Describe the appraisal process.
Develop, evaluate, and administer at least four performance appraisal tools.
Explain and illustrate the problems to avoid in appraising performance.
List and discuss the pros and cons of six appraisal methods.
Perform an effective appraisal interview.
Discuss the pros and cons of using different raters to appraise a person’s performance
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In this presentation, we will understand the importance and methods of performance evaluation and appraisal. We will also discuss about Management by Objective Process, its objectives, benefits and disadvantages of MBO.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document discusses performance appraisal, which it defines as the systematic, periodic, and impartial evaluation of an employee's job performance and potential. It describes the objectives, process, techniques, and essential elements of performance appraisal. Some key points covered include: the goals of performance appraisal include assessing work efficiency, career development, communication, and organizational objectives; the process involves establishing standards, measuring performance, comparing to standards, and corrective actions; and techniques range from traditional methods like graphic scales and critical incidents to modern approaches like 360-degree feedback and behavioral anchored rating scales. Advantages are identified as employee development and use in promotion decisions, while limitations include rater errors and biases.
Performance appraisals assess an employee's performance in a systematic way to help with development. They measure factors like quality, quantity, skills, and more. Performance appraisals have evolved over time from early studies breaking down tasks to more modern methods like 360-degree feedback. Traditional methods focus on ratings and rankings but have limitations like bias, while newer approaches emphasize goals and behavioral observations. The objectives are to review, provide feedback, identify training needs, and help management and employees.
P E R F O R M A N C E A P P R A I S A L I N T E R V E I W A N D F E E D B...Rashmi Prasad
The document discusses performance appraisals, interviews, and feedback. It defines performance appraisals as a systematic way to evaluate employee work and potential. Appraisals provide information for compensation, promotion, training, and personal development decisions. The interview objectives are to clarify expectations and goals, and allow employees to express themselves. Good interviews stick to goals, don't discuss rewards, ask for employee views, and listen to the employee. Feedback is an important part of the process and should be adequately prepared, describe behaviors, be properly timed, and help both parties.
This document discusses performance appraisals and provides information on various aspects of the performance appraisal process. It begins by defining performance appraisal and outlining some key factors that influence employee performance such as motivation and ability. It then describes different methods that can be used for performance appraisals, including traditional methods like graphic rating scales and forced choice descriptions, as well as modern methods like behavioral anchored rating scales. The document also discusses the purpose, objectives, elements, guidelines, and obstacles of effective performance appraisals.
This document discusses various traditional and modern methods for performance appraisal. Traditional methods include confidential reports, graphic scales, straight ranking, paired comparison, and forced distribution. Modern methods include assessment centers, human resource accounting, behaviorally anchored rating scales, management by objectives, and 360 degree performance appraisals. The goals of performance appraisal include evaluation, training, promotion decisions, and improving employee performance.
The document provides an overview of staff performance appraisals, including why they are conducted, the performance appraisal cycle and form, tips for conducting appraisals, and contract requirements for addressing unsatisfactory work performance. Performance appraisals are used to communicate expectations and feedback, identify training needs, and improve employee performance. The performance cycle involves setting expectations, ongoing feedback, and reviewing performance against expectations. The appraisal form is used to formally evaluate performance against established standards. Contract requirements mandate attempts to correct unsatisfactory work through a corrective action plan before termination can occur.
In this file, you can ref useful information about performance appraisal hrm such as performance appraisal hrm methods, performance appraisal hrm tips, performance appraisal hrm forms, performance appraisal hrm phrases … If you need more assistant for performance appraisal hrm, please leave your comment at the end of file.
In this presentation, we will understand the importance and methods of performance evaluation and appraisal. We will also discuss about Management by Objective Process, its objectives, benefits and disadvantages of MBO.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document discusses performance appraisal, which it defines as the systematic, periodic, and impartial evaluation of an employee's job performance and potential. It describes the objectives, process, techniques, and essential elements of performance appraisal. Some key points covered include: the goals of performance appraisal include assessing work efficiency, career development, communication, and organizational objectives; the process involves establishing standards, measuring performance, comparing to standards, and corrective actions; and techniques range from traditional methods like graphic scales and critical incidents to modern approaches like 360-degree feedback and behavioral anchored rating scales. Advantages are identified as employee development and use in promotion decisions, while limitations include rater errors and biases.
Performance appraisals assess an employee's performance in a systematic way to help with development. They measure factors like quality, quantity, skills, and more. Performance appraisals have evolved over time from early studies breaking down tasks to more modern methods like 360-degree feedback. Traditional methods focus on ratings and rankings but have limitations like bias, while newer approaches emphasize goals and behavioral observations. The objectives are to review, provide feedback, identify training needs, and help management and employees.
P E R F O R M A N C E A P P R A I S A L I N T E R V E I W A N D F E E D B...Rashmi Prasad
The document discusses performance appraisals, interviews, and feedback. It defines performance appraisals as a systematic way to evaluate employee work and potential. Appraisals provide information for compensation, promotion, training, and personal development decisions. The interview objectives are to clarify expectations and goals, and allow employees to express themselves. Good interviews stick to goals, don't discuss rewards, ask for employee views, and listen to the employee. Feedback is an important part of the process and should be adequately prepared, describe behaviors, be properly timed, and help both parties.
This document discusses performance appraisals and provides information on various aspects of the performance appraisal process. It begins by defining performance appraisal and outlining some key factors that influence employee performance such as motivation and ability. It then describes different methods that can be used for performance appraisals, including traditional methods like graphic rating scales and forced choice descriptions, as well as modern methods like behavioral anchored rating scales. The document also discusses the purpose, objectives, elements, guidelines, and obstacles of effective performance appraisals.
This document discusses various traditional and modern methods for performance appraisal. Traditional methods include confidential reports, graphic scales, straight ranking, paired comparison, and forced distribution. Modern methods include assessment centers, human resource accounting, behaviorally anchored rating scales, management by objectives, and 360 degree performance appraisals. The goals of performance appraisal include evaluation, training, promotion decisions, and improving employee performance.
The document provides an overview of staff performance appraisals, including why they are conducted, the performance appraisal cycle and form, tips for conducting appraisals, and contract requirements for addressing unsatisfactory work performance. Performance appraisals are used to communicate expectations and feedback, identify training needs, and improve employee performance. The performance cycle involves setting expectations, ongoing feedback, and reviewing performance against expectations. The appraisal form is used to formally evaluate performance against established standards. Contract requirements mandate attempts to correct unsatisfactory work through a corrective action plan before termination can occur.
This document discusses performance appraisals and answers 8 questions about them. It explains that performance appraisals are used to evaluate an employee's job performance against quality, quantity, cost, and time metrics, typically by a manager or supervisor. They are used in many organizations and industries for purposes like determining raises, bonuses, promotions, training needs, and obtaining feedback. The document also outlines different methods for conducting performance appraisals, such as behavior observation scales, as well as advantages like goals/motivation and disadvantages like potential biases.
In this file, you can ref useful information about define performance appraisal such as define performance appraisal methods, define performance appraisal tips, define performance appraisal forms, define performance appraisal phrases … If you need more assistant for define performance appraisal, please leave your comment at the end of file.
The document discusses performance appraisals, which involve evaluating an employee's performance, sharing that information with the employee, and identifying ways to improve performance. A performance appraisal is a systematic evaluation of an employee's current and past job performance as well as future potential. The appraisal process involves establishing performance standards, communicating expectations, measuring actual performance, comparing performance to standards, reviewing the appraisal with the employee, and initiating corrective actions if needed. Various methods are used for performance appraisals, including rating scales, checklists, forced distribution, and 360-degree feedback from supervisors, peers, subordinates, and customers.
This document discusses different performance appraisal strategies used by companies, including Rank and Yank and Balanced Scorecard. It provides the following information:
1. Rank and Yank involves ranking employees into categories like top 20%, average 70%, and bottom 10% based on performance. GE famously used this forced ranking system to identify high and low performers.
2. Balanced Scorecard is a performance management framework developed by Kaplan and Norton. It assesses performance across financial, customer, internal process, and learning/growth perspectives. Mahindra & Mahindra uses this approach to set departmental goals.
3. At Mahindra, performance management involves aligning individual objectives with organizational strategy through a
The document discusses performance appraisal. It begins with an introduction to performance appraisal, including defining performance as the gap between expectations and results. It then covers key aspects of performance appraisal like goal setting, key result areas (KRAs), key performance indicators (KPIs), designing KRAs and KPIs, the performance management system (PMS) process, techniques, forms, and common errors. It also discusses bell curves, 360-degree feedback, and integrating performance appraisal with talent management.
Performance appraisals involve a formal interaction between an employee and manager where the employee's performance is assessed, weaknesses and strengths are identified, and opportunities for professional development are discussed. The appraisal process includes establishing performance standards, communicating those standards, measuring actual performance, comparing actual performance to the standards, and discussing the results.
Human resource management performance appraisalzonaharper2
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In this file, you can ref useful information about introduction of performance appraisal such as introduction of performance appraisal methods, introduction of performance appraisal tips, introduction of performance appraisal forms, introduction of performance appraisal phrases … If you need more assistant for introduction of performance appraisal, please leave your comment at the end of file.
Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development. Performance appraisal is generally done in systematic ways.
The document provides guidance on conducting performance appraisals. It discusses dividing attendees into groups to role play as managers and employees preparing for a performance review. The objectives of performance appraisals are to establish expected results, provide effective feedback, conduct reviews, and assist with development planning. Benefits include clear expectations, improved performance, and a two-way review process. The performance management cycle involves planning, ongoing feedback, reviews, and development.
The document discusses performance appraisals, including defining them as a system to review and evaluate job performance to assess accomplishments and develop plans for improvement. It notes that performance appraisals are an important process that affects organizational success, with managers and employees working together to set expectations, review results, and reward performance. The purposes of performance management are to strategically align employee performance with organizational objectives, aid in administrative employment decisions, and help with employee development. The document also outlines some challenges with performance appraisals, such as appraiser discomfort, employee anxiety, and potential issues with objectivity and bias. It provides recommendations for an effective appraisal system, including using job-related criteria and standardization.
The document discusses various aspects of performance appraisals including common methods like rating scales and narratives, potential rater biases, best practices for effective appraisals, and characteristics of an effective performance appraisal process such as using job-related criteria and open communication between raters and employees. Performance appraisals are formal evaluations of employee job performance against standards with the goal of identifying development areas and providing feedback to improve performance.
L14 performance management and appraisalJags Jagdish
The document discusses key concepts in performance management including performance management, performance appraisal, and their definitions. It outlines the purpose of performance appraisal as clarifying objectives, motivating employees, identifying strengths and weaknesses, and more. Traditional and modern methods of performance appraisal are described such as graphic rating scales, forced distribution, behavioral anchored rating scales, and 360 degree feedback. Problems with performance appraisal like subjectivity and focus on symptoms rather than causes are also mentioned. Key result areas and key performance areas are defined.
Performance appraisals are used to evaluate employees' personalities, performance, and potential. They are usually conducted half-yearly and evaluate employee and supervisor needs. Performance appraisals help improve current performance, develop employees, determine training needs, provide feedback, and assist in decisions around salary, promotion, and career planning. They benefit appraisees through feedback, benefit management by identifying high and low performers, and benefit the organization through improved performance. Common methods include individual evaluations using checklists, ratings scales, or management by objectives, and multiple person evaluations using rankings, comparisons, or distributions.
The document discusses performance appraisal and management. It defines performance appraisal as the objective assessment of an individual's performance against defined benchmarks. It also assesses potential for future performance. Performance appraisal has multiple purposes including development, administration, and organizational objectives. An effective performance appraisal process involves establishing expectations, designing an appraisal program, conducting appraisals, providing feedback, and using appraisal data appropriately.
In this file, you can ref useful information about importance of performance appraisal such as importance of performance appraisal methods, importance of performance appraisal tips, importance of performance appraisal forms, importance of performance appraisal phrases … If you need more assistant for importance of performance appraisal, please leave your comment at the end of file.
Performance appraisal is a systematic process of evaluating an employee's work performance and potential. It involves establishing performance standards, communicating them to employees, measuring actual performance against the standards, and providing feedback. The objectives of performance appraisal include making compensation, promotion, training and development decisions. Common methods include essay evaluations, checklists, rating scales, forced choice, and management by objectives. Multiple raters and 360-degree feedback can also be used.
The document discusses the functions and importance of performance appraisal for risk management functions. It provides examples of how to obtain feedback from senior management, business teams, other risk management functions, and the risk management team itself to evaluate performance. A variety of performance appraisal methods are also outlined including ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales.
Performance appraisal and performance management are related but distinct processes used in human resource management. Performance appraisal involves evaluating an employee's past performance against standards, while performance management is the ongoing process of setting goals, monitoring performance, and providing feedback to ensure employees are contributing to organizational goals. There are various methods for conducting performance appraisals, including rating scales, rankings, and behavioral observations. Both processes aim to continuously improve employee performance through goal setting, feedback, development, and rewards.
The document discusses performance management and performance appraisals. It covers various topics related to performance appraisals including definitions, objectives, processes, methods, common errors and ways to improve appraisal systems. Specifically, it discusses establishing standards and linking appraisals to business objectives, different appraisal methods like forced ranking and MBO, potential errors in appraisals and reducing errors through rater training and objective data.
This document discusses performance management and appraisal. It begins by outlining the learning objectives, which include describing the appraisal process, developing and administering performance appraisal tools, and conducting effective appraisal interviews. It then compares performance appraisal to performance management. The rest of the document outlines the purpose and benefits of performance appraisal, discusses factors like when and how often appraisals should occur, and describes different performance appraisal methods like graphic rating scales, the alternation ranking method, and paired comparison. Graphic examples of performance appraisal forms are also included.
This document discusses performance appraisals and answers 8 questions about them. It explains that performance appraisals are used to evaluate an employee's job performance against quality, quantity, cost, and time metrics, typically by a manager or supervisor. They are used in many organizations and industries for purposes like determining raises, bonuses, promotions, training needs, and obtaining feedback. The document also outlines different methods for conducting performance appraisals, such as behavior observation scales, as well as advantages like goals/motivation and disadvantages like potential biases.
In this file, you can ref useful information about define performance appraisal such as define performance appraisal methods, define performance appraisal tips, define performance appraisal forms, define performance appraisal phrases … If you need more assistant for define performance appraisal, please leave your comment at the end of file.
The document discusses performance appraisals, which involve evaluating an employee's performance, sharing that information with the employee, and identifying ways to improve performance. A performance appraisal is a systematic evaluation of an employee's current and past job performance as well as future potential. The appraisal process involves establishing performance standards, communicating expectations, measuring actual performance, comparing performance to standards, reviewing the appraisal with the employee, and initiating corrective actions if needed. Various methods are used for performance appraisals, including rating scales, checklists, forced distribution, and 360-degree feedback from supervisors, peers, subordinates, and customers.
This document discusses different performance appraisal strategies used by companies, including Rank and Yank and Balanced Scorecard. It provides the following information:
1. Rank and Yank involves ranking employees into categories like top 20%, average 70%, and bottom 10% based on performance. GE famously used this forced ranking system to identify high and low performers.
2. Balanced Scorecard is a performance management framework developed by Kaplan and Norton. It assesses performance across financial, customer, internal process, and learning/growth perspectives. Mahindra & Mahindra uses this approach to set departmental goals.
3. At Mahindra, performance management involves aligning individual objectives with organizational strategy through a
The document discusses performance appraisal. It begins with an introduction to performance appraisal, including defining performance as the gap between expectations and results. It then covers key aspects of performance appraisal like goal setting, key result areas (KRAs), key performance indicators (KPIs), designing KRAs and KPIs, the performance management system (PMS) process, techniques, forms, and common errors. It also discusses bell curves, 360-degree feedback, and integrating performance appraisal with talent management.
Performance appraisals involve a formal interaction between an employee and manager where the employee's performance is assessed, weaknesses and strengths are identified, and opportunities for professional development are discussed. The appraisal process includes establishing performance standards, communicating those standards, measuring actual performance, comparing actual performance to the standards, and discussing the results.
Human resource management performance appraisalzonaharper2
In this file, you can ref useful information about human resource management performance appraisal such as human resource management performance appraisal methods, human resource management performance appraisal tips, human resource management performance appraisal forms, human resource management performance appraisal phrases … If you need more assistant for human resource management performance appraisal, please leave your comment at the end of file.
In this file, you can ref useful information about introduction of performance appraisal such as introduction of performance appraisal methods, introduction of performance appraisal tips, introduction of performance appraisal forms, introduction of performance appraisal phrases … If you need more assistant for introduction of performance appraisal, please leave your comment at the end of file.
Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development. Performance appraisal is generally done in systematic ways.
The document provides guidance on conducting performance appraisals. It discusses dividing attendees into groups to role play as managers and employees preparing for a performance review. The objectives of performance appraisals are to establish expected results, provide effective feedback, conduct reviews, and assist with development planning. Benefits include clear expectations, improved performance, and a two-way review process. The performance management cycle involves planning, ongoing feedback, reviews, and development.
The document discusses performance appraisals, including defining them as a system to review and evaluate job performance to assess accomplishments and develop plans for improvement. It notes that performance appraisals are an important process that affects organizational success, with managers and employees working together to set expectations, review results, and reward performance. The purposes of performance management are to strategically align employee performance with organizational objectives, aid in administrative employment decisions, and help with employee development. The document also outlines some challenges with performance appraisals, such as appraiser discomfort, employee anxiety, and potential issues with objectivity and bias. It provides recommendations for an effective appraisal system, including using job-related criteria and standardization.
The document discusses various aspects of performance appraisals including common methods like rating scales and narratives, potential rater biases, best practices for effective appraisals, and characteristics of an effective performance appraisal process such as using job-related criteria and open communication between raters and employees. Performance appraisals are formal evaluations of employee job performance against standards with the goal of identifying development areas and providing feedback to improve performance.
L14 performance management and appraisalJags Jagdish
The document discusses key concepts in performance management including performance management, performance appraisal, and their definitions. It outlines the purpose of performance appraisal as clarifying objectives, motivating employees, identifying strengths and weaknesses, and more. Traditional and modern methods of performance appraisal are described such as graphic rating scales, forced distribution, behavioral anchored rating scales, and 360 degree feedback. Problems with performance appraisal like subjectivity and focus on symptoms rather than causes are also mentioned. Key result areas and key performance areas are defined.
Performance appraisals are used to evaluate employees' personalities, performance, and potential. They are usually conducted half-yearly and evaluate employee and supervisor needs. Performance appraisals help improve current performance, develop employees, determine training needs, provide feedback, and assist in decisions around salary, promotion, and career planning. They benefit appraisees through feedback, benefit management by identifying high and low performers, and benefit the organization through improved performance. Common methods include individual evaluations using checklists, ratings scales, or management by objectives, and multiple person evaluations using rankings, comparisons, or distributions.
The document discusses performance appraisal and management. It defines performance appraisal as the objective assessment of an individual's performance against defined benchmarks. It also assesses potential for future performance. Performance appraisal has multiple purposes including development, administration, and organizational objectives. An effective performance appraisal process involves establishing expectations, designing an appraisal program, conducting appraisals, providing feedback, and using appraisal data appropriately.
In this file, you can ref useful information about importance of performance appraisal such as importance of performance appraisal methods, importance of performance appraisal tips, importance of performance appraisal forms, importance of performance appraisal phrases … If you need more assistant for importance of performance appraisal, please leave your comment at the end of file.
Performance appraisal is a systematic process of evaluating an employee's work performance and potential. It involves establishing performance standards, communicating them to employees, measuring actual performance against the standards, and providing feedback. The objectives of performance appraisal include making compensation, promotion, training and development decisions. Common methods include essay evaluations, checklists, rating scales, forced choice, and management by objectives. Multiple raters and 360-degree feedback can also be used.
The document discusses the functions and importance of performance appraisal for risk management functions. It provides examples of how to obtain feedback from senior management, business teams, other risk management functions, and the risk management team itself to evaluate performance. A variety of performance appraisal methods are also outlined including ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales.
Performance appraisal and performance management are related but distinct processes used in human resource management. Performance appraisal involves evaluating an employee's past performance against standards, while performance management is the ongoing process of setting goals, monitoring performance, and providing feedback to ensure employees are contributing to organizational goals. There are various methods for conducting performance appraisals, including rating scales, rankings, and behavioral observations. Both processes aim to continuously improve employee performance through goal setting, feedback, development, and rewards.
The document discusses performance management and performance appraisals. It covers various topics related to performance appraisals including definitions, objectives, processes, methods, common errors and ways to improve appraisal systems. Specifically, it discusses establishing standards and linking appraisals to business objectives, different appraisal methods like forced ranking and MBO, potential errors in appraisals and reducing errors through rater training and objective data.
This document discusses performance management and appraisal. It begins by outlining the learning objectives, which include describing the appraisal process, developing and administering performance appraisal tools, and conducting effective appraisal interviews. It then compares performance appraisal to performance management. The rest of the document outlines the purpose and benefits of performance appraisal, discusses factors like when and how often appraisals should occur, and describes different performance appraisal methods like graphic rating scales, the alternation ranking method, and paired comparison. Graphic examples of performance appraisal forms are also included.
In this file, you can ref useful information about employee performance appraisal format such as employee performance appraisal format methods, employee performance appraisal format tips
This document provides an overview of a project report on performance appraisal in the banking sector. It includes an introduction, literature review, objectives, and research methodology. The report examines performance appraisal methods used in banks and analyzes employee awareness, satisfaction, and the relationship between appraisal systems and organizational success. It also studies how financial, customer satisfaction, and corporate social responsibility indicators relate to bank performance. The research uses surveys and questionnaires to collect data from bank managers and employees on their appraisal processes.
This document provides an outline for developing a performance appraisal program with 6 steps: 1) Assess your workforce, 2) Draft disciplinary policies, 3) Review job descriptions and create performance standards, 4) Determine the best appraisal form, 5) Provide training for supervisors, and 6) Train employees. It also describes several common performance appraisal methods like ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. Finally, it lists additional topics that could be covered in a research paper on performance appraisals.
In this file, you can ref useful information about simple performance appraisal template such as simple performance appraisal template methods, simple performance appraisal template tips
Performance Management And Appraisal - HRMFaHaD .H. NooR
This document discusses performance management and appraisal. It defines performance appraisal as assessing employee performance, setting work standards, and providing feedback to motivate employees. Performance management is described as an integrated approach to ensure an employee's performance supports organizational strategic goals. The document outlines the building blocks of an effective performance management process and guidelines for setting SMART goals. It also discusses different performance appraisal methods like rating scales, rankings, and critical incidents. Challenges like unclear standards and biases are addressed. The role of supervision and HR in appraisals is covered along with conducting effective appraisal interviews.
The document discusses the performance appraisal process adopted by GACL. It defines performance appraisal and outlines the key steps in the appraisal process, including establishing standards, measuring performance, comparing to standards, discussing results, and making decisions. It then describes several common performance appraisal methods used at GACL like management by objectives, graphic rating scales, and balanced scorecards. Finally, it provides details of GACL's performance appraisal format and review process for different employee levels.
Characteristics of performance appraisallydiawood280
The document discusses characteristics of performance appraisals. It explains that the annual performance appraisal meeting between managers and employees can motivate employees if both parties understand the process. The manager should explain the purpose and process to the employee. This includes clarifying job expectations, reviewing and updating the employee's skills, reviewing accomplishments and goals, and providing final feedback and potential rewards. The document also describes several common performance appraisal methods, including ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. It provides advantages and disadvantages of each method.
The document provides guidance on how to write effective performance appraisals. It discusses putting personal opinions aside and focusing on job responsibilities and quantitative metrics when possible. The employee should provide their highlights and the appraisal should start by praising achievements before constructively addressing areas for improvement. Goals for the next review period should then be set. The document also outlines several common performance appraisal methods like ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales.
This document discusses performance appraisal in human resource management. It provides an overview of performance appraisal, including definitions and purposes. Several common methods for conducting performance appraisals are described, such as ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. The document also lists additional topics and resources related to performance appraisal.
The document discusses performance appraisal, including its definition, objectives, purpose, methods, and process. Performance appraisal rates employees' performance and evaluates their contribution to organizational goals. It is used to improve performance, plan human resources activities like promotions, identify training needs, and make salary and bonus decisions. The key methods discussed are graphic rating scales, essays, forced distribution, behavioral observation scales, and 360 degree/multi-rater feedback. The performance appraisal process involves setting standards, measuring performance, providing feedback, and making HR decisions.
Management by objectives performance appraisalkianramirez765
This document provides information about management by objectives (MBO) performance appraisals. It begins by defining MBO appraisals as a method that evaluates how well an employee's goals align with organizational goals. It then discusses that MBO appraisals are typically used to evaluate high-level employees like managers. The document also explains that in an MBO appraisal, goals are established through collaboration between the employee and their supervisor. Finally, it notes that MBO appraisals differ from other methods in that goals are tied to organizational success and have interim checkpoints to measure progress toward annual objectives.
Management by objectives performance appraisalnanamoore807
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(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 2)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
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Students will be able to explain the role and impact of Information and Communication Technology (ICT) in education. They will understand how ICT tools, such as computers, the internet, and educational software, enhance learning and teaching processes. By exploring various ICT applications, students will recognize how these technologies facilitate access to information, improve communication, support collaboration, and enable personalized learning experiences.
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐫𝐞𝐥𝐢𝐚𝐛𝐥𝐞 𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐢𝐧𝐭𝐞𝐫𝐧𝐞𝐭:
-Students will be able to discuss what constitutes reliable sources on the internet. They will learn to identify key characteristics of trustworthy information, such as credibility, accuracy, and authority. By examining different types of online sources, students will develop skills to evaluate the reliability of websites and content, ensuring they can distinguish between reputable information and misinformation.
2. After studying thisAfter studying this chapter,,
you should be able to:you should be able to:
1. Describe the appraisal process.
2. Develop, evaluate, and administer at least four
performance appraisal tools.
3. Explain and illustrate the problems to avoid in
appraising performance.
4. List and discuss the pros and cons of six appraisal
methods.
5. Perform an effective appraisal interview.
6. Discuss the pros and cons of using different raters
to appraise a person’s performance.
9–9–22Shaikh Sajibur Rahman,AMC,BIM
3. Comparing Performance Appraisal and
Performance Management
Performance appraisal
– Evaluating an employee’s current and/or past
performance relative to his or her performance
standards.
Performance management
– The process employers use to make sure
employees are working toward organizational
goals.
Shaikh Sajibur Rahman,AMC,BIM
5. Why Performance Management?
Increasing use by employers of performance management
reflects:
– The popularity of the total quality management (TQM)
concepts.
– The belief that traditional performance appraisals are often
not just useless but counterproductive.
– The necessity in today’s globally competitive industrial
environment for every employee’s efforts to focus on helping
the company to achieve its strategic goals.
Shaikh Sajibur Rahman,AMC,BIM
6. An Introduction to Appraising
Performance
Why appraise performance?
– Appraisals play an integral role in the employer’s
performance management process.
– Appraisals help in planning for correcting deficiencies and
reinforce things done correctly.
– Appraisals, in identifying employee strengths and
weaknesses, are useful for career planning
– Appraisals affect the employer’s salary raise decisions.
Shaikh Sajibur Rahman,AMC,BIM
7. Purpose of Performance Appraisal
(1) To provide feedback about strengths and weaknesses;
(2)To distinguish between individuals to allocate rewards;
(3)To evaluate and maintain the human resource systems of the
organization; and
(4)To create a paper trail of documentation
Shaikh Sajibur Rahman,AMC,BIM
8. Individual Rewards (Base and Incentive)
Feedback for Sub-Ordinate (Plus and Minus)
Recognition of Superior Performance
Documentation of Weak Performance
Personnel Decision-Making
Future Goal Commitments (Planned Achievements)
Main Purposes of Performance
Management
Main Purposes of Performance Management
Shaikh Sajibur Rahman,AMC,BIM
11. Realistic Appraisals
Motivations for soft (less-than-candid) appraisals
– The fear of having to hire and train someone new
– The unpleasant reaction of the appraisee
– A company appraisal process that’s not conducive to candor
Hazards of giving soft appraisals
– Employee loses the chance to improve before being forced
to change jobs.
– Lawsuits arising from dismissals involving inaccurate
performance appraisals.
Shaikh Sajibur Rahman,AMC,BIM
12. Continuous improvement
A management philosophy that requires employers to
continuously set and relentlessly meet ever-higher quality, cost,
delivery, and availability goals by:
– Eradicating the seven wastes:
• overproduction, defective products, and unnecessary
downtime, transportation, processing costs, motion, and
inventory.
– Requiring each employee to continuously improve his or her
own personal performance, from one appraisal period to the
next.
Shaikh Sajibur Rahman,AMC,BIM
13. The Components of an Effective
Performance Management Process
Direction sharing
Role clarification
Goal alignment
Developmental goal setting
Ongoing performance monitoring
Ongoing feedback
Coaching and support
Performance assessment (appraisal)
Rewards, recognition, and compensation
Workflow and process control and return
Figure 9–2
Shaikh Sajibur Rahman,AMC,BIM
14. Defining Goals and Work Efforts
Guidelines for effective goals
– Assign specific goals
– Assign measurable goals
– Assign challenging but doable goals
– Encourage participation
SMART goals are:
– Specific, and clearly state the desired results.
– Measurable in answering “how much.”
– Attainable, and not too tough or too easy.
– Relevant to what’s to be achieved.
– Timely in reflecting deadlines and milestones.
Shaikh Sajibur Rahman,AMC,BIM
15. Performance Appraisal Roles
Supervisors
– Usually do the actual appraising.
– Must be familiar with basic appraisal techniques.
– Must understand and avoid problems that can cripple
appraisals.
– Must know how to conduct appraisals fairly.
Shaikh Sajibur Rahman,AMC,BIM
16. Who Performs the Appraisal?
Self-Rating
Subordinates
360-Degree
Feedback
Potential Appraisers
Immediate
Supervisor
Peers
Rating
Committee
Shaikh Sajibur Rahman,AMC,BIM
17. Performance Appraisal Roles (cont’d)
HR department
– Serves a policy-making and advisory role.
– Provides advice and assistance regarding the appraisal tool
to use.
– Prepares forms and procedures and insists that all
departments use them.
– Responsible for training supervisors to improve their
appraisal skills.
– Responsible for monitoring the system to ensure that
appraisal formats and criteria comply with EEO laws and are
up to date.
Shaikh Sajibur Rahman,AMC,BIM
18. Steps in Appraising Performance
Defining the job
– Making sure that you and your subordinate agree on his or
her duties and job standards.
Appraising performance
– Comparing your subordinate’s actual performance to the
standards that have been set; this usually involves some
type of rating form.
Providing feedback
– Discussing the subordinate’s performance and progress,
and making plans for any development required.
Shaikh Sajibur Rahman,AMC,BIM
20. Example Performance Appraisal Step
(West Virginia Division of Personnel Handbook, 2005)
Shaikh Sajibur Rahman,AMC,BIM
21. Designing the Appraisal Tool
What to measure?
– Work output (quality and quantity)
– Personal competencies
– Goal (objective) achievement
How to measure?
– Graphic rating scales
– Alternation ranking method
– MBO
Shaikh Sajibur Rahman,AMC,BIM
23. Traditional vs New Approach
Traditional Approach
This method is based on
studying the personal
qualities of the employees.
It may include knowledge,
initiative, loyalty, leadership
and judgment (Aggarwal &
Thakur, 2013).
Traditional Approach
This method is based on
studying the personal
qualities of the employees.
It may include knowledge,
initiative, loyalty, leadership
and judgment (Aggarwal &
Thakur, 2013).
New Approach
Performance appraisal is
used for developmental
and motivational
purposes in the
organizations (Gürbüz &
Dikmenli, 2007).
New Approach
Performance appraisal is
used for developmental
and motivational
purposes in the
organizations (Gürbüz &
Dikmenli, 2007).
Traditional Approach New Approach
Shaikh Sajibur Rahman,AMC,BIM
25. 1. Paired comparison
2. Graphic Rating scales
3. Forced choice Description
method
4. Forced Distribution Method
5. Checks lists
6. Free essay method
7. Critical Incidents
8. Group Appraisal
9. Field Review Method
10.Confidential Report
11.Ranking
1. Assessment Center
2. Appraisal by Results
or Management by
Objectives
3. Human Asset
Accounting
4. Behaviorally
Anchored Rating
scales
Traditional Methods Modern Methods
Methods of PerforMance
aPPraisal
26. Performance Appraisal Methods
Graphic rating scale
– A scale that lists a number of traits and a range of performance
for each that is used to identify the score that best describes
an employee’s level of performance for each trait.
Shaikh Sajibur Rahman,AMC,BIM
28. Portion of an Administrative Secretary’s
Sample Performance Appraisal Form
Figure 9–4Source: James Buford Jr., Bettye Burkhalter, and Grover Jacobs, “Link Job
Description to Performance Appraisals,” Personnel Journal, June 1988, pp. 135–136.
Shaikh Sajibur Rahman,AMC,BIM
32. Performance Appraisal Methods (cont’d)
Alternation ranking method
– Ranking employees from best to worst on a particular trait,
choosing highest, then lowest, until all are ranked.
Paired comparison method
– Ranking employees by making a chart of all possible pairs of
the employees for each trait and indicating which is the better
employee of the pair.
Shaikh Sajibur Rahman,AMC,BIM
34. Ranking Employees by the
Paired Comparison Method
Figure 9–7
Note: + means “better than.” − means “worse than.” For each chart, add up
the number of 1’s in each column to get the highest-ranked employee.
Shaikh Sajibur Rahman,AMC,BIM
35. Performance Appraisal Methods (cont’d)
Forced distribution method
– Similar to grading on a curve; predetermined percentages of
ratees are placed in various performance categories.
– Example:
• 15% high performers
• 20% high-average performers
• 30% average performers
• 20% low-average performers
• 15% low performers
Narrative Forms
Shaikh Sajibur Rahman,AMC,BIM
36. Performance Appraisal Methods (cont’d)
Behaviorally anchored rating scale (BARS)
– An appraisal method that uses quantified scale with specific
narrative examples of good and poor performance.
Developing a BARS:
– Generate critical incidents
– Develop performance dimensions
– Reallocate incidents
– Scale the incidents
– Develop a final instrument
Shaikh Sajibur Rahman,AMC,BIM
37. Performance Appraisal Methods (cont’d)
Advantages of using a BARS
– A more accurate gauge
– Clearer standards
– Feedback
– Independent dimensions
– Consistency
Shaikh Sajibur Rahman,AMC,BIM
39. Examples of Critical Incidents for
an Assistant Plant Manager
Table 9–1
Shaikh Sajibur Rahman,AMC,BIM
40. Example of a
Behaviorally
Anchored Rating
Scale for the
Dimension
Salesmanship Skill
Figure 9–9
Source:Walter C. Borman, “Behavior
Based Rating,” in Ronald A. Berk (ed.),
Performance Assessment: Methods and
Applications (Baltimore, MD: Johns
Hopkins University Press, 1986), p. 103.
Shaikh Sajibur Rahman,AMC,BIM
41. Management by Objectives (MBO)
Involves setting specific measurable goals with each
employee and then periodically reviewing the progress made.
1. Set the organization’s goals.
2. Set departmental goals.
3. Discuss departmental goals.
4. Define expected results (set individual goals).
5. Performance reviews.
6. Provide feedback.
Shaikh Sajibur Rahman,AMC,BIM
42. Computerized and Web-Based Performance
Appraisal
Performance appraisal software programs
– Keep notes on subordinates during the year.
– Electronically rate employees on a series of performance
traits.
– Generate written text to support each part of the appraisal.
Electronic performance monitoring (EPM)
– Having supervisors electronically monitor the amount of
computerized data an employee is processing per day, and
thereby his or her performance.
Shaikh Sajibur Rahman,AMC,BIM
43. Potential Rating Scale Appraisal Problems
Unclear standards
– An appraisal that is too open to interpretation.
Halo effect
– Occurs when a supervisor’s rating of a subordinate on one
trait biases the rating of that person on other traits.
Central tendency
– A tendency to rate all employees the same way, such as
rating them all average.
Shaikh Sajibur Rahman,AMC,BIM
44. A Graphic Rating Scale with Unclear Standards
Table 9–2
Note: For example, what exactly is meant by
“good,” “quantity of work,” and so forth?
Shaikh Sajibur Rahman,AMC,BIM
45. Potential Rating Scale Appraisal Problems
(cont’d)
Strictness/leniency
– The problem that occurs when a supervisor has a tendency
to rate all subordinates either high or low.
Bias
– The tendency to allow individual differences such as age,
race, and sex to affect the appraisal ratings employees
receive.
Shaikh Sajibur Rahman,AMC,BIM
46. How to Avoid Appraisal Problems
Learn and understand the potential problems, and the solutions
for each.
Use the right appraisal tool. Each tool has its own pros and
cons.
Train supervisors to reduce rating errors such as halo, leniency,
and central tendency.
Have raters compile positive and negative critical incidents as
they occur.
Shaikh Sajibur Rahman,AMC,BIM
47. Who Should Do the Appraising?
The immediate supervisor
Peers
Rating committees
Self-ratings
Subordinates
360-Degree feedback
Shaikh Sajibur Rahman,AMC,BIM
49. The Appraisal Interview
Types of appraisal interviews
– Satisfactory—Promotable
– Satisfactory—Not promotable
– Unsatisfactory—Correctable
– Unsatisfactory—Uncorrectable
How to conduct the appraisal interview
– Talk in terms of objective work data.
– Don’t get personal.
– Encourage the person to talk.
– Don’t tiptoe around.
Shaikh Sajibur Rahman,AMC,BIM
50. Performance
Contract
Figure 9–10
Source: David Antonion, “Improving the
Performance Management Process Before
Discontinuing Performance Appraisals,”
Compensation and Benefits Review May–
June 1994, p. 33, 34.
Shaikh Sajibur Rahman,AMC,BIM
52. The Appraisal Interview (cont’d)
How to handle a defensive subordinate
– Recognize that defensive behavior is normal.
– Never attack a person’s defenses.
– Postpone action.
– Recognize your own limitations.
Shaikh Sajibur Rahman,AMC,BIM
53. The Appraisal Interview (cont’d)
How to criticize a subordinate
– Do it in a manner that lets the person maintain his or her
dignity and sense of worth.
– Criticize in private, and do it constructively.
– Avoid once-a-year “critical broadsides” by giving feedback
on a daily basis, so that the formal review contains no
surprises.
– Never say the person is “always” wrong
– Criticism should be objective and free of any personal
biases on your part.
Shaikh Sajibur Rahman,AMC,BIM
54. The Appraisal Interview (cont’d)
How to ensure the interview leads to improved performance
– Don’t make the subordinate feel threatened during the
interview.
– Give the subordinate the opportunity to present his or her
ideas and feelings and to influence the course of the
interview.
– Have a helpful and constructive supervisor conduct the
interview.
– Offer the subordinate the necessary support for
development and change.
Shaikh Sajibur Rahman,AMC,BIM
55. The Appraisal Interview (cont’d)
How to handle a formal written warning
– Purposes of the written warning
• To shake your employee out of bad habits.
• Help you defend your rating, both to your own boss and
(if needed) to the courts.
– Written warnings should:
• Identify standards by which employee is judged.
• Make clear that employee was aware of the standard.
• Specify deficiencies relative to the standard.
• Indicates employee’s prior opportunity for correction.
Shaikh Sajibur Rahman,AMC,BIM
56. Creating the Total Performance
Management Process
“What is our strategy and what are our goals?”
“What does this mean for the goals we set for our
employees, and for how we train, appraise, promote,
and reward them?”
What will be the technological support requirements?
Shaikh Sajibur Rahman,AMC,BIM
57. Information Required for TRW’s Web-Based
Performance Management System
Figure 9–12Source: D. Bradford Neary,“Creating a Company-Wide, Online, Performance Management System:
A Case Study at TRW, Inc.,” Human Resource Management 41, no 4 (Winter 2002), p. 495.
Shaikh Sajibur Rahman,AMC,BIM
58. Figure –13
HR Scorecard
for Hotel Paris
International
Corporation*
Note: *(An abbreviated example showing selected
HR practices and outcomes aimed at implementing
the competitive strategy, “To use superior guest
services to differentiate the Hotel Paris properties
and thus increase the length of stays and the return
rate of guests and thus boost revenues and
profitability”)
Shaikh Sajibur Rahman,AMC,BIM