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Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
Performance Management and Appraisal
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Performance Management and Appraisal

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  • 1. 16-122013 Human Resource Management & Practices Assignment on: Performance Management & appraisal ma Prepared to: Md. Abu Baker Siddique Management and Appraisal Group Members: Md. Ashraful Alam Konika Md.Sakib-ur-nabi Pabel Ahmmed
  • 2. Konika, 4 Steps in Appraising Performance 3 The Supervisor’s Role 2 1 Why Appraise Performance? Concept of Performance Management & Appraisal
  • 3. Performance Management Performance management is a process that is supported by a framework of systems, structures and procedures such as appraisal systems, learning and development plans, objective setting and performance measurement systems, and reward and remuneration packages. Dynamic, continuous process. Improves organizational effectiveness. Align with strategic goals. Customized with organization capabilities.
  • 4. Performance Appraisal Performance appraisal is the specific analysis of the performance of employees inside the company. PA is the method of evaluating the behavior of the employees in the workplace, normally including both quantitative and qualitative aspect of the job. Periodic (usually annual) event. Formal review. Last step in performance management process. Highly structured and well defined.
  • 5. WHY Appraise Performance? Appraisals play an integral role in the employer’s performance management process. Appraisals help in planning for correcting deficiencies and reinforce things done correctly. Appraisals, in identifying employee strengths and weaknesses, are useful for career planning. Appraisals affect the employer’s salary raise decisions.
  • 6. The supervisor is usually in the best position to observe and evaluate subordinate’s performance and is also responsible for that person’s performance. Performance planning Coaching and counseling Mid-point review Annual and Final Performance Appraisal
  • 7. Steps in Appraising Performance Preparation Assessment Reviewing documents. Appropriate setting. Deliver it clearly. Encouragement.
  • 8. Behaviorally Anchored Rating Scales Behaviorally Anchored Rating Scales (BARS) are designed to bring the benefits of both qualitative and quantitative data to the employee appraisal process. BARS compare an individual’s performance against specific examples of behavior that are anchored to numerical ratings. Example: A level six rating for a nurse may require them to show sympathy to patients while a level nine rating may require them to show higher levels of empathy and ensure this comes across in all dealings with the patient.
  • 9. Management By Objectives Set the organization’s goals. Set departmental goals. Discuss departmental goals. Define expected results (set individual goals). Performance reviews. Provide feedback.
  • 10. Electronic Performance Monitoring EPM means using technology to monitor the activities of employees at work 
  • 11. Potential Appraisal Problems Unclear standard s Central tendency Halo effect Bias Strictness/leniency
  • 12. Five Guidelines for holding Effective Appraisals Do your homework. Set the stage Conduct the interview Close the discussion Follow Up
  • 13. Performance Appraisal VS Management Performance appraisal Performance management Top-down assessment Joint process through dialogue Annual appraisal meeting Continuous review with one or more formal reviews Use of ratings Ratings less common Monolithic system Flexible process Focus on quantified objectives Focus on values and behaviors' as well as objectives Often linked to pay Less likely to be directly linked to pay Bureaucratic - complex paperwork Documentation kept to a minimum Owned by the HR department Owned by line managers
  • 14. Basic Building blocks of Performance Management Recruitment Training Coaching and Counseling Appraisals Reward and recognition Career development
  • 15. Recommendation Make sure mgrs and subordinates understand the appraisal system. Provide resources necessary to link pay to performance. Make informal appraisals ongoing activity. Start with effective performance planning. Assess the effectiveness of your current system. Appraisal skills training for your managers are a must. Increase manager’s willingness to conduct effective appraisals.

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