Penilaian Kinerja dan Perilaku Inovatif di Era Digital

Abstract

In the digital competitive environment, the ability of organizations to innovate more than ever is the
key to competitive advantage. One way to address this increased pressure for innovation is to leverage
the ability of employees to generate new ideas and use these as building blocks for new and improved
products, services, and work processes. This study draws on a process-based approach to HRM (Bowen
and Ostroff, 2004) suggesting that HRM practices may have a signaling effect, to answer the following
research question: which specific characteristics of performance appraisal are more likely to be
perceived as promoting innovation in individuals at work? To address this issue, we conducted a survey
of 865 employees working in large multinational companies operating in digital sectors or industries
with the potential to go digital. We collected data on the main characteristics of the performance
appraisal system adopted by the company where the respondents work, as perceived by the employees
themselves. We also collected data on respondents' overall perception that performance appraisal
encourages innovative work behavior (IWB). Then, we employ logit analysis to examine the
relationship between data on the performance appraisal system and performance appraisal
effectiveness data as a driver of IWB. Our results reveal that, compared to informal feedback, formal
performance appraisals are more likely to reduce the perception that performance appraisals promote
individual innovation and creativity at work. In addition, we find that in employee perceptions
performance appraisals that focus on achieving a predetermined quantitative outcome are more likely
to influence IWB positively than assessments that focus on the predetermined skills exhibited by
employees performing their jobs. However, performance appraisals focused on new competencies
developed by employees have a positive perceived impact that is even stronger than results-oriented
appraisals. Together, these results advance our understanding of how organizations should evaluate
employees in the digital age