marketing jokers

8/8/2019 Marketing Jokers

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Pawandeep SinghHiranmoy Sinha

Thianesh

Uthappa

Rakesh

Anjali Sharma


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What is Performance AppraisalIt is a systematic evaluation of the individual

with respect to his or her performance on the job andhis or her potential for development.

(OR)

Performance Appraisal(PA) refers to all thoseprocedure that are used to evaluate the personality, theperformance, and potential of its group member.


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Types of Performance Appraisal

Formal

Informal


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Formal Performance AppraisalIt occurs usually annually on formalized basis

that involves appraise and appraiser in findinganswer to questions like.

What performance was set to achieve during theperiod?

Has it been achieved and how will we know that we have done it?

W

hat assistance can be expected to improveperformance?

What rewards and opportunities are likely tofollow from the Performance Appraisal.


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Informal Performance Appraisal-Informal Performance Appraisal is a continuous

process of feeding back information to the

subordinates about how well they are doing their work in the organization.

-Conducted on day to day basis.

-Informal Appraisal quickly encourages desirable

performance and discourages undesirableperformance.

-It is an internal part of the organizationsculture.


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DEVELOPING AN EFFECTIVE APPRAISAL PROGRAM

Establish a communicateexpectation for performance

Observe and measure individualperformance against standard

Reinforce performance to provideremedies


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ESTABLISH A COMMUNICATE EXPECTATION

During the planning process and related action plans, the

supervisor spells out who is to do what in order to accomplishthe department objectives

this information will indicate what each employee must doin order to help the department or work group meets its objective

One approach is to list three to five major responsibilities of eachposition ,then focus on there responsibility


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It is important that each employee knows andunderstand what is expected

-The supervisor must communicate the objectiveeffectively

-employee are ,most likely to understand and becommitted to objectives when they have say indeveloping


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OBSERVE AND MEASURE INDIVUIDALPERFORMANCE

Through the control process the supervisor shouldThrough the control process the supervisor shouldcontinuously gather information about each employeescontinuously gather information about each employeesperformanceperformance

--this is ongoing process not something the supervisorthis is ongoing process not something the supervisorsaves to do when filling out appraisal formssaves to do when filling out appraisal forms


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PERFORMANCE APPRAISALS SHOULD FOCOUS ONBEHAVIOR AND RESULT

-Focusing on behavior means the appraisal should describe specific actions orpatterns on behaving objectives

-Focusing on results means describing extend to which the employee hassatisfied the for which he or she is responsible

Some time supervisor needs to appraise personal characteristics for

example an employee dependability or Attitude

-While such ratings are necessarily subjective the supervisor can try to basethem on observation about behavior and result


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REINFORCE PERFORMANCEREINFORCE PERFORMANCE

To keep employee motivated and informed the supervisor needs to tellTo keep employee motivated and informed the supervisor needs to tellthem when they are doing something right not just they are making thethem when they are doing something right not just they are making the

mistakemistake

Reinforce goods performance by pointing out toReinforce goods performance by pointing out to emloyeesemloyees the areas I n whichthe areas I n whichthere performance is goodthere performance is good

The areas where the employee falls short of he standard he or she knowThe areas where the employee falls short of he standard he or she knowhow to improve .how to improve .

An effective way to help the employee is for the supervisor and employee toAn effective way to help the employee is for the supervisor and employee towork together in solving performance problemswork together in solving performance problems


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In general behavior or characteristics measured by performanceIn general behavior or characteristics measured by performanceappraisals should be related to the job and succeeding on the jobappraisals should be related to the job and succeeding on the job

The supervisor and other responsible for the content ofperformance appraisal should make sure that what theymeasure is still to a particular job

Rating of performance should not be discriminatory

They should not based on employee race ,sex or other protectedcategory but on whether the employee meets standards ofperformance


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To move beyond discussing g symptoms to uncover theunderlying problems the supervisor can ask which of thefollowing kinds of causes led to poor performance

1. Inadequate skills-the supervisor should see that the employee gets the necessary

training

2 .Lack of effortThe supervisor need to apply principle of motivation

3.External audition

-if the problem is something beyond the control of supervisor theappraisal should be adjusted so that they are fair to employee

4.Persnol problems


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Trait

Behavioral

Result


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TraitTraitMethodsMethods

Graphic RatingGraphic RatingScaleScale

Mixed StandardMixed StandardScaleScale

ForcedForced--ChoiceChoice

EssayEssay


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Graphic scaling method

y Graphic Rating-Scale Methody A trait approach to performance appraisal whereby each

employee is rated according to a scale of individualcharacteristics.


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Mixed standard scale

y Mixed-Standard Scale Methody An approach to performance appraisal similar to other

scale methods but based on comparison with (betterthan, equal to, or worse than) a standard.


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M

ixed standard scale


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Forced choice method

y Forced-Choice Method

y Requires the rater to choose from statements designedto distinguish between successful and unsuccessfulperformance.

y 1. ______ a) Works hard _____ b) Works quickly

y 2. ______ a) Shows initiative _____ b) Is responsive to customers

y 3. ______ a) Produces poor quality _____ b) Lacks good work habits


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Essay method

A trait approach to performance appraisalthat requires the rater to compose

a statement describing employee behavior


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Common behavioral appraisalCritical

Incidents

Behavioral

Check list

Behaviorally

Anchoredrating scale

Behavioral

Observationscale


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Critical incidents

y Critical incidenty An unusual event that denotes superior or inferior employee

performance in some part of the job

y The manager keeps a log or diary for each employeethroughout the appraisal period and notes specificcritical incidents related to how well they perform.


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Behavioral checklist

y Behavioral Checklist Methody The rater checks statements on a list that the rater

believes are characteristic of the employees performanceor behavior.


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Behaviorally anchored rating scale

y Behaviorally Anchored Rating Scale (BARS)

y Consists of a series of vertical scales, one for eachdimension of job performance; typically developed by acommittee that includes both subordinates andmanagers.


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Illustrations ofBARS for Municipal

fire agencies


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Behavior observation scalesy Behavior Observation Scale (BOS)

y A performance appraisal that measures the frequency of

observed behavior (critical incidents).y Preferred over BARS for maintaining objectivity,

distinguishing good performers from poor performers,providing feedback, and identifying training needs.


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Illustration (BOS)


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Result based methodsProductivity measures

Management byobjective


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Productivity Measures

y Productivity Measures

y Appraisals based on quantitative measures (e.g., salesvolume) that directly link what employees accomplish toresults beneficial to the organization.

y Criterion contamination

y Focus on short-term results


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Management by objective

y Management by Objectives (MBO)y A philosophy of management that rates performance on

the basis of employee achievement of goals set bymutual agreement of employee and manager.


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Summary


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APPRAISAL INTERVIEW:An interview in which the supervisor & subordinatereview the appraisal and make plans to remedy

deficiencies and reinforce strengths.Interviews like these are sometimes potentiallyuncomfortable, since few people like to receive or togive negative feedback. Adequate preparation andeffective implementation are therefore essential.


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OBJECTIVESOF APPRAISAL

INTERVIEW:y Make development plans: To discuss the peoples

career plans and to develop a specific action plan for

the educational and professional development theperson needs to move to next job.

y Maintain performance: To maintain satisfactoryperformance.This is not easy. The best option isusually to find incentives that are important to aperson and enough to maintain satisfactoryperformance.


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contd....y Plan correction: When a persons performance is

unsatisfactory but correctable, the interview objectiveis to lay out an action plan for correcting theunsatisfactory performance.


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Types of appraisal interviews

y Tell and sell- Persuasion.

y Tell and listen- Non directive.

y Problem solving- Focusing the interview on

problem resolution and employee development.


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Tell and sell- interview

y Tell subordinate how you have evaluated him.

y Sell subordinate on the ways you have chosen to

improve his/her performance.

Use when-

You need to be very clear about expectations.

Young employee find its very difficult to evaluatehimself.

Employee wants no say in his job.


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Tell and listen- interview

y Tell subordinate how you have evaluated him.

y Listen for his reactions without displaying any

agreement or disagreement.

Use when-

Employees want to be involved and participate .

in their jobs. You want to hear subordinates view points

Subordinate is close in status to supervisor.


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Problem solving

y Evaluating subordinate is not the goal.

y The goal is to help the employee develop a plan for

improving his/her performance.

y Supervisor must avoid judgments and evaluation.

Use when- Goal is developing the employee.

Need to let employee decide his weak areas.


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Appraising the appraisal system

The employee performance appraisal processadministrated each year by the healthcare

system's HR department provides the impetus forthese growth and development opportunities.It is basically useful for an organization becauseit helps the organization to achieve its goals .

The Appraising of the appraisal system isadministrated each year by the healthcaresystem's HR department provides the impetusfor these growth and development opportunities.

They basically focus upon-


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Conti.

It helps to realize the potential of the workers & thusallocate them to the suitable place.

It definitely motivates the workers to do well in theirjob by introducing attractive incentives for theirperformance.

It even gives chances to those whose performance is

not satisfactory and who doesnt do their job perfectlyby correcting their unsatisfactory performance bygiving an action plan.


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Bibliography

Human Resource Management

GaryDessler, 9th edition

Managing Human Resources

Bohlander & Snell, 14th edition

Google, Wikipedia, archgroup.com, Scribd.com.


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Thank You!

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