DESIGNING A PERFORMANCE APPRAISAL SYSTEM FOR MANAGEMENT CONSULTANT OFFICE “D”

DOI:10.31933/DIJDBM Abstract: This design aims to conduct a job analysis and designing a performance appraisal system for Management Consultant Office "D". The constructionism approach used in this design that presents a structured and systematic analysis by describing the steps of designing a performance appraisal system through data collection methods: interviews, direct observation and document analysis. A summary of the findings shows that the Management Consultant Office "D" has never done a job analysis for each level of position in the organization and don’t have a performance appraisal system. Therefore, a job analysis is performed for each level of position and neatly formatted in the job analysis table. The results of this design are in the form of job analysis, determination of the performance appraisal dimensions and their weighting which are made into the format of the performance appraisal form along with the procedures and the procedures for carrying out the performance appraisal.


INTRODUCTION
In facing a business competition, company leaders are required to take more strategic and coherent approach in organizing and managing resources within the company, including managing human resources as the most valuable assets. Human resource management is a strategic and coherent approach so that people as the most valuable assets of the organization, both individually and collectively can contribute to the achievement of organizational goals (Armstrong, 2006). People have to do a good job, they need to know the work they have to complete and what criteria they must fulfill in order to achieve what is called effective performance. method is the most widely used method in most organizations that conduct performance appraisals. The graphical scale method requires a list of performance appraisals and with that list, assessors assess employee performance based on a scale that ranges from poor to very good according to the aspect being evaluated.
Graphic rating scale is also suitable to be applied in various types of work with minimal costs, simple effort and short time. But on the other hand, grading by this method can be subjective and it is difficult to achieve consistency between the ratings given by different assessors. Even objectivity is achieved, formulating the results of performance appraisals with a single rating is considered excessive in making possible simplifications in the performance appraisal process, an incorrectly and arbitrarily appraisal which can have an impact on the performance appraisal results which actually demotivate employees. There are several types of rating scales that can be used as described by Armstrong (2015). In performance appraisal, a graphical scale can be defined by alphabet (a, b, c) or by numeric (1, 2, 3) which is then described as a/1 is very good, b/2 is good, c/3 is bad and d/4 is very bad. Cascio (2016) explained that in compiling a performance appraisal system, basically requires a job analysis which can then be formulated into job performance standards. So, that employee performance appraisal can be carried out. Steps that should be taken when developing a performance appraisal system: The first step, conducting a job analysis to determine the characteristics needed to achieve good job performance. Job analysis is a process of gathering, analyzing and determining work-related information. Job analysis produces information to compile job descriptions, job specifications and job performance standards (Armstrong, 2014;Dessler, 2015;Cascio, 2016).
The second step, Incorporating the characteristics of the job analysis into the assessment instruments. Regardless of the method used, give all appraisers a written standard. In this design, the preparation of assessment instruments uses a result approach with a reference to the job performance standards that have been prepared in the job analysis process. Results approach is an appraisal approach that is oriented/focuses on employee performance results without considering the nature of the employee or how the employee completes his work. This approach requires a shorter time and relatively low cost than defining and measuring the behavior needed to achieve certain performance (Aguinis, 2013).
The third step, provide and socialize written instructions. Explain to the assessor to use the appraisal instrument properly. A performance appraisal form is useful for gathering information related to employee performance both in the form of hardcopy and electronically. The performance appraisal form is adjusted to the assessment approach adopted by the organization. There are no standard forms of assessment in various types of organizations. Due to the absence of these standard forms, Aguinis (2013) describes some basic characteristics that are minimally contained in the performance appraisal forms, so that performance appraisals can be effective that is simplicity, relevancy, descriptiveness, adaptability, comprehensiveness, definitional clarity, communication and time orientation.
The fourth step, establish a system to detect potential discriminatory effects or misappropriation of the performance appraisal process. In Armstrong (2015), it is mentioned how to achieve consistency in conducting performance appraisal by conducting training, the purpose of training is to teach managers how to match ranking with performance and ensure that managers understand the definition of each level of ranking in performance appraisal and provide guidance and practice how to use performance appraisal tools; peer reviews, managers meet to review the pattern of each rating and further review conflicting decisions/unusual judgments; and monitoring, the performance appraisal process is monitored by the central department, usually the human resources department that opposes unusual assessment patterns, identifies and questions suspicious appraisals.
The fifth step, include a formal appeals mechanism, plus further review related to the results of the assessment that has been carried out. Documentation the judgment and reason for each decision. Armstrong (2015) explains the steps to make further reviews related to performance appraisal that is preparing, working on a clear structure, creating a good atmosphere, providing good feedback, using time well, using praise, letting employees do most of the conversation, giving employees the opportunity to evaluate themselves, discuss performance not personality, conduct performance analysis, do not deliver unplanned criticism and approve further actions.
The sixth step, provide performance counseling or corrective guidance for people who are bad performer. Managing people who are bad performer must be a positive process based on feedback and looking forward to what can be improved, the most important thing is how their superiors can provide support and assistance to improve their performance. Armstrong (2015) provides guidance in taking corrective actions for people who are bad performer starting with identifying and agreeing to the bad performance, determining the reasons behind the bad performance, determining and approving the actions needed, providing support for the actions needed, monitoring and providing feedback.

RESEARCH METHODS
The designer uses a constructionism approach in this design. The constructionism approach is a structured and systematic analysis of the actions of a group by making good and detailed observations to understand how the actors in the group create their social world. The main characteristics of this approach are the involvement and in-depth analysis by the designer to the actors by direct contact, using theoretical studies as a basis and initial information in carrying out further designs so that at the end of the design, the designer is able to obtain a finding and the results of the design through the process that has been carried out in accordance with the data and experience of actors in accordance with the steps of designing a performance appraisal system that refers to the Cascio literature (Sekaran and Bougie, 2016).
Data collection methods used were interviews, observation and document analysis. Data collection by means of interviews is intended to obtain data on a general description of business entities, interactions related to the human resources involved, demands for performance on duties and responsibilities, demands from external parties who use the services of the management consultant office "D". This interview will be conducted on partners, managers, supervisors, juniors, support staff and clients of the management consultant office "D".  Observations method are made to obtain data through operational activities in the management consultant office "D" such as the information of workflow, reporting, documentation, employee attitudes and interaction between employees. Observations at the client's office of management consultant "D" are made to obtain data about the consultant team performance when visiting, knowledge and ability of the consultant team to solve problems and interaction with the client. Document analysis is carried out to obtain data through organizational chart and structure related to decision making, communication and reporting flow. Job description and specification related to duties, responsibilities and minimum specification of each employee in the Office of Management Consultant "D".

FINDINGS AND DISCUSSION
In designing a performance appraisal system, the first step is to conduct a job analysis consisting of job descriptions that refer to the Armstrong (2014) literature, job specifications that refer to the Dessler (2015) and Armstrong (2014) literature and job performance standards that refer to the Cascio (2016) literature. The following is the format of the job analysis which includes a job description, job specifications and job performance standards for each level of the management consultant office "D": Table 1 Level of position code: Receive reports from: 1.
Reporting responsibility: The compilation of the instruments of performance appraisal refers to the Aguinis (2013) literature related to the result approach and the Cascio (2016) literature which consist some of the requirements for a performance appraisal system to run effectively. Table 1.5 shows the instruments of performance appraisal and its weighting for each level of position per department in the management consultant office "D", which will be used in the performance appraisal form. From the instrument of performance appraisal there are three appraisal categories: attitudes and behaviors; technical; and non technical. From these categories are consist of fifteen appraisal instrument. Supporting staff have a total of 9 instruments to be assessed, junior consultants have a total of 10 instruments to be assessed, supervisor consultants have a total of 11 instruments to be assessed, manager consultants have a total of 12 instruments to be assessed and partners have a total of 11 instruments to be assessed. The performance appraisal form was designed based on a theoretical study by Aguinis (2013), aspects of acceptability and practicality by Cascio (2016) and a graphic rating scale method by Idowu (2017) and Armstrong (2015) which was then adjusted to the needs of the management consultant office "D". The following is the performance appraisal form for the management consultant office "D": Picture 1.1 Performance Appraisal Form for Management Consultant Office "D" The performance appraisal form is completed with appraisal procedures that refer to the appraisal process component by Keeping and Levy (2000) literature. The procedure for appraisal provides an explanation to the assessor briefly and clearly how to give scale to each of the existing assessment instruments. The procedure of appraisal explains the evaluation standard of each instrument in accordance with the existing level of position. Equipped with appraisal procedures, the assessor is expected to be able to provide an appraisal in accordance with actual conditions and minimize bias during the performance appraisal process. The following are the procedures for performance appraisal for management consultant office "D":  (2) (1) Procedures for conducting performance appraisals are prepared in accordance with the needs of the management consultant office "D" and refer to the main components of a performance appraisal system by Keeping and Levy (2000), namely "the appraisal process" where a performance appraisal system must have clear and directed guidelines related to policies and the assessment procedures used to be implemented during the performance appraisal process. The following are the proposed procedures for carrying out performance appraisals for the management consultant office "D":