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Abstrak :
Turn over pegawai Rumah Sakit Juwita Bekasi yang tinggi memberikan gambaran bahwa terdapat beberapa kendala dalam pengelolaan sumber daya manusia. Kendala - kendala yang di hadapi rumah sakit dalam pengelolaan sumber daya manusia salah satunya dapat didiagnosa menggunakan sistem penilaian kinerja yang efektif. Penelitian ini bertujuan untuk mendapatkan gambaran sistem penilaian kinerja yang lama dan menemukan faktor - faktor yang mempengaruhinya sehingga dapat dijadikan dasar dalam pengembangan sistem penilaian kinerja karyawan yang baru. Penelitian ini menggunakan metode kualitatif yang terbagi menjadi dua tahap penelitian. Tahap pertama untuk mendapatkan gambaran penilaian kinerja yang lama dan tahap yang kedua untuk mengembangkan sistem penilaian kinerja yang baru. Data diperoleh dari wawancara mendalam, diskusi kelompok terarah dan telaah data sekunder. Kerangka pikir dikembangkan dari teori Cascio ( 2010 ) dan Bernadine ( 2003 ). Hasil penelitian tahap pertama didapatkan gambaran bahwa relevansi, sensitifitas, kehandalan, tingkat penerimaan dan kepraktisan sistem penilaian kinerja karyawan menurut informan masih kurang. Hasil penelitian tahap kedua mengembangkan sistem penilaian kinerja yang baru yang berdasarkan atas relevansi, sensitifitas, kehandalan, tingkat penerimaan dan kepraktisan. Menurut informan sistem penilaian kinerja RS Juwita yang selama ini digunakan belum cukup efektif dalam pelaksanaannya. Untuk itu sistem penilaian kinerja yang baru dikembangkan berdasarkan komponen efektifitas menurut Cascio ( 2010 ). ......Significant alteration on employee at Juwita Hospital Bekasi illustrates that there are some constraints in human resources management. The constraints are faced by hospitals in the management of human resources. One of the constraints which can be diagnosed is through utilizing an effective performance appraisal system. This study is intended to get a portrait of the traditional performance of appraisal system and discover the factor that influences it with the intention that it will be employed as the resource in the development of employee performance appraisal system. This study applies qualitative method which is divided into two phases of research. The first phase is to acquire a portrait of the performance appraisal of the traditional and the second phase is to develop a new performance of appraisal system. Data is obtained from in-depth interviews, focus group discussions and review of secondary data. The conceptual framework is developed from the theory of Cascio (2010) and Bernadine (2003). According to the informant the results of stage one is obtaining the idea that relevance, sensitivity, reliability, level of acceptance and practicability of appraisal system on employee performance according to the informant still inadequate. The second phase of research results is to develop a new performance of assessment system based on relevance, sensitivity, reliability, level of acceptance and practicality. In addition to, the traditional appraisal system of employee performance at Juwita hospital has not been sufficiently effective on its execution. Furthermore new performance of appraisal system is developed based on the effectiveness of the components, according to Cascio (2010).

Abstrak :
Dalam menjalankan fungsi pelayanan RS berupa jasa kepada seluruh masyarakat yang berhak menerima pelayanan kesehatan dibutuhkan karyawan dengan kinerja yang baik. Sistem penilaian kinerja dapat digunakan untuk meningkatkan kinerja karyawan. Tujuan penelitian untuk mengetahui hubungan penilaian kinerja dengan metode 360 derajat yang melibatkan atasan, rekan kerja/bawahan dan diri sendiri dengan faktor individual, psikologis dan organisasi. Metode penelitian kuantitatif korelasional dengan pendekatan cross sectional, menggunakan data primer kuesioner dan data sekunder telaah dokumen. Sampel penelitian sebanyak 52 responden di populasi unit pelayanan RS. Hasil penelitian didapatkan penilaian kinerja oleh atasan dan rekan kerja dengan distribusi yang sama sebanyak 34 orang (65,4%), sedangkan penilaian oleh diri sendiri menghasilkan penilaian baik lebih banyak yaitu 36 orang (69,2%). Variabel prakarsa yang paling dominan berhubungan dengan penilaian kinerja atasan (OR 4,1, 95%CI 1,2-15,3), rekan kerja (OR 3,9, 95%CI 1,1-14) dan diri sendiri (OR 6.1, 95%CI 1,3-17,5). Kesimpulannya terdapat hubungan antara tanggung jawab dengan penilaian oleh rekan kerja/bawahan dan diri sendiri. Dimana variabel prakarsa yang merupakan variabel independen paling dominan berhubungan dengan penilaian kinerja oleh atasan, rekan kerja/bawahan dan diri sendiri. ......Working in the healthcare services must be concerned with the quality of the employee performance for the society. The performance appraisal system could be motivated the employee performance. This research is aim to understand the correlation between performance appraisal and 360° assessment tool which is involve several level of employee who work around them such as superior, peers and also itself with individual, psychologist and organization factors. The research methods is quantitative with correlational cross sectional approaches, which is collecting questioner as primer data and reliable documents as secondary data. The research sample is 52 respondents in the healthcare unit. The performance appraisal distribution from the superior/ higher and peers have the same number which are 34 persons (65,4%), the performance appraisal from itself is so much more  which is 36 persons (69,2%). The result is dominant variable is initiative which is correlation with the performance appraisal from the superior/higher (OR 4,1, 95%CI 1,2-15,3) , peers (OR 3,9, 95%CI 1,1-14) and itself (OR 6.1, 95%CI 1,3-17,5). The conclusion of this research, there is correlation within responsibility of the performance appraisal from peers and itself. Which is initiative variable is a dominant independent variable with the performance appraisal from superior/ higher and its correlation with performance appraisal from itself.

Abstrak :
ABSTRAK Upaya penerapan seleksi terbuka dalam rangka mengatasi permasalahan dalam pengisian jabatan pada organisasi pemerintahan mengalami beberapa kendala yaitu biaya, waktu dan pembatasan. Oleh karena itu Kementerian Keuangan menerapkan program manajemen talenta pusat dalam pengisian jabatan untuk mengatasi permasalahan tersebut. Penelitian ini bertujuan untuk menggambarkan Penerapan Manajemen Talenta Pusat dalam Pengisian Jabatan di Kementerian Keuangan Republik Indonesia. Penelitian ini menggunakan pendekatan post-positivist, dengan dimensi-dimensi yang berasal dari tahapan manajemen talenta yang dikemukakan olah Rothwell untuk melakukan analisis yaitu get commitment, analyze the work and the people now mdash;and determine what talent means, recruit and select talent, evaluate performance, analyze the work and people needed in the future, evaluate potential, develop people, retain the best people, dan evaluate program results. Data diperoleh dari wawancara, dan studi kepustakaan pada dokumen-dokumen yang diterbitkan oleh Kementerian Keuangan. Hasil penelitian menunjukkan Penerapan Manajemen Talenta Pusat dalam Pengisian Jabatan di Kementerian Keuangan memiliki tahapan yang berbeda dengan tahapan yang dikemukakan oleh Rothwell. Hambatan dalam penerapan Manajemen Talenta di Kementerian Keuangan adalah terbatasnya kemampuan sumber daya manusia, perbedaan pemikiran pimpinan, anggaran pengembangan dan assessment center, dan ketersediaan mentor.

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ABSTRACT Implementation of Open Selection in order to overcome the problems in position filling in the public institutions cause problems those are, cost, time and demarcation. Therefore the Ministry of Finance implements a central talent management program in filling the position to encounter the problem. This study aims to describe the Implementation of Central Talent Management in Position Filling in the Ministry of Finance of the Republic of Indonesia. This study uses a post positivist approach by using dimensions from the stages of talent management proposed by Rothwell to do analysis, ie get commitment, analyze the work and the people now and determine what talent means, recruit and select talent, evaluate performance , analyze the work and people needed in the future, evaluate potential, develop people, retain the best people, and evaluate program results. Data obtained through the interviews, and literature studies on documents issued by the Ministry of Finance. The results showed that the Central Talents Management in Position Filling in the Ministry of Finance has different stages with the stages proposed by Rothwell. Obstacles in the application of Talent Management in the Ministry of Finance are the limited ability of human resources, differences in leadership thinking, budget for development and assessment center, and the availability of mentors.