Guest Lecture for Students of SriJayawardanapura University(SriLanka)
23.12.2013
What is

PERFORMANCE ?
What are the

dimensions of
PERFORMANCE?
What is

PERFORMANCE
MANAGEMENT? &
Why?
Why Appraisal?
What to

Appraise?
When to

Appraise?
Who ?
How?
Jayadeva de Silva
Appraiser

Appraisal Method

Appraisee

Jayadeva de Silva

Outcomes
Rater errors and bias
The influence of liking
Organizational politics
Whether to focus on the individual or
the group
 Le...


Their mistakes..



misbehaviors..



unacceptable attitudes..



failures….

BUT ..
Jayadeva de Silva

Make
a fuss
...




‘Praise’ motivates
Praise’ encourages
‘Praise’ stimulates
right behaviour that
leads to right
perormance

Jayadeva ...
Trait-based
Information

Job
Performance?

Behavior-based
Information

Results-based
Information

Jayadeva de Silva


Performance Standards
 Expected levels of performance
▪ Benchmarks
▪ Goals
▪ Targets



Characteristics of Well-defin...
Performance
Appraisal

Administering Wages
and Salaries

Jayadeva de Silva

Giving Performance
Feedback

Identifying Stren...
Trait Appraisal
An appraisal tool that asks a supervisor to make judgments about
worker characteristics that tend to be co...
Ex: A fire, sudden breakdown, accident
Workers

reaction

A
B
C
D
E

informed the supervisor immediately
Become anxious on...
Jayadeva de Silva


Dear Manager (HR),
Vivek, my assistant programmer, can always be found
hard at work in his cubicle. Vivek works indepen...


NB: That stupid idiot was reading over my
shoulder when I wrote the
report sent to you earlier today. Kindly read
only ...
•Simple checklist method
•Weighted checklist method
•Forced choice method

Jayadeva de Silva






Is employee regular
Is employee respected by subordinate
Is employee helpful
Does he follow instruction
Does he...
weights
Regularity
Loyalty
Willing to help
Quality of work
Relationship

Jayadeva de Silva

0.5
1.5
1.5
1.5
2.0

performan...
Criteria

1.Regularity on the job
•Always regular
•Inform in advance for delay
•Never regular
•Remain absent
•Neither regu...
•
•

Continuous Rating Scale
Discontinuous Rating Scale

Jayadeva de Silva













Employee name_________
Deptt_______
Rater’s name ___________
Date________
-----------------------...
Indifferent

Enthusiastic

Attitude
No
Interest

Jayadeva de Silva

Interested

Very
enthusiastic
Step 1.

Identify critical incidents

Step 2.

Select performance dimension

Step 3.

Retranslate the incidents

Step 4.

...






Attended every day
10
Not exceeding 2 approved leaves 07
Not exceeding 5 approved leaves 05
Not exceeding 7 app...
Lending an library item

Marks

1

Lend the chosen item within 30 sec accurately

1

2

Lend the chosen item within 30 sec...
Figure 11–10
Jayadeva de Silva
Figure 11–6
Jayadeva de Silva
Job Review and Agreement

Development of Performance Standards

Guided Objective Setting

Continuing Performance Discussio...
Employee

Rank

A

2

B

1

C

3

D

5

E

4

Jayadeva de Silva
A

A
-

B
-

C
-

D
+

E Final Rank
+
3

B

+

-

-

+

+

2

C

+

+

-

+

+

1

D

-

-

-

-

+

4

E

-

-

-

-

-

...
Figure 11–9
Jayadeva de Silva


Group Appraisal
 Ranking
 Paired comparison
 Forced distribution
 Performance tests
 Field review technique

Jayad...
Performance
Dimension

subordinate peers

Leadership

^

Communication

^
^

customer

^

Interpersonal skills

superior

...
Jayadeva de Silva








Every unit of Money RS /$
Every unit of Time
Every unit of Land
Every unit of Energy
Every unit of Raw Mate...


For top managers
 Return on capital employed
 Contribution to community development

 Degree of upward communication...





Departmental performance
Coordination among employees
Degree of upward communication from supervisors
Degree of c...






Quality and quantity of output in a given period
Labor cost per unit of output in a given period
Material cost ...
The Trait Approach
Moderately
Decisive

Indecisive
How
decisive is
the
individual?

Jayadeva de Silva

1

2

3

Very Decis...
The Behavioral Approach

Teamwork

(check the box
that best
describes this
individual’s
behavior)

Jayadeva de Silva

 Wo...
TThe Results Approach
Key result area:

Unit Sales

12-month goal:

12,000 units

Actual results:

10,500 units

Comments_...
Figure 11–3
Jayadeva de Silva
Figure 11–5
Jayadeva de Silva
Figure 11–12
Jayadeva de Silva
Lenient
Rating
Same As Me

Halo Effect
Latest
Behavior

Different
From Me

Horn Effect
Initial
Impression
Central
Tendency...
Figure 11–11
Jayadeva de Silva
Decide performance policies (to whom/when/by whom)
Set performance objectives
Determine performance criteria & standards
(...
Jayadeva de Silva
(Humantalents Group)
20.12.2013 18:00:48
Page
56
Page
57
Obtain Free Membership by sending a blank e mail to
humantalents-subscribe@yahoogroups.com
This presentation can be downloaded from www.slideshare.net/avedayaj10

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60
Practical Aspects of Performance Evaluation by Jayadeva de Silva
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How Organizations conduct Performance Evaluations of Employees
Lecture delivered to HRM students of SriJayawardanapura University(SriLanka)

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Practical Aspects of Performance Evaluation by Jayadeva de Silva

  1. 1. Guest Lecture for Students of SriJayawardanapura University(SriLanka) 23.12.2013
  2. 2. What is PERFORMANCE ?
  3. 3. What are the dimensions of PERFORMANCE?
  4. 4. What is PERFORMANCE MANAGEMENT? & Why?
  5. 5. Why Appraisal?
  6. 6. What to Appraise?
  7. 7. When to Appraise?
  8. 8. Who ? How?
  9. 9. Jayadeva de Silva
  10. 10. Appraiser Appraisal Method Appraisee Jayadeva de Silva Outcomes
  11. 11. Rater errors and bias The influence of liking Organizational politics Whether to focus on the individual or the group  Legal issues     Jayadeva de Silva
  12. 12.  Their mistakes..  misbehaviors..  unacceptable attitudes..  failures…. BUT .. Jayadeva de Silva Make a fuss about the good work of people
  13. 13.    ‘Praise’ motivates Praise’ encourages ‘Praise’ stimulates right behaviour that leads to right perormance Jayadeva de Silva  Praise as it happens & when it happens  And correct (mistakes)on the spot
  14. 14. Trait-based Information Job Performance? Behavior-based Information Results-based Information Jayadeva de Silva
  15. 15.  Performance Standards  Expected levels of performance ▪ Benchmarks ▪ Goals ▪ Targets  Characteristics of Well-defined Standards  Realistic  Measurable  Clearly understood Jayadeva de Silva
  16. 16. Performance Appraisal Administering Wages and Salaries Jayadeva de Silva Giving Performance Feedback Identifying Strengths and Weaknesses
  17. 17. Trait Appraisal An appraisal tool that asks a supervisor to make judgments about worker characteristics that tend to be consistent and enduring. Behavioral Appraisal An appraisal tool that asks managers to assess a worker’s behaviors. Outcome Appraisal An appraisal tool that asks managers to assess the results achieved by workers. Jayadeva de Silva
  18. 18. Ex: A fire, sudden breakdown, accident Workers reaction A B C D E informed the supervisor immediately Become anxious on loss of output tried to repair the machine Complained for poor maintenance was happy about forced rest Jayadeva de Silva scale 5 4 3 2 1
  19. 19. Jayadeva de Silva
  20. 20.  Dear Manager (HR), Vivek, my assistant programmer, can always be found hard at work in his cubicle. Vivek works independently, without wasting company time talking to colleagues. Vivek never thinks twice about assisting fellow employees, and he always finishes given assignments on time. Often Vivek takes extended measures to complete his work, sometimes skipping coffee breaks. Vivek is a dedicated individual who has absolutely no vanity in spite of his high accomplishments and profound knowledge in his field. I firmly believe that Vivek can be classed as a high-calibre employee, the type which cannot be dispensed with. Consequently, I duly recommend that Vivek be promoted to executive management, and a proposal will be sent away as soon as possible. Signed - Project Leader Jayadeva de Silva
  21. 21.  NB: That stupid idiot was reading over my shoulder when I wrote the report sent to you earlier today. Kindly read only the odd lines (1, 3, 5, 7, 9,11, 13) for my true assessment of him Jayadeva de Silva
  22. 22. •Simple checklist method •Weighted checklist method •Forced choice method Jayadeva de Silva
  23. 23.      Is employee regular Is employee respected by subordinate Is employee helpful Does he follow instruction Does he keep the equipment in order Jayadeva de Silva Y/N Y/N Y/N Y/N Y/N
  24. 24. weights Regularity Loyalty Willing to help Quality of work Relationship Jayadeva de Silva 0.5 1.5 1.5 1.5 2.0 performance rating (scale 1 to 5 )
  25. 25. Criteria 1.Regularity on the job •Always regular •Inform in advance for delay •Never regular •Remain absent •Neither regular nor irregular Jayadeva de Silva Rating Most Least
  26. 26. • • Continuous Rating Scale Discontinuous Rating Scale Jayadeva de Silva
  27. 27.             Employee name_________ Deptt_______ Rater’s name ___________ Date________ -----------------------------------------------------------------------Exc. Good Acceptable Fair Poor 5 4 3 2 1 _ Dependability Initiative Overall output Attendance Attitude Cooperation Total score Jayadeva de Silva
  28. 28. Indifferent Enthusiastic Attitude No Interest Jayadeva de Silva Interested Very enthusiastic
  29. 29. Step 1. Identify critical incidents Step 2. Select performance dimension Step 3. Retranslate the incidents Step 4. Assign scales to incidents Step 5. Develop final instrument Jayadeva de Silva
  30. 30.      Attended every day 10 Not exceeding 2 approved leaves 07 Not exceeding 5 approved leaves 05 Not exceeding 7 approved leaves 02 Exceeding 7 approved leaves 00 Jayadeva de Silva
  31. 31. Lending an library item Marks 1 Lend the chosen item within 30 sec accurately 1 2 Lend the chosen item within 30 sec accurately with positive appearance 2 3 Lend the chosen item within 30 sec accurately with positive appearance & positive remarks using common name 3 4 Lend the chosen item within 30 sec accurately with positive appearance & remarks using common name & inquire experience 4 5 Lend the chosen item within 30 sec accurately with positive appearance & remarks using common name & inquire experience to get sp wants while being ready to assist 5 Jayadeva de Silva
  32. 32. Figure 11–10 Jayadeva de Silva
  33. 33. Figure 11–6 Jayadeva de Silva
  34. 34. Job Review and Agreement Development of Performance Standards Guided Objective Setting Continuing Performance Discussions Jayadeva de Silva
  35. 35. Employee Rank A 2 B 1 C 3 D 5 E 4 Jayadeva de Silva
  36. 36. A A - B - C - D + E Final Rank + 3 B + - - + + 2 C + + - + + 1 D - - - - + 4 E - - - - - 5 No of Positive evaluation Total no. of evaluation * 100 = employee evaluation Jayadeva de Silva
  37. 37. Figure 11–9 Jayadeva de Silva
  38. 38.  Group Appraisal  Ranking  Paired comparison  Forced distribution  Performance tests  Field review technique Jayadeva de Silva
  39. 39. Performance Dimension subordinate peers Leadership ^ Communication ^ ^ customer ^ Interpersonal skills superior ^ ^ Decision making ^ ^ ^ Technical skills ^ ^ ^ Motivation ^ ^ ^ Jayadeva de Silva
  40. 40. Jayadeva de Silva
  41. 41.        Every unit of Money RS /$ Every unit of Time Every unit of Land Every unit of Energy Every unit of Raw Material Every Labor hour& Every Machine hour Jayadeva de Silva
  42. 42.  For top managers  Return on capital employed  Contribution to community development  Degree of upward communication from middle- level executives  Degree of growth and expansion of enterprise. Jayadeva de Silva
  43. 43.     Departmental performance Coordination among employees Degree of upward communication from supervisors Degree of clarity about corporate goals and policies Jayadeva de Silva
  44. 44.      Quality and quantity of output in a given period Labor cost per unit of output in a given period Material cost per unit in a given period Rate of absenteeism and turnover of employees No of accidents in a given period Jayadeva de Silva
  45. 45. The Trait Approach Moderately Decisive Indecisive How decisive is the individual? Jayadeva de Silva 1 2 3 Very Decisive 4 5
  46. 46. The Behavioral Approach Teamwork (check the box that best describes this individual’s behavior) Jayadeva de Silva  Works alone on all projects  Teams up with others on most major projects  Works alone on most projects  Teams up with others on all major projects  Works alone about half the time
  47. 47. TThe Results Approach Key result area: Unit Sales 12-month goal: 12,000 units Actual results: 10,500 units Comments________________________________ ________________________________________ ________________________________________ ________________________________________ Jayadeva de Silva
  48. 48. Figure 11–3 Jayadeva de Silva
  49. 49. Figure 11–5 Jayadeva de Silva
  50. 50. Figure 11–12 Jayadeva de Silva
  51. 51. Lenient Rating Same As Me Halo Effect Latest Behavior Different From Me Horn Effect Initial Impression Central Tendency Sampling Error Strict Rating Status Effect Jayadeva de Silva Varying Standards Contrast Effect
  52. 52. Figure 11–11 Jayadeva de Silva
  53. 53. Decide performance policies (to whom/when/by whom) Set performance objectives Determine performance criteria & standards (attributes/behaviour/competencies/results) 4. Decide Evaluation method (quality scale/right statement marking /essays/exams/critical incidents/self evaluation/MBO/BARS) 5. Draft the evaluation form 6. Train the appraisers & appraisees 7. Appraise 8. Discuss appraised results 9. Store data 10. Make decisions 1. 2. 3. Jayadeva de Silva
  54. 54. Jayadeva de Silva (Humantalents Group) 20.12.2013 18:00:48
  55. 55. Page 56
  56. 56. Page 57
  57. 57. Obtain Free Membership by sending a blank e mail to humantalents-subscribe@yahoogroups.com
  58. 58. This presentation can be downloaded from www.slideshare.net/avedayaj10 Page 60

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