performance appraisal reliance


Published on

Published in: Education, Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

performance appraisal reliance

  2. 2. INTRODUCTION Managing human resources in today’s dynamic environment is becoming more and more complex as well as important. Recognition of people as a valuable resource in the organization has led to increasing trends in employee maintenance, job security, etc My research project deals with “Performance Appraisal as carried out at reliance”.
  3. 3. RATIONALE Performance Appraisal is the important aspect in the organization to evaluate the employees’ performance. It helps in understanding the work culture, involvement, and satisfaction. It helps the organization in deciding employees promotion, transfer, incentives, pay increase.
  4. 4. INTRODUCTION TO HRM The process of hiring and developing employees so that they become more valuable to the organisation. It includes conducting job analysis, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels. Examples of core qualities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly called personnel management.
  5. 5. “People are our most valuable asset” is a cliché, which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain under valued, under trained and under utilized. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop ‘cultural awareness’, product / process / organization knowledge and experience for new staff members.
  6. 6. Performance Appraisal is defined as the process of assessing the performance and progress of an employee or a group of employees on a given job and his / their potential for future development. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations.
  7. 7. 360 DEGREE FEEDBACK EVALUATION A common approach to assessing performance is to use a numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives/attributes. Employees are also allowed the opportunity to assess the person(manager) at the same time. This is known as 360◦ appraisal. The biggest risk with 360 degree feedback is confidentiality. The information is very sensitive and in the wrong hands, could impact careers. FACT: Used by 90 percent fortune 500 companies. Also used by hp and IBM.
  8. 8. RATING SCALES A widely used appraisal method that rates employees according to defined factors. The scale includes several categories, normally five to seven in number, defined by adjectives such as outstanding, meets expectations or needs improvement. One reason for the popularity of the ratings scale method is its simplicity, which permit quick evaluation of many employees. The factors chosen for evaluation are typically of two types job related and personal characteristics. The rater(evaluator) completes the form by indicating the degree of each factor that is most descriptive of the employee and his or her performance. Evaluators total and then average the points in each part . Then they multiply this average by a factor representing the weight given each section. The final score for the employees is the total of each section’s points.
  9. 9. CRITICAL INCIDENTS A performance appraisal technique that requires a written record of highly favourable and highly unfavourable work behaviour. When such an action – a critical incident affects the department significantly, either positively or negatively, the manager writes it down. With this method, the appraisal is more likely to cover the entire evaluation period and not focus on the last few weeks or months.
  10. 10. ESSAY METHOD A performance appraisal method in which the rater writes a brief narrative describing an employee’s performance. Ratings of this type depend heavily on the evaluators ability. Supervisors with excellent writing skills, if so inclined, can make a marginal worker sound like a top performer. However, some managers believe that the essay method is not only the most simple but also an acceptable approach to employee evaluation.
  11. 11. WORK STANDARDS A performance appraisal method that compares each employee’s performance to a predetermined standard or expected level of output. Several methods are available to determine work standards, including time study and work sampling. An obvious advantage of using standards as appraisal criteria is objective, they should understand clearly how the standards were set. Management must also explain the rationale for any changes to the standards.
  12. 12. RANKING A performance appraisal method in which the rater simply places employees from a group in rank order of overall performance. A difficulty occurs when individuals have performed at a comparable rate(as perceived by the evaluator). Paired comparison is a variation of the ranking method in which performance of each employee is compared with every other employee in the group. Overall performance, is often the basis for the comparison. The employee who receives the greatest number of favourable comparisons receives the highest ranking.
  13. 13. FORCED DISTRIBUTION A performance appraisal method which requires the rater to assign individuals a group to a limited number of categories similar to a normal frequency distribution. Because of slowing economy and an increased focus on pay for performance, many firms have insulted some rankings or gotten tougher with their existing systems. Proponents of forced distribution believe they facilitate budgeting and guard against weak managers who are too timid to get rid of the poor performers. They think that forced rankings require managers to be honest with workers about how they are doing.
  14. 14. RESULT BASED SYSTEM A performance appraisal method in which the manager and the subordinate jointly agree on objectives of the next appraisal period. Since organisations exist to achieve goals, a result-based system has obvious value. A distinct advantage of this approach is that it provides a measure of achievements against predetermined objectives.
  15. 15. BEHAVIOURALLY ANCHORED RATING SCALES A performance appraisal method that combines elements of the traditional rating scale and critical incident method. BARS differs from rating scales because, instead of using adjective at each scale point, it uses behavioural anchors related to the criterion being measured. The approach facilitates discussions of the rating because it addresses specific behaviours; thus overcoming weakness in other evaluation methods.