Performance Management Systems and Feedback in Public Legal Institutions: Challenges of Forced Ranking and Career Development

Performance Management Systems (PMS) constitute a critical component of modern human resource management strategies, particularly within public sector organizations. An effective PMS ensures alignment between individual performance and organizational strategic objectives, while simultaneously fostering employee competency development and motivation. Public Legal Institutions in Indonesia have adopted a PMS based on a Corporate Scorecard System (CSS), cascading Key Performance Indicators (KPIs) down to the individual level. However, the implementation of performance review and feedback within these institutions continues to face significant challenges.

Performance appraisal is conducted predominantly through a top-down approach using a forced ranking mechanism, which imposes predetermined performance distributions. This practice raises concerns regarding fairness, weakens employee motivation, and limits the developmental function of performance evaluation. This qualitative study examines the gap between ideal PMS principles and actual practices within Public Legal Institutions through document analysis and literature review.

The findings indicate that performance reviews are largely administrative and one-directional, reducing their value as tools for employee development. While forced ranking provides performance differentiation, it also encourages unhealthy internal competition and undermines collaborative work culture. The study concludes that a fundamental transformation of the PMS is required—one that is more humane, participative, and development-oriented. Key recommendations include strengthening two-way feedback culture, implementing continuous feedback mechanisms, eliminating forced ranking, developing Individual Development Plans (IDPs), and integrating performance appraisal with talent management systems to promote sustainable organizational performance.