<![CDATA[ABSTRACT Hospitals are required to implement continuous performance appraisal to improve healthcare service quality according to accreditation standards. This study aimed to examine and evaluate the employee performance appraisal system at Risa Sentra Medika Hospital. This qualitative research based on case study involved ten informants consisting of managers, heads of affairs, unit heads, and employees selected purposively. Data collection was conducted through semi-structured interviews and document analysis, analyzed using data reduction, data display, and conclusion drawing with triangulation, member checking, and audit trail validity tests. Implementation of the performance appraisal system showed significant gaps with established standards including minimal socialization and appraiser training, uniform appraisal instruments without job differentiation, non-periodic implementation time, absence of technical guidelines, one-way performance measurement, documentation of indicators not yet measured based on Key Performance Indicators, and suboptimal utilization of evaluation results. The performance appraisal system has not functioned optimally as a strategic instrument for human resource development. Comprehensive reconstruction is needed through strengthening socialization, job description-based instrument differentiation, structured periodic appraisal implementation, technical guideline development, two-way feedback mechanisms, measurable indicator-based documentation, and optimization of evaluation results utilization to support competency development and sustainable performance culture. Keywords: Health Workers, Hospital, Human Resource Management, Performance Appraisal, Performance Evaluation. ABSTRAK Rumah sakit dituntut melaksanakan penilaian kinerja berkelanjutan untuk meningkatkan mutu layanan kesehatan sesuai standar akreditasi. Penelitian bertujuan mengkaji dan mengevaluasi sistem penilaian kinerja karyawan di Rumah Sakit Risa Sentra Medika. Penelitian kualitatif berbasis case study melibatkan sepuluh informan terdiri dari manager, kepala urusan, kepala unit, dan karyawan yang dipilih secara purposive. Pengumpulan data dilakukan melalui wawancara semi-terstruktur dan analisis dokumen, dianalisis menggunakan data reduction, data display, danconclusion drawing dengan uji keabsahan triangulasi, member checking, dan audit trail. Implementasi sistem penilaian kinerja menunjukkan kesenjangan signifikan dengan standar yang ditetapkan meliputi minimnya sosialisasi dan pelatihan penilai, instrumen penilaian seragam tanpa diferensiasi jabatan, waktu pelaksanaan tidak periodik, ketiadaan petunjuk teknis, pengukuran kinerja satu arah, dokumentasi indikator belum terukur berbasis Key Performance Indicators, serta pemanfaatan hasil evaluasi belum maksimal. Sistem penilaian kinerja belum berfungsi optimal sebagai instrumen strategis pengembangan sumber daya manusia. Diperlukan rekonstruksi komprehensif melalui penguatan sosialisasi, diferensiasi instrumen berbasis uraian tugas, implementasi penilaian periodik terstruktur, penyusunan petunjuk teknis, mekanisme umpan balik dua arah, dokumentasi berbasis indikator terukur, serta optimalisasi pemanfaatan hasil evaluasi untuk mendukung pengembangan kompetensi dan budaya kinerja berkelanjutan. Kata Kunci: Evaluasi Kinerja, Manajemen Sumber Daya Manusia, Rumah Sakit, Sistem Penilaian, Tenaga Kesehatan.]]>
