performance appraisal,final

8/6/2019 Performance Appraisal,Final

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&Performance ManagementAppraisal

,eam memberseorge MathewANISH SONIoseph Georgeyoti Jainagini C SEKHARowmya Ranjanyed AlitejASWINI


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7/31/2009 THEJASWINI 2

CONTENTS

Introduction Performance Measures & Appraisal

System

Objectives of PerformanceManagement System & Appraisal

The Appraisal Process

The Appraisers

Performance Appraisal Methods

The Appraisal Interview

Pitfalls in Performance Appraisal


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INTRODUCTION

A formal definition of performance appraisal is:

It is the systematic evaluation of theindividual with respect to his or her

performance on the job and his or herpotential for development.

OR

Performance Appraisal (PA) refers to all thoseprocedure that are used to evaluate thepersonality, the performance, and thepotential of its group member.


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PA are of two types 1.)

Formal 2.) Informal.

PA is used for basically three purposes

Remedial, Maintenance, and Development.

PA systems provides management an

opportunity to recall as well as feedbackto employees.


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7/31/2009 JOSEPH GEORGE 5

Formal performance appraisal

It occurs usually annually on formalizedbasis that involves appraise &appraiser in finding answer toquestions like:

What performance was set to achieveduring the period?

Has it been achieved & how will we know

that we have done it? What assistance can be expected to

improve performance?

What rewards & opportunities are likely

to follow from the performance


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Informal performance appraisal

Informal performance appraisal is acontinuous process of feeding backinformation to the subordinatesabout how well they are

doing their work in the organization

Conducted on day to day basis

Informal appraisal quickly encouragesdesirable performance & discouragesundesirable performance.

It is an integral part of the


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Key Elements

EmployeeEmployeeFeedbackFeedback

EmployeeEmployee&Records &Records

HR DecisionsHR Decisions

HumanHumanPerformancePerformance

Performancerformance &easures &easuresCriteriariteria

PerformancePerformanceAppraisalAppraisalInterviewInterview


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PerformanceMeasures

IndirectIndirect

ObjectiveObjective

Rater must evaluate substitutes( )for performance constructs

Verifiable by others Usually quantitative

SubjectiveSubjective Not verifiable by others Usually rater s personal opinions

DirectDirect Rater actually sees the

employee s performance


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7/31/2009 GEORGE MATHEW 9

-Jo b re la te dSystem evaluates critical behaviors

that constitute job success

Practical

Understood and relatively simplePerformance standards

Related to the desired results ofeach job

Performance measuresReports on critical behaviors

Appraisal Systems


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OBJECTIVES OF PERFORMANCEAPPRAISAL

Setting targets and goals asperformance standards.

To identify individuals with high

potentials Evaluating & enhancing employees

effectiveness

Identifying employees training &development needs

To Rewarding Performance

Improving Performance &

Communication


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B y m a kin g e ffe ctiv e u se o f P e rfo rm a n ce,a p p ra isa l sy ste m a n o rg a n iza tio n m a y

.seek to Im p ro ve p ro d u ctiv ity C re a te a p o sitive w o rk e n viro n m e n t

&S tim u la te re co g n ize re w a rda ch ie ve m e n ts

Provide objective measures of performance Furnish information for other HR sub

systems


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Relationship between job analysis and:performance appraisal

ob analysis PerformancePerformancetandards appraisal

Describes work& Personnel

RequirementOf a particular

job

Translate jobInto levels of

acceptableOr

unacceptableperformance

DescribestheJob relevant

strengthsand

weakness ofEach

individual


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7/31/2009 HANISH SONI 13

Who are the Raters

A p p ra isee

Possible in organizations whereself appraisal is an important

component Help the employee to review and

control his own performance

Superior..

Immediate superior would rate theperformance of the subordinates

Subordinates He will rate the performance of

(superior students will evaluate)the faculty

Peers

Colleagues will rate each,others performance

particularly where team

work matters more

/Clients usersIn service e oriented organiza

Consultants

Outside consultants may beinvolved in ratingemployees

Top management

Who report directly to them


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Low High

High

Low

WorkHorses

Stars

Deadwood

Problemchildren

Performance

Potential

What to evaluate? (PhilipModel)


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Stars are the people with high potentialand high performance therefore they lead

the organizations.

Work Horses perform highly but normallyit is due to threat or pressure since their

potential is limited.

Problem Children are those people whohave immense potential but this is not

properly channelized into performance forbetter development.

Dead Woodis that kind of people whoneither have potential nor are able to


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7/31/2009 16

Establishing job standards

Designing an appraisal programme

Appraise performance

Performance interview

Use appraisal data

For appropriate purpose

teps in performance appraisal


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rocess of PA

ettingperformancestandardsakingcorrectivestandards

Discussingresults

omparingstandards

Measuringstandards

Communicatingstandards


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7/31/2009 SOWMYA 18

erformance Appraisal Methods Point allocation method Essay evaluation Critical incidents

Checklists Graphic rating scale

Ranking methods

Forced distribution Behaviorally anchored rating scale

360 degree performance appraisal

Balanced scorecard

Traditiona

l methods

Modernmethods


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Point allocation method

The appraiser has to allocate points todifferent members in his team

A specific number of point which isdistribute to the members are based ontheir performance during the appraisalperiod

Best performer gets the highest score andthe last one gets the least.


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Essay Evaluation

The appraiser prepares a documentdescribing the performance of theemployee

Questions or guidelines are provided to theappraiser, based on which he analyses anddescribes the employee performance

Appraiser can express all his views and clearit on the employees performance

The writing skills, or lack of it, of the appraiser

can make an inadequate performance seemto be ade uate.


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Critical Incident method

Workers reaction scale

A informed the supervisor immediately 5B Become anxious on loss of output 4C tried to repair the machine 3D Complained for poor maintenance 2E was happy to forced test 1

The appraiser makes a note of all the criticalincidents that reflect the performance of the

.employee during the appraisal period


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7/31/2009 SYED ALI 22

Checklist method

S im p le ch e ck list m e th o d W e ig h te d ch e ck listm e th od

Fo rce d ch o ice m e th o d :imple checklist methodIs employee regular /Y NIs employee respected by subordinate /Y NIs employee helpful /Y NDoes he follow instruction /Y NDoes he keep the equipment in order /Y N


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7/31/2009 SYED ALI 23

Weighted checklist method

w e ig h ts p e rfo rm a n cera tin g

( )scale 1 to 5R e g u la rity .0 5Lo y a lty .1 5

W illin g to h e lp .1 5

Q u a lity o f w o rk .1 5R e la tio n sh ip .2 0


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7/31/2009 SYED ALI 24

Forced choice method

C rite ria R a tin g

.1 R e g u la rity o n th e jo b Most Le a st A lw a y s re g u la r In fo rm in a d v a n ce fo r d e la y N e v e r re g u la r R em ain ab sen t N e ith e r re g u la r n o r irre g u la r


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Graphic Rating Scale

.xc Good Acceptable Fair Poor 5 4 3 2 _DependabilityInitiative

verall outputAttendanceAttitudeCooperation

otal score

The rater rates the employee on:factors like


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Ranking method

E m p lo y e e R a n k

A 2

B 1

C 3

D 5

E 4


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Forced Distribution method

%0 %0 %0 %0 %0poor Belowaverageaverage good Excellent

.ofemployees

orce distribution curve

Behaviorally anchored rating


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7/31/2009 RAGINI C SEKHAR 28

Behaviorally anchored rating{ }scale BARS

It concentrates on the behavioraltraits demonstrated by the employeeinstead of his actual performance.

.Step 1 Determine the relevant jobdimensions

.Step 2

Identify behavioral anchors

.Step 3 Determine the scale


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360 degree performance appraisal

Data/feedback/rating is collectedfrom all sections of employee

An employee is evaluated from all

the angles

Comprehensive.

Reduces subjectivity.


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Balanced scorecard

Channelizes the effort of theemployee.

HR score card.

Job assignment.

Online feedback is given.

COMP n BEN


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The Appraisal Interview

Self appraisal & self assessment.

Identification of training &development inputs.

Discusses with the supervisor. Future course of action.

Supervisor evaluates subordinates. Feedback to employee.

Training & development.

Draw an action plan.


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Challenges

The organizational culture

The maturity level of the individuals.

An apprehensive employee.

A wary appraiser.

A biased appraiser.

Inexperience.


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Dealing with challenges

Productive & constructivecontributor.

Dealing with inherent problems.

Setting specific measurable goals.

Training on process of PA interview.

Chance to reflect.


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.Pitfalls in performance appraisal

Halo effect: The appraiser allows asingle characteristics of the appraiseto dominate.

Leniency effect: Appraiser gives only+ve result

Stringency effect: Opposite of the above.

Regency effect: Occurs when the recentperformance of the appraiserdominates the appraisal.

Primacy effect: Beginning of thea raisal eriod dominates the


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..Pitfalls contd

Central tendency effect: Rating in themiddle of the scale.

Culture: Culture influences rater in a

particular way. Stereotyping: Potential error in

personality analysis.

Perceptual set: exception of theperformance level.

Fundamental attribution error:performance affected due to someexternal factors.


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Conclusion

Measures the qualitative &quantitative aspects of jobperformance.

To assess the past performance.

To identify training needs.

To set & agree on the future

objectives.

To facilitate the achievement of thesegoals.

Acts as an audit.


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Bibliography

vHuman resource management - Biswajeet Pattnayak

vHuman Resource Management -Gary Dessler

vEssentials of HRM & IndustrialRelations

-P.Subba Rao

vWIKIPEDIA

vGOOGLE


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Thanking you all...

Our special thanks to

Prof. PRADEEPfor his constant support & guidance.


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