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Performance appraisal

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    Performance appraisal Performance appraisal Presentation Transcript

    • Performance Management and Appraisal
      • Performance appraisal means evaluating an employee’s current and/or past performance relative to his or her performance standards
      • 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
    • 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.
    • 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.
      • Employees should always know ahead of time how and on what basis you’re going to appraise them
      • Set measurable standards for each expectation .
    • Effective goal-setting Specific Measurable Attainable Relevant Timely
    • Why Appraise Performance ?
      • 1. Appraisals provide important input on which promotion and salary raise decisions can be made
    • 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
    • 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
    • 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.
    • 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
    • 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
    • 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
      • Paired Comparison Method
      • Every subordinate to be rated is paired with and compared to every other subordinate on each trait
    • 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
    • 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
    • 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
    • Management By Objectives (MBO)
      • Requires the manager to set specific measurable goals with each employee and then periodically discuss progress toward these goals
    • MBO
      • Set the organization’s goals
      • Set departmental goals
      • Discuss departmental goals
      • Define expected results
      • Conduct performance reviews and measure the results
      • Provide feedback
    • APPRAISAL FEEDBACK INTERVIEW
      • Supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths
    • APPRAISAL FEEDBACK INTERVIEW
      • Supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths
    • 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.
    • Essentials of effective appraisal
      • Mutual trust and confidence
      • Reliability
      • Standardization
      • Training to appraisers
      • Specific objectives
      • Feedback
      • Post appraisal interview
      • Review and appeals