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Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
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Performance appraisal ppt @ bec doms hr

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Performance appraisal ppt @ bec doms hr

Performance appraisal ppt @ bec doms hr

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  • 1. PERFORMANCE APPRAISAL
  • 2. Performance Appraisal Defined
    • System of review and evaluation of job performance
    • Assesses accomplishments and evolves plans for development
  • 3. Performance Management
    • Process that significantly affects organizational success
    • Managers and employees work together to set expectations, review results and reward performance.
  • 4. Purposes of Performance Mangement
    • Strategic
      • Aligning employee performance with organizational objectives
    • Administrative
      • Making employment-related decisions
    • Developmental
      • Aiding employee growth
  • 5. Appraiser Discomfort
    • Performance appraisal process cuts into manager’s time
    • Experience can be unpleasant when employee has not performed well
  • 6. Employee Anxiety
    • Creates anxiety for appraised employee
    Rationale for Performance Appraisal Provides legal and other benefits for employers
  • 7. Designing a performance management system
    • Conduct job analysis
    • Set performance standards
    • Appraise performance
    • Feedback information to employee
  • 8. Establish Performance Criteria
    • Traits
    • Behaviors
    • Competencies
    • Goal Achievement
    • Improvement Potential
  • 9. Responsibility for Appraisal
    • Immediate supervisor
    • Subordinates
    • Peers
    • Rationale for evaluations conducted by team members
    • Self-appraisal
    • Customer appraisal
  • 10. 360-Degree Valuation
    • Multi-rater evaluation
    • Input from multiple levels with firm and external sources
    • Focuses on skills needed across organizational boundaries
    • More objective measure of performance
    • Process more legally defensible
  • 11. Performance Measure Standards
    • Strategic congruence
    • Reliability
    • Validity
    • Acceptability
    • Specificity
  • 12. The Appraisal Period
    • Prepared at specific intervals
    • Usually annually or semiannually
    • Period may begin with employee’s date of hire
    • All employees may be evaluated at same time
  • 13. Appraisal categories and types
    • Comparative
      • Ranking (Simple, alternation)
      • Forced distribution
      • Paired comparison
    • Attribute
      • Graphic rating scale
    • Behavioral
      • Critical incidents
      • BARS
      • BOS
    • Results
      • MBO
    • Quality
  • 14. Problems in Performance Appraisal
    • Lack of objectivity
    • Halo error
    • Leniency/strictness
    • Central tendency
    • Recent behavior bias
    • Personal bias
    • Manipulating the evaluation
  • 15. Reasons for Intentionally Inflating or Lowering Ratings
    • Believe accurate ratings would have a damaging effect on subordinate’s motivation and performance.
    • Improve employee’s eligibility for merit raises.
    • Avoid airing department’s “dirty laundry.”
    • Avoid creating negative permanent record that might haunt employee in the future.
    • Protect good workers whose performance suffered because of personal problems.
    • Reward employees displaying great effort even when results were relatively low.
    • Avoid confrontation with hard-to-manage employees.
    • Promote a poor or dislike employee up and out of the department.
    • Scare better performance out of an employee.
    • Punish a difficult or rebellious employee.
    • Encourage a problem employee to quit.
    • Create a strong record to justify a planned firing.
    • Minimize the amount of merit increase a subordinate receives.
    • Comply with an organizational edict that discourages managers from giving high ratings.
    Inflating Ratings Lowering Ratings
  • 16. Characteristics of an Effective Appraisal System
    • Job-related criteria
    • Performance expectations
    • Standardization
    • Trained appraisers
    • Continuous open communication
    • Performance reviews
    • Due process
  • 17. Legal Implications
    • With enactment of Americans with Disabilities Act and civil rights legislation, employers must prepare for more discrimination lawsuits and jury trials related to performance appraisals
  • 18. The Appraisal Interview
    • Scheduling the interview
    • Interview structure
    • Use of praise and criticism
    • Employees’ role
    • Use of software
    • Concluding the interview

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