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Tatum Syarifah Adiningrum
Faculty of BINUS BUSINESS SCHOOL, BINUS UNIVERSITY, JWC Campus, Jl. Hang Lekir I No. 6, Senayan, Jakarta 12120
Economics, Econometrics & Finance

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PERFORMANCE REVIEW: KEEPING IT FEASIBLE Tatum Syarifah Adiningrum
Journal of Business Strategy and Execution Vol. 4 No. 1 (2011): Publish on November 2011
Publisher : Bina Nusantara University

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Abstract

The strategic human resource management (SHRM) approach tries to link all aspects and practices in HRM directly to organizations’ goals. One of the most important aspects in SHRM is the performance management, in which the HR manager make sure that employee performance are on target, by applying practices such as performance review and merit rating. The following paper discussed the performance review process, what factors make an effective performance review and the benefits of the process, highlighting important aspects of a successful strategic model of performance management, using the strategic model of management of performance. Effective performance review depends to commitment of the organization. Entailed in the commitment is the willingness of the organization to develop a suitable method of train the appraiser to make sure that they fully understand and that they believe in the process. Another important factor is that performance review process should be aligned with organization goals to give it the right direction and fair standard.
LEARNING ORGANISATION: UTOPIA OR PRACTICAL? Tatum Syarifah Adiningrum
Journal of Business Strategy and Execution Vol. 4 No. 2 (2012): Publish on June 2012
Publisher : Bina Nusantara University

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Organisational learning and learning organizational concept are not new in management discipline, however the high popularity of these construct is growing in 1990s onwards to both academics and business managers. From organisational perspective, in order to keep its competitive advantage, to be successful continually, organisations have to keep improving its products and service, and to be able to do that, organisations have to learn, thus becoming a learning organisation. Definitions of learning organisation are varied from each author, from a simple, idealistic to a highly practical one. To manage organisational learning, there are also different ranges of discussions from different academics, ranging from the vague and utopian to highly practical approach. Although engaging in organisational learning is very useful for the development of organisations, becoming a learning organisation is not the one and truly aswer to the sustainability of an organisation. Organisation should pursue change to a better performance, but not all organisation have to change with the same pace and intencity. The most reasonable thing to do in addapting the learning  organisation notion is to consider the sensitiveness of culture and needs, and to decide to what degree an organisation would like to adapt it.
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