DESIGNING A HUMAN
RESOURCE MANAGEMENT SYSTEM FOR PERFORMANCE ASSESSMENT USING BEHAVIORALLY
ANCHORED RATING SCALES (BARS) FOR OPERATORS AT PT. POLYLAND INDOTEKNIK BANDUN
Erlin Ribka Tanoni1, Bobby W. Saputra2
Sekolah Tinggi Ilmu Ekonomi Harapan Bangsa, Bandung,
Indonesia
ABSTRACT
Employee performance appraisal is a
crucial aspect of enhancing organizational productivity and effectiveness. This
research aims to develop a more robust performance appraisal system for factory
operators at PT. Polyland Indoteknik Bandung employs the Behaviorally Anchored
Rating Scales (BARS) method. Through an analysis of the existing appraisal
system, this study found that the sole use of Key Performance Indicators (KPIs)
is insufficient to measure complex behavioral aspects. Therefore, BARS is
proposed as a more comprehensive method. The designed BARS system incorporates
specific behavioral indicators relevant to the job of factory operators.
Additionally, this research outlines an implementation strategy involving
socialization, integration with existing systems, feedback provision, and
periodic evaluation. The results indicate that BARS can improve the quality of
performance appraisals and provide more constructive feedback to employees.
Keywords: BARS, Performance, KPI
Corresponding Author: Erlin Ribka Tanoni
E-mail: [email protected]
INTRODUCTION
Human
resources, as the organization's driving force, are greatly influenced by the
behavior of its participants/employees
Employee
performance appraisal can be measured through various methods, including the
Behaviorally Anchored Rating Scales (BARS) method, which assesses behaviors
linked to personality traits to gauge effectiveness
PT.
Polyland Indoteknik Bandung has been focused on improving product quality by
enhancing operator skills and reducing turnover through a comprehensive HR
system since 2019, achieving positive results. The next goal is to upgrade the
performance appraisal system to be more objective and developmental. This study
proposes the Behaviorally Anchored Rating Scales (BARS) method for performance
assessment, aiming to provide structured feedback, support continuous
improvement, and boost job satisfaction. The research intends not only to aid
PT. Polyland Indoteknik Bandung contributes to the academic literature on
effective, behavior-based performance evaluations.
This is highlighted in studies like Martin-Raugh et
al.
Furthermore, this study’s integration of BARS with Key
Performance Indicators (KPIs) contributes to a novel dual-method evaluation
model that supports qualitative and quantitative metrics. While BARS typically
functions as a standalone behavioral assessment tool, its combination with KPIs
provides a holistic assessment framework that aligns well with the company’s
goals of reducing turnover and fostering skill development. The digital
integration of BARS with the KPI system also offers practical benefits, enabling
real-time data collection and feedback accuracy. These methodological and
contextual distinctions set this study apart, showcasing how BARS can be
effectively tailored to meet the specific demands of manufacturing while
providing a structured approach that could serve as a model for similar
industries.
This study seeks to develop a BARS-based performance
appraisal system tailored to the unique needs of PT. Polyland Indoteknik
Bandung. The objectives are to identify key behavioral indicators relevant to
factory operators’ roles, design an appraisal structure that integrates these
indicators with existing KPI measures, and outline an implementation strategy
that includes socialization, integration with current systems, feedback
mechanisms, and regular evaluations. This research introduces a novel approach
to performance appraisal in the manufacturing sector by combining behavioral
and technical metrics, thereby creating a holistic assessment framework that
supports employee development and operational efficiency.
METHOD
This study uses a qualitative descriptive
approach to design and implement a BARS-based performance appraisal system for
factory operators at PT. Polyland Indoteknik Bandung. Data collection included
interviews with personnel, questionnaires for operators, and secondary data
from company documents. The implementation process is divided into four stages:
socialization, integration, feedback provision, and periodic evaluation.
Socialization introduces BARS through workshops, while integration embeds BARS into
the existing KPI-based system for a combined appraisal of quantitative and
behavioral metrics.
Structured feedback is provided after
appraisals, with follow-up sessions setting improvement goals. Periodic
evaluations gather feedback every six months, with annual refresher training to
maintain engagement. Data analysis followed Miles and Huberman’s interactive
model, involving data reduction, presentation, and iterative conclusion
drawing. Semi-structured interviews, Likert-scale questionnaires, and field
observations provided insights into behavioral patterns, revealing areas where
BARS can enhance objectivity and support human resource development.
RESULTS AND DISCUSSION
Results of Questionnaire Data Analysis
1. Read and Understand
the Production Machine Instruction Manual.
Figure 1.
Questionnaire Data
Reading and Understanding Production Machine Instruction Manual
Based
on the questionnaire data, 57.9% of respondents stated it was appropriate. In
comparison, 28.9% admitted it was very relevant, 7.9% of respondents felt
hesitant, and 5.3% said it was inappropriate. A good understanding of the
instruction manual helps prevent operational errors, increase
productivity, and reduce the risk of work accidents. These results show that
most operators can understand machine instructions well. However, there is
still room for improvement for a small percentage of employees.
2. Carefully Implement
the Provisions of Production Procedures
Figure 2.
Questionnaire Data
Carefully Implements the Provisions of Production Procedures
71.1%
of respondents stated that it was appropriate, and 28.9% felt that it was very
relevant in carrying out the provisions of production procedures. None of the
respondents chose the "Hesitate," "Not Conforming," or
"Very Inappropriate" options, meaning that all employees felt
confident in their ability to follow production procedures well. This shows
that the operator has good precision, which is highly correlated with stable
and consistent performance in maintaining the quality of production output.
3. Work Fast Without
Sacrificing Production Quality
Figure 3.
Questionnaire Data
Works Quickly Without Sacrificing Production Quality
Regarding
working quickly without sacrificing quality, 52.6% of respondents stated it was
appropriate. In comparison, 31.6% said it was very proper, 7.9% felt hesitant,
and 7.9% stated it was irrelevant. An imbalance between speed and quality can
result in an increased rate of product defects or errors, ultimately harming
the company. Therefore, this indicator is important in assessing employees'
work efficiency in the production environment. In this context, most operators
(more than 80%) feel capable or very capable of working quickly without
sacrificing quality. However, around 15% of operators think they are unsure or
incapable. This may indicate the need for further employee training regarding
time management and quality control.
4. Repairing defective
goods
Figure 4.
Questionnaire Data
for Repairing Production Defective Goods
Regarding
the ability to repair defective goods, 63.2% of respondents admitted that it
was appropriate, 23.7% felt that it was relevant, 7.9% felt hesitant, and 5.2%
stated that it was inappropriate. These results show that most operators
understand quality standards and how to fix non-compliant products. However,
operators who feel hesitant or unable may need additional training to improve
their abilities.
5.
Maintaining Neatness and Cleanliness of the Work
Area
Figure 5.
Questionnaire data
maintains neatness and cleanliness of the work area
In
maintaining the neatness and cleanliness of the work area, 55.3% of respondents
felt appropriate, 42.1% felt very relevant, and 2.6% of respondents felt
hesitant. None of the respondents chose the "Not Conforming" or
"Very Inappropriate" option, indicating that all employees felt they
had at least a basic level of ability to keep the work area tidy and clean.
This shows that most employees can maintain the neatness and cleanliness of
their work areas, which is very important to improve work efficiency and reduce
the risk of workplace accidents. The questionnaire
results showed that most employees were competent in various job quality
indicators. However, there was room for improvement in certain aspects, such as
time management, quality, and repair of defective goods.
1.
Come to Work on Time
Figure 6.
Questionnaire Data
Comes to Work on Time
Based
on the questionnaire results, as many as 55.3% of respondents felt appropriate
in terms of arriving on time, 42.1% admitted that it was very relevant, and
2.6% of respondents thought it was inappropriate. None of the respondents chose
the "Very Inappropriate" or "Hesitant" option, indicating
that most employees felt confident in their discipline regarding punctuality.
This data shows that most operators have a high level of discipline in adhering
to set working hours. This punctuality directly reflects the operator's
commitment to their responsibility.
2.
Returning from a Break on Time
Figure 7.
Questionnaire Data
Returns from Breaks on Time
Regarding
returning from a break on time, 47.4% of respondents felt it was appropriate,
while another 47.4% felt it was very appropriate. 2.6% of respondents felt
hesitant, and another 2.6% stated that it was inappropriate. This figure shows
that most operators are also well-versed in taking advantage of downtime, which
contributes to the smooth running of the production operation.
3.
Following the Company's Regulations
Figure 8.
Questionnaire Data
Following Company Regulations
Regarding
compliance with company regulations, 52.6% of respondents admitted that it was
appropriate, 44.7% stated that it was very relevant, and 2.6% of respondents
felt hesitant. None of the respondents chose the "Not Conforming" or
"Very Unconforming" option, indicating that most operators felt
confident in their level of discipline in following company regulations. These
results show that most operators comply with the policies and rules imposed by
the company, which is the key to maintaining operational efficiency and a
conducive working atmosphere.
4.
Following a Set Shift Schedule
Figure 9.
Questionnaire Data Following a
Set Shift Schedule
Regarding
following the set shift schedule, 52.6% of respondents felt it was very
suitable, 42.1% thought it was appropriate, and 52.3% felt indecisive. None of
the respondents chose the "Not Conforming" or "Very
Inappropriate" option, meaning most employees thought they could keep up
with their shift schedules quite well. This shows that most operators can adapt
well to the work schedule set by the company, which supports operations that
run 24/7 or in rotating shifts.
5.
Following Occupational Safety Rules
Figure 10.
Questionnaire Data Following
Occupational Safety Rules
On
the indicator of discipline in following work safety rules, as many as 55.3% of
respondents stated that it was very appropriate, another 42.1% felt that it was
relevant, and 2.6% thought it was inappropriate. None of the respondents felt
"Hesitant" or "Very Unsuitable". This is a very positive
finding, considering that occupational safety is an essential aspect of factory
operations, especially in the manufacturing industry, such as plastic
factories. Discipline in following safety rules can prevent work accidents and
maintain employee welfare.
Overall, more than 90% of employees feel
confident in their ability to comply with the regulations and standards that
the company has set. However, a small percentage of operators feel hesitant or
lack discipline in some aspects, such as following work safety rules or
adhering to shift schedules, indicating room for improvement, especially in
training and strengthening discipline. The overall operator discipline is reasonable,
with most showing high compliance with procedures and regulations, which
contributes to the efficiency and safety of the company's operations.
1.
Resolving Conflicts with Colleagues Favorably
Figure 11.
Questionnaire Data Resolves
Conflicts with Colleagues Well
Based
on the questionnaire data, 71.1% of respondents stated that it was
appropriate, 23.7% felt that it was very relevant, 2.6% felt
hesitant, and 2.6% thought it was inappropriate to resolve conflicts with
colleagues satisfactorily. These results show that only a few operators feel
unsure or incapable. Most operators have good skills in managing conflicts,
which is important in creating a collaborative and harmonious work environment.
2.
Good Production Results and Quality Achieved by Teamwork
Figure 12.
Good Production Results and Quality
Questionnaire Data Achieved with Teamwork
63.2% of respondents
stated that it was appropriate, 34.2% felt that it was very relevant, and
2.6% felt doubtful that good production results could be achieved through
teamwork. None of the respondents chose the "Not Conforming" or
"Very Inappropriate" option, indicating that most operators agreed
that teamwork is important in achieving good production results. This shows a
high awareness among operators that teamwork is essential to achieving quality
production targets.
3.
Adapting to Various Traits and Characters of Coworker
Figure 13.
Questionnaire Data Adapts to
Various Traits and Characters of Colleagues
68.4% of respondents
admitted they were suitable, 23.7% felt very appropriate, 5.3% felt hesitant,
and 2.6% felt inappropriate in adapting to various traits and characters of
colleagues. Most operators can adjust to multiple characteristics and
characters of colleagues, which shows good interpersonal skills. This ability
is very important in creating a harmonious and productive work
environment. This adaptability is crucial to maintaining positive team dynamics
and ensuring that individual differences do not hinder the work process.
4. Willing to Take on Unfinished Coworkers' Work
Figure 14.
Questionnaire Data Willing to
Take Unfinished Work of Colleagues
A
total of 63.2% of respondents stated that it was appropriate, 28.9%
felt that it was relevant, and 7.9% felt hesitant about taking on the
unfinished work of colleagues when needed. None of the respondents chose the
"Not Suitable" or "Very Not Appropriate" option, indicating
that most operators are open enough to help colleagues. This attitude reflects
that most operators have a high sense of solidarity and responsibility within
the team, which is essential for maintaining an effective workflow.
5. Contribute to Team Discussions
Figure 15.
Questionnaire Data Contributes
to Team Discussions
65.8% of respondents felt
appropriate, 31.6% felt very relevant, and 2.6% felt
hesitant
to contribute to team discussions. None of the respondents
chose the "Not Appropriate" or "Very Not Appropriate"
option, indicating that most employees felt sufficiently involved in team
discussion and collaboration. The questionnaire results showed that most
operators have good teamwork skills and are willing to
support the team in various situations. This positively impacts operational
efficiency, productivity, and a harmonious
working atmosphere, ultimately improving the team's overall
performance.
1.
Understanding Daily Goals and Working Without Being Asked
by Your Boss
Figure 16.
Questionnaire Data Understanding Daily Targets
and Doing Without Being Asked by Superiors
Based
on the questionnaire data, 63.2% of respondents felt appropriate, 23.7%
felt very relevant, 7.9% felt hesitant, and 5.3% felt inappropriate in
understanding daily targets and completing tasks without being asked by
superiors. These results show that most operators can understand daily targets
and work independently without being asked by their superiors, which reflects a
good level of initiative.
2. Taking on Additional Responsibilities
Figure 17.
Questionnaire Data Taking
Responsibility for Additional Tasks
71.1% of respondents
stated that it was appropriate, 13.2% felt it was very relevant, and 15.8%
of respondents hesitated to take responsibility for additional
tasks. None of the respondents chose the "Not Conforming" or
"Very Unsuitable" option, indicating that most employees were open to
extra responsibilities, although some were hesitant. Most operators are ready
and willing to take the initiative to handle additional tasks, which signifies
a high commitment to achieving team and company targets.
3.
Learn Production Machinery or Other Skills Without Being
Prompted
Figure 18.
Questionnaire Data Learning
Production Machinery or Other Skills Without Being Requested
Regarding
taking the initiative to learn a new skill or a production machine without
being asked by a superior, 60.5%
of respondents felt appropriate, 13.2%
felt very relevant, 21.1%
felt hesitant,
and 5.3%
stated that
it was not relevant. This shows that the operator's initiative
in developing himself and improving his competence outside the required tasks
is quite high, which is important for the long-term development of individuals
and companies.
4. Submit Workflow Improvement Ideas
Figure 19.
Questionnaire Data Proposes
Workflow Improvement Ideas
As
many as 52.6%
of respondents felt it was appropriate, 26.3%
thought it was very relevant, and 21.1%
felt hesitant about proposing ideas to improve workflows. This shows that
operators actively find solutions to improve work efficiency and effectiveness,
which is important for innovation in daily operations.
5.
Taking Action to Reduce Workplace Risk
Figure 20.
Questionnaire Data Takes Action to Reduce Risks in the Workplace
Regarding
proactively reducing workplace risks, 63.2%
of respondents felt appropriate, 34.2%
felt very relevant, and 2.6%
felt indecisive.
None of the respondents chose the "Not Conforming" or "Very
Inappropriate" option, indicating that almost all operators agreed that
they were at least aware of minimizing workplace risks. The high safety
awareness among operators shows they focus on their daily tasks and strive to
create a safe work environment.
Overall, the questionnaire results show that most
employees have a high level of initiative in their work.
They proactively achieve targets, take on additional responsibilities, and
improve workflow and safety. This indicator shows that employees are not just
waiting for instructions but striving to act independently and contribute more
to the company.
1. Communicate Well and Courteously with Colleagues/Team
Members
Figure 21.
Questionnaire Data Communicates Well and Courteously with Colleagues/Team
Members
Based
on the data, 71.1% of respondents stated that it was appropriate,
and 28.9%
felt it was very relevant to communicate well and politely with colleagues or
team members. This shows that most operators have good interpersonal
communication skills, which are important in maintaining positive and
productive working relationships in the work environment. However, there needs
to be a more in-depth evaluation of the factors that affect team communication
(such as language barriers, organizational culture, or communication
technology) that can be further improved to improve overall team performance.
2. Inform the Boss of the Difficulties Faced
Figure 22.
Questionnaire Data Informs Employers of Difficulties Faced
A
total of 78.9% of respondents stated that it was appropriate, 18.4%
felt that it was very appropriate, and only a small percentage, 2.6%, chose the
category of hesitation to inform their superiors of difficulties.
These results show that communication skills in communicating difficulties to
superiors are good but can be further improved so that all employees feel more
comfortable and confident in communicating the obstacles they face, with
communication skills training programs and building a more open and supportive
work environment.
3.
Willing to Receive Input/Reprimands from Colleagues and
Superiors
Figure 23.
Questionnaire Data Willing to Receive Input/Reprimands from
Colleagues and Superiors
As
many as 68.4%
of respondents stated that it was appropriate, and 31.6%
felt that it was very suitable to be willing to accept input or reprimands from
colleagues or superiors. These results indicate a fairly open work environment
to criticism and feedback. However, there may be room for a more in-depth
feedback culture development program to encourage employees to respond more to
feedback. Improving communication skills and a positive feedback culture can
further strengthen team performance.
4.
Conveying Input to Colleagues and Superiors
Figure 24.
Questionnaire Data Conveys Input to Colleagues and Superiors
Regarding
providing input to colleagues or superiors, 71.1% of respondents stated that it was
appropriate, 28.9%
felt it was very relevant, and chose the hesitant category by 2.6%. This shows that
most operators cannot only receive feedback but also dare to provide
constructive suggestions or feedback to others, which helps to create a
collaborative and open work environment.
5. Actively Listen to Work Orders
Figure 25.
Active Questionnaire Data Listening to Work Orders
65.8%
of respondents stated that it was appropriate, 31.6% felt it was very relevant, and 2.6% chose the
category of hesitation in actively listening to work orders. Overall, these
results suggest that the ability to listen to work commands in the workplace is
already at a good level. Still, additional training or active listening skill
development programs could help more employees reach that level.
1. Working on Tasks According to the Priority Scale
Figure 26.
Questionnaire Data Doing Tasks According to Priority Scale
Based
on questionnaire data, 81.6%
of respondents felt appropriate, and 18.4% felt very appropriate
in doing tasks according to the priority scale. This shows that most operators
have excellent abilities in managing task priorities, which is essential in
day-to-day decision-making to achieve efficiency and effectiveness in work.
2.
Making Decisions that Reduce the Risk of Work Accidents
Figure 27.
Questionnaire Data Makes Decisions That Reduce the Risk of Work
Accidents
68.4% of respondents
stated that
it was appropriate, 26.3% felt it was very relevant,
and 5.3% chose
the category of hesitation in making decisions that could reduce the
risk of work accidents. Overall, the operator's ability to make decisions that minimize
the risk of work accidents is already good. However, an ongoing occupational
safety training program and effective communication regarding safety protocols
can further enhance operator confidence and competence so that the risk of
accidents can be minimized.
3.
Engaging Colleagues in Decision-Making
Figure 28.
Questionnaire Data Engages Colleagues in Decision-Making
In
terms of involving colleagues or teams in decision-making, 60.5% of respondents
felt it appropriate,
28.9%
felt strongly
appropriate, 7.9%
chose the hesitant category, and 2.6% chose the inappropriate
category overall; the majority of employees already have good abilities in
involving colleagues or teams in decision-making. However, there is room to
improve communication and collaboration skills so that some employees can be
more confident and used to team decision-making. Training programs related to team collaboration
and effective communication can help improve these skills to
make the decision-making process more inclusive and efficient.
4.
Analyzing Risks Arising from Actions in the Work
Environment
Figure 29.
Questionnaire Data Analyzes Risks Arising from Actions in the Work
Environment
73.7%
of respondents stated that it was appropriate, 18.4% felt it was very relevant,
5.3% chose
the category
of hesitation, and 2.6%
chose not
appropriate in analyzing the risks that may arise from actions
taken in the work environment. Overall, the ability of employees to analyze
risk is quite good, with most operators feeling competent in this regard.
However, there is still room to improve risk analysis skills for a small
percentage of operators who feel less confident. Additional training in risk management
and communication-related to occupational safety can help further improve these
abilities so that each operator can contribute to a safer and more productive
work environment.
5.
Overcoming
Production Problems in Urgent Circumstances without the Presence of Superiors
Figure 30.
Questionnaire Data
Addresses Production Problems in Urgent Circumstances without the Presence of
Superiors
In
this indicator, 57.9%
of respondents felt that it was appropriate, 26.3% thought that it was very relevant,
13.2% of respondents
chose the
hesitant category, and 2.6%
of respondents chose the inappropriate category
in terms of the ability to overcome production problems without the presence of
superiors. Overall, the operator's ability to handle production problems
without a supervisor is quite good. Still, some operators need to improve their
skills in terms of independence and problem-solving.
Further training related to decision-making in critical situations and production
management can help increase operator confidence and readiness
to handle urgent situations without relying on superiors.
From
all indicators, most operators have good decision-making skills in work safety,
team collaboration, risk analysis, and handling production problems in urgent
situations. However, a few operators feel less confident making decisions
independently, especially in unusual conditions or emergencies. Additional
training programs such as risk management, team collaboration, work safety, and
problem-solving in urgent situations will be very beneficial to strengthen the
decision-making ability of all operators so that team performance and
productivity can be improved more optimally, especially in maintaining safety
and work efficiency.
Discussion
PT.
Polyland Indoteknik Bandung implements Key Performance Indicators (KPIs) to assess
employee performance, especially at the operator and staff levels. The company's
director emphasized that the main purpose of the performance appraisal is to
ensure that employees' competencies are aligned with the needs of the company.
On the other hand, HRD mentioned that KPIs are used as an
assessment scale to provide feedback to employees transparently, meaning that
all employees are informed of the results of their assessments from time to
time. The KPI system that has been implemented is also used as the basis for
providing bonuses and incentives.
The Director and
Head
of HRD agreed that the main criterion in assessing operator
performance is the achievement of targets. The achievement of
these targets is considered the most visible key indicator in their work. In
addition, attendance, compliance with rules,
and production
quality and quantity are important assessment criteria,
especially in the production operator's section. The chief foreman
added that punctuality and speed of completing work are the company's
priorities in ensuring that production targets are achieved by the standards
that have been set.
In
the interview, the chief foreman emphasized that operators'
satisfactory behavior is when they can carry out instructions well and in
accordance with applicable procedures. On the other hand, unsatisfactory
behavior is seen when operators fail to comply with instructions or relinquish
responsibility when facing challenges in the workplace. The
Head of HRD
also emphasized the importance of teamwork
between divisions. E.g., communication or lack of cooperation often impacts the
final result of production. Therefore, the ability to work with other divisions
is an important aspect of employee performance appraisal.
The foreman
emphasized that when a problem occurs in the workplace, the operator is
expected to try to solve it on their own first. If the problem cannot be
resolved, the operator must report it to the supervisor immediately. The
ability to address these issues is considered an important part of the
operator's performance assessment.
Based on interviews with the Director
and head of HRD, it was noted that one of the biggest challenges in
evaluating performance is assessing qualitative aspects, especially work
behavior that cannot be measured directly. To overcome this, HRD usually
conducts evaluations by involving supervisors in providing assessments,
especially for behavior-related performance. Although there is no definite
formulation of the behavior that is the standard for success, this method is
quite helpful in assessing operators. The Head of HRD also highlighted that
another challenge is when employees get a score below average, where they often
reject or feel dissatisfied with the assessment results, feeling that the
assessment given is still subjective.
The
feedback process at PT. Polyland Indoteknik is carried out openly and transparently.
The
Director and Head of HRD ensure that employees are informed
about the results of their assessments based on the KPI assessments that have
been made. When performance is not satisfactory, employees will be given a letter of
reprimand and input regarding which areas need to be improved.
The Chief Foreman routinely monitors the operator's performance and provides
immediate feedback if the production results are not up to standard. According
to him, most operators usually respond well to the input and often advise on the
production process. If some are not satisfied with the assessment, the chief
foreman will work with HRD to provide a more detailed explanation regarding the
performance assessment results.
For
high-performing employees, the Head of HRD stated that the company provides awards and
recognition and considers promotions. For low-performing
employees, the company provides training, skill development, and clear
communication about areas to improve. The Director
emphasized the importance of a regular training system to maintain
performance standards aligned with the company's expectations.
Implementation of Behaviorally Anchored
Rating Scales (BARS)
Based
on the interviews conducted, the head of HRD and the Director stated
that they are not familiar with the BARS method but are open to the
possibility of applying it to assess specific behaviors in the future. Implementing
BARS can help companies provide a more objective assessment of work behavior,
which has been a challenge in qualitative performance evaluation
This
research successfully designed and developed a comprehensive performance
appraisal system for factory operators at PT. Polyland Indoteknik Bandung uses
the behaviorally anchored rating scales (BARS) method. The company relies on a
Key Performance Indicators (KPI) system emphasizing quantitative targets like
production achievements and procedure adherence. However, the KPI method has
limitations in assessing qualitative aspects such as teamwork, initiative, and
problem-solving skills. The proposed BARS system includes specific behavioral
indicators to evaluate aspects difficult for KPIs to measure, including
discipline, communication, and decision-making. The implementation strategy
involves socialization and training for management, supervisors, and operators
to understand behavioral indicators clearly.
Additionally,
BARS will be integrated with the existing KPI system, allowing for the
continued measurement of quantitative production targets while enhancing the
assessment of behavioral aspects. This method aims to increase employee
productivity, engagement, and satisfaction with structured feedback and
periodic evaluations. Overall, the study has successfully achieved its
objective of designing a BARS-based performance appraisal system tailored to
the operational needs of PT. Polyland Indoteknik Bandung.
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