• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Appraising Performance=12
 

Appraising Performance=12

on

  • 5,094 views

 

Statistics

Views

Total Views
5,094
Views on SlideShare
5,092
Embed Views
2

Actions

Likes
3
Downloads
238
Comments
0

1 Embed 2

http://www.slideshare.net 2

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Appraising Performance=12 Appraising Performance=12 Presentation Transcript

    • Appraising Performance
    • Performance Appraisal
      • 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
    • Why Appraise Performance?
        • 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.
    • Appraisal Objectives
      • 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
    • Appraisal Process
      • Establish performance standards
      • Mutually set measurable goals
      • Measure actual performance
      • Compare performance with standards
      • Discuss the appraisal with employees
      • Initiate development/ corrective actions
    • Performance Appraisal Methods
      • Topics for seminar
        • Graphic Rating Scale
        • Alternate Ranking
        • Paired comparison
        • Forced Distribution
        • Management By Objectives (MBO)
        • Behaviorally Anchored Rating Scale (BARS)
    • Who does the appraising? Customers Rating Committee You Peers Boss Subordinates
    • Designing an Appraisal System
      • 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)
    • Designing an Appraisal System
      • 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)
    • Designing an Appraisal System
      • 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)
    • Designing an Appraisal System
      • Administrative characteristics
        • Frequency and timing
        • Performance recording procedures
        • Information collection and processing procedures
        • Confidentiality and access
        • Methods of feedback
    • Rating Errors
      • Primacy and recency effect
      • Halo and horn effect
      • Central tendency
      • Leniency/ strictness
      • Non-performance factor
      • Stereotyping
      • Hostility
      • Self-comparison/ compatibility
    • Avoiding Rating Errors
      • Awareness of errors/ problems and their likely effects
      • Use of right appraisal tools
      • Training of appraisers
      • Use of diaries
    • Effective Appraisal System
        • 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
    • Issues of Performance Appraisal in Nepal
      • 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