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Performance appraisal
- 3. Effective Employee Performance Appraisal Finished by Amr Khaled
- 4. CONCLUSION • Purposes of performance appraisal • Characteristics of an effective appraisal • Different sources of appraisal information • Various methods used for evaluation
- 5. The process by which an employee’s contribution to the organization during a specified period of time is assessed. Lets employees know how well they have performed in comparison with the standards of the organization Performance Feedback Performance Appraisal
- 6. STRATEGIC IMPORTANCE • Consistency between job behavior and • Organizational strategy • Organization values • Performance Management as an • Employee development tool • Administrative tool
- 7. A GOOD APPRAISAL SYSTEM Criteria • Validity • Reliability • Freedom from bias: errors • Practicality
- 8. Recruitment PA and other HRM Functions Selection Training & Development Compensation Labor Relations P A
- 9. Why PA May Fail Unclear Language Mgr not taking PA seriously Mgr not prepared No on- going feedback Mgr not honest or sincere Ineffective discussio n Lack appraisal skills Mgr Lacks Infor. Insuff. Rewards
- 11. Training Appraisers Leniency or Strictness Error Similar-to-Me Error Contrast Error Error of Central Tendency Recency Error Common Appraisal Errors to Address in Training
- 12. Types of Performance to Measure 3 Types of Methods • Trait based • Behavior based • Results based Measurement Methods • Objective •Production •Dollar Sales •Performance Tests • Subjective •Comparative Procedures •Ranking •Forced Distribution Trait based--assesses the personal characteristics o Behavior based--measures t employee engages in specif defined behaviors while on Results based--measures th
- 13. Trait Methods Graphic Rating Scale Mixed Standard Scale Essay Forced-Choice Common Trait Methods of Appraisal
- 14. Behavioral Methods Critical Incidents Behavioral Checklist Behaviorally Anchored Rating Scale (BARS) Behavior Observation Scales Common Behavioral Appraisal Methods
- 15. Results-based Methods • Used when • It is not important how results are achieved • There are many different ways to succeed • Practicality • Contamination • Deficiency • Teamwork
- 16. Contemporary PA Concepts Management by objectives (MBO) 360-degree feedback Self-managed teams
- 17. Self-Managed Teams Characteristics •Focusing group result •Larger Span of control •More part- time/contract workers •More cross-functional workers Challenges •Measuring individual result Unfair & Hard •Quality and commitment std. Diverse •Measure cross- functional performance Tough
- 18. 360° Feedback
- 20. CONCLUSION • Purposes of performance appraisal • Characteristics of an effective appraisal • Different sources of appraisal information • Various methods used for evaluation
- 24. Performers Appraisal Learning Objectives • Explain Purposes of Performance Management • Identify Success Factors in Good Programs • Identify Sources of Information for Evaluation • Explain Key Methods used in Managing Performance • Outline the Manager/Sub-Ordinate Interview
- 25. Purpose of Performance Appraisal Systems • Goal: Maintain Organizational Productivity • Results: Organization Productivity Individual Performance • Methods: Individual Performance Goals
- 26. Objectives • Opportunity to Regularly Discuss Results • Supervisor Identifies Strengths and Weaknesses • Fair and Equitable Format • Basis for Salary/Promotion Recommendations
- 27. Main Purposes of Performance Management • Individual Rewards (Base and Incentive) • Feedback for Sub-Ordinate (Plus and Minus) • Recognition of Superior Performance • Documentation of Weak Performance • Personnel Decision-Making • Future Goal Commitments (Planned Achievements)
- 28. Reasons for Appraisals • Compensation "Pay for Performance" • Job Performance Improvements • Feedback to Subordinates • Documentation for Decisions • Goal Setting - Later Evaluation • Promotion Decisions • Identify Training Needs • HR Planning
- 29. Trends in Managing Performance Superior Performance leads to Superior Rewards Issue: How to objectively measure specific goals! Appraising/Evaluating Managing Performance VERSUS
- 30. Who Performs the Appraisal? • Immediate Supervisor • Higher Management • Self-Appraisals • Peers (Co-Workers) • Evaluation Teams • Customers • “360° Appraisals”
- 31. Supervisor Appraisal • Performance appraisal done by an employee’s manager and often reviewed by a manager one level higher.
- 32. Self-Appraisal • Performance appraisal done by the employee being evaluated, generally on an appraisal form completed by the employee prior to the performance review.
- 33. Subordinate Appraisal • Performance appraisal of a superior by an employee, which is more appropriate for developmental than for administrative purposes.
- 34. Peer Appraisal • Performance appraisal done by one’s fellow employees, generally on forms that are complied into a single profile for use in the performance interview conducted by the employee’s manager.
- 35. Team Appraisal • Performance appraisal, based on TQM concepts, that recognizes team accomplishment rather than individual performance.
- 36. The 360º Appraisal Interview Individual Staff Self-Assessment Supervisor Other Superiors Peers Teams Sub- Ordinates Teams Customers Other Superiors
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