Barriers to effective appraisal
Upcoming SlideShare
Loading in...5
×
 

Barriers to effective appraisal

on

  • 1,982 views

 

Statistics

Views

Total Views
1,982
Views on SlideShare
1,982
Embed Views
0

Actions

Likes
0
Downloads
24
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Barriers to effective appraisal Barriers to effective appraisal Presentation Transcript

  • Barrier:A problem , rule or situationthat prevents somebody fromdoing something.Appraisal:A judgment of the value ,performance or nature ofsomebody.
  • “Performance appraisal is an objective assessment of an individuals’ performance against well defined benchmarks”
  • Performance appraisal serves basically four objective:1. Identification of individual needs. Performance feedback. Determining transfers and job assignments. Identification of individual strengths and developmental needs.
  • 2. administrative uses/decisions: Salary Promotion Identification of poor performance3. Organizational maintenance/objective: H R planning Evaluation of organizational goal achievement Reinforcement of organizational development needs
  • 4. Documentation : Documentation for H R decisions Helping to meet legal requirements
  •  Work environment Supervision development
  •  Lack of knowledge about organizational goals, objectives, strategies. Lack of change management like business changes, processes, systems and procedures. Lack of understanding of the company vision.
  •  Lack of confidence in the employee’s ability and willingness to solve the problems. Lack of attentions on the performance problem . Lack of attention of poor performance immediately. Lack of understanding of performance appraisal. Lack of use of performance appraisal feedback. Lack of direction on the job.
  •  Lack of knowledge about the organization. Lack of knowledge about the department. Lack of the complete knowledge of the job role. Lack of clearly defined performance objectives. Lack of skill and capability. Lack of support.
  • barriers Faulty Psychological Technicalassumptions blocks pitfalls
  • The assumptions which a manager takingconsider to appraising the employeesperformance is fault/ wrong.
  •  The assumption that managers naturally wish to make fair and accurate appraisal of subordinate is untenable. Both superior and subordinate show tendencies to avoid formal appraisal process.
  •  Particular appraisal system Personal opinion Managers assumptions that employees want to know frankly where they do stand and what their superiors think about them are not valid.
  • The utility of performance appraisal dependsupon the psychological characteristic ofmanagers.
  •  Managers’ feeling of insecurity Appraisal as an extra burden Their feeling to treat their subordinates failure as their deficiency. Disliking of resentment by subordinate. Disliking of communicating poor performance of subordinates.
  • The main technical difficulties in appraisal fall into two categories.1. Criterion problem2. distortions
  • A criterion problem is the standard ofperformance the managers desires of hissubordinates and against which he comparetheir actual performance.
  • It occur in the form of biases and errors inmaking the evaluation.
  • This distortions exists where the rater isinfluenced by ratee’s one or twooutstandingly good (or bad) performance andhe evaluate the entire performanceaccordingly.
  • Employee gradeU av bw ax by az A
  •  Thiserror occurs when the rater marks all or almost all his personal as average . He fails to discriminate between superior and inferior persons.
  • There are easy raters and tough raters in allphases of life. Some raters habitually rateeveryone high, other tend to rate low. Insuch a situation the results of two raters arehardly comparable.
  • Managers being human have strong liking ordisliking for people, particularly closeassociates.