1. Improving and Maintaining
Performance of Human
Resources
Prepared by:
Atos, Criselda
Palma, Mylene

2. Orientation
Maintenance of Human Resources is the supportive function of
human resources management. This phase insures the
employees retention in the organization and his motivation for
more and better productivity.
• This refers to the assistance given to the newly hired
employee in adjusting to the new work of environment which
encompasses the people around him, the facilities of the
organization, the programs and services, and technology used
in the production of goods and delivery of services.

3. Depending on the size and resources of the organization,
Types. the organization program can be either Formal or informal
 Formal. This type is used when there is a group of
new workers taken in periodically. A unit of Human
Resources Management Department is tasked to take
care of a well prepared program.
• Tour in the office or plant.
• Film Showing
• Review of job description of each worker
• General Assembly

4. Types
 Informal. The newly hired worker is assisted
by another employee of the same
department where the former is assigned to
work.
• A quick tour of the work setting
• Introduction to key people

5. Physical Working Conditions
The first thing that impress or depress any worker are the
physical working conditions. As stressed in educational
psychology, there is nothing in the mind which was not first in
the senses. What the worker sees, touches, hears, and feels in
his work setting consciously or unconsciously makes or
unmakes his day.
The physical affects the psychological state. The management
is responsible for affording a wholesome workplace that is
free from unnecessary hazards and conditions that do not
constitute a risk to the physical and mental health of the
employee.

6. Physical Working Conditions
 Space Allocation. Adequate space provided to
give employees elbow room for easy movement
while at work.
 Physical Layout. Office or plant is designed in
such a way that communication among the
employees is facilitated.
 Temperature of the workplace. Right
temperature should be maintained during work
hours to insure efficiency among the workers.

7. Physical Working Conditions
 Condition of the equipment and tools.
Safety. The office or plant surroundings should
be kept not only clean but also safe at all times.

8. Motivation
• Motivation is the intrinsic inducement that propels an
individual to think, feel and perform in certain ways. It is
internalized and the most important yet elusive
determinant of work behavior.
• Motivation is predicated on needs and values of an
individual that direct behavior toward goals.
• The management should be aware of and recognize their
motives in order to guide, lead and direct them properly.

9. Performance Appraisal
May be defined as the method by which, through observation
by the appraiser, the individual workers efficiency in
performing his duties and responsibilities during a given
period is evaluated on the basis of pre-determined
performance standards or established goals mutually set by
the employee and his supervisor.
It is a process of appraising the job accomplishment of the
employees. It is the assessment of the extent to which job and
organization objectives have been achieved.
*In other words, it the assessment of the achievement of
employees

10. Performance Appraisal
Performance evaluation improves communication with
employees by involving them in the evaluation process.
Performance evaluation provides a written record to
support personnel decisions such as salary
advancements, promotions and demotions.
Performance evaluation provides a way for managers
and supervisors to help achieve agency missions, goals
and objectives.
Performance evaluation helps employees know clearly
what their job duties are and what their supervisors
expect from them.
Performance evaluations let managers and supervisors
see how productive their employees are in carrying o

11. The task of evaluating employee performance is known by various
terms, namely:
a) Performance rating
b) Efficiency rating
c) Employee evaluation
d) Service rating
e) Personnel rating
f) Performance review, and
g) Performance appraisal

12. Why Study Performance Appraisal
• To understand the objectives and principles of appraising the
performance of employees.
• To know the different types of performance rating plan that will
fit a company.
• To learn how to formulate and install an employee appraisal
program in a company.
• To evaluate an employee according to some standards and
communicate the results of the appraisal in the way that the
employee will understand and accept them, thereby facilitating
agreement on a working plan for the employees improved
performance.

13. Why Study Performance Appraisal
• To find out the strength and weakness' inside the
employees in order to determine training needs.
• To determine salary adjustments, pay increase and fringe
benefits.
• To validate criteria and procedure used in screening and
selecting job applicants.
• To serve as formal records or evidences in labor
management disputes in grievance procedures.
• For continuous improvement , mentoring so that increased
total output of an employee.

15. Methods Used in Performance Appraisal
1. RANK ORDER METHOD- provides a comparison of the qualities of
performance among all the employees in a group or unit. The
employees to be rated are ranked from the most efficient to least
capable on each trait or quality to be used in judging the
emlpoyees’ performance.
The employees are ranked on each trait and as many times as there are
traits on which the employees are to be rated. Thus, an employee
may ranked first in quantity of work accomplished, but fifth in
reliability, third in judgment, and so on.
The best and poorest ones are chosen first, then the second best
and second poorest, then the middle in order to decrease the
problem of rating those in center. This technique can be used
to by superiors and peers.

16. 2. PAIRED COMPARISON METHOD
The name of each employee who is to be rated is written on a card. Each
employee to be rated is then paired with every other employee in the
same unit.
In the process, the person rating the employees determines which of the
two employees in each pair is superior in terms of trait being
considered and underlines his name. The pairing is repeated for each
trait and for all the employees in the unit.
When the comparison are completed, the rater determines the ranking of
the employees by counting the number of times an of times that each
name was underlined.

17. 2. PAIRED COMPARISON METHOD
Paired comparison analysis is a good way of
weighing up the relative importance of options.
A range of plausible options is listed. Each option
is compared against each of the other options. The
results are tallied and the option with the highest
score is the preferred option.

18. 3.FORCED DISTRIBUTION SYSTEM
This system uses a five-point job performance scale in the rating
employees who do familiar work in the firm. Under this method, it is
assumed that the ratings of a group of workers doing familiar jobs
will normally fall into some such levels as Superior, Above Ave.,
Average, Below Average and Poor.
It is also assumed that percentages would be approximately
2 – 18- 60- 18- 2, following a normal Distribution curve. Employees
are rated on only two characteristic – job performance and
promotability. The weakness of this system lies in the fact that only
two characteristics are used to rate the employees. This forces
lumping up of all traits that make up these two characteristics.

19. 4. GRAPHIC RATING SCALE
This uses a chart or graph containing a list of traits to be
considered in rating the employees. The traits on which the employees
are to be evaluated are printed on the left hand column of the form.
Opposite each trait is a horizontal line divided into two parts
or blocks, usually five, each with a corresponding descriptive
statements of the trait varying degrees. When a connecting line is
drawn between the marks in the finished rating forms, a profile of the
employee's performance appears.
The Rating Scale is a form on which the manager simply
checks off the employee's level of performance. This is the oldest and
most widely method used for performance appraisal.

20. 4. GRAPHIC RATING SCALE

21. 5. PREFENCE CHECKLIST METHOD
Sometimes called Forced Choice Checklist or Descriptive Scale. The
rating method provides a number of traits o factors with their
corresponding definitions written in the left-hand column of the form,
such as quantity of work, quality of work, attitudes toward job,
judgment, reliability, cooperation and punctuality.
After trait or factor a horizontal liner is drawn. This line represents a
scale divided into four or five parts, each containing a statement or
description of the degree of the corresponding trait indicating
varying degrees of performance.
To minimize the tendency of the rater to commit “halo-error”, descriptive
statements for each trait are sometimes arranged without any
discernible sequence. The rater checks the statements which most
nearly describe the performance of the employee being rated during
rating period.

23. 6. Management By Objectives (MBO)
*links organizational goals to employee performance
targets
MBO is a process in which the superior and subordinate
managers jointly identify their common goals, define each
individual’s major area of responsibility in terms of results
expected of him, and use these measures as guides for
operating the unit and assessing the contribution of each
of its members.

24. 6. Management By Objectives (MBO)
• Provides clear goals for employees to work towards
and objective standards upon which to evaluate
employees.
• Helps employees feel they are part of meeting
organization-wide goals.
• MBO focuses attention on what must be
accomplished (goals) rather than how it is to be
accomplished (methods)

25. 6. Management By Objectives (MBO)

26. Traits or Factors to Rate
1. Personal Traits
2. Actual work performance
3. Personal relations

27. Traits or Factors to Rate
Openness – How open and receptive a person is to new experiences
and thoughts.
Conscientiousness – whether a person tends to be more
disciplined or spontaneous when handling set tasks.
Extraversion – How sociable and outgoing a person is in relation to
others.
Agreeableness – Whether a person reacts compassionately or
antagonistically when confronted.
Neuroticism – How quick a person is to have an emotional reaction
to a given stimulus.

28. Selecting Traits
1. Select the trait that can be defined.
2. The trait should be observable and capable of being rated
while employee performs at work.
3. The trait should be considered important in the successful
performance of all the jobs covered by rating plan.
4. No two or more traits should overlap.

29. Observable Traits
• Honesty and Integrity
• Communication Skills
• Pride and the job and work ethic
• Problem Solving Skills

30. Qualities of a Good Appraisal Form
1. Simple as possible.
2. Provide the basis or standards for appraising satisfactory
performance.
3. Must be flexible.
4. Must be thorough/detailed.
5. Provide for a definite control over personal biases and
prejudice.
6. Provide two or more independent evaluations of each employee.
7. Provide a training program for supervisors who will rate the
subordinates.

31. Guides for an Effective Program
1. Prepare a complete job descriptions and standards of performance
required. State clearly what is to be done in the job, how well should
be done, and what is expected of the employees who will do it.
2. Explain job descriptions clearly and required goals to the employees .
3. Make sure that the equipment and materials are readily available.
4. Get the right man for the job, train and direct him on how to do his
job.
5. Observe what employee is doing and how he is doing in his job.
6. Assess his performance based on the performance standards set.
7. Inform the employee on his performance rating.

32. Guides for an Effective Program
6. Assess his performance based on the
performance standards set.
7. Inform the employee on his performance
rating.
8. Express sincere appreciation on job well done.
9. Counsel on weak points and help prepare a
plan for his improvement.

33. Common Errors in Rating
• The rater
allow • The more • Committed by
Recency Effect or Previous
two/more • If the rater finds
characteristics a supervisors very
Halo Effect
dominant an employee
Personal Bias
outstanding or manager shares much influenced
Logical Error
Perfomance BIas
traits to of with an by an employees
worker’s unsatisfactory in
one trait he employee, such work in the
performance as age, race, previous rating
to influence feels that it is
logical for him to gender, work periods.
his ratings on values, work
other traits rate that
employee experience, and
• Occurs when an personality, the
employee outstanding or
unsatisfactory in more favorably
performs
particularly well other traits. the manager will
(or poorly) in tend to rate that
one area and is employee’s
then rated performance.
correspondingly Bias and Prejudice
high or low in all Leniency Blaming Subordinates
other areas. Raters rate their Raters may be
Central Tendency men high in order Subordinates are being influenced in his
to avoid displeasing blamed or penalized rating with factors
Raters may rate them or on the for errors committed such as religion,
employee belief that many beyond their assigned sex, political
“Average” on all are poor in their duties. affiliation or past
traits, avoiding to performance Supervisors fails to incident that has no
give an extremely ratings. inform clearly the bearing at all on the
high or low rating. Index of poor scope and nature of trait being rated .
Playing it safe. 33
supervision job being assigned.

34. Estimate Worker’s Effeciency
1. He does not need to be shown every detail; learns the job quickly.
2. He works without needing close supervision.
3. He is regularly on the job; he does not give alibis and is always on
time.
4. He finds ways to do his work better.
5. He has the attitude of cheerfulness and is cooperative.
6. He shows seriousness in his work.

35. Behaviorally Anchored Rating Scales allow managers to rate
employee performance based on detailed descriptions
Definition (BARS)
• Disaggregates a job into key tasks.
• Identifies a range of ineffective to
excellent behaviors that can be
displayed by employees. performing
each task..
• This method used to describe a
performance rating that focused on
specific behaviors or sets as
indicators of effective or ineffective
performance. It is a combination of
the rating scale and critical incident
techniques of employee performance
evaluation.
• Greater validity is
ensured when jobholders
are involved in identifying
tasks and behaviors. Info-Tech Research Group 35

36. BARS: provides in-depth descriptions of employee
performance, but is time consuming to develop
• Evaluation criteria are clearly defined in behavioral terms .
• Criteria are based on feedback from employees which improves
Advantages acceptance levels from managers and employees.
• Gives concrete examples of work that will improve performance.
• Appraiser- convenient
• Requires little management time.
• Can be time-consuming to develop.
• Hard to keep the information current as job expectations can
Disadvantages change over time.
• Does not necessarily give more accurate ratings than graphic
rating scales that incorporate good behavioral descriptions.
• If confidential tendency of ratings to bunch around average.
• Often seen as subjective & bias prone.
Pitfalls
• Appraisal factors contain personality evalutations which are more
appropriate for placement purposes
Info-Tech Research Group 36

37. 360 Degree Appraisal
Appraisal ratings made by
those who have working
contact with employee. Ratings
360-degree made on same behavioral
Feedback is also factors as BARS on a rating
known as Multi- scale.
Source, Multi-
Rater (MSMR)
Feedback
360
Supervisors Feedback Subordinates
External Clients Internal Customers
Self Peers
37

38. 360-degree feedback gives a well rounded view of employee
performance, but is not appropriate to inform all decisions
• Provides a well-rounded view of each employee, as opposed to relying only on
one manager’s perspective.
• Useful for managers who cannot be involved in employee’s daily activities and
development purposes.
Advantages • Can enhance an employee’s perception of fairness.
• Research shows that when 360-degree feedback is used for development
purposes, it can bring positive changes in employee behavior that tend to be
immediate and dramatic.
• Can be time consuming to collect and interpret data from multiple sources for
each employee.
• Employees submitting feedback may be reluctant to provide constructive criticism,
Disadvantages particularly when they have to provide feedback to those who outrank them or
they are being used to inform promotion or disciplinary decisions..
• Multiple sources do not necessarily yield better feedback. Individual employees
have their own biases and judgments, and may sometimes confuse individual
issues with organizational problems.
Pitfalls • Watch popularity polls. Good PR persons not necessarily
good performers
38

39. Appraisal ratings are based on
Result-Based Appraisal System
quantity as well as quality of results,
including level of difficulty and level
of importance.
• More specific and less contentious.
Advantages • Probability of error in judgment reduced.
• Greater likelihood of a normal distribution.
• Basis of self-control as people know what is expected.
• Focus on performance results
Disadvantages • Appraiser will baulk at the need to conduct periodic reviews as they are used to
“once a year duty”.
• Target-setting will require a change in mindset from being action-oriented to
results-oriented.
Pitfalls • Skipping periodic reviews because large span of control.
39

40. Multirater Feedback Process
Supervisors
Peers/ Clients/
Colleagues Self- Customer
assessment
Direct
Reports