Performance appraisal


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Human Resources Development Management
TOPIC: Performance Appraisal

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Performance appraisal

  1. 1. PERFORMANCE APPRAISAL Pamela G. Virtusio MBBA Student University of Batangas Lipa Campus
  2. 2. Understand the objectives and principles of appraising the performance of employees Know the different method of performance appraisal that will fit a Company. Learn how to evaluate the performance Of an employee and communicate the Results of appraisal in a way that the Employee understand accept and facilitate Employee’s improving plan. Performance Appraisal -Pamie
  3. 3. DEFINITION PERFORMANCE APPRAISAL  “Performance Appraisal is an organizational system comprising deliberate processes determining staff accomplishment to improve staff effectiveness.”  “Performance Appraisal a method by which the job performance an employee is evaluated generally in terms of quality,quantity,cost and time.”.  “Performance Appraisal is the systematic, periodic and an impartial rating of an employee’s excellence in the matters pertaining to his present job and his potential for better job.”-accrdg. To Flippo.  “Performance Appraisal is the systematic evaluation of individuals with regards to his/her performance on the job and his/her potential for development.”accrdg. To Dale Beach Performance Appraisal -Pamie
  4. 4. OBJECTIVES:  Identify the better performing employee who get available merit pay increase, bonuses and promotion.  Identify the poorer performers who may require some forms of counseling or in extreme case, demotion or even discharge.  To provide feedback to the employees regarding their past performance.  Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.  To judge the effectiveness of the human resource function of the organization.  To review and retain the promotional and other training programs.  To help the management in exercising organizational control. Performance Appraisal -Pamie
  5. 5. METHODS OF PERFORMANCE APPRAISAL COMPARATIVE APPROACH: 1. Ranking Method 2. Forced Distribution 3. Paired Comparison BEHAVIORAL APPROACH 1. Critical Incidents 2. Behaviorally-Anchored Rating Scales 3. Behavioral Observation Scales (BOS 4. Organizational Behavior Modification (OBM) 5. Weighted Checklist Performance Appraisal -Pamie ATTRIBUTE APPROACH 1. Graphic Rating Scale 2. Mixed Standard Scale
  6. 6. PERFORMANCE APPRAISAL TECHNIQUES Individual Evaluation Method: Multiple person Evaluation Method: a. b. c. d. e. f. g. a. Ranking b. Paired Comparison c. Forced Distribution Confidential Report Essay Evaluation Critical Incident Checklist BORS Forced Choice Method MBO Performance Appraisal -Pamie Other Method: a. Performance Test b. Field Review Techniques
  7. 7.  PROMOTION: Helps the supervisors to chalk out promotion programs for efficient employees.  COMPENSATION: Helps in chalking out compensation packages for employees.  EMPLOYEE DEVELOPMENT: Helps the supervisors to frame training and programs. It helps to analyze strengths and weaknesses of employees.  SECLECTION VALIDATION: Help to understand the validity and importance of selection procedure.  COMMUNICATION:  MOTIVATION: Helps to motivate to be more better or need for improving the employees. Performance Appraisal -Pamie
  8. 8.  TIME CONSUMING: Spend an hour or extra for completing and writing the employees appraisal.  DISCOURAGEMENT: If an employee or the process is not pleasant experience.  INCONSISTENT MESSAGE: When the superior does not have record of employee’s behavior or inappropriate appraiser.  BIASES: Supervisor who are influenced by an employees work performance on previous rating periods. Performance Appraisal -Pamie
  9. 9. COMMON ERRORS:  1. Halo Effect- Tendency of the rater to allow 1 or 2 particularly dominants traits of the worker’ performance to influence his ratings on the other traits or factors.  2. Logical Error-If the raters finds an employee’s performance in one trait as either outstanding or unsatisfactory he feels that it is logical for him to rate that employee also unsatisfactory as the case may be in other traits.  Blaming Subordinates for Errors that are not their fault-arises when supervisor fails to inform the employee clearly of the full scope and nature of his assignment so that he may be aware of all his duties and responsibilities.  Leniency-This attitudes is an indication of weaknesses on the part of supervisor and lack of understanding of their responsibilities in the firm.  Severity-Overstrict with the appraisal of their subordinates and consistently rate them lower than the normal average.  Central Tendency-Raters may rate an employee “Average on all traits,avoding to give an extremely high or low rating. Performance Appraisal -Pamie
  10. 10. REFERENCE: P.S Sison ,Personnel and Human Resources Management, 1991  R.P.Payos, Human Resource Management, 2010     Performance Appraisal -Pamie
  11. 11. THANK YOU AND ADVANCE MERRY CHRISTMAS! Performance Appraisal -Pamie