Implementation of Performance Appraisal System in Public Sector: New Line Managers Perspective Indah Fitriana Astuti (a), Riani Rachmawati, Ph.D. (b)
(a & b) Master of Management, Faculty of Economics and Business, University of Indonesia, Jakarta, Indonesia.
Abstract
Performance appraisal in an organization is a way to measure the actual achievement of performance compared to targets or goals that are determined on a regular basis. Performance appraisal has implications for careers, training opportunities, remuneration, and interpersonal relationships. This research uses a qualitative approach through the case study method. In-depth interviews with 14 newly promoted first-line managers in one of Indonesia^s government agencies yielded the research data. The purpose of this study is to identify how new line managers interpret the applicable performance appraisal system, interpret the performance appraisal process that has been carried out, and interpret objective performance appraisals for subordinates. Interview data was processed and analysed using thematic analysis. The research findings reveal that new line managers interpret the performance appraisal system as a complicated performance appraisal system, as a safe way to minimize complaints from subordinates, and as an objective perception system that is still partially understood.
Keywords: Performance appraisal, objective, force distribution rating system, discretion, public sector
Topic: Organizational Behavior, Leadership and Human Resource Management
