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Unit iii final


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Unit iii final

  1. 1. OBJECTIVES  Helping to realise the potential as a manager or leader  Helping to understand the strengths and weaknesses  Providing an opportunity to acquire and analyse the dynamics of the behaviour  Helping to have better understanding of the environment  Increasing the personal and inter-personal effectiveness by giving feedback UNIT-3 PERFORMANCE REVIEW DISCUSSIONS
  2. 2. OBJECTIVES  Encouraging to set goals for further improvement  Encouraging to generate alternatives for dealing with various problems  Creating an empathic atmosphere to share and discuss the tension, conflicts and problems.  Helping to develop various action plans for further improvement  Helping to review the progress in achieving various objectives
  3. 3. PROCESS  Attending  Listening  Acceptance  Exploration  Problem Identification  Diagnosis  Action Planning  Searching  Decision – making  Supporting
  4. 4. PERFORMANCE RATINGS  A measurement that acts as a guide to how well an organisation is performing,  as a whole or in some aspect of its activities, ad what its strengths and weaknesses. Type of Scales  Nominal - Everything that exists in certain quantity. It is naming of an individual, quality, process and phenomena. Ex : House no. Security no. etc.,  Ordinal – Indicate the order or position on an object or variable in relation to other objects or variables. Ex: 1st born, 2nd born, 3rd born.
  5. 5. TYPES OF SCALES  Interval – The difference between any two consecutive numbers is equal to the difference between any other two numbers. The numbers are additive and subtractive but not multiplicative and divisive  Ratio – These are highly sophisticated scales with an absolute zero and are amenable for addition, subtraction, multiplication and division. These are the scales used in space and physics.
  6. 6. ERRORS  Halo Effect  Leniency Effect  Severity Effect  Central tendency or averaging  Assimilation or differential effects  First Impression errors  Recency effect  Perception  Interpersonal attraction  Information processing  Social psychology FACTORS AFFECTING RATINGS
  7. 7. BARS  Behaviourally Anchored Rating Scale  Smith and Kendall (1963) have evolved a procedure for developing evaluative rating scales anchored by examples of expected behaviour.  The format proposed for these rating scales is a series of continuous graphic rating scales, arranged vertically.
  8. 8. STEPS 1) Identify the roles or the categories of the roles. The category of roles should require some common capabilities 2) Constitute peer groups of appraisers of these roles 3) Identify and list of qualities or characteristics that are important for that role category. 4) Select the most frequently mentioned dimensions 5) Each group formulates general statements representing definitions of high, low and acceptable performance for each quality.
  9. 9. STEPS 6) The groups then prepare examples of behaviour in each quality and these should be edited in the form of expectations. 7)Some of the groups may act as judges and they should attempt independently to reclassify each of the behaviour descriptions into one of the dimensions measured. 8)Use some of the groups to describe outstanding and poor performer in each category. Use these descriptions to see if the dimensions identified in steps 2 and 3 are critical to the role category.
  10. 10. STEPS 9) Present the finally selected behaviors in vertical scale formats. Since the time BARS was developed, a large number of research studies have been conducted to examine the effectiveness in reducing errors and increasing the quality of ratings.  Rater Training  Rater participation in Scale Construction  Statistical Control of Rating Errors REDUCING RATER BIASES
  11. 11. PERFORMANCE RATINGS FOR DEVELOPMENT VS ADMINISTRATIVE DECISIONS  In a development oriented appraisal system performance ratings are not ends.  They are one of the instruments that aid the process of development.  Hence these dimensions should be identified and incorporated in the appraisal form with a view to generate data for development purposes.  Planning ability, organising ability, co-ordination, supervision, leadership, initiative, creativity, team spirit, delegation, decision making and so on.
  12. 12. PERFORMANCE RATINGS FOR DEVELOPMENT VS ADMINISTRATIVE DECISIONS  In the development oriented appraisal performance standards are decided between the appraiser and the appraisee in the beginning of the year and may differ from appraisee to appraisee.  For reward administration, promotions and other administrative purposes, appraisal ratings based on common performance standards are reqd.