Performance appraisal
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Performance appraisal

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Performance appraisal Performance appraisal Presentation Transcript

  • Performance Appraisal
  • Concept Of Performance Appraisal
    • PA is the method of evaluating the behavior of the employees in the job it includes both quantitative and qualitative aspects of job performance.
  • Purpose Of Performance Appraisal
    • Compensation Decision- Pay raise
    • Promotion decision- level raise
    • Training and development programmes- Enhance performance
    • Personal development- self actualization need
  • Performance Appraisal Process
    • Establish performance standard
    • Communicate the standard
    • Measure Actual performance
    • Compare actual performance with standards performance
    • Take corrective actions
  • What is to be appraised?
    • Behaviour of the employee -for eg : Doctor’s behaviour with the patient.
    • Objectives of the organization- market share , profit contribution, strategy alignment.
    • Traits in performing the job- the precision, time taken by the employee to perform any job.
  • Who will appraise?
    • Supervisors
    • Peers
    • Subordinates
    • Self appraisal
  • METHODS OF PA
    • The PA method are of 15 types-
    • Individual Evaluation method- This is done by individual employee
    • Group evaluation Method- one employee is compared with others
    • Modern methods- these are new methods and research is still carried on
  • Performance Appraisal method Individual Evaluation method Group evaluation Method Modern methods
    • Confidential report
    • Essay evaluation
    • Critical incident technique
    • Check list
    • Graphic rating scale
    • BARS
    • Forced choice method
    • Ranking
    • Paired comparison
    • Forced distribution
    • Group Appraisal
    • HRA
    • Assessment centre
    • Field review
  • Individual Evaluation method
    • Confidential Report-
    • Used in Government organisations
    • Prepared at the end of the year.
    • Done by immediate senior
    • Strength and weaknesses of employee are taken
    • Impression based
    • No feedback is offered
  • Individual Evaluation method
    • 2. Essay Evaluation-
    • It’s a non quantitative subjective analysis
    • Strong and weak points of employee are rated.
    • Parameters are-
    • Understanding of programmes, policies, objectives etc
    • Job knowledge
    • The employees relations with coworkers and superiors
    • The employee general ability of planning, controlling, organizing etc.
    • General perception of the employee
  • Individual Evaluation method
    • Critical Incident technique-
    • The manager prepares the lists of statements of every effective and ineffective behaviour of the employee.
    • These rated incidents represents the outstanding or poor behaviour of the employee.
    • The manager maintains the log book wherein the critical incidents are reported periodically and considered at the time of appraisal.
  • Individual Evaluation method
    • Checklists:
    • A checklist is the set of objectives or descriptive statements about the employee and his behaviour.
    • The rater marks the characteristics which employee possess rest are kept blank.
    • Eg- Is the employee really interested in the task assigned? Yes/No
  • Individual Evaluation method
    • Graphic rating scale-
    • A printed form is used to evaluate the performance of the employee .
    • A variety of traits are judged on the scale and summarised.
    • For eg: Knowledge of job- Clear understanding of the factors connected with the job rated on a scale unsatisfactory, fair, satisfactory, good, outstanding.
  • Individual Evaluation method
    • 6. BARS- Behaviourally Anchored Rating
    • Scale
    • The critical incidents are selected and rated on the scale which has 6-8 defined performance dimension.
    • Process of Implementing BARS-
    • Collect critical incidents
    • Identify performance dimension
    • Reclassification of Incidents
    • Assigning scale values to the incidents
    • Producing the final instrument
  • Individual Evaluation method
    • 7. Forced Choice Method-
    • This method makes use of several sets of paired phrases. Two which are positive and two are negative. The rater has to rate as least applicable most applicable.
    • The phrases are non uniformally divided so the chances of biases are not apparent
  • Individual Evaluation method
    • 8. MBO (Management by objective)-
    • This technique emphasises on the goals which are tangible, verifiable, measurable.
    • It’s a six stepped process-
    • Set departmental goals
    • Discuss departmental goals
    • Define expected results
    • Performance review
    • Provide feedback
  • Group Evaluation Method
    • Ranking method-
    • The relative position of each employee is expressed in terms of his numerical rank.
  • Group Evaluation Method
    • Paired comparison method-
    • Each worker is compared with all other employees in the group , for every trait , the worker is compared with all other employees.
  • Group Evaluation Method
    • Forced Distribution Method-
    • A predetermined distribution scale.
    • Two criteria are used for rating are the job performance and promotability.
    • Five point scale is used for descriptive statements.
  • MODERN METHOD
    • Group Appraisal-
    • Employee appraised by group of appraiser
    • It is a bias free method
  • MODERN METHOD
    • 2.Human Resource Accounting:
    • The HRA process shows the investment the organisation makes I its people and how the value of these people change over time. The acquisition cost of employee is compared to the replacement cost from time to time.
    • 2.
  • MODERN METHOD
    • 3.Field review method-
    • Here the HR department representative goes to the field and assist line supervisors .
  • MODERN METHOD
    • 4. 360 Degree feedback system-
    • The system involves overall appraisal of the employees . All the employees are part of te performance appraisal.
  • Biases in Performance Appraisal
    • First impression
    • Halo effect
    • Horn effect
    • Leniency
    • Central tendency
    • Stereotyping
    • Recency effect