Performance appraisal
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Performance appraisal

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  • KRAs : Key Result Area <br />

Performance appraisal Presentation Transcript

  • 1. * Performance Appraisal
  • 2. * Performance Appraisal • Performance Appraisal (PA) refers to all those procedures that are used to evaluate the personality, performance and potential of its employees. • Performance Appraisals are half yearly or (as per management discretion). • They evaluate the needs of the employee and supervisor. • Performance Appraisal is the process by which organizations evaluate employee job performance.
  • 3. * Uses of Performance Appraisal ▪ To increase professional development, skill level and performance of each employee. ▪ To strengthen working relationship between Clinic head / superior and each employee. ▪ To aid in promotion, retention and salary decisions.
  • 4. * Components of Performance appraisal
  • 5. * Objective of Performance Appraisal • To help better current performances • To help in development of the employee. • To determine training and development needs. • To give employee feedback and counsel them • To review performance for salary purposes. • Identify staff with promotional possibilities • Assist in career planning decisions
  • 6. Honestly tell the employee exactly how you see the performance situation. Ask for their feedback about what you've said and listen to their response. Partner with the employee to find the solution. Persist until the change you've requested happens. Y Remember why you do performance reviews (to help people learn and grow) and ask yourself why they would want to improve.
  • 7. * Phases of Performance Appraisal
  • 8. * Benefits of Performance Appraisal • For the Appraisee • For the Management • For the Organization
  • 9. * Benefits of Performance AppraisalFor the Appraisee • Better understanding of his role in the organization – what is expected and what needs to be done to meet those expectation • Clear Understanding of his strengths & weaknesses to develop himself into a better performer in future • Increased motivation, job satisfaction, and self – esteem • Opportunity to discuss work problems and how they can be overcome • Opportunity to discuss aspirations and any guidance, support or training needed to fulfill those aspirations • Improved working relationships with supervisors
  • 10. * Benefits of Performance AppraisalFor the Management • Identification of performers and non-performers and their development towards better performance • Opportunity to prepare employees for assuming higher responsibilities • Opportunity to improve communication between the employees and management • Identification of training and development needs • Generation of ideas for improvements • Better identification of potential and formulation of career plans
  • 11. * Benefits of Performance AppraisalFor the Organization • Improved performance throughout the organization • Creation of a culture of continuous improvement and success • Conveying the message that people are valued • Retention of the best employees
  • 12. * Methods of Performance Appraisal • Individual Evaluation Methods • Multiple Person Evaluation Methods • Other Methods
  • 13. * Methods of Performance Appraisal Individual Evaluation Methods • Confidential report • Essay evaluation • Critical incidents • Checklist • Graphic rating scale • Behaviorally anchored rating scale (BARS) • Forced choice method • Management by Objective (MBO)
  • 14. * Methods of Performance Appraisal Multiple Person Evaluation Methods • Ranking • Paired comparison • Forced distribution
  • 15. * Methods of Performance Appraisal Other Methods • Group Appraisal • Field review technique • 3600 Appraisal System
  • 16. * Individual Evaluation Methods Confidential Report Descriptive report • Prepared at the end of the year • Prepared by the employee’s immediate supervisor • The report highlights the strengths and weaknesses of employees • Prepared in Government organizations • Does not offer any feedback to the employee
  • 17. * Individual Evaluation Methods Essay Evaluation ▪ The rater is asked to express the strong as well as weak points of employee’s behavior ▪ The rater considers the employee’s : • Job knowledge and potential • Understanding of company’s programs, policies, objectives etc • Relation with co-workers and supervisors • Planning, organizing and controlling ability • Attitude and perception
  • 18. * Individual Evaluation Methods Critical Incidence • Manager prepares lists of statements of very effective and ineffective behavior of an employee • These critical incidents represent the outstanding or poor behavior of the employees • The manager periodically records critical incidents of employee’s behavior
  • 19. * Individual Evaluation Methods Checklist Method • Simple checklist method • Weighted checklist method • Forced choice method
  • 20. * Checklist MethodSimple Checklist Method • Is employee regular Y/N • Is employee respected by subordinate Y/N • Is employee helpful Y/N • Does he follow instruction Y/N • Does he keep the equipment in order Y/N
  • 21. * Checklist MethodWeighted Checklist Method weights performance rating (scale 1 to 5 ) • Regularity 0.5 • Loyalty 1.5 • Willing to help 1.5 • Quality of work 1.5 • Relationship 2.0
  • 22. * Checklist MethodForced Choice Method Criteria Rating 1.Regularity on the job Most Least • Always regular • Inform in advance for delay • Never regular • Remain absent • Neither regular nor irregular
  • 23. * Individual Evaluation Methods Graphic Rating Scale • A form is used to evaluate the performance of the employees • A variety of traits may be used in this device, the most common being quality and quantity of work • Easy to understand and use. • Permits statistical tabulation of scores of employees
  • 24. * Individual Evaluation Methods Behaviorally Anchored Rating Scale (BARS) • 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
  • 25. * Individual Evaluation Methods Forced Choice Method • This method uses several sets of paired phrases, two of which may be positive and two negative • The rater is asked to indicate which of the four phrases is the most and least descriptive of a particular worker • Favorable qualities earn plus credit and unfavorable ones earn the reverse
  • 26. * Individual Evaluation Methods Management by objectives (MBO) • MBO emphasizes collectively set goals that are tangible, verifiable, and measurable • Focuses attention on goals rather than on methods • Concentrates on Key Result Areas (KRA) • Systematic and rational technique that allows management to attain maximum results from available resources by focusing on achievable goals
  • 27. * Individual Evaluation Methods Management by objectives (MBO) - Cont ▪ Key Element of MBO • Arranging organizational goals in a means-ends chain • Engaging in joint goal setting ■ This process has the following steps: ✓ Identify KRAs ✓ Define expected results ✓ Assign specific responsibilities to employees ✓ Define authority and responsibility relationship • Conducting periodic progress review • Conducting annual performance review
  • 28. * Multiple Person Evaluation Methods Ranking method • The evaluator rates the employee from highest to lowest on some overall criteria Paired comparison method • Each worker is compared with all other employees in a group • For several traits paired comparisons are made, tabulated and then rank is assigned to each worker • This method is not applicable when the group is large Forced Distribution Methods • The rater is asked to appraise the employee according to predetermined distribution scale. • The worker is placed between two extremes of “good” and “bad” performance.
  • 29. * Other Methods Group Appraisal Employee is appraised by a group of appraisers. ■ The group consists of : • Immediate supervisor of the employee • Other supervisors who have close contact with the employee’s work. • Manager or head of the departments. • Consultants or Clients
  • 30. * Other Methods Field Review Technique • The appraiser goes to the field and obtains the information about work performance of the employee by way of questioning the said individual, his peer group, and his superiors
  • 31. * Other Methods 3600 Appraisal System 360 Degree Performance : Combination of self, peer, supervisor, and subordinate performance evaluation • It is a systematic collection and feedback of performance data on an individual or group, derived from a number of stakeholders • Data is gathered and fed back to the individual participant in a clear way designed to promote understanding, acceptance and ultimately behavior
  • 32. What is 360 DF? 360 Degree Feedback is a multi - rater feedback system where an individual is assessed by a number of assessors including his boss, direct reports, colleagues, internal customers and external customers
  • 33. * Appraisal Interview and Feedback - Let the Employee Know Where He Stands • To help employees do a better job by clarifying what is expected of them • To plan opportunities for development and growth • To strengthen the superior-subordinate working relationship by developing mutual agreement of goals • To provide an opportunity for employees to express themselves on performance related issues
  • 34. * THANK YOU Any Questions???