performance apprasial ppt

8/14/2019 Performance Apprasial Ppt

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Performance AppraisalPerformance Appraisal


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Perf orm anc e Appr ai sa lerf orm anc e Appr ai sa l Performance Appraisal (PA) refers to all thosePerformance Appraisal (PA) refers to all those

procedures that are used to evaluate theprocedures that are used to evaluate the

personalitypersonality

performanceperformance

potential of its group memberspotential of its group members


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Objec tive s of P erf orm ance Appr ai sa lbjec tive s of P erf orm ance Appr ai sa lProvide a basis for promotion/ transfer/ termination:Provide a basis for promotion/ transfer/ termination:

Identify those employees who deserve promotionIdentify those employees who deserve promotion

Or those who require lateral shift (transfer) orOr those who require lateral shift (transfer) or

terminationtermination

PA is used for career planningPA is used for career planning


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Objec tive s of P erf orm ance Appr ai sa lbjec tive s of P erf orm ance Appr ai sa l

Enhance employees effectiveness byhelping to

identify their strengths and weaknesses and

Inform them about expected levels of performance

If employees understand their roles well, they are

likely to be more effective on the job


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Objec tive s of P erf orm ance Appr ai sa lbjec tive s of P erf orm ance Appr ai sa lIdentify training and development needs:

Identifying training and development needs of employees

is necessary to prepare them for meeting challenges in

their current and future employment


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Aid in designing training and development programs:

Identifying skills required to be developed would help

in tailor- making training and development programs


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Remove work alienation: Counseling Employees

corrects misconceptions which might result in work

alienation


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Remove discontent: Identifying and removing factors

responsible for workers discontent would motivate

them for better work performance


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Develop inter-personal relationships: Relations between

superior - subordinate can be improved through

realization that each is dependent on the other for better

performance and success


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Aid wage administration: Performance appraisal can he

in development of scientific basis for reward allocation,

wage fixation, incentives

Improve communication: Performance appraisal serves

a mechanism for communication

between superiors and subordinates


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Pr oc ess of Perf orm ance Appr ai sa lr oc ess of Perf orm ance Appr ai sa l

Establish Performance Standards

Performance standards serve as benchmarks againstwhich performance is measured

Standards should relate tothe desired results of eachjob


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Pr oc ess of Perf orm ance Appr ai sa lr oc ess of Perf orm ance Appr ai sa l

Communicate the StandardsCommunicate the Standards

Performance appraisal involves at least two parties,Performance appraisal involves at least two parties,

the appraiser who does the appraisal and thethe appraiser who does the appraisal and the

appraisee whose performance is being evaluatedappraisee whose performance is being evaluated


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Pr oc ess of Perf orm ance Appr ai sa lr oc ess of Perf orm ance Appr ai sa lCommunicate the StandardsCommunicate the Standards

The appraiser should prepare job descriptions clearly; helpThe appraiser should prepare job descriptions clearly; help

appraisee set his goals and targets; analyse results objectivappraisee set his goals and targets; analyse results objectiv

offer coaching and guidance to appraisee whenever requireoffer coaching and guidance to appraisee whenever require

and reward good resultsand reward good results

The appraisee should be very clear about what he is doing The appraisee should be very clear about what he is doing


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Pr oc ess of Perf orm ance Appr ai sa lr oc ess of Perf orm ance Appr ai sa lMeasure Actual PerformanceMeasure Actual Performance

Performance measures, to be helpful must bePerformance measures, to be helpful must be

easy to use, reliable and must report on theeasy to use, reliable and must report on the

critical behaviors that determine performancecritical behaviors that determine performance


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Meas ure A ctual Pe rfo rm anceeas ure A ctual Pe rfo rm ance Performance measures may be objective orPerformance measures may be objective or

subjectivesubjective

Objective performance measures are indications ofObjective performance measures are indications of

job performance that can be verified by othersjob performance that can be verified by others

and are usually quantitativeand are usually quantitative


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Meas ure A ctual Pe rfo rm anceeas ure A ctual Pe rfo rm ance

Subjective performance measures are ratings that areSubjective performance measures are ratings that are

based on the personal standards or opinions of thosebased on the personal standards or opinions of those

doing the evaluation and are not verifiable by othersdoing the evaluation and are not verifiable by others


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Co mpa re Ac tua l pe rform anc e witho mpa re Ac tua l pe rform anc e withSt anda rds andt anda rds and Dis cus s t he Appr ais alis cus s t he Appr ais al

Actual performance may be better than expectedActual performance may be better than expected

and sometimes it may go off the trackand sometimes it may go off the track

Whatever be the consequences, there is a way toWhatever be the consequences, there is a way to

communicate and discuss the final outcomecommunicate and discuss the final outcome


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Ta king Cor rec ti ve Act io na king Cor rec ti ve Act io n

Corrective action is of two typesCorrective action is of two types

One puts out the fires immediatelyOne puts out the fires immediately

Other strikes at the root of the problemOther strikes at the root of the problem

permanentlypermanently


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Pe rfo rm anc e Cr it eriae rfo rm anc e Cr it eria In order to be effective, the criteria for performanceIn order to be effective, the criteria for performance

appraisal should be genuinely related to success / failure appraisal should be genuinely related to success / failure

the job and should be amenable to objective judgementthe job and should be amenable to objective judgement

MBO is an example of performance-based appraisalMBO is an example of performance-based appraisal

approach that involves setting objectives and comparingapproach that involves setting objectives and comparing

performance against those objectivesperformance against those objectives


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Pe rfo rm anc e Cr it eriae rfo rm anc e Cr it eria

Objectives give greater freedom to bothObjectives give greater freedom to both

management and the employees in decidingmanagement and the employees in deciding

how performance is to be measuredhow performance is to be measured


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Bene fit s of Perfo rma nc e Appra is alene fit s of Perfo rma nc e Appra is al For the appraiseeFor the appraisee

Better understanding of his role in the organizationBetter understanding of his role in the organization

what is expected and what needs to be done to meetwhat is expected and what needs to be done to meet

those expectationsthose expectations

Clear understanding of his strengths and weaknessesClear understanding of his strengths and weaknesses

to develop himself into a better performer in futureto develop himself into a better performer in future

hF th i


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For the appraiseeFor the appraisee

Increased motivation, job satisfaction, and self-Increased motivation, job satisfaction, and self-

esteemesteem

Opportunity to discuss work problems and how theyOpportunity to discuss work problems and how they

can be overcomecan be overcome Opportunity to discuss aspirations and any guidance,Opportunity to discuss aspirations and any guidance,

support or training needed to fulfil those aspirationssupport or training needed to fulfil those aspirations

Improved working relationships with supervisorsImproved working relationships with supervisors


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Bene fit s of Perfo rma nc e Appra is alene fit s of Perfo rma nc e Appra is alFor the ManagementFor the Management

Identification of performers and non-performers anIdentification of performers and non-performers an

their development towards better performancetheir development towards better performance

Opportunity to prepare employees for assumingOpportunity to prepare employees for assuming

higher responsibilitieshigher responsibilities


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For the Ma nagementor the Ma nagement

Opportunity to improve communication between theOpportunity to improve communication between the

employees and managementemployees and management

Identification of training and development needsIdentification of training and development needs

Generation of ideas for improvementsGeneration of ideas for improvements

Better identification of potential and formulation ofBetter identification of potential and formulation ofcareer planscareer plans


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Bene fit s of Perfo rma nc e Appra is alene fit s of Perfo rma nc e Appra is alFor the OrganizationFor the Organization

Improved performance throughout the organizationImproved performance throughout the organization

Creation of a culture of continuous improvement andCreation of a culture of continuous improvement and

successsuccess

Conveying the message that people are valuedConveying the message that people are valued


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Pe rfo rm ance App rais al - Indi viduale rfo rm ance App rais al - Indi vidualEval uatio n M ethod sval uatio n M ethod s Con fi dential re porton fi dential re port

Ess ay evaluati onssay evaluation Cri ti cal inc identsri ti cal incidents Checklistshecklists Grap hi c r ati ng scalerap hi c r ati ng scale Behaviora lly anch ored ratin g sc al eehaviora lly anch ored ratin g sc al e Force d choi ce metho dorce d choi ce metho d MBOBO


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Perf or manc e A ppr ai sa l - Mult ipl e Pers onerf or manc e A ppr ai sa l - Mult ipl e Pers onEval uatio n M ethod sval uatio n M ethod s Rankinganking Pa ired comp ari sona ired comp ari son Force d distrib utionorce d distrib ution

Other methodsther methods Pe rf orm ance tes tse rf orm ance tes ts Field rev iew tec hniq ueield rev iew tec hniq ue


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Conf iden tia l Re po rtonf iden tia l Re po rt

Descriptive reportDescriptive report

Prepared at the end of the yearPrepared at the end of the year

Prepared by the employees immediate supervisorPrepared by the employees immediate supervisor The report highlights the strengths and weaknesses ofThe report highlights the strengths and weaknesses of

employeesemployees

Prepared in Government organizationsPrepared in Government organizations Does not offer any feedback to the employeeDoes not offer any feedback to the employee


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Ess ay Eva lua tio nss ay Eva lua tio n Th e ra ter is ask ed to exp ress t he str ong as wel l ash e ra ter is ask ed to exp ress t he str ong as wel l as

weak po in ts of emp lo yee s beh avi oreak po in ts of emp lo yee s beh avi or Th e ra ter co nsi de rs th e empl oyee s :h e ra ter co nsi de rs th e empl oyee s :

Job kn ow ledg e and poten tialob kn ow ledg e and poten tial Understa ndin g of comp any s pr ogr ams, p ol ici es, ob jec ti vesndersta ndin g of comp any s pr ogr ams, p ol ici es, ob jec ti ves

etctc Rel ati on with co-work ers an d sup ervi sorsel ati on with co-work ers an d sup ervi sors Plan ni ng , org ani zi ng and contr oll in g abil itylan ni ng , org ani zi ng and contr oll in g abil ity Atti tud e and percepti ontti tud e and p ercepti on


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Ess ay Eva lua tio nss ay Eva lua tio n Thi s method h as t he f ol lowin g li mi ta tions :hi s method h as t he f ol lowin g limi ta tions :

Hig hly subject iveig hly subject ive Sup erv is or may wri te bias ed es sayup erv is or may wri te bias ed es say Dif fi cu lt to fi nd eff ecti ve wri tersif fi cu lt to fi nd eff ecti ve wri ters A busy app rai ser m ay wri te th e es say h ur ri edly withou tbusy app rai ser m ay wri te th e es say h ur ri edly withou t

as ses sing prop erl y the actual p erf ormance o f the work ers ses sing prop erl y the actual p erf ormance o f the work er If th e ap pr aiser takes a lon g time it bec ome sf th e ap pr aiser takes a lon g time it bec ome s

uneconomi ca l fr om the vi ew poi nt of the fi rmneconomi ca l fr om the vi ew poi nt of the fi rm


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Cri ti cal Inc id ent T echniqueri ti cal Inc id ent T echnique

Manager prepares lists of statements of very effectiveManager prepares lists of statements of very effective

and ineffective behavior of an employeeand ineffective behavior of an employee

These critical incidents represent the outstanding orThese critical incidents represent the outstanding or

poor behavior of the employeespoor behavior of the employees

The manager periodically records critical incidents ofThe manager periodically records critical incidents of

em lo ees behavioremployees behavior


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Crit ic al Inc ident Techniquerit ic al Inc ident TechniqueExample:Example:

July 20 - Sales clerk patiently attended to the customersJuly 20 - Sales clerk patiently attended to the customers

complaint. He is polite, prompt, enthusiastic in solving thecomplaint. He is polite, prompt, enthusiastic in solving the

customers problemcustomers problem

July 20 - The sales assistant stayed 45 minutes beyond hisJuly 20 - The sales assistant stayed 45 minutes beyond his

break during the busiest part of the day. He failed tobreak during the busiest part of the day. He failed to

answer store managers call thrice. He is lazy, negligent,answer store managers call thrice. He is lazy, negligent,stubborn and uninterested in workstubborn and uninterested in work


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Crit ic al Inc ident Techniquerit ic al Inc ident Technique Limi tat io n o f thi s tech niqu e are:imi tat io n o f thi s tech niqu e are:

Negati ve i ncid ents may be more n oticea ble th an pos itiveegati ve i ncid ents may be more n oticea ble th an pos itiveinci den ts .nci den ts .

Sup ervi sors have a tend ency to unload a se ri es of comp lai ntsup ervi sors have a tend ency to unload a se ri es of comp lai ntsabou t in cid ents .bou t in cid ents . Res ults i n very cl ose supervi sion which may not b e l iked by thees ults i n very cl ose supervi sion which may not b e l iked by the

employ ee.mploy ee. The re cord ing of i nc idents may be a chore for th e man agerhe re cord ing of i nc idents may be a chore for th e man ager

concern ed who ma y be too busy or for get to do it.oncern ed who ma y be too bus y or for get to do it.


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Che ckl is the ckl is t

A checklist is a set of objectives or descriptive statementsA checklist is a set of objectives or descriptive statements

about the employee and his behavior.about the employee and his behavior.

Under weighted checklist, value of each question may beUnder weighted checklist, value of each question may beweighted.weighted.

Example:Example:

Is the employee really interested in the task assigned?Is the employee really interested in the task assigned?

Yes / NoYes / No

Is he respected by his colleagues?Is he respected by his colleagues? Yes / NoYes / No


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Graphic Rat ing Sc aleraphic Rat ing Sc ale A form is used to evaluate the performance of theA form is used to evaluate the performance of the

employeesemployees

A variety of traits may be used in this device, the mostA variety of traits may be used in this device, the most

common being quality and quantity of workcommon being quality and quantity of work

Easy to understand and use.Easy to understand and use.

Permits statistical tabulation of scores of employeesPermits statistical tabulation of scores of employees


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Behavi or ally Anc hored Ra ting Sc al eehavi or ally Anc hored Ra ting Sc al eCo mbi nat io n of rat in g scal e and cr it ical incid en ceo mbi nat io n of rat in g scal e and cr it ical incid en ce Steps:teps:

Col lect criti ca l in cid entsol lect criti ca l in cid ents Identif y perf ormance d imens ion sdentif y perf ormance d imens ion s Reclas sification of inci den tseclas sification of inci den ts Ass ig nin g sc al e values to in cid ent sss ig nin g sc al e values to in cid ent s Prod uci ng th e fin al ins tru men trod uci ng th e f in al ins tru men t


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Forc ed Cho ic e Methodorc ed Cho ic e Method

This method uses several sets of paired phrases, two ofThis method uses several sets of paired phrases, two of

which may be positive and two negativewhich may be positive and two negative

The rater is asked to indicate which of the four phrases isThe rater is asked to indicate which of the four phrases is

the most and least descriptive of a particular workerthe most and least descriptive of a particular worker

Favorable qualities earn plus credit and unfavorable onesFavorable qualities earn plus credit and unfavorable ones

earn the reverseearn the reverse


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Mana ge ment by Objec tives (MBO)ana ge ment by Objec tives (MBO) MBO emphasizes collectively set goals that are tangible,MBO emphasizes collectively set goals that are tangible,

verifiable, and measurableverifiable, and measurable

Focuses attention on goals rather than on methodsFocuses attention on goals rather than on methods

Concentrates on Key Result Areas (KRA)Concentrates on Key Result Areas (KRA)

Systematic and rational technique that allowsSystematic and rational technique that allows

management to attain maximum results from availablemanagement to attain maximum results from available

resources by focusing on achievable goalsresources by focusing on achievable goals

Key Elements Of MBOey Elements Of MBO


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Arranging organizational goals in a means-ends chainArranging organizational goals in a means-ends chain

Engaging in joint goal settingEngaging in joint goal setting

This process has the following steps:This process has the following steps:

Identify KRAsIdentify KRAs

Define expected resultsDefine expected resultsAssign specific responsibilities to employeesAssign specific responsibilities to employees

Define authority and responsibility relationshipDefine authority and responsibility relationship

Conducting periodic progress reviewConducting periodic progress review

Conducting annual performance reviewConducting annual performance review


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Mult ip le Pers on E va luat ion Met hodsult ip le Pers on E va luat ion Met hods

Ranking methodRanking method

The evaluator rates the employee from highest to lowest onThe evaluator rates the employee from highest to lowest on

some overall criteriasome overall criteria

Paired comparison methodPaired comparison method

Each worker is compared with all other employees in a groupEach worker is compared with all other employees in a group

For several traits paired comparisons are made, tabulated andFor several traits paired comparisons are made, tabulated and

then rank is assigned to each workerthen rank is assigned to each worker

This method is not applicable when the group is largeThis method is not applicable when the group is large


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Forc ed Dis tri buti onorc ed Dis tri buti on Methodsethods The rater is asked to appraise the employee according toThe rater is asked to appraise the employee according to

predetermined distribution scale.predetermined distribution scale.

Two criteria used for rating are: job performance andTwo criteria used for rating are: job performance and

promotability.promotability.

A five point performance scale is also used without mentioningA five point performance scale is also used without mentioning

any descriptive statements.any descriptive statements.

The worker is placed between two extremes of good and baThe worker is placed between two extremes of good and ba

performance.performance.


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Group Appra is alroup Appra is al

Emp loye e is ap pr aise d by a gr oup of app rai ser s.mp loye e is ap pr aise d by a gr oup of app rai ser s. Th e gr oup co ns ist s o fh e gr oup co ns ist s o f

Immed iate sup ervi sor of the emp loyeemmed iate sup ervi sor of the emp loyee Other superv isors who hav e clos e contact wi th th ether superv isors who hav e clos e contact wi th th e

emp loy ees work.mp loy ees work. Ma nager or hea d of th e dep artments .a nager or hea d of th e dep artments . Con sultan ts o r C li entson sultan ts o r C li ents


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Field Review Tec hn iqu eield Review Tec hn iqu e

The appraiser goes to the field and obtains theThe appraiser goes to the field and obtains the

information about work performance of theinformation about work performance of the

employee by way of questioning the said individual,employee by way of questioning the said individual,

his peer group, and his superiorshis peer group, and his superiors

o


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36060 Appr ais al Sys temppr ais al Sys tem

It is a systematic collection and feedback ofIt is a systematic collection and feedback of

performance data on an individual or group, derivedperformance data on an individual or group, derived

from a number of stakeholdersfrom a number of stakeholders

Data is gathered and fed back to the individualData is gathered and fed back to the individual

participant in a clear way designed to promoteparticipant in a clear way designed to promote

understanding, acceptance and ultimately behaviorunderstanding, acceptance and ultimately behavior

Appra is al Intervi ew and Fee dba ck - Le tppra is al Intervi ew and Fee dba ck - Le t


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the Empl oy ee Know Where He St andshe Empl oy ee Know Where He St ands To help employees do a better job by clarifying what isTo help employees do a better job by clarifying what is

expected of themexpected of them

To plan opportunities for development and growthTo plan opportunities for development and growth

To strengthen the superior-subordinate working relationshiTo strengthen the superior-subordinate working relationship

by developing mutual agreement of goalsby developing mutual agreement of goals

To provide an opportunity for employees to expressTo provide an opportunity for employees to expressthemselves on performance related issuesthemselves on performance related issues

performance apprasial ppt

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