Ppt on pa
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    Ppt on pa Ppt on pa Presentation Transcript

      • It is systematic evaluation of the performance of each employee by his superior or some other person trained in the techniques of merit rating by using the same.
      • Is concerned with determining the differences among the employees working in the organisation.
      • Performance appraisal , also known as Employee appraisal , is a method by which the job performance of an employee is evaluated (generally in terms of quality , quantity , cost and time ).
    • PA can also be named as:
      • Merit rating
      • Behavioural assessment
      • Employee evaluation
      • Personnel review
      • Employee appraisal
      • Employee assessment
      • Performance appraisals of Employees are necessary to understand each employee’s abilities, competencies and relative merit and worth for the organization.
      • Performance appraisal takes into account the past performance of the employees and focuses on the improvement of the future performance of the employees.
    • The aims of a performance appraisal are to:
      • Give feedback on performance to employees.
      • Identify employee training needs.
      • Form a basis for personnel decisions: salary increases, promotions , disciplinary actions , etc.
      • Provide the opportunity for organizational development.
      • Facilitate communication between employee and administration
      • Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements
    • Objectives of PA (Administrative)
      • Salary increase
      • Promotion
      • Training and Development
      • Feedback
      • Pressure on employees
    • Objectives of PA (Self - Improvement)
      • People come to know about
      • “How am I doing?”
      • “Where do I stand”
      • Develop the individual skills.
    • Percentage of the organisations using performance appraisal for the various purposes as shown in figure:
    • The latest Mantra followed by organizations
      • "get paid according to what you contribute“
      • Performance appraisal helps to rate the performance of the employees and evaluate their contribution towards the organizational goals.
    • Process of PA
      • Step 1. Defining objectives
      • Step 2. Define appraisal standards.
      • Step3. Designing appraisal Programs
      • Step 4. Implement appraisal programs
      • Step 5. Appraisal Feedback
      • Step 6. Post appraisal actions
    • Step 1. Defining objectives
      • Decide about the purpose for appraising performance whether it is:-
      • Reward providing
      • Appraisal for training
      • Appraisal for promotions
      • Appraisal for upgradation etc…
    • Step 2. Define appraisal standards
      • Seeking the answer of the following question:-
      • “What is to be expected from the employee?”
      • “What would be the targets need to be achieved from the employee within given time?”
    • Step3. Designing appraisal Programs What methods When to evaluate What to evaluate How to solve What problems Who are raters Whose Perfor- -mance Formal Or informal Appraisal design
    • Designing the program will reveal the answers of the following questions:-
      • Formal or informal?
      • Types of personnel?
      • Who are the raters?
      • What problems encountered?
      • How to solve the problems?
      • What is to be evaluated?
      • When to evaluate?
      • What methods to be used?
    • Who can be raters?
      • Immediate supervisor
      • Subordinates
      • Clients
      • Rating committees
      • Self appraisal
    • Problems of rating that occur in appraisal are:
      • Leniency or severity- Subjective
      • assessment
      • Central tendency- rated near the average or middle of the scale.the attitude of the rater is to play safe.
      • Halo effect- one aspect of performance affects the entire per.
      • Rater effect- based on rater’s attitude towards ratee.
    • Problems of rating that occur in appraisal are:
      • Primacy or recency effects- influenced by behaviour exhibited by the ratee during early stages of the review period (primacy) or near the end of the review period (recency)
      • Perceptual set- assessment is influenced by past held beliefs.
      • Spillover effect- allowing past performance appraisal ratings to unjustifiably influence current ratings.
      • Status effect - overrating(high level) / underrating(low level)
    • How to solve problems?
      • Provide training to the raters
      • Remedial of the outside factors such as union pressure
      • Typical training programme
    • What should be rated?
      • Quality
      • Quantity
      • Timeliness
      • Cost effectiveness
      • Need for supervision
      • Interpersonal impact
      • Community service
    • How often should an employee be assessed ?
      • General trend is to evaluate in
      • Once in three months
      • Once in six months
      • Once in a year ( 70% of the
      • organisation)
    • What methods to be implemented?
      • Traditional or past oriented methods
      •  rating scales
      •  checklists
      •  field review etc.
      • Modern or future oriented methods
      •  MBO
      •  360 appraisal system etc.
    • Step 4. Implement appraisal programs
      • After deciding the appraisal design, the appraisers conduct the appraisal and they may even conduct the Interview if provided in the system.
    • Step 5. Appraisal Feedback
      • “Most people want feedback as it reflects the their self perception.”
      • But managers put up a question..
      • “Is it ethical for them to share their honest perceptions of employee performance, at the risk hurting them?”
    • Step 6. Post appraisal actions
      • PA is not an end in itself but it is a means for improving long term performance of personnel by:-
      • Giving rewards
      • Counselling
      • Training
      • Guidance
    • Feedback and performance appraisal are mutually dependent :
      • Feedback tracks the individual’s developmental plan as set during the performance appraisal and supports the individuals developmental endeavour.
      • The performance appraisal periodically takes stock of feedback to assess work and developmental targets and objectives.
      • Feedback then progresses performance appraisal work and developmental targets and objectives and so it goes on.
    • 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