Performance Appraisal


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Performance Appraisal

  1. 1. Performance Appraisal<br /> Submitted by:-<br />Shantanuroy<br /> RBS BANGALORE<br />
  2. 2. CONCEPT<br />Evaluating the performance of an employee and communicating the results of the evaluation for the purpose of rewarding or developing the employee<br />
  3. 3. DEFINITION<br />“performance appraisal is a formal assessment and rating of individuals by their managers at-usually-an annual review meeting”<br />- Michael Armstrong<br />
  4. 4. OBJECTIVES<br /> <br />Setting performance standards<br />Evaluating employee performance<br />Identifying training and developmental needs<br />Rewarding performance<br />Improving performance<br /> <br />
  5. 5. Setting <br />performance<br />standards<br />Taking corrective<br />standards<br />Communicating<br />standards<br />Discussing<br />results<br />Measuring<br />standards<br />Comparing <br />standards<br />PROCESS OF PERFORMANCE APPRAISAL<br />
  6. 6. THE APPRAISAL PROCESS<br /> <br />Determining performance standards<br />Measuring performance of the employees<br />Providing regular feedback to employees<br />Communicating results to employees<br />Rewarding and developing employees<br />
  7. 7. METHODS USED IN PERFORMANCE APPRAISAL PROCESS<br />Management by objectives <br />360- DEGREE FEED-BACK <br />Graphic Rating Method <br />Behaviorally Anchored Rating Scales (BARS) <br />
  8. 8. MANAGEMENT BY OBJECTIVES<br />Clear and well defined goals<br />Goals set with the active participation of the employees<br />Used for managers and professionals<br />In alignment with organizational goals<br />
  9. 9. 360- DEGREE FEED-BACK<br />The employees performance is evaluated by his supervisor, his peers, his internal/external customers, his internal/external suppliers and his subordinates<br />
  10. 10. GRAPHIC RATING METHOD<br />Includes numerical ranges and written description<br />Rating quality and quantity of work<br />Disadvantages are…<br />Choice of employee behavior categories<br />Interpretation of description<br />
  11. 11. Graphic Rating Scale<br />Employee name_________ Deptt_______<br />Rater’s name ___________ Date________<br />------------------------------------------------------------------------<br /> Exc. Good Acceptable Fair Poor<br /> 5 4 3 2 1 _ <br />Dependability<br />Initiative<br />Overall output<br />Attendance<br />Attitude<br />Cooperation <br />Total score Continuous Rating Scale<br />
  12. 12. Behaviorally Anchored Rating Scales (BARS) <br />Concentrate on behavioral traits demonstrated by the employees instead of actual performance<br />
  13. 13. BARS( behaviorally Anchored rating scale)<br />Step 1. Identify critical incidents<br /> <br />Step 2. Select performance dimension<br /> <br />Step 3. Retranslate the incidents<br /> <br />Step 4. Assign scales to incidents<br /> <br />Step 5. Develop final instrument <br />
  14. 14. Pitfalls in performance appraisal<br /> <br />Halo effect: Appraising based on single characteristic.<br /> Horn Effect : The raters bias is in the other direction, where one negative quality of the employee is being rated harshly.<br /> Leniency effect : Depending on rater’s own mental make-up at the time of appraisal , raters may be rated very leniently.<br /> Stringency effect : Depending on rater’s own mental make-up at the time of appraisal, raters may be rated very strictly<br />Recencyeffect : The rater gives greater weightage to recent occurrences than earlier performance.<br />
  15. 15. Primacy effect ( First Impressions ) : The appraiser’s first impression of a candidate may colour his evaluation of all subdequent behavior.Central tendency effect : An Alternative to the leniency effect. Which occurs when appraisers rate all employees as average performers.Stereotyping : It is a mental picture that an individual holds about a person because of that person’s sex, age, religion, caste etc.,<br />
  16. 16. USES OF PERFORMANCE APPRAISAL<br />Training and development needs<br />Improving organizational effectiveness <br />Compensation management<br />Transfer and promotions<br />Identifying competency and skills<br /> <br />
  17. 17. THANKS<br />TO<br />ALL<br />