Performance Appraisal

1,240 views

Published on

Performance Appraiisal

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,240
On SlideShare
0
From Embeds
0
Number of Embeds
17
Actions
Shares
0
Downloads
318
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Performance Appraisal

  1. 1. PERFORMANCE APPRAISAL
  2. 2. PURPOSE <ul><li>COMPENSATION </li></ul><ul><li>CAREER PLANNING </li></ul><ul><li>FEEDBACK </li></ul><ul><li>TRAINING </li></ul><ul><li>HUMAN RESOURCE PLANNING </li></ul><ul><li>EXIT </li></ul><ul><li>RESEARCH </li></ul><ul><li>MOTIVATION IS THE OVERALL PURPOSE </li></ul>
  3. 3. WHAT IS APPRAISED? <ul><li>INDIVIDUAL TASK OUTCOMES </li></ul><ul><li>BEHAVIOUR </li></ul><ul><li>TRAITS </li></ul><ul><li>COLLECTIVE OUTCOMES </li></ul><ul><li>COLLECTIVE PROCESSES </li></ul><ul><li>WHAT IS EXPECTED OF THE PERSON? </li></ul>
  4. 4. WHO APPRAISES? <ul><li>IMMEDIATE SUPERIOR </li></ul><ul><li>HIGHER LEVELS </li></ul><ul><li>PEERS </li></ul><ul><li>SELF </li></ul><ul><li>IMMEDIATE SUBORDINATES </li></ul><ul><li>COMMITTEE </li></ul>
  5. 5. METHODS OF APPRAISAL <ul><li>WRITTEN ESSAYS (ACR) </li></ul><ul><li>Final appraisals are frequently in a written narrative form </li></ul><ul><li>Supervisor rates employee’s: </li></ul><ul><ul><li>Performance factor or skill </li></ul></ul><ul><ul><li>Give examples & an improvement plan </li></ul></ul><ul><ul><li>Explains good & bad performance areas </li></ul></ul><ul><li>Subjective </li></ul><ul><li>CRITICAL INCIDENTS </li></ul>
  6. 6. GRAPHICAL RATING SCALES <ul><li>Define the Traits </li></ul><ul><li>Potential Appraisal </li></ul>
  7. 7. BEHAVIOURALLY ANCHORED RATING SCALES (BARS) <ul><li>BARS combine best features of narrative, critical incidents, and quantified scales </li></ul><ul><ul><li>Generate critical incidents </li></ul></ul><ul><ul><li>Develop performance dimensions </li></ul></ul><ul><ul><li>Reallocate incidents </li></ul></ul><ul><ul><li>Scale the incidents </li></ul></ul><ul><ul><li>Develop a final instrument </li></ul></ul>
  8. 8. BARS for grocery clerks by critical incidents in 8 areas <ul><li>Knowledge and judgment </li></ul><ul><li>Conscientiousness </li></ul><ul><li>Skill in human relations </li></ul><ul><li>Skill in operation of register </li></ul><ul><li>1 Extrmly Poor |Poor |Avg </li></ul><ul><li>Skill in bagging </li></ul><ul><li>Ability of checkout work </li></ul><ul><li>Skill in monetary transactions </li></ul><ul><li>Observational ability </li></ul><ul><li>Good |Extremely Good 9 </li></ul>
  9. 9. BARS FOR COLLEGE PROF. <ul><li>9 Prof. assimilates the previous lecture into present before beginning </li></ul><ul><li>8,7 </li></ul><ul><li>6 Prof. announces at the end of class material that will be covered in next class </li></ul><ul><li>5,4 </li></ul><ul><li>3 Prof. is sidetracked and doesn’t cover much of the intended material </li></ul><ul><li>2 </li></ul><ul><li>1 Prof. lectures about irrelevant subjects </li></ul>
  10. 10. APPRAISAL BY OBJECTIVES <ul><li>Set the organization’s goals </li></ul><ul><li>Set the departmental goals </li></ul><ul><li>Discuss developmental goals </li></ul><ul><li>Define expected results </li></ul><ul><li>Performance reviews </li></ul><ul><li>Provide feedback </li></ul>
  11. 11. METHODS OF APPRAISAL (Cotd.) <ul><li>MULTI – PERSON COMAPARISON </li></ul><ul><ul><li>Paired Comparison </li></ul></ul><ul><ul><li>Forced Distribution </li></ul></ul><ul><ul><li>Merck began using this rating method for certain employees when it found other methods resulted in 80% of employees rated a 4 or higher on a 5 point scale. </li></ul></ul><ul><li>360 DEGREE APPRAISAL </li></ul><ul><ul><li>Very Existence Helps </li></ul></ul><ul><ul><li>Anonymous? </li></ul></ul>
  12. 12. METHODS OF APPRAISAL (Cotd.) <ul><li>ELCTRONIC MEASUREMENT </li></ul><ul><ul><li>Surveillance? </li></ul></ul><ul><ul><li>30 Million in the US in 1996 </li></ul></ul><ul><ul><li>Spend $ 1 b </li></ul></ul><ul><li>AMERICAN CIVIL LIBERTIES UNION </li></ul>
  13. 13. BALANCED SCORECARD (Kaplan & Norton)
  14. 14. BIASES <ul><li>SINGLE CRITERION </li></ul><ul><li>LENIENCY ERROR </li></ul><ul><ul><li>“ If you are incompetent they would say “perhaps needs some training.” you need an eye, I mean you have to be sort of criminologist, because you’ll find that very little negative stuff is said…” </li></ul></ul><ul><li>HALO ERROR </li></ul><ul><li>SIMILARITY ERROR </li></ul><ul><li>LOW DIFFERENTIATION </li></ul><ul><ul><li>Central Tendency </li></ul></ul>
  15. 15. BIASES (Contd.) <ul><li>FORCING INFORMATION TO MATCH CRITERIA </li></ul><ul><li>DEFENSIVE REACTION </li></ul><ul><ul><li>“ It is one of the most difficult things we ask line managers to do. You have to continue to work with these people, count on them. They are critical to your success. And all of a sudden you are the judge .” </li></ul></ul><ul><li>LATE FEEDBACK </li></ul><ul><li>PERSONAL BIASES </li></ul>
  16. 16. OVERCOMING PROBLEMS <ul><li>USE MULTIPLE CRITERIA </li></ul><ul><li>DE-EMPHASISE TRAITS </li></ul><ul><li>USE MULTIPLE EVALUATORS </li></ul><ul><li>EVALUATE SELECTIVELY </li></ul><ul><li>FOCUS ON TRAINING NOT REWARDS </li></ul>
  17. 17. OVERCOMING PROBLEMS (Contd.) <ul><li>FROM FITTING IN A JOB TO CONTINUOUS LEARNING </li></ul><ul><li>TRAIN APPRAISER </li></ul><ul><li>DIARY KEEPING </li></ul><ul><ul><li>Keep a diary of critical incidents </li></ul></ul><ul><li>GRIEVANCE HANDLING SYSTEM </li></ul><ul><li>CAREFUL RECORD KEEPING </li></ul>
  18. 18. OVERCOMING PROBLEMS (Contd.) <ul><li>INVOLVE USERS IN DESIGNING THE SYSTEM </li></ul><ul><li>REWARD FOR PERFORMANCE APPRAISAL </li></ul><ul><li>PERFORMANCE INTERVIEW </li></ul><ul><ul><li>Handle Sensitively </li></ul></ul><ul><ul><li>Open/ direct/ objective </li></ul></ul>
  19. 19. Fed Ex Appraisal Example <ul><li>Uses a three-phase upward feedback system - Survey Feedback Action (SFA) </li></ul><ul><ul><li>Yearly anonymous HR standard survey </li></ul></ul><ul><ul><li>Feedback session between manager and group </li></ul></ul><ul><ul><li>Action plan phase </li></ul></ul><ul><ul><ul><li>What is the concern? What is your analysis? What is the cause? What should be done? </li></ul></ul></ul>
  20. 20. OBSESSION ABOUT MEASUREMENT <ul><li>COMPETITION WITH DISCIPLINES LIKE ACCOUNTING </li></ul><ul><li>“ I remember meetings where we were comparing people and there would be this conversation about so-and-so is a 4.7 but this another person is 4.65 . and this was a real discussion as if there was a critical difference revealed in that 0.05 points.” </li></ul>
  21. 21. WHAT HAPPENS TO THE TEAM WORK? WHO IS APPRAISED?

×