Your SlideShare is downloading. ×
0
Performance Appraisal
Performance Appraisal
Performance Appraisal
Performance Appraisal
Performance Appraisal
Performance Appraisal
Performance Appraisal
Performance Appraisal
Performance Appraisal
Performance Appraisal
Performance Appraisal
Performance Appraisal
Performance Appraisal
Performance Appraisal
Performance Appraisal
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Performance Appraisal

718

Published on

Published in: Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
718
On Slideshare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. A process of determining how well employees do their jobs compared to a set of standards to improve their performance effectiveness.Appraisal involves:  Setting work standards  Assessing actual performance vs set standards  Identifying conditions influencing performance  Discussing with the employees and giving feedback
  • 2.  Play an integral role in the employer’s performance management process. Help in planning for correcting deficiencies and reinforce things done correctly. Useful for career planning in identifying employee strengths and weaknesses. Affect the employer’s salary raise decisions.
  • 3.  Evaluative/ administrative purpose  Personnel decisions (promotion transfer, layoff, retention)  Motivational decisions (rewards, grades, incentives) Developmental purpose  Assessment of personal/professional competency and potential  Identification of development needs  Training and development decisions
  • 4.  Establish performance standards Mutually set measurable goals Measure actual performance Compare performance with standards Discuss the appraisal with employees Initiate development/ corrective actions
  • 5. Topics for seminar 1. Graphic Rating Scale 2. Alternate Ranking 3. Paired comparison 4. Forced Distribution 5. Management By Objectives (MBO) 6. Behaviorally Anchored Rating Scale (BARS)
  • 6. Boss Peers You RatingCustomers Committee Subordinates
  • 7. Design decisions  Decide the nature of the system (uniform or differentiated; open or close; interactive or one-way)  Decide the purpose (evaluative, development or both)  Define the rater/ appraiser (single or multiple)  Define the appraisee (individual or group)
  • 8. Develop measurement content ◦ Focus of appraisal and relative weights  Person oriented (attributes and traits)  Work oriented (job functions/ results) ◦ Aspects of performance value (quantity, quality, time, cost, supervision need, customer satisfaction) ◦ Performance level anchors or measurement criteria  Adjectival anchors (eg: satisfactory, poor)  Behavioral anchors (eg: sends notice about meeting)  Result oriented anchors (eg: number of customer complaints)
  • 9. Design measurement process  Types of measurement scale (ordinal/ranking; rating/interval)  Types of rating instruments  Accounting for situational constraints for performance  Score computation methods (judgemental or mathematical)
  • 10. Administrative characteristics  Frequency and timing  Performance recording procedures  Information collection and processing procedures  Confidentiality and access  Methods of feedback
  • 11.  Primacy and recency effect Halo and horn effect Central tendency Leniency/ strictness Non-performance factor Stereotyping Hostility Self-comparison/ compatibility
  • 12.  Awareness of errors/ problems and their likely effects Use of right appraisal tools Training of appraisers Use of diaries
  • 13.  Use behaviour/ outcome based measures Monitor and documents performance records Provide on-going feedback Avoid perceptual errors Have both interactive (interview) and written (form) structure Have multiple raters Involve the employee in the appraisal process Train appraisers
  • 14.  Limited purpose (promotion-oriented) +lack of defined goals Informal and subjective criteria Lack of transparency in evaluation Current performance-oriented (No consideration of potentialities o the performer) Appraisal not as motivational tools Poor infrastructure (e.g., lack of job description, goal setting, etc.) Lack of performance-based reward and development system Unfavorable organizational or administrative culture Ritual practice

×