2918255 pptperformance appraisal
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Performance appraisal pptTRANSCRIPT
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Performance Appraisal
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Performance Appraisal : Performance Appraisal (PA) refers to all those procedures that are used to evaluate the personality, performance, potential, of its group members
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Relationship between jab analysis and performance appraisal:Job analysisperformanceperformancestandards appraisal
Describes work& Personnel RequirementOf a particularjobTranslate job Into levels of To acceptableOr unacceptableperformance
Describes the Job relevant strengths and weakness ofEach individual
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Question arises?Why do we measure performance? Effective performance appraisal systems How do we measure performance?
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CharacteristicsIt is a step by step processIt examine the employee strengths and weaknessesScientific and objective studyOngoing and continuous processSecure information for making correct decisions on employees
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Needs and Objectives:Provide feedback about employeesProvide databaseDiagnose the S & W of individualsProvide coaching, counseling, career planning to subordinatesDevelop positive relation and reduce grievanceFacilitates research in personnel management
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Appraisal Benefits (cont.)Appraisals offer employees:DirectionFeedbackInputMotivation
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Appraisal BenefitsAppraisals offer the company:DocumentationEmployee DevelopmentFeedbackLegal protectionMotivation system
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Why Appraisals Are ImportantRecognize accomplishmentsGuide progressImprove performance
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Why Important (cont.)Review performanceSet goalsIdentify problemsDiscuss career advancement
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Steps in performance appraisalEstablishing job standards
Designing an appraisal programme
Appraise performance
Performance interview
Use appraisal dataFor appropriate purpose
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Process of PASetting performancestandardsTaking correctivestandardsDiscussingresultsComparing standardsMeasuringstandardsCommunicatingstandards
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Issues in appraisal systemAppraisal Design?Formal and informalWhose performance?Who are the raters?What problems?How to solve?What to evaluate?When to evaluate?What methods?
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What to evaluate? (Philip Model)Problem childrenPlannedseparationstarsSocialcitizenHLHLPotentialPerformance
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How PA contribute to firms competitive advantages Improving performanceMaking correct decisionEnsuring legal competenceMinimizing dissatisfactionAnd turnoverValues and behaviorCompetitive advantage
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Problems in performance appraisalErrors In ratingHalo effectsStereotypingCentral tendencyConstant errorPersonal bias Spill over effect
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Problems in performance appraisal (Contd)IncompetenceNegative approachMultiple objectivesResistanceLack of knowledge
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Essentials of an effective appraisal systemMutual trustClear objectivesStandardizationsTrainingJob relatednessDocumentationFeedback and participationIndividual differencesPost appraisal reviewReview and appeal
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Appraisals and Discrimination
Title VIIADAOther fair employmentLaws
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Discrimination (cont.)Failure to communicate standardsFailure to give timely feedbackFailure to allow employees to correct performanceInconsistency in measuring performanceFailure to document performance objectively
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Appraisal FormsDefine performance expectationsDescribe measurement toolsUse a rating systemCover specific examplesSet measurable goals
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Measure PerformanceMeasurement systems need to be:SpecificFairConsistentClearUseful
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Measure Performance (cont.)Systems can be:NumericalTextualManagement by Objective (MBO)Behavior oriented
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Document PerformanceMake sure documentation is objectiveDocument performance of all employeesProvide complete and accurate informationDocument performance on a regular basis
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Set Goals.Based on job requirementsRealisticMeasurableObservableChallengingPrioritized
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Employee InputEmployees take an active role:Setting goalsDesigning action plansIdentifying strengths and weaknessesEmployees participate in the PA meeting
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PreparationEmployees:Review performanceThink about new goals
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Preparation (cont.)Supervisors:Review performanceComplete written appraisalThink about new goalsSchedule time and place
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Start the MeetingLay out agendaTalk about moneyEncourage inputGive good news first
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During the MeetingReview performance:Based on previous goalsNoting strengths and accomplishmentsIdentifying areas for improvement
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Presentation TipsFocus on the professionalGive objective examplesInvite responseListen activelyCreate we mentality
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During the Meeting (cont.)Set goals: Based on company goalsBuilding on areas that need improvement
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End the MeetingEncourage good performanceLay out action planCommunicate outcome of goals not metConfirm understanding
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Continuous FeedbackFormal appraisalsInformal appraisalsOpen communication
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Recognize Good PerformanceVerbalPublicTangibleMonetary
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Identify Poor PerformanceAct earlyTake the right approachDeal with employee reactionHandle continued poor performance
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Discipline Poor PerformanceRecognize problemsTalk with employeeFollow company policy
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Handle Hard CasesReviewing highly emotional employeesRating former peers
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Key Points to RememberYou must conduct objective appraisals on a scheduled basis.
Appraisals tell employees how theyre doing and how they can improve.
Appraisals help create a system of motivation and rewards based on performance.
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Performance Appraisal MethodsIndividual Evaluation Methods Confidential report Essay evaluation Critical incidents Checklists Graphic rating scale Behaviorally anchored rating scaleMBO
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Critical Incident methodEx: A fire, sudden breakdown, accident
Workersreactionscale
Ainformed the supervisor immediately 5BBecome anxious on loss of output 4Ctried to repair the machine 3DComplained for poor maintenance 2Ewas happy to forced test 1
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Checklist methodSimple checklist methodWeighted checklist methodForced choice methodSimple checklist method:Is employee regular Y/NIs employee respected by subordinateY/NIs employee helpfulY/NDoes he follow instruction Y/NDoes he keep the equipment in orderY/N
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Weighted checklist methodweightsperformance rating(scale 1 to 5 )Regularity0.5Loyalty1.5Willing to help1.5Quality of work1.5Relationship2.0
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Forced choice methodCriteriaRating
1.Regularity on the jobMostLeastAlways regularInform in advance for delayNever regularRemain absentNeither regular nor irregular
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Graphic Rating ScaleContinuous Rating ScaleDiscontinuous Rating ScaleEmployee name_________Deptt_______Raters name ___________Date________------------------------------------------------------------------------Exc.GoodAcceptableFairPoor 5 4 3 2 1 _ DependabilityInitiativeOverall outputAttendanceAttitudeCooperationTotal score Continuous Rating Scale
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Discontinuous Rating ScaleAttitudeNoInterestIndifferentInterestedEnthusiasticVeryenthusiastic
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BARS( behaviorally Anchored rating scale)Step 1.Identify critical incidents
Step 2.Select performance dimension
Step 3.Retranslate the incidents
Step 4.Assign scales to incidents
Step 5.Develop final instrument
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MBO ProcessSet organizational goalsDefining performance targetPerformance reviewfeedback
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Group AppraisalRanking Paired comparison Forced distribution Performance tests Field review technique
Performance Appraisal Methods
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Ranking methodEmployeeRank
A2
B1
C3
D5
E4
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Paired comparison methodABCDE Final RankA---++3
B+--++2C++-++1D----+4
E-----5No of Positive evaluation Total no. of evaluation * 100 = employee superior evaluation
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Forced Distribution method10%20%40%20%10%poorBelowaverageaveragegoodExcellentNo. of employeesForce distribution curve
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Field review methodPerformancesubordinatepeers superiorcustomerDimension
Leadership ^ ^
Communication ^^
Interpersonal skills ^^
Decision making^ ^ ^
Technical skills^ ^ ^
Motivation^ ^ ^
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Performance criteria for executivesFor top managersReturn on capital employedContribution to community developmentDegree of upward communication from middle-level executivesDegree of growth and expansion of enterprise.
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For middle level managersDepartmental performanceCoordination among employeesDegree of upward communication from supervisorsDegree of clarity about corporate goals and policies
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For supervisorsQuality and quantity of output in a given period Labor cost per unit of output in a given periodMaterial cost per unit in a given periodRate of absenteeism and turnover of employeesNo of accidents in a given period
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