn the dreaded performance review into a powerful force for decision-making and culture-building by using the methods outlined in this clear and clever guide."--Daniel"

"Mengingat pentingnya kinerja dalam mencapai tujuan organisasi, saat ini hampir di setiap organisasi menggalakan sistem manajemen kinerja. Sistem ini merupakan sebuah siklus yang terdiri dari perencanaan, pemantauan, dan penilaian kinerja. Dari ketiganya, penilaian kinerja merupakan tahapan yang paling penting karena di sini sistem dinilai apakah telah berhasil atau gagal dalam mencapai tujuan organisasi. Sayangnya, bagian ini terkadang tidak berjalan dengan baik. Hasil penilaian kinerja sering tidak sesuai dengan harapan karyawan. Akibatnya, karyawan mengalami penurunan motivasi kerja, komitmen organisasi, perasaan tidak puas, dan penurunan usaha.Penelitian ini bertujuan untuk mengetahui bagaimana atribusi karyawan terhadap hasil penilaian kinerja. Hasil penelitian diharapkan dapat menjadi masukan dalam memperbaiki dan meningkatkan kinerja karyawan. Atribusi akan diteliti berdasarkan tiga dimensi yang diajukan Weiner, yakni kausalitas, stabilitas, dan kontrol.Penelitian ini dilakukan pada 75 karyawan sebuah maskapai penerbangan nasional. Teknik pengolahan data yang digunakan adalah crosstab-chi square. Hasil penelitian menunjukan bahwa atribusi karyawan yang mendapat nilai tinggi adalah internal, menetap, dan dapat dikontrol, sedangkan atribusi karyawan yang mendapat nilai rendah adalah eksternal, berubah, dan tidak dapat dikontrol.Peneliti menyarankan beberapa hal yang sebaiknya dilakukan atasan terkait penilaian kinerja. Di samping itu, terdapat saran praktis bagi pihak SDM dalam memperbaiki dan mempertahankan kinerja karyawan.

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Performance is an important thing in achieving organizational goals. That`s why today, almost in every organization have performance management system. It`s a cycle that consists of planning, monitoring, and performance appraisal. From all the components, performance appraisal is the most important step. Unfortunately, there are many problems in performance appraisal. The result of performance appraisal is often far from employees` hope. Consequently, employees will suffer a decrease in work motivation, organizational commitment, work effort, and dissatisfaction. Such phenomena can be explained through attribution point of view.The aim of this study is to explore attribution toward performance appraisal result on employees. From this study, some suggestions to improve employees` performance are expected. Attribution will be studied based on three dimensions from Weiner, that is, causality, stability, and controllability.The respondent of this study is 75 employees. The statistical method used is crosstab-chi square. The results show that attributions toward performance appraisal on higher scoring employees are internal, stable, and controllable. On the other hand, attributions toward performance appraisal on lower scoring employees are external, unstable, and uncontrollable.The researcher suggests what rater should be done before, during, and after performance appraisal. Furthermore, there are few practical suggestions for HRM in improving employees` performance."

"AbstrakThere are several affecting factors to the Employees performance. This research aimed to examines the factor that influences work motivation and employees performance. The method was the structural equation model. The results found that leadership style and compensation affect the work motivation, but the variable of work discipline does not have an impact on work motivation. This study also found that work discipline and compensation affect the employees performance, but the leadership style does not have an impact. The Policy implications suggest the chairman to set-up leadership style appropriate to the employees situation, and compensation should be enhanced, awards and penalties apply to increase employees discipline and welfare."

"Penilaian kinerja merupakan suatu kebutuhan yang harus dipenuhi dalam suatu organisasi agar dapat menjalankan visi dan misi yang telah ditetapkan, termasuk Sekretariat Negara sebagai suatu organisasi publik. Dalam kaitan dengan bidang tugas administrasi, evaluasi kinerja pegawai di Sekretariat Negara difokuskan pada evaluasi kinerja yang bersifat administratif.Penelitian ini dimaksudkan untuk menjelaskan tentang efektivitas evaluasi kinerja pegawai Sekretariat Negara yang diterapkan selama ini, menganalisis faktor-faktor kinerja kunci pada dini pegawai dalam menjalankan tugas dan fungsinya dalam organisasi, menyusun rancangan instrumen evaluasi kinerja yang dapat diterapkan secara obyektif dan adil pada kantor Sekretariat Negara.Penelitian ini dilakukan berdasarkan pada kerangka berpikir bahwa instrumen evaluasi kinerja efektif setidaknya mencakup aspek relevansi, sensitivitas, reliabilitas, akseptabilitas, dan kepraktisan. Atas dasar pemikiran itu, ada beberapa tahap untuk menganalisis implementasi instrumen evaluasi kinerja, yaitu tahap penggambaran efektivitas pengukuran kinerja, tahap penetapan faktor kinerja kunci, tahap penetapan kriteria dan ukuran kinerja hasil pelaksanaan togas, serta tahap pengembangan pengukuran kinerja. Secara keseluruhan konsepkonsep pemikiran tersebut tertuang dalam teori-teori manajemen kinerja.Metode yang digunakan dalam penelitian ini adalah teknik analisis binomial, analisis faktor, dan analisis rentang kriteria dengan melibatkan 89 responden yang diperoleh melalui teknik sampling stratified random sampling dart 803 pegawai Sekretariat Negara.Berdasarkan hasil analisis jawaban responden diperoleh temuan bahwa teknik analisis binomial yang menganalisis kondisi efektivitas instrumen berdasarkan aspek akseptabilitas, relevansi, sensitivitas, reliabilitas, dan kepraktisan dari instrumen evaluasi kinerja yang selama ini diterapkan, Daftar Penilaian Pelaksanaan Pekerjaan (DP3), diindikasikan bahwa pendapat responden baik seluruh responden maupun yang dipilah menurut jabatannya, menyatakan sangat dominan tidak efektif yaitu pada taraf signifikansi di bawah 0,01. Dengan demikian, DP3 yang selama ini diterapkan tidak efektif lagi dalam melakukan penilaian kinerja pegawai di Iingkungan Sekretariat Negara.Hasil analisis faktor mengindikasikan bahwa 56 variabel atau dimensi pekerjaan dinyatakan absah untuk dianalisis faktor, yaitu dari nilai KMO-nya yang lebih besar dari 0,5 dan 56 variabel tersebut ternyata hanya 47 variabel yang dianggap penting untuk dilibatkan dalam instrumen evaluasi kinerja pegawai di Sekretariat Negara. Hal ini berdasarkan pada korelasi anti-image dari variabel yang melebihi 0,5. Sedangkan beberapa variabel yang memiliki Meassure Statistic Adequacy (MSA) di bawah 0,5 dieliminasi dari daftar variabel atau dimensi pekerjaan, yaitu variabel penyeliaan, kepemimpinan, inisiatif/prakarsa, pengembangan bawahan, kerjasama, kerja keras, empati, validitas, dan reliabilitas.Hasil analisis faktor yang melibatkan pendapat responden dengan berbagai karakteristik pekerjaan yang ada, membuktikan bahwa variabel yang dilibatkan dalam instrumen evaluasi kinerja pegawai tergantung pada karakteristik pekerjaan yang dilakukannya. Di dalam penelitian ini, dari 56 variabel yang dianalisis hanya 47 variabel yang dikelompokkan dalam 7 faktor yaitu faktor kepribadian pegawai, faktor kompetensi teknis operasional pegawai, faktor perilaku kerja pegawai, faktor kompetensi administratif (manajerial) pegawai, faktor dedikasi pegawai, faktor pengembangan diri, dan faktor kejujuran.Agar instrumen evaluasi kinerja pegawai dapat berjalan secara efektif maka instrumen tersebut diberi bobot dan kriteria yang jelas, dengan menggunakan analisis rentang kriteria. Ada variabel yang secara konseptual tidak dilakukan oleh staf yaitu variabel pendelegasian dan kemampuan memotivasi bawahan, maka kedua variabel tersebut tidak diberi bobot pada instrumen evaluasi kinerja kelompok staf. Sedangkan untuk kelompok pejabat 47 variabel diberi bobot sesuai dengan variabel atau dimensi pekerjaan yang terdapat pada setiap faktor kinerja kuncinya.Berkenaan dengan temuan di atas, penulis merekomendasikan perlunya alternatif instrumen evaluasi kinerja sebagai pengganti/pelengkap penggunaan DP3 yang dirasakan tidak efektif melalui pemikiran dan pengkajian secara komprehensif dengan melibatkan pihak-pihak yang terkait.

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Design Of Performance Appraisal Instrument For Civil Servant At State SecretariatPerformance appraisal is very important for organization to run the vision and mission. As a public sector organization based on administrative activities, performance appraisal at State Secretariat is focusing on administrative performance appraisal.

There are three objectives of this research. First, is describing the effectiveness of performance appraisal which had been practiced at State Secretariat. Second, analyze the key factors of civil servant performance. Third, design performance appraisal instruments for civil servant at State Secretariat that can be implemented equaly and objectively.

This research is based on the frame of thinking that performance appraisal instrument should include these aspects: relevancy, sensitivity, reliability, acceptability and practicality. Based on that these principles there are some phrases for analyzing the implementation of performance appraisal instrument, first phase describing effectiveness of performance appraisal, then defining of key performance factor, after that defining of measurement for performance and developing of performance measurement. Principally, that frame of thinking has been described at the theory of the performance appraisal. In other word, it can be found at the literature about performance appraisal management.

The method that is practiced in this research is Binomial Analysis, Factor Analysis, and Interval Scale Analysis. This research is involving 89 respondents by stratified random samplings from 803 civil servants at State Secretariat.

This analysis, of respondents so that based on these aspects of performance appraisal, the list of tasking appraisal (DP3) is not effective absolutely. It is described from the respondents that give the answer at significance degree under 0,01. It means that, DP3 is not an effective performance appraisal instrument for public servant at the State Secretariat.

The factor analysis indicates there are 56 variables that can be analyzed the value KMO of these variables are more than 0,5. In the research, from 56 variables there are only 47 variables that can be practiced as the instrument performance appraisal at State Secretariat. This is based on anti image correlation of these variables that more than 0,5. The variable which the scored of MSA under 0,5 should be eliminated. These variables are supervision, leadership, initiative, staff development, cooperation, hard working, empathy, validity and reliability.

This survey show that the variables that involved performance appraisal instrument is depended on the characteristics of the job. From the 47 variables, can be grouped as 7 factors: personality, competency operational techniques, behaviour, managerial, dedication, self developing and truth.

The value and criteria is very important for practicing performance appraisal instrument effectively. The method should be practiced is the interval scale analysis. The staff do not practicing to delegate and to motivate, so these variables do not given the value of the instrument at the staff group. It is only given for the rank officials.

Principally, these research show that DP3 as a performance appraisal instrument can not be implemented properly. It means that, it should be recommended as an alternative performance appraisal instrument that formulated accurately."