performance appraisail bbm
TRANSCRIPT
ObjectivesObjectives
About Performance appraisal
Meaning Meaning
DefinitionDefinition
Process of Performance Appraisal
ModernModern
Methods / Techniques of Performance Appraisal
TraditionalTraditional
Index
Issues in Performance Appraisal
Advantages of Performance Appraisal
Disadvantages of Performance Appraisal
Definitions
According to Newstrom, “It is the process of
evaluating the performance of employees, sharing
that information with them and searching for ways to
improve their performance’’.
Meaning
Performance appraisal is the step where the
management finds out how effective it has been at
hiring and placing employees .
A “Performance appraisal” is a process of
evaluating an employee’s performance of a job in
terms of its requirements.
Objectives of Performance Appraisal
Employee Organization
measuring the efficiencymaintaining
organizational control.
concrete and tangible
particulars about their
workassessment of
performance
mutual goals of the
employees & the organization.growth & developmentincrease harmony &
enhance effectiveness
Personal development work satisfaction involvement in the organization.
According to:
Aims at:
MenuGlossar
yPrevious Next
Setting performance
standardsTaking correctivestandards
Discussingresults
Comparing standards
Measuringstandards
Communicatingstandards
Process
1. Paired comparison
2. Graphic Rating scales
3. Forced choice Description
method
4. Forced Distribution Method
5. Checks lists
6. Free essay method
7. Critical Incidents
8. Group Appraisal
9. Field Review Method
10.Confidential Report
11.Ranking
1. Assessment Center
2. Appraisal by Results or
Management by
Objectives
3. Human Asset
Accounting
4. Behaviorally Anchored
Rating scales
Traditional Methods Modern Methods
Methods of Performance Appraisal
As compared to A B C As compared to A B C
A + - +
B - + -
C + - +
For the Trait “Quality of work”
A - + +
B + - +
C + + -
As compared to A B CAs compared to A B C
For the Trait “Creativity”
+
+
++
+
+
+
+ +-
-
-
--
- -
- -
Person rated Person rated
Ranking employees by paired comparison Method
• Paired-comparison Approach: A performance appraisal that measures the relative performance of employees in a group.– This is a method of performance evaluation that results in
a rank ordering of employees to come up with a best employee.
– This type of approach measures the relative performance of employees in a group.
Paired-comparison Approach
• Employees are ranked by comparing the first two employees on the list. – The supervisor places a check mark next to the name
of the employee whose performance is better. – The process is repeated, comparing the first
employee’s performance with that of the other employees.
– Then the supervisor compares the second employee on the list with all the others, and so on until each pair of employees has been compared.
– The employee with the most check marks is considered the most valuable.
• The paired-comparison approach is appropriate when the supervisor needs to find one outstanding employee in a group for a promotion or special assignment. – The fact that paired comparison makes
some employees look good at the expense of others makes this technique less useful as a method of providing feedback to individual employees.
Graphic or Linear Rating Scales Attitude
No interestIn work: consistentcomplainer
No interestIn work: consistentcomplainer
Careless: In-differentInstructions
Careless: In-differentInstructions
Interested in work: Accepts opinions & advice of others
Interested in work: Accepts opinions & advice of others
Enthusiastic about job & fellow-workers
Enthusiastic about job & fellow-workers
Enthusiastic opinions & advice sought by others
Enthusiastic opinions & advice sought by others
Decisiveness
Take decisions in consultation with others whose views he values
Take decisions in consultation with others whose views he values
Slow to take decisions
Slow to take decisions
Take decisions after careful consideration
Take decisions after careful consideration
Takes decisions promptly
Takes decisions promptly
Take decisions without consultation
Take decisions without consultation
0 5 10 15 20
0 5 10 15 20
Criteria Rating
1.Regularity on the job Most Least
Forced choice method
•Always regular•Inform in advance for delay•Never regular•Remain absent•Neither regular nor irregular
Forced-Choice Approach
• Forced-choice Approach: A performance appraisal that presents the appraiser with sets of statements describing employee behavior; the appraiser must choose which statement is most characteristic of the employee and which is least characteristic.
• This type of appraisal form gives the supervisor sets of statements describing employee behavior. – For each set of statements, the supervisor must select the
one that is most and the one that is least characteristic of the employee.
• These questionnaires prevent the supervisor from saying only positive things about employees. It is used when an organization finds that supervisors have been rating an unbelievably high proportion of employees as above average.
No. of employees
10% 20% 40% 20% 10%
poor Belowaverage
average good Excellent
Force distribution curve
Forced distribution method
Staff AppraisalName . . . . . . . Job Title . . . . . . . Department . . . . . . . . . . . . Date of Review . . . . . . . Age . . . . . .. . Years in present jobSection I Appraisal Of Performance
Note to Appraiser1.Appraisal must cover the period of the preceding 12 months2.Consideration to every function & responsibility of the job3.An objective factual assessment of an employee’s improvement or deterioration
Section II Promotability & Potential
Promotability1.Promotion now2.Within 2 years3.Within 5 years4.Unlikely to qualify for promotion
Section III Career Development
Section IV Notes on Interview with employee
Section V Comments on & Endorsement by Reviewing Authority
Specimen of Staff Assessment Form [Descriptive Essay Type]
Ex: A fire, sudden breakdown, accident
Workers Reaction scale
A Informed the supervisor immediately 5
B Become anxious on loss of output 4
C Tried to repair the machine 3
D Complained for poor maintenance 2
E Was happy to forced test 1
Critical Incident method
Critical-Incident Appraisal
• Critical-incident Appraisal: A performance appraisal in which the supervisor keeps a record of incidents that show positive and negative ways the employee has acted; the supervisor uses this record to assess the employee’s performance.
• To conduct a critical-incident appraisal, the supervisor keeps a written record of incidents that show positive and negative ways in which the employee has acted. – The record should include dates, people involved,
actions taken, and any other details that are relevant. – At the time of the appraisal, the supervisor reviews the
record to reach an overall evaluation of the employee’s behavior.
– During the appraisal interview, the employee has a chance to respond to each of the incidents recorded.
• The advantage of this method is that it focuses on actual behaviors. – However, the recordkeeping is time-consuming,
and since negative behaviors are more likely to be recorded than positive behaviors, it can be overly harsh.
• Work Standards Approach: A performance appraisal in which the appraiser compares the employee’s performance to objective measures of what an employee should do.– This type of appraisal requires the supervisor to establish
objective measures of performance. • A typical work standard would be the quantity produced by an
assembly-line worker. • The supervisor then compares the employee’s actual
performance with the standards. • This approach works best with production workers.
Performance subordinate peers superior customerDimension
Leadership ^ ^
Communication ^ ^
Interpersonal skills ^ ^
Decision making ^ ^ ^
Technical skills ^ ^ ^
Motivation ^ ^ ^
Field review method
Group appraisal method
MBO Process
Set organizational goalsDefining performance targetPerformance reviewfeedback
Management by Objectives (MBO)
• In organizations where MBO is used to set goals and objectives for employees, the supervisor will use this approach for performance appraisal also. – The appraisal is based on whether or not the employee has
met his or her objectives. – The advantage is that employees know what to expect. – The supervisor focuses on results rather than more
subjective criteria.
Performance Points Behavior
Extremely good
7 Can expect trainee to make valuable suggestions for increased sales and to have positive relationships with customers all over the country.
Good 6 Can expect to initiate creative ideas for improved sales.
Above average
5 Can expect to keep in touch with the customers throughout the year.
Average 4 Can manage, with difficulty, to deliver the goods in time.
Below average 3 Can expect to unload the trucks when asked by the supervisor.
Poor 2 Can expect to inform only a part of the customers.
Extremely poor
1 Can expect to take extended coffee breaks & roam around purposelessly.
Behavioral Anchored Rating Scales
360 degree performance appraisal
These companies are using 360 Degree Performance Appraisal Method
Examples of 360 degree performance appraisal method
WiproInfosysReliance Industries
Maruti UdyogHCL TechnologiesWyeth Consumer Health (WCH)
Issues in appraisal system
Appraisal Design
Formal and informal
Whose performance?
Who are the raters?
What problems?
How to solve?
What to evaluate?
When to evaluate?
What methods?
Constant
check induces employee to perform
better
Advantages
Disadvantages