PS10C Evaluating Employee Performance Overview


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PS10C Evaluating Employee Performance Overview

  1. 1. PS10C Evaluating Employee Performance
  2. 2. Overview <ul><li>What is a performance appraisal? </li></ul><ul><li>The importance of performance appraisals </li></ul><ul><li>Measuring performance </li></ul><ul><li>Problems and pitfalls in performance appraisals </li></ul><ul><li>Guidelines for effective feedback </li></ul>
  3. 3. What is Performance Appraisal? <ul><li>“ The formalised means of assessing worker performance in comparison to certain established organisational standards” </li></ul>
  4. 4. Why Performance Appraisals? <ul><li>For the Worker </li></ul><ul><li>Source of feedback </li></ul><ul><li>- to improve performance </li></ul><ul><li>- for positive reinforcement </li></ul><ul><li>- career advancement </li></ul><ul><li>- goal attainment </li></ul>
  5. 5. Why Performance Appraisals? <ul><li>For the Supervisor: </li></ul><ul><li>Make informed decisions </li></ul><ul><li>Provide constructive feedback </li></ul><ul><li>Interact with subordinate </li></ul>
  6. 6. Why Performance Appraisals? <ul><li>For the Organisation: </li></ul><ul><li>Recognising and motivating workers </li></ul><ul><li>Validation of personnel selection and placement method </li></ul><ul><li>Source of information for personal training needs </li></ul><ul><li>Assessment of productivity of individuals and work units </li></ul><ul><li>Evaluation of the effectiveness of organisational interventions </li></ul>
  7. 7. Measuring Performance (Performance Criteria) <ul><li>Performance Criteria – means of determining successful or unsuccessful performance </li></ul><ul><li>Performance Criteria can be OBJECTIVE or SUBJECTIVE </li></ul>
  8. 8. Measuring Performance (Performance Criteria) <ul><li>Appropriate for complex jobs </li></ul><ul><li>Less Costly </li></ul><ul><li>Objective criteria may be impossible for some jobs </li></ul><ul><li>Inappropriate for complex jobs </li></ul><ul><li>May be costly </li></ul><ul><li>Prone to bias and distortion </li></ul><ul><li>Not easily tied to bottom-line assessment of organisation’s goals </li></ul><ul><li>Less prone to bias and distortion </li></ul><ul><li>Usually tied to bottom-line assessment of an organisation’s goals </li></ul>Subjective Performance Criteria Judgements of Performance Objective Performance Criteria Quantifiable
  9. 9. Measuring Performance (Performance Criteria) <ul><li>Criterion concerns </li></ul><ul><li>Criterion Relevance – is the means of appraising performance pertinent to job success? </li></ul><ul><li>(KSAO’s for the job are important here!) </li></ul><ul><li>Criterion Contamination – Are there identifiable factors that detract the accurate assessment of job effectiveness? </li></ul>
  10. 10. Measuring Performance (Performance Criteria) <ul><li>Criterion Concerns Cont’d </li></ul><ul><li>Criterion Deficiency – Is the measurement of performance criteria complete? </li></ul><ul><li>Criterion Usefulness – Is the performance criterion usable in appraising a particular job? </li></ul>
  11. 11. Measuring Performance (Performance Ratings) <ul><li>Sources of Performance Ratings </li></ul><ul><li>Supervisors appraisal </li></ul><ul><li>Self Appraisal </li></ul><ul><li>Peer Appraisal </li></ul><ul><li>Subordinate Appraisal </li></ul><ul><li>Customer Appraisal </li></ul><ul><li>360-degree Feedback </li></ul>
  12. 12. Problems and Pitfalls <ul><li>Leniency/Severity errors </li></ul><ul><li>Leniency </li></ul><ul><li>The tendency to give workers very positive performance appraisals </li></ul><ul><li>Severity </li></ul><ul><li>The tendency to give workers very negative performance appraisals </li></ul>
  13. 13. Problems and Pitfalls <ul><li>Central Tendency Errors – The tendency to give mid-point rating in performance appraisals </li></ul>
  14. 14. Problems and Pitfalls <ul><li>Halo Effects – overall positive evaluation of a worker based on one known positive characteristic or action. </li></ul><ul><li>Recency Effects – Tendency to give greater weight to recent performance and lesser weight to earlier performance </li></ul>
  15. 15. Problems and Pitfalls <ul><li>Causal attribution errors </li></ul><ul><li>- Actor-observer bias </li></ul><ul><li>The tendency for observers to overattribute cause to characteristics of the actor and for the actor to overattribute cause to situational characteristics </li></ul><ul><li>- Personal biases </li></ul>
  16. 16. Performance Appraisal Process <ul><li>. </li></ul><ul><li>Acquiring Information </li></ul><ul><li>about worker’s </li></ul><ul><li>Performance </li></ul><ul><li>Organising and storing </li></ul><ul><li>Information about worker’s </li></ul><ul><li>Performance behaviours </li></ul><ul><li>Retrieving and translating </li></ul><ul><li>stored information to the </li></ul><ul><li>actual performance </li></ul><ul><li>appraisal </li></ul>Performance Feedback
  17. 17. Guidelines for Effective Feedback <ul><li>Feedback should be descriptive rather than evaluative </li></ul><ul><li>Feedback should be specific rather than general </li></ul><ul><li>Feedback should be appropriate, taking into account the needs of the employer, the worker, and the situation </li></ul><ul><li>Feedback should be directed towards behaviour the worker can do something about or is able to change </li></ul>
  18. 18. Guidelines for Effective Feedback <ul><li>Feedback should be well timed. More immediate feedback is usually more effective. </li></ul><ul><li>Feedback should be honest rather than manipulative or self-serving </li></ul><ul><li>Feedback should be understood by both parties. If necessary, additional input should be sought to enhance and clarify the feedback process. </li></ul>
  19. 19. End of Presentation