The document discusses performance appraisal, which is defined as the systematic evaluation of an employee's performance by their superiors. It outlines the purposes of performance appraisal, which include determining salary increases, promotions, training needs, and providing feedback. It then describes various techniques used in performance appraisal, such as ranking, grading, forced distribution, and checklist methods. Common rating factors are also mentioned. The document concludes by noting objectives of job evaluation, which involves determining relative job worth and fixing compensation.

1. Presented by,
JUNAIS P K
M120019MS

2.  Appraisal is the evaluation of worth , quality or
merit. it is a systematic evaluation of personnel
by superiors or others familiar with their
performance.
 Merit rating:-performance appraisal is also
described as merit rating in which one
individual is ranked better or worse in
comparison to others.

3.  PURPOSE.
 APPLICATION.
 FACTORS RATED.
 TECHNIQUES.
 POST APPRAISAL INTERVIEW.

4.  SALARY INCREASE.
 PROMOTION.
 TRAINING AND DEVELOPMENT.
 FEEDBACK
 PRESSURE ON EMPLOYEES.

5.  Salary increase of an employee depends on
how he is performing his job.
 Informal
 Formal

6.  Merit and Seniority
 Performance Appraisal discloses how an
employee working in his present job and what
are his strong and week points.
 Whether additional training required or not?
 Transfer, demotion and discharge.

7.  Performance appraisal tries to identify the
strengths and weaknesses of an employee on
his present job. this information can be used for
devising training and development
programmes appropriate for overcoming the
weaknesses of the employees.

8.  Provides feedback to employees about their
performance. It tells them where they stand.
 Given the proper organisational climate , a
person will try his best to contribute maximum
to the organisation.

9.  If the employees are conscious that they are
being appraised in respect of certain factors
and their future largely depends on such
appraisal,they tend to have positive and
acceptable behaviour in this respect.

10.  Appraisal based on traits
 Appraisal based on results
 Single-trait, single subject
 Single-trait, multiple subject
 Multiple-trait , single subject
 Comparative methods
 Absolute standards
 Goal setting
 Direct indices

11.  Ranking method
 Paired comparison
 Grading
 Forced distribution method
 Forced choice method
 Checklist method
 Critical incidents method
 Graphic scale method
 Essay method
 Field review method

12.  Ranking method:-oldest and simplest method of
appraisal in which a person is ranked against
others on the basis of certain traits and
characteristics.
 Paired comparison:-Each person is compared with
other persons taken only one at a time.
 Grading:-Certain categories of abilities or
performances are defined well in advance and
persons are put in particular category depending
on their traits and characteristics.
 Forced distribution method:-The appraiser is
forced to appraise the appraisees according to the
pattern of a normal curve.

13.  Forced choice method:-Contains a series of
group of statements and the rater checks how
effectively the statement describes each
individual being evaluated.
 Check list method:-the rater provides appraisal
report by answering a series of questions
related to the appraisee.
 Critical incidents method:-only critical
incidents and behaviour associated with these
incidents are taken for evaluation.

14.  Graphic scale method:-most commonly used
method. A printed appraisal form is used for
each appraisee.
 Essay method:-the rater assesses the employees
on certain parameters in his own words.
 Field review method:-an employee is not
appraised by his direct superior but by another
person, usually from the personnel
department.

15.  Faulty assumptions
 Psychological blocks
 Technical pitfalls

16.  Criterion problem
 Distortion
 Halo effect
 Central tendency
 Constant errors
 Raters liking and disliking

17.  The system should focus on objective analysis
of performance in terms of specific events ,
accomplishments or failures.
 The ratings must be made by immediate
superiors.
 The rating should be reviewed with the ratee.
 It should be backed by effective feedback
system.

18.  The process of determining the relative worth
of different categories of jobs by analysing their
responsibilities , and consequently fixation of
their remuneration.
 Objectives
 Wage and salary fixation
 Restructuring job hierarchy
 Overcoming anamolies

19.  Ranking method
 Grading method
 Point method
 Factor comparison method