4. Performance Appraisal and reward management practice in Nepal

1. Performance Appraisal and Reward
Management Practice in Nepal
&
The capacity of Health training institutions
in Nepal
Prepared By: Muskan Pudasainee
Roll Number: 04
MPH (PHSM) 3rd Semester
School of Health and Allied Sciences
(SHAS)
Pokhara University
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2. Outlines
• Performance Appraisal – Introduction
• Performance Appraisal – Methods
• Appraisal Practice in Nepal
• Reward and Reward Management Practice in Nepal
• Capacity of Health Training Institutions In Nepal
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3. Performance Appraisal
• It is a systematic process in which an organization assesses and
evaluates the job performance of its employees.
• Performance appraisal is also known as performance review or
performance evaluation.
• It is a formal assessment that typically occurs on a regular basis,
such as annually or semi-annually.
• The primary purpose of performance appraisal is to measure an
employee's job performance, identify strengths and weaknesses,
provide feedback, and set goals for improvement or development.
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4. Objectives of Performance Appraisal
• Assessment of Employee Performance
• Feedback and Communication
• Identifying Training and Development Needs
• Reward and Recognition
• Setting Goals and Expectations
• Performance Improvement Plans
• Documentation
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5. Process of Performance Appraisal in HRM
Take Corrective Action
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6. Methods of Performance Appraisal
Traditional Methods Modern Methods
Confidential report Assessment Center
Free Essay Method Appraisal By Result or Management by
Objectives
Ranking Method Human Resource Accounting Method
Paired Comparison Method Psychological Appraisal Method
Forced Distribution Method 360 Degree Appraisal Method
Graphic Rating Scale 720 Degree Appraisal Method
Checklist Method Behaviorally Anchored Rating Scale (BARS)
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7. Traditional
Methods
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8. 1. Confidential Report
• A Confidential Report Performance Appraisal is a type of employee
evaluation process where the performance assessment and
feedback provided to an employee are treated as confidential
information.
• It is usually limited to the employee's immediate supervisor or a
designated reviewing authority.
• This means that the content and outcomes of the appraisal are not
disclosed to the employee being evaluated or to other employees
within the organization.
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9. 2. Free Essay Method
• The Free Essay Method is a qualitative approach to performance
appraisal where the appraiser provides a comprehensive and
descriptive written evaluation of an employee's performance.
• Instead of using predefined rating scales or numerical rankings,
this method allows the appraiser to present a detailed narrative
assessment, highlighting the employee's strengths, weaknesses,
achievements, and areas for improvement.
• In the Free Essay Method, the appraiser typically writes a
narrative essay or report that covers various aspects of the
employee's job performance (Work Habits, Leaderships, Areas of
improvements etc.)
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10. 3. Ranking Method
• The Ranking Method is a performance appraisal technique in
which employees are ranked based on their job performance from
best to worst or vice versa.
• It involves comparing employees against one another by
developing predetermined criteria.
• The ranking can be either absolute, where each employee is
assigned a unique rank, or relative, where employees are ranked
within groups, such as top performers, average performers, and
low performers.
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11. 4. Paired Comparison Method
• The Paired Comparison Method is a performance appraisal
technique that involves comparing each employee with every
other employee in a group and determining which one is the
better performer in each pair.
• It is a relative ranking method that helps in systematically
comparing employees against one another to create a final ranking
order.
• Predefined set of indicators is developed.
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12. 5. Forced Distribution Method
• This method is also known as "forced ranking" or "rank and yank"
because it forces managers to distribute employees into specific
categories regardless of their actual performance levels.
• The purpose of this approach is to differentiate employees and
create a performance curve, which often results in a set
percentage of employees falling into each category.
Steps:
• Determine Performance Groups:
• Evaluate Employees
• Fit-to-Curve Approach
• Feedback
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14. 6. Graphic Rating Scale
• The Graphic Rating Scale is a popular and widely used
performance appraisal method that assesses an employee's
performance based on predefined criteria or behavioral traits.
• It involves using a scale with specific rating points to measure an
employee's performance level in various job-related areas.
• The scale typically consists of several performance dimensions,
and for each dimension, there are defined levels of performance
against which employees are rated.
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16. 7. Checklist Method
• The Checklist Method is a straightforward and structured
performance appraisal technique used to evaluate employees
based on a list of predefined criteria.
• It involves a checklist or a series of statements describing various
aspects of an employee's job performance.
• The appraiser reviews the checklist and marks the statements that
are applicable to the employee's performance.
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18. Modern Methods
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19. 1. Assessment Center
• An Assessment Center is a comprehensive and specialized method
used for evaluating the job-related competencies, skills, and
behaviors of individuals, typically for selection, promotion, or
development purposes.
• It involves a series of exercises, simulations, and assessments
designed to simulate real-life work situations and challenges,
allowing participants to showcase their abilities and demonstrate
their potential.
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21. 2. Management by Objectives
• It involves the employee and manager agreeing to a set of
attainable performance goals that the employee will strive to
achieve over a given period of time.
• At the next review period, the goals and how they have been met
are reviewed, whilst new goals are created.
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23. 3. Psychological Appraisal Method
• Psychological appraisal methods, also known as psychological
assessments or tests, are techniques used to measure various
psychological characteristics, traits, and behaviors of individuals
in a standardized and objective manner.
• These assessments are often used in a variety of settings, including
employment selection, career development, clinical diagnosis, and
educational settings.
• The goal of psychological appraisal is to gain insights into an
individual's cognitive, emotional, and behavioral attributes to
make informed decisions and recommendations.
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24. 4. 360 Degree Appraisal Method
• 360-Degree Appraisal is a comprehensive performance evaluation
method.
• It gathers feedback on an employee's performance from various
sources who interact with the employee in the workplace.
• The process involves collecting feedback from different
perspectives to provide a well-rounded and holistic assessment of
an individual's strengths and areas for improvement.
• Employees receive confidential and anonymous feedback.
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Fig: 360 Degree Appraisal

26. The 360-Degree Appraisal process
typically involves the following steps:
• Planning
• Evaluation criteria/instrument Design and Selection
• Data collection
• Feedback delivery
• Setting development Plan
• Follow-up
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27. 5. 720 Degree Appraisal Method
• 720-degree feedback is a holistic performance evaluation tool.
• The 720-degree feedback method collects information not only
from within the organization but also from the outside, from
customers, investors, suppliers, and other financial-related groups.
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28. 6. Behaviorally Anchored Rating Scale
(BARS)
• It is a tool for evaluating employees in a defined set of
performance dimensions by comparing their behaviors with
specific behavior examples that anchor each performance level,
usually on a five-, seven- or nine-point scale.
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30. Performance Appraisal in Nepal
• It is conducted yearly mostly for promotional potentials.
• Done for both permanent and contract Basis employee.
• The process, legal framework and form of performance appraisal for
civil servants of Nepal is determined by Civil Service Act, 2049 BS
Article "24 ka" with amendment.
• In case of Health, “Swasthya Sewa Niyemawali-2055”
• Employee should fill the appraisal form with the completion of
assigned tasks given to him or her in the last fiscal year and submit it to
the administration department within seven days after the completion of
the fiscal year (By 7th of Shrawan)
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31. • According to the provision of the Civil Service Act, 2049 BS the full marks
and authorized appraiser of employee performance are the following:
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32. नेपाल
स्वास्थ्य सेवा
ननयमावली,
२०५५
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40. Obstacles to Performance Appraisal
• Bias and Subjectivity
• Lack of Clarity
• Resistance to Feedback
• Appraiser Training and Competency
• Time Constraints
• Recency Effect
• Leniency or Strictness Bias
• Inadequate Feedback
• Organizational Culture
• Fear of Consequences
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41. Reward Management
Practice
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42. What is Reward Management?
• Reward management practice refers to the strategies, policies, and
processes an organization implements to design, administer, and
communicate the rewards and benefits it offers to its employees.
• The goal of reward management is to attract, retain, motivate, and
engage employees, ultimately driving better performance and
organizational success.
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43. Reward Practice in Nepal
• Recognition with Appreciation Letter and Cash as per “Swasthya Sewa
Ain” on special occasions such as, Health Day, Nijamati Diwas etc.
• Cash will be decided by the committee. Previous year the best
employee was rewarded with 1,50,000 Cash Prize.
• Promotion/Grade Increasement of the Employee as per the
“Performance Appraisal”
• Appreciation of the Employee in the Local/Provincial Level as per
their own decision. E.g Bagmati Province Health Ministry rewarded
their employee with an appreciation letter and cash of around 25,000
Previous Year.
• Organizations can decide and reward their staff on their own as well.
E.g Declaring “Employee of the year” etc.
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46. Rewards as Motivation
• Leave Provision on several occasion e.g Sick Leave, Paid study
Leave (Facility not right)
• Internal Tourism Promotion (5-15 Days) with one month’s salary.
• Bonus Salary, Dress Allowance, etc.
• Training, Foreign Exposure Visits, Conferences, etc.
• Medicine and Treatment Costs
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47. Other Rewards
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48. Special Awards
• “Prabal Jana Sewa Shree” by President of Nepal under the
recommendation of the Home Ministry.
• “Namuna Karyalaya Chanoth” by Provincial Ministry
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49. Challenges in Reward (In Nepal)
• Nepotism
• No defined Set of standards
• Political Influence
• Complicated set of rules (There are some awards where
candidates have to apply by themselves)
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50. The Capacity of
Health Training
Institutions in Nepal
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51. NHTC
• National Health Training Center (NHTC) is the central body for
human resource development in health sector of Nepal.
• NHTC an apex body under MOHP
• Training needs of DoHS, DDA, DoA
It has Four sections:
• Training material development
• Skill development
• Training accreditation and regulation
• Administrative section
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52. NHTC Training Networks
NHTC
PHTC
Dhankuta
PHTC
Pathlaiya
PHTC
Kathmandu
PHTC
Pokhara
PHTC
Butwal
HRDC
Surkhet
PHTC
Dhangadi
Clinical Training
Sites (60)
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53. Clinical Training Sites
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54. Capacity
• Clinical Training Sites-60
• It has a variety of training facilities, including classrooms, laboratories,
simulation centers, Accommodations/Hostels etc.
• It has a team of experienced trainers who are able to deliver high-
quality training (Sometimes experts are selected on a contract basis
too)
• It offers a variety of training programs, including pre-service, in-service,
and refresher training.
• It offers a number of short-term training courses and workshops.
• TIMS (For Training Recording, Reporting and Certification)
• It is committed to providing quality training that will help to improve
the health of the people of Nepal.
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55. • Different Support Partners (Action for Nepal, FHI 360, FPAN, IPAS,
Marie Stops, UNICEF, WHO, One Heart Worldwide etc.)
• During the FY 2078/79, a total of 11,385 participants were trained
in different 167 different training programs. Among the total
trained participants, 61.12% were females (6959) and 38.46%
were male (4379) and 0.41% (47) were others
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56. Province wise-distribution of the participants
trained in the last five fiscal year
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58. References
• What is Performance Appraisal? | 6 Powerful Methods that Boosts
Employee Performance 2023 (kissflow.com)
• नेपाल-स्वास्थ्य-सेवा-ननयमावली-२०५५.pdf (lawcommission.gov.np)
• 1685431543_Redbook_2080 final.pdf (mof.gov.np)
• National Health Training Center (nhtc.gov.np)
• Previous Assignments and Lecture Notes
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59. Any Questions and Feedbacks?
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