Wulandari, Ria (2013) PENGEMBANGAN PENILAIAN KINERJA LEVEL STRUKTURAL BERBASIS KOMPETENSI DI UNIT BASE MAINTENANCE PADA PT. GARUDA MAINTENANCE FACILITY (PT. GMF) AEROASIA. S2 thesis, Universitas Mercu Buana Jakarta - Menteng.
|
Text (cover)
COVER(1).pdf Download (58kB) | Preview |
|
|
Text (abstrak)
ABSTRAK.pdf Download (55kB) | Preview |
|
![[img]](https://repository.mercubuana.ac.id/style/images/fileicons/text.png) |
Text (bab 1)
BAB 1(1).pdf Restricted to Registered users only Download (95kB) |
|
|
Text (bab 2)
BAB 2(1).pdf Restricted to Registered users only Download (393kB) |
|
|
Text (bab 3)
BAB 3(1).pdf Restricted to Registered users only Download (457kB) |
|
|
Text (bab 4)
BAB 4(1).pdf Restricted to Registered users only Download (336kB) |
|
|
Text (bab 5)
Bab 5(1).pdf Restricted to Registered users only Download (262kB) |
|
|
Text (bab 6)
BAB 6(1).pdf Restricted to Registered users only Download (58kB) |
|
|
Text (daftar pustaka)
PUSTAKA.pdf Restricted to Registered users only Download (893kB) |
Abstract
As a world-class MRO company, PT. GMF understand that the role of Human Resources (HR) is important to support the achievement of the vision and mission that has create. Thus, one way to improve quality and productivity performance of HR in PT. GMF is to determine the competencies required in accordance with a particular line of work or occupation. At this time, the performance appraisal is used PT. GMF called IPP (Individual Performance Plan), IPT (Individual Performance Tracking) and IPR (Individual Performance Review) conducted annually to evaluate the performance of the structural level whether or not the company achieve KPI. Orientation of the assessment at this time is more directed to the result of his hard competency achievement and assessed only by the immediate supervisor alone. Thus, it was found some drawbacks from the use of performance appraisal is deemed not sufficiently objective and this led to structural level dissatisfaction with the results given value. While there are other assessments are intended for structural levels using methods that measure the Assessment Center soft competency of structural levels. It's just that not all structural levels can feel this assessment because the assessment is usually only used when the structural level will be promoted to the grade level or higher, talent search, and mapping structural levels. With the integration of performance evaluation between the hard and soft competence competence will help the boss or company to find gaps or shortcoming/weaknesses of structural levels in achieving work targets set by the company to be achieved, so that the company becomes easier to recommend development programs are more on target for its structural levels. Keywords: Performance appraisal, Hard Competency, Soft Competency Sebagai perusahaan MRO kelas dunia, PT. GMF AeroAsia memahami bahwa peran dari Sumber Daya Manusia (SDM) cukup penting guna mendukung tercapainya visi misi yang telah ditetapkan. Dengan demikian, salah satu cara untuk meningkatkan kualitas dan produktivitas kinerja SDM di PT. GMF AeroAsia adalah dengan mengetahui kompetensi yang dibutuhkan sesuai dengan bidang pekerjaan atau jabatan tertentu. Pada saat ini, penilaian kinerja yang digunakan PT. GMF AeroAsia disebut IPP (Individual Performance Plan), IPT (Individual Performance Tracking) dan IPR (Individual Performance Review) yang dilakukan setiap tahunnya untuk mengevaluasi kinerja level struktural apakah mencapai KPI perusahaan atau tidak. Orientasi dari penilaian yang dilakukan saat ini lebih mengarah kepada result pencapain hard competency-nya dan dinilai hanya oleh atasan langsung saja. Dengan demikian, ditemukanlah beberapa kelemahan yang berasal dari penilaian kinerja yang digunakan yaitu dianggap tidak cukup obyektif dan hal tersebut menimbulkan ketidakpuasan level struktural akan hasil nilai yang diberikan. Sementara ada pula penilaian lain yang ditujukan bagi level struktural dengan menggunakan metode Assessment Center yang mengukur soft competency level struktural. Hanya saja tidak semua level struktural dapat merasakan penilaian ini karena penilaian ini biasanya hanya digunakan ketika level struktural akan di promosikan ke level atau grade yang lebih tinggi, pencarian talent, dan mapping level struktural. Dengan terintegrasinya penilaian kinerja antara hard competence dan soft competence akan membantu atasan atau pun perusahaan untuk menemukan gap atau kekurangan/kelemahan level struktural dalam mencapai sasaran kerja yang telah ditetapkan oleh perusahaan untuk dapat dicapai, sehingga perusahaan menjadi lebih mudah untuk merekomendasikan program-program pengembangan yang lebih tepat sasaran bagi level strukturalnya. Kata Kunci : Penilaian kinerja, Hard Competene, Soft Competence
| Item Type: | Thesis (S2) |
|---|---|
| Call Number CD: | CDT-551-13-013 |
| Call Number: | TM/51/13/164 |
| NIM/NIDN Creators: | 55111110042 |
| Uncontrolled Keywords: | Penilaian Kinerja, Hard Competene, Soft Competence, MPS, Manajemen Pemasaran |
| Subjects: | 600 Technology/Teknologi > 650 Management, Public Relations, Business and Auxiliary Service/Manajemen, Hubungan Masyarakat, Bisnis dan Ilmu yang Berkaitan > 658 General Management/Manajemen Umum |
| Divisions: | Pascasarjana > Magister Manajemen |
| Depositing User: | Admin Perpus UMB |
| Date Deposited: | 04 Feb 2014 12:03 |
| Last Modified: | 09 Jul 2022 06:26 |
| URI: | http://repository.mercubuana.ac.id/id/eprint/15068 |
Actions (login required)
 |
View Item |
