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Performance appraisal is a systematic process of evaluating an employee's job performance and potential for development. It provides a basis for promotion, transfer, termination and career planning. The objectives of performance appraisal include identifying an employee's strengths and weaknesses, training needs, measuring organizational and individual efficiency, strengthening relationships between managers and employees, and providing feedback. The typical process involves establishing performance standards, communicating them, measuring actual performance, comparing it to standards, discussing results, and using results for decision making.
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Metode Pa
This document discusses performance appraisals. It notes that performance appraisals are used for promotions, transfers, terminations and identifying training needs. Performance appraisals aim to build expectations, clarity, and measurement. They can be related to motivation and should consider traits, behavior, and task outcomes. Performance is measured by results like productivity, costs, and sales. Behavior can be measured by things like tardiness. Performance is evaluated by direct supervisors, peers, self, and direct reports. Methods include essays, critical incidents, ratings, and comparisons. Potential problems include biases and lack of differentiation. These can be overcome by using multiple criteria, emphasizing behavior, documenting performance, and training evaluators. Feedback should not include surprises
Performance Appraisal - Introduction 2
Performance appraisal (PA) is defined as the process of evaluating and communicating to an employee how they are performing their job based on predetermined standards, identifying areas for improvement. PA provides benefits to the organization, manager, and employee. It increases employee commitment and productivity while clarifying expectations. Performance is determined by an employee's ability, motivation, and work environment. Effort refers to the energy used to perform tasks, which does not necessarily correlate with performance outcomes.
Performance appraisal
Origin of performance apprasial, Factors affecting PA, Essentials of good PA, Steps of performance appraisal.
Performance appraisals swati ppt
The document defines performance appraisal as the systematic evaluation of an employee's quality and quantity of work against standards. It discusses various definitions of performance appraisal provided by experts and its objectives like work improvement, career development, administration purposes, and communication. The key aspects covered include characteristics of an effective system, essentials of a good appraisal method, common steps, methods like ranking, grading, essays and their advantages/disadvantages. Biases that can occur in evaluations are also outlined.
683
The document discusses performance appraisals, including what they are, why they are conducted, who should conduct them, who should be appraised, what should be appraised, when they should be conducted, how they can be conducted, essential steps in an appraisal program, the appraisal process, and potential problems with appraisals. Performance appraisals are used to evaluate employee performance and potential over a fixed period of time in order to provide feedback, determine training needs, make promotion and compensation decisions, and improve communication between managers and employees.
Performance mngmnt
Top managers design policies and help convince line managers of the importance of performance. Line managers communicate goals and provide feedback, coaching, and development plans to improve employee performance. Employees actively participate in setting performance agreements and objectives. HR ensures strategies and departments work together to implement effective performance management. Performance management requires commitment from top management, line managers, employees, and HR to establish a high performance culture.
performance appraisal system (MNG 106)
Performance appraisal is the ongoing process of evaluating employee performance to communicate expectations and behaviors that should be changed or repeated. It involves setting objectives, providing feedback, preparing documentation, writing reviews, and delivering reviews. Objectives should be specific, measurable, achievable, relevant, and time-bound. Ongoing feedback should be positive, constructive, direct, specific, and balanced. Documentation must be accurate, job-related, observed behavior rather than opinions. Performance appraisals are used for evaluation, development, pay increases, and terminations when designed and implemented effectively.
Performance Appraisal Training
This document provides an overview of the performance appraisal process at the Foundation for California Community Colleges. It discusses the purpose of performance appraisals, the performance management cycle which includes goal setting, feedback, and reviews. It outlines how to develop SMART goals and assess performance. The foundation's performance appraisal process involves self-evaluation, supervisor assessment, and a performance appraisal meeting. The performance appraisal form sections are also summarized, including rating employee goal completion, setting new goals, assessing competencies, reviewing job descriptions, and obtaining signatures.
Recommended
Metode Pa
This document discusses performance appraisals. It notes that performance appraisals are used for promotions, transfers, terminations and identifying training needs. Performance appraisals aim to build expectations, clarity, and measurement. They can be related to motivation and should consider traits, behavior, and task outcomes. Performance is measured by results like productivity, costs, and sales. Behavior can be measured by things like tardiness. Performance is evaluated by direct supervisors, peers, self, and direct reports. Methods include essays, critical incidents, ratings, and comparisons. Potential problems include biases and lack of differentiation. These can be overcome by using multiple criteria, emphasizing behavior, documenting performance, and training evaluators. Feedback should not include surprises
Performance Appraisal - Introduction 2
Performance appraisal (PA) is defined as the process of evaluating and communicating to an employee how they are performing their job based on predetermined standards, identifying areas for improvement. PA provides benefits to the organization, manager, and employee. It increases employee commitment and productivity while clarifying expectations. Performance is determined by an employee's ability, motivation, and work environment. Effort refers to the energy used to perform tasks, which does not necessarily correlate with performance outcomes.
Performance appraisal
Origin of performance apprasial, Factors affecting PA, Essentials of good PA, Steps of performance appraisal.
Performance appraisals swati ppt
The document defines performance appraisal as the systematic evaluation of an employee's quality and quantity of work against standards. It discusses various definitions of performance appraisal provided by experts and its objectives like work improvement, career development, administration purposes, and communication. The key aspects covered include characteristics of an effective system, essentials of a good appraisal method, common steps, methods like ranking, grading, essays and their advantages/disadvantages. Biases that can occur in evaluations are also outlined.
683
The document discusses performance appraisals, including what they are, why they are conducted, who should conduct them, who should be appraised, what should be appraised, when they should be conducted, how they can be conducted, essential steps in an appraisal program, the appraisal process, and potential problems with appraisals. Performance appraisals are used to evaluate employee performance and potential over a fixed period of time in order to provide feedback, determine training needs, make promotion and compensation decisions, and improve communication between managers and employees.
Performance mngmnt
Top managers design policies and help convince line managers of the importance of performance. Line managers communicate goals and provide feedback, coaching, and development plans to improve employee performance. Employees actively participate in setting performance agreements and objectives. HR ensures strategies and departments work together to implement effective performance management. Performance management requires commitment from top management, line managers, employees, and HR to establish a high performance culture.
performance appraisal system (MNG 106)
Performance appraisal is the ongoing process of evaluating employee performance to communicate expectations and behaviors that should be changed or repeated. It involves setting objectives, providing feedback, preparing documentation, writing reviews, and delivering reviews. Objectives should be specific, measurable, achievable, relevant, and time-bound. Ongoing feedback should be positive, constructive, direct, specific, and balanced. Documentation must be accurate, job-related, observed behavior rather than opinions. Performance appraisals are used for evaluation, development, pay increases, and terminations when designed and implemented effectively.
Performance Appraisal Training
This document provides an overview of the performance appraisal process at the Foundation for California Community Colleges. It discusses the purpose of performance appraisals, the performance management cycle which includes goal setting, feedback, and reviews. It outlines how to develop SMART goals and assess performance. The foundation's performance appraisal process involves self-evaluation, supervisor assessment, and a performance appraisal meeting. The performance appraisal form sections are also summarized, including rating employee goal completion, setting new goals, assessing competencies, reviewing job descriptions, and obtaining signatures.
The Performance Appraisal System.
The document discusses performance appraisal concepts and methods. It defines performance appraisal and outlines its objectives for employees and organizations. Several traditional and modern appraisal methods are described, including paired comparison, graphic rating scales, forced choice, critical incidents, management by objectives, and 360 degree feedback. Issues with appraisal systems like biases and stress are covered. Advantages include feedback and goals, while disadvantages include potential negativity. Overall, 360 degree appraisal is presented as a popular emerging method when used appropriately.
Human Resource Management
This document discusses performance appraisal and management. It begins with defining appraisal as evaluating an employee's current and past performance against their performance standards. The appraisal process involves setting goals, monitoring performance, providing feedback, and conducting annual reviews. Performance management is ensuring employees work towards organizational goals through direction, goal alignment, monitoring, feedback, coaching, and recognition. It discusses different appraisal tools like rating scales, rankings, narratives and behaviorally anchored rating scales. It also identifies potential problems to avoid like leniency, halo, similarity, and central tendency errors.
Gestione delle Competenze 2. Sviluppare il modello di competenza
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
Managing Team Performance {Lecture Notes}
This document discusses managing team performance. It defines teams as having two or more members who interact dynamically and share common goals. Performance management systems should evaluate individual, team, and individual contributions to the team. There are different types of teams based on task complexity and membership stability. Challenges of evaluating team performance include assessing individual contributions and balancing individual and team metrics. The document outlines steps for including team performance in performance management systems.
Performance Appraisal
The document discusses performance appraisal systems. It describes the purposes of performance appraisal as providing for systematic planning, reviewing employee performance, and guiding management decisions. It outlines the key steps in conducting performance appraisals as establishing standards, measuring actual performance, comparing to standards, discussing with employees, and taking corrective action. It provides criteria for effective performance appraisals such as making it ongoing, looking at all aspects of performance, and keeping written records.
Performance Appraisal Objective & methods
This document discusses various performance appraisal methods including:
- Graphic rating scales that assess quantity, quality, knowledge, and attitude of work.
- Ranking and paired comparison methods that compare employee performance.
- Checklists that evaluate performance against critical incidents.
- Essay evaluations of performance.
- Goal setting where supervisors and employees jointly identify objectives and responsibilities.
Performance Management
The document discusses performance management and approaches to measuring performance. It begins by defining performance as behaviors rather than results, and discusses determinants of performance like knowledge and motivation. It then covers dimensions of performance like task and contextual performance. Finally, it analyzes approaches to measuring performance, including the behavior, results, and trait approaches, discussing their appropriate uses depending on factors like the job and organization.
Perfomance management
Performance management involves considering both an employee's behaviors and results. It aims to develop individuals to work competently and committaly towards shared goals that support the organization. Performance management directs and assists employees to work effectively and efficiently for the organization. It creates a high performance culture by aligning individual objectives with organizational objectives and empowering employees to exceed expectations through development, motivation and rewards. It is a continuous and flexible process focusing on planning, agreement, measurement, feedback and dialogue.
PERFORMANCE MANAGEMENT SYSTEM
PERFORMANCE MANAGEMENT SYSTEM is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.
Performance management is the process of creating a work environment or setting in which people are enabled to performance to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization.
For more details please visit
www.iiceciooleg.com
Competency mapping
Competency mapping is a process that identifies the key competencies needed for specific jobs. It involves determining the knowledge, skills, attitudes, and behaviors that superior performers demonstrate and that contribute to job performance. There are different methods for competency mapping, including analyzing past job performance, focusing on job responsibilities, or using an organization's values. Competency mapping benefits organizations by providing clear performance standards, enabling learning and development, and integrating human resource practices like recruitment, performance evaluation, and training. The competency mapping process involves identifying competencies, analyzing gaps between requirements and existing competencies, and deciding on actions to address gaps.
Performace evaluation
Methods of Performance Evaluation
Paired comparison
Graphic Rating scales
Forced choice Method
Checklists method
Free essay method
Critical Incidents
Field Review Method
Confidential Report
Ranking method
Assessment Center
Cost Accounting method
Behaviorally Coordinate Rating scales
360° Evaluation
720° Evaluation
Performance appraisal
Performance management involves evaluating employees based on agreed upon performance standards and goals in order to ensure employees are working towards organizational objectives. It includes defining employee goals and expectations, developing employee capabilities, evaluating performance, and rewarding employees. Effective performance management requires setting measurable goals for employees, evaluating employees based on achieving those goals, and ensuring employee goals align with broader organizational goals. Feedback should be provided to employees on their performance and areas for improvement.
Performance Appraisal (Updated)
Performance appraisal is defined as the systematic review and evaluation of an employee's job performance and the provision of feedback. While the goal is for performance appraisals to be objective, human biases and perceptions can distort the process. Research on performance appraisals focuses on questions such as what the best rating format is, how rater errors affect the process, and how social and cultural contexts impact reactions to appraisals. More modern issues examine how factors like relationships, politics, and trust influence appraisals beyond just rating accuracy. Further research is still needed on how appraisal systems apply across different cultural settings.
Performance Appraisal
This document discusses performance appraisals, which are formal evaluations of an employee's job performance and productivity. Performance appraisals are conducted periodically and assess employees against pre-established criteria and objectives. They provide information to make decisions around salary, promotion, training needs, and other career development factors. The document outlines the performance appraisal process, which involves establishing standards, measuring performance, comparing to standards, discussing with the employee, and initiating any corrective actions. It also discusses the advantages of performance appraisals for promotion decisions, compensation, and employee development.
Performance appraisal
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.
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Implementing Performance Appraisal Systems in the public sector
The document provides an overview of Ghana Atomic Energy Commission's performance appraisal system. Some key points:
- The system has evolved over time from annual confidential reports in 1974 to the introduction of a new performance management system framework in 2008 to include all employees.
- The new performance management system has four key principles: accountability, transparency, equity, and ownership.
- It follows a four phase annual cycle: planning, mid-year review, end-of-year review and assessment, and decision making.
- The process involves setting individual targets, reviewing progress, assessing performance on targets and core/non-core competencies, and determining outcomes like rewards or training.
Perfomance Management SHRM
This document discusses the importance of performance management and development systems for organizations. It outlines key objectives of performance management like human resource planning, personnel decisions, and employee feedback and development. Effective systems separate evaluation from development, specify job-related criteria, use multiple ratings, and provide ongoing feedback. New approaches include team and 360-degree appraisals and competency-based systems. Technology now allows for computer monitoring and online evaluations. Strategic performance management aligns systems with organizational lifecycles, strategies, and competitive environments.
Performance Appraisal
This document discusses performance appraisals, including definitions, objectives, processes, methods, and pitfalls. It defines performance appraisal as a formal assessment and rating of employees by managers, usually annually. The objectives are to set performance standards, evaluate performance, identify training needs, reward performance, and improve performance. Key methods discussed are management by objectives, 360-degree feedback, graphic rating scales, and behaviorally anchored rating scales. Pitfalls addressed include halo effects, leniency effects, and stereotyping.
Performance Counselling
This document discusses performance counseling and its objectives and process. It begins by defining performance counseling as a supportive process by which managers provide feedback to employees on their performance and help them improve in areas of weakness. The objectives of performance counseling are then outlined, such as helping employees better understand themselves and their environment to improve performance. Key aspects of an effective performance counseling process are also described, including preparation, conducting the session, and follow-up. Benefits include reduced turnover, improved productivity and decision-making. The document concludes by thanking the audience.
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The Performance Appraisal System.
The document discusses performance appraisal concepts and methods. It defines performance appraisal and outlines its objectives for employees and organizations. Several traditional and modern appraisal methods are described, including paired comparison, graphic rating scales, forced choice, critical incidents, management by objectives, and 360 degree feedback. Issues with appraisal systems like biases and stress are covered. Advantages include feedback and goals, while disadvantages include potential negativity. Overall, 360 degree appraisal is presented as a popular emerging method when used appropriately.
Human Resource Management
This document discusses performance appraisal and management. It begins with defining appraisal as evaluating an employee's current and past performance against their performance standards. The appraisal process involves setting goals, monitoring performance, providing feedback, and conducting annual reviews. Performance management is ensuring employees work towards organizational goals through direction, goal alignment, monitoring, feedback, coaching, and recognition. It discusses different appraisal tools like rating scales, rankings, narratives and behaviorally anchored rating scales. It also identifies potential problems to avoid like leniency, halo, similarity, and central tendency errors.
Gestione delle Competenze 2. Sviluppare il modello di competenza
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
Managing Team Performance {Lecture Notes}
This document discusses managing team performance. It defines teams as having two or more members who interact dynamically and share common goals. Performance management systems should evaluate individual, team, and individual contributions to the team. There are different types of teams based on task complexity and membership stability. Challenges of evaluating team performance include assessing individual contributions and balancing individual and team metrics. The document outlines steps for including team performance in performance management systems.
Performance Appraisal
The document discusses performance appraisal systems. It describes the purposes of performance appraisal as providing for systematic planning, reviewing employee performance, and guiding management decisions. It outlines the key steps in conducting performance appraisals as establishing standards, measuring actual performance, comparing to standards, discussing with employees, and taking corrective action. It provides criteria for effective performance appraisals such as making it ongoing, looking at all aspects of performance, and keeping written records.
Performance Appraisal Objective & methods
This document discusses various performance appraisal methods including:
- Graphic rating scales that assess quantity, quality, knowledge, and attitude of work.
- Ranking and paired comparison methods that compare employee performance.
- Checklists that evaluate performance against critical incidents.
- Essay evaluations of performance.
- Goal setting where supervisors and employees jointly identify objectives and responsibilities.
Performance Management
The document discusses performance management and approaches to measuring performance. It begins by defining performance as behaviors rather than results, and discusses determinants of performance like knowledge and motivation. It then covers dimensions of performance like task and contextual performance. Finally, it analyzes approaches to measuring performance, including the behavior, results, and trait approaches, discussing their appropriate uses depending on factors like the job and organization.
Perfomance management
Performance management involves considering both an employee's behaviors and results. It aims to develop individuals to work competently and committaly towards shared goals that support the organization. Performance management directs and assists employees to work effectively and efficiently for the organization. It creates a high performance culture by aligning individual objectives with organizational objectives and empowering employees to exceed expectations through development, motivation and rewards. It is a continuous and flexible process focusing on planning, agreement, measurement, feedback and dialogue.
PERFORMANCE MANAGEMENT SYSTEM
PERFORMANCE MANAGEMENT SYSTEM is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.
Performance management is the process of creating a work environment or setting in which people are enabled to performance to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization.
For more details please visit
www.iiceciooleg.com
Competency mapping
Competency mapping is a process that identifies the key competencies needed for specific jobs. It involves determining the knowledge, skills, attitudes, and behaviors that superior performers demonstrate and that contribute to job performance. There are different methods for competency mapping, including analyzing past job performance, focusing on job responsibilities, or using an organization's values. Competency mapping benefits organizations by providing clear performance standards, enabling learning and development, and integrating human resource practices like recruitment, performance evaluation, and training. The competency mapping process involves identifying competencies, analyzing gaps between requirements and existing competencies, and deciding on actions to address gaps.
Performace evaluation
Methods of Performance Evaluation
Paired comparison
Graphic Rating scales
Forced choice Method
Checklists method
Free essay method
Critical Incidents
Field Review Method
Confidential Report
Ranking method
Assessment Center
Cost Accounting method
Behaviorally Coordinate Rating scales
360° Evaluation
720° Evaluation
Performance appraisal
Performance management involves evaluating employees based on agreed upon performance standards and goals in order to ensure employees are working towards organizational objectives. It includes defining employee goals and expectations, developing employee capabilities, evaluating performance, and rewarding employees. Effective performance management requires setting measurable goals for employees, evaluating employees based on achieving those goals, and ensuring employee goals align with broader organizational goals. Feedback should be provided to employees on their performance and areas for improvement.
Performance Appraisal (Updated)
Performance appraisal is defined as the systematic review and evaluation of an employee's job performance and the provision of feedback. While the goal is for performance appraisals to be objective, human biases and perceptions can distort the process. Research on performance appraisals focuses on questions such as what the best rating format is, how rater errors affect the process, and how social and cultural contexts impact reactions to appraisals. More modern issues examine how factors like relationships, politics, and trust influence appraisals beyond just rating accuracy. Further research is still needed on how appraisal systems apply across different cultural settings.
Performance Appraisal
This document discusses performance appraisals, which are formal evaluations of an employee's job performance and productivity. Performance appraisals are conducted periodically and assess employees against pre-established criteria and objectives. They provide information to make decisions around salary, promotion, training needs, and other career development factors. The document outlines the performance appraisal process, which involves establishing standards, measuring performance, comparing to standards, discussing with the employee, and initiating any corrective actions. It also discusses the advantages of performance appraisals for promotion decisions, compensation, and employee development.
Performance appraisal
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.
Deepa CV-PMO.
This document contains the resume of Deepa Prabhu, who has over 6 years of experience as a Project Management Consultant. She has certifications in Project Management, ITIL, and other frameworks. Deepa has worked as a PMO Lead at Allianz for over 7 years, where her responsibilities included project reporting, resource management, and ensuring on-time project delivery. Prior to that, she worked as a PMO Analyst at CAPCO Technologies, where she supported project setup, resource scheduling, and reporting. Deepa also has over 5 years of experience in Human Resources, including managing employee performance, discipline, and absence at British Telecom.
Implementing Performance Appraisal Systems in the public sector
The document provides an overview of Ghana Atomic Energy Commission's performance appraisal system. Some key points:
- The system has evolved over time from annual confidential reports in 1974 to the introduction of a new performance management system framework in 2008 to include all employees.
- The new performance management system has four key principles: accountability, transparency, equity, and ownership.
- It follows a four phase annual cycle: planning, mid-year review, end-of-year review and assessment, and decision making.
- The process involves setting individual targets, reviewing progress, assessing performance on targets and core/non-core competencies, and determining outcomes like rewards or training.
Perfomance Management SHRM
This document discusses the importance of performance management and development systems for organizations. It outlines key objectives of performance management like human resource planning, personnel decisions, and employee feedback and development. Effective systems separate evaluation from development, specify job-related criteria, use multiple ratings, and provide ongoing feedback. New approaches include team and 360-degree appraisals and competency-based systems. Technology now allows for computer monitoring and online evaluations. Strategic performance management aligns systems with organizational lifecycles, strategies, and competitive environments.
Performance Appraisal
This document discusses performance appraisals, including definitions, objectives, processes, methods, and pitfalls. It defines performance appraisal as a formal assessment and rating of employees by managers, usually annually. The objectives are to set performance standards, evaluate performance, identify training needs, reward performance, and improve performance. Key methods discussed are management by objectives, 360-degree feedback, graphic rating scales, and behaviorally anchored rating scales. Pitfalls addressed include halo effects, leniency effects, and stereotyping.
Performance Counselling
This document discusses performance counseling and its objectives and process. It begins by defining performance counseling as a supportive process by which managers provide feedback to employees on their performance and help them improve in areas of weakness. The objectives of performance counseling are then outlined, such as helping employees better understand themselves and their environment to improve performance. Key aspects of an effective performance counseling process are also described, including preparation, conducting the session, and follow-up. Benefits include reduced turnover, improved productivity and decision-making. The document concludes by thanking the audience.
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Resetting the Web's Information Landscape - Growing Library Visibility with L...
Resetting the Web's Information Landscape - Growing Library Visibility with L...
Airbus a3xx developing the worlds largest commercial jet Case Analysis
Airbus a3xx developing the worlds largest commercial jet Case Analysis
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Performance appraisal
This document discusses performance appraisals, including definitions, purposes, types of appraisals, and methods for conducting appraisals. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. Some key points covered include:
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Performance appraisal
The document discusses performance appraisals, including their definition, purpose, methods, and best practices. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. Some key points include: performance appraisals aim to provide feedback, identify training needs, and form a basis for personnel decisions. Effective methods include setting goals/objectives, collecting data on performance, conducting interviews, and providing follow-up. Common errors to avoid are rater biases like the halo effect.
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Mba ii hrm u-3.3 performance appraisal & job evaluation
Mba ii hrm u-3.3 performance appraisal & job evaluation
My hrm
- 2. Objectives of presentation To know what is PA? Why it is used? what are its objectives? How it works?
- 3. Introduction Performance appraisal goes by various names such as : • performance rating • progress rating • merit rating • merit evaluation
- 4. Meaning A “Performance appraisal” is a process of evaluating an employee’s performance of a job in terms of its requirements.
- 5. Definitions
- 6. “Performance Appraisal is the systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for development.”
- 7. • “It is the process of evaluating the performance of employees, sharing that information with them and searching for ways to improve their performance’’
- 8. Performance Appraisal (PA) refers to all those procedures that are used to evaluate the : 1. personality 2. performance 3. potential
- 9. • Provide a basis for promotion/transfer/ termination • used for career planning
- 10. • Enhance employees’ effectiveness by helping to identify their strengths and weakness • Identifying skills required to be developed • Identifying training and development needs
- 11. • To review the performance of the employees over a given period of time • To judge the gap between the Actual and the Desired performance
- 12. • used for measuring the efficiency of organization & maintaining organizational control • Helps to strengthen the relationship and communication between superior subordinates and management employees • Provide information for decisions making
- 13. • To judge the effectiveness of the other human resource functions of the organization such as : • Recruitment • Selection • Training and development
- 14. • To reduce the grievances of the employees • Identifying and removing factors responsible for workers’ discontent • Develops inter-personal relationships • It Aid wage administration
- 15. • Performance appraisal can help in development of scientific basis for reward allocation, wage fixation, incentives
- 16. • It measure and improve the performance of employees and increase their future potential and value to the company
- 17. • Counseling Employees corrects misconceptions which might result in work alienation
- 18. To provide feedback to the employees regarding their : • Past performance • Improving communication • Understanding training needs • Clarifying roles and responsibilities • Determining how to allocate rewards
- 19. Process Establish performance Decision making standards Communicating standards Discussing Measuring results Actual standards Comparing actual with desire standards