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Performance appraisal

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Performance appraisal Presentation Transcript

  • 1. Performance Management and Appraisal
  • 2.
    • Performance appraisal means evaluating an employee’s current and/or past performance relative to his or her performance standards
  • 3.
    • Performance management - process through which companies insure that employees are working toward organizational goals
    • It includes practices through which the manager defines the employee’s goals and work, develops the employee’s capabilities, and evaluates and rewards the person’s efforts
  • 4. Defining the employee’s goals and work efforts
    • Employee’s efforts should be goal-directed
    • Manager should appraise the employee based on how that person did with respect to achieving the specific standards by which he expected to be measured.
  • 5. Defining the employee’s goals and work efforts
    • Manager should make sure that the employee’s goals and performance standards make sense in terms of the company’s broader goals.
  • 6.
    • Employees should always know ahead of time how and on what basis you’re going to appraise them
    • Set measurable standards for each expectation .
  • 7. Effective goal-setting Specific Measurable Attainable Relevant Timely
  • 8. Why Appraise Performance ?
    • 1. Appraisals provide important input on which promotion and salary raise decisions can be made
  • 9. Who Should Do the Appraising?
    • The supervisor is usually in the best position to observe and evaluate subordinate’s performance and is also responsible for that person’s performance
  • 10. Who Else can Do the Appraising?
    • Sole reliance on supervisors’ ratings is not always advisable
    • An immediate supervisor may be biased for or against the employee
  • 11. Rating committee
    • Usually composed of the employee’s immediate supervisor and three or four other supervisors
    • Can help cancel out problems such as bias on the part of individual raters.
  • 12. BASIC APPRAISAL METHODS
    • Confidential Report(ACR)
    • Direct ranking method(ranks)
    • Grading method(grades)
    • Graphic rating scale
    • Paired Comparison Method
    • Forced distribution method
    • Critical Incident Method
    • Check List method
    • Group appraisal
    • 360 degree performance appraisal
    • Assessment centre`s
    • Human Resource accounting
    • MBO
    • BARS
  • 13. DirectRanking Method
    • Ranking employees from best to worst on a trait
    • Alternates between highest and lowest until all employees to be rated have been addressed
  • 14. Graphic rating scale
    • Lists a number of traits and a range of performance for each
    • Supervisor rates each subordinate by checking the score that best describes the subordinate’s performance for each trait
  • 15.
    • Paired Comparison Method
    • Every subordinate to be rated is paired with and compared to every other subordinate on each trait
  • 16. Critical Incident Method
    • Keeping a record of uncommonly good or undesirable examples of an employee’s work-related behavior and reviewing it with the employee at predetermined times
    • Helps ensure that the supervisor thinks about the subordinate’s appraisal all during the year
    • Includes : refused to accept instructions
    • Helping the fellow employees
    • Performing difficult tasks
  • 17. Behaviorally Anchored Rating Scale
    • (BARS) is an appraisal method that combines the benefits of narrative critical incidents and quantitative ratings by anchoring a quantified scale with specific narrative examples of good and poor performance
  • 18. 360-Degree Feedback   
    • Performance information is collected from supervisors, subordinates, peers, and internal/external customers
    • With multiple ratees and multiple raters, can be paperwork nightmares
  • 19. Management By Objectives (MBO)
    • Requires the manager to set specific measurable goals with each employee and then periodically discuss progress toward these goals
  • 20. MBO
    • Set the organization’s goals
    • Set departmental goals
    • Discuss departmental goals
    • Define expected results
    • Conduct performance reviews and measure the results
    • Provide feedback
  • 21. APPRAISAL FEEDBACK INTERVIEW
    • Supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths
  • 22. APPRAISAL FEEDBACK INTERVIEW
    • Supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths
  • 23. Preparing for the Appraisal Interview
    • First, give the subordinate at least a week’s notice to review his or her work, and to read over his or her job description, analyze problems, and compile questions and comments.
  • 24. Essentials of effective appraisal
    • Mutual trust and confidence
    • Reliability
    • Standardization
    • Training to appraisers
    • Specific objectives
    • Feedback
    • Post appraisal interview
    • Review and appeals