3 Developed by the Executive Offices, Office of Personnel Services Performance Management Course Guide
9 Developed by the Executive Offices, Office of Personnel Services Performance Management Course Guide
11 Developed by the Executive Offices, Office of Personnel Services Performance Management Course Guide
The branch of psychology that deals with the design, administration, and interpretation of quantitative tests for the measurement of psychological variables such as intelligence, aptitude, and personality traits. Also called psychometry . A “Performance Dimension” is anything an employee must demonstrate in order to be effective in a particular organization, job, and/or level of position. Typically, a Performance Dimensions model includes a number of competencies (such as “technical skills” and “honesty and integrity”), along with specific behaviors that fall within each competency. Performance standards state what behaviors or results are expected for performance to be considered satisfactory. Standards are the criteria against which performance is judged. Standards should be: attainable specific observable meaningful measurable, and stated in terms of quality, quantity, timeliness, or cost. Involve the employee in the development of standards. Be certain the standards describe the conditions that will be met when performance is satisfactory. For example, how well, how much, what speed, etc. is expected. Performance standards are the basis for performance evaluation and should clearly state how you and the employee will recognize when expectations have been met, exceeded, or not met.
12 Developed by the Executive Offices, Office of Personnel Services Performance Management Course Guide
Performance Management-Appraisals Workshop Continual organizational improvement can only come about with continual individual improvement.
PA Objectives Documentation Organizational Maintenance Promotions Training and development Pay scales & Pay raise Constructive criticism and guidance Administrative uses HR programs Communication
Appraisal Process Establish job Expectations Design an Appraisal Programme Appraise Performance Performance Interview Objectives of Performance Appraisal Archive Appraisal Data Use appraisal data for appropriate purposes
Supervisor Comments (To be filled by the immediate supervisor in consultation with the employee)
How successful was your employee in achieving his/her KPI's in the appraisal period (give example)
He was able to achieve most of his KPIs but he had to be reminded to do something about it. For example the KPI of updating organograms, he has to be constantly reminded about updating them.
List top 1-3 strength of your employee. Comment on how these strengths can be used for the organizations' benefit?
1. Challenges status quo, questions processes, looks for better ways of doing things. 2. Ownership of projects: Finishes work assigned to him and takes responsibility for it. 3. People Management: He has really worked hard on his people management skills and gets along well with internal as well as external customers.
“ Management by Objectives (MBO) is a process of agreeing upon objectives within an organization so that management and employees agree to the objectives (KPI’s) and understand what they are.”
Largest user of MBO in Pakistan is the public sector but failure of it is lack of performance appraisal system.
Setting goals is difficult in MBO.
No. KPI's Progress % Completed 1 Updated organograms of all departments In process. Orgranograms were converted from Visio to Powerpoint. Constant update is required when there is a change in any department. 70 % 2 Assistance in annual appraisal 2009 In process. Initial lists of employees were finalized. Online appraisals are being done. Last date for submission of forms is June 30, 2009. There will be increment work after that. 70 % 3 Improve the SOPs for recruitment In process 70 % 4 Improve orientation SOP,orientation pack In process 50 % 5 Automation of attendance management system Completed. Successfully registered and trained 148 employees on the system. Generating attendance data through the system now. 100 % 6 Audit of employees' leave balances Completed 100 %
ERRORS IN PERFORMANCE APPRAISAL, WAYS & MEANS TO REDUCE IT
Performance Appraisal and Other HRM Functions Performance appraisal validates selection function Selection Selection should produce workers best able to meet job requirements Performance appraisal determines training needs Training and Development Training and development aids achievement of performance standards Performance appraisal is a factor in determining pay Compensation Management Compensation can affect appraisal of performance Performance appraisal judges effectiveness of recruitment efforts Recruitment Quality of applicants determines feasible performance standards Performance appraisal justifies personnel actions Labor Relations Appraisal standards and methods may be subject to negotiation
Inadequate preparation on the part of the manager.
Employee is not given clear objectives at the beginning of performance period.
Overemphasis on uncharacteristic performance.
Organizational politics or personal
relationships judgments .
Manager may not be trained at evaluation or giving feedback.
No follow-up and coaching after the evaluation
Common Errors in the Appraisal Process Halo Error/ Horn Error First Impression Error Recency Error Leniency Error Severity Error Central Tendency Error Stereotyping Attribtion bias
Responsibility Commitment Initiative Sensitivity Judgment Communication Observation of specific behavior (s) (e.g., volunteers to work overtime) Halo Error/Horn Error : rating a single individual based on the interviewer’s general feeling toward the individual so that employee receives nearly identical ratings (usually high/low) on all performance areas High/low ratings on other performance dimensions