Military Personnel Appraisal

As a branch of the Indonesian National Defence Forces, one of the responsibilities of the Indonesian Air Forces is to enforce the law and maintain the sovereignty and security in the air and space jurisdiction of the Republic of Indonesia in accordance with provisions of national law and international law that have been ratified. To accomplish its job, more than thirty thousand soldiers have been manning the Air Force to date. With that enormous amount, it has always been a challenge for the Air Force to keep its soldiers well-trained, well-skilled and well-performed. Especially when there are only few training and development squadrons available with limited capacity. For this reason, a military personnel appraisal system has become a very

So that it will give a better understanding about the condition of the Indonesian Air Force soldiers objectively. With the ultimate goals of boosting military personnel performances through proper training and development programmes; and projecting better career plans for the soldiers. Henceforth, they will serve the country through the Indonesian Air Force with utmost quality in the future.

The aim of this paper is to propose the improved military personnel appraisal system and show its benefits in relevance to boost performance of the Indonesian Air Force military personnel.

A military personnel appraisal is supposed to review military personnel’s past performance, analyse it and try to project their military career and development in the future in relevance to their potential. Should this carried out effectively and properly, it would give positive impacts on soldiers’ motivation and performance in the future, as well as the organization

As the one who is responsible for appraising the soldiers, the assessors find it is very difficult to objectively assess the soldiers’ performance for the recent six months. It is because there is no any PMIS to support them in keeping the records of the soldiers’ past performance. For this reason, they mostly trust their instinct to assess how the soldiers performed. So that, the report becomes bias.

The OIC/MDC. Reading and analysing all the report sent to the HQ’s is a tough job for the OIC/MCD. In the absence of PMIS, in particular, it seems impossible for them to track down someone’s performance history. So, when they need to come up with decision regarding the career and development programmes for the soldiers, it becomes more difficult. As a result, there is no continuation in projecting career and development plans, and some of the soldiers presume that the OIC/MCD has unfairly treated them as well.

No Integration. As described previously, the appraisal reports are paper-based, so that it is not fully integrated with any programmes, such as training and courses, and staffing or career management. Therefore, it causes lack of coordination and leads to missed