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Performance appraisal
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Performance appraisal


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  • 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
  • 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