Performance appraisals have several benefits for organizations, including helping make decisions about promotions, terminations, and identifying training needs. However, there are also limitations such as rater biases, lack of clear standards, and failure to effectively implement the appraisal process. To address these limitations, organizations should establish objective criteria, provide rater training to reduce biases, gather feedback from multiple sources, and clearly communicate the purpose and results of appraisals. Overall, performance appraisals are an important tool for organizations despite challenges, and the alternative is improving existing programs rather than eliminating them.

1. Mr. Mahesh Kumar sharma
M.Sc. Nursing 2nd year
CON,AIIMS

2.  Systematic, standardized evaluation of an employee
by the supervisor, aimed at judging the value of the
employee’s work contribution, quality of work, and
potential for advancement.
 It is the systematic and objective way of identifying
relative worth/ability/quality of an employee
performing his job.

3.  To determine job competency
 To enhance staff development and motivate personnel
towards higher achievement.
 To discover an employee aspirations and to recognize
accomplishments.

4.  To improve the communications between supervisors
and the staff to teach an understanding about the
objectives of job.
 To improve performance by examining and
encouraging better relationships among employees.

5.  To aid supervisors coaching and counselling.
 To develop talent inventories and reassess
assignments.
 To identify unsatisfactory employee’s
transfer,termination etc.

6.  To develop training and developmental needs.
 To provide back up data for management decisions.
 To serve as a check on hiring and recruiting practices.

7. How do performance appraisals benefit the
organization?
1. Help organisations make decisions about promotions
and firing
2. Provide feedback to employees that serves to
motivate or convince poor workers to leave
3. Improve commitment and satisfaction
4. Provide documentation in case an employee sues for
wrongful termination

8. Step 1
Assess institutional and personal needs and set goals
Step 2
Establish objectives and time frame
Step 3
Assess progress
Step 4
Evaluate progress

9.  Job analysis
 Criterion development
 Performance appraisal
◦ Personnel training
◦ Wage determination
◦ Placement
◦ Promotion
◦ Discharge
◦ Personnel research

10.  The ability to get individuals to do what you want
them to do, when and how you want it done.

11. STRATEGIES TO ENSURE ACCURACY AND FAIRNESS IN
THE PA
 The appraiser should develop an awareness of his or
her own biases and prejudices.
 Consultation should be sought frequently
 Data should be gathered appropriately
 Information should be written down and not trusted
to memory
 Collected assessment should contain positive examples
of growth and achievements and areas of needed
developments.

12. STRATEGIES TO ENSURE ACCURACY AND FAIRNESS IN
THE PA
 The appraiser needs to guard against the three
common pitfalls of assessment.
◦ Halo effect
◦ Horns effect/leniency errors
◦ Central tendency
◦ Recency effect
◦ Contrast error
◦ Sunflower effect
 Some effort must be made to include employee’s own
appraisal of his or her work.

13.  Informal - day-to-day
◦ Coaching - approach to developing people
◦ Ongoing, face-to-face collaboration
 Formal
◦ Written documentation
◦ Formal appraisal interview with follow-up
 Work is measured against some standard for the
purposes of determining the level of quality of job
performance

14.  Personal
 Peer
 Managerial evaluation
◦ Evaluative
 Making decisions/rewards (past performance)
◦ Judgmental or developmental
 Role as counselor, areas of improvement
 Identifying resources available

15.  Anecdotal Notes
 Open-Ended Essays-
◦ Free from review.Appraisers describe in narrative form
employee’s strengths and areas where improvement or
growth needed.
◦ Advantage: positive aspect
◦ Disadvantage: negative bias of evaluator.
 Checklists
◦ Describes many behavioural statements that represent
desirable job behaviours,each of these behaviour statements
carry scores.

16.  Rating Scale
◦ It is a method of rating an individual against set standards which
may be job description,desired behaviour or personal traits and
behaviour.
 Job Dimension Scales
◦ It requires the rating scale to be constructed to each job
classification.The rating factors are taken from the context of the
written job description.

17.  Behaviorally Anchored Rating Scales
◦ It helps to overcome some of the weakness inherent in
other rating forms.It is to be developed for each job
classification.Ranking can be 1 to5.Higher the score,better
the performance.
Limitations: requires lot of time for each catgory of
employees
◦ Individualize to organizations
◦ Scales are prone to weakness and interpersonal bias.

18.  Self Appraisals
◦ Some may undervalue negatively and some may overvalue
the performance positively.
 Management by objectives
◦ Excellent for determining employees programme because it is
encorporated the assessment of the employee and the
organization.It is a good method for evaluating the registered
nurses.It promotes growth and excellency in nursing
practices.

19.  Peer review
◦ Provides the employee with valuable feedback that can
promote growth.It also can provide learning opportunities
for the peer reviewer.
◦ Potential to increase accuracy of performance appraisal.
◦ Peer review involves much risk taking,is time consuming
and requires great deal of energy.

20. Job dimension 5 4 3 2 1
Renders first aid and treats job related injuries and
illnesses
Holds fitness classes for workers
Teaches health and nutrition classes
Performs yearly physical examinations on workers
Keeps equipments in good working order and
maintains inventory
Keeps appropriate records
Dispenses medication and treatment for minor
injuries
(5= Excellent; 4= Good; 3= Satisfactory; 2= Fair and
1= Poor)

25.  Assess performance in relation to behaviourally stated
work goals.
 Observe a representative sample of employee’s total work
activities.
 Compare supervisors evaluation with employee’s self
evaluation

26.  Cite scientific examples of satisfactory and
unsatisfactory performance.
 Indicate which job areas have highest priority for
improvement.
 Purpose of evaluation is to improve work performance
and job satisfaction

27.  Gives the manager a systematic record of information
which has been gathered over a period of time and
periodically reviewed with subordinates.
 It is a uniform,standardised performance
review,which reduces chances of favouritism when
used for promotion or increase in salary.

28.  Gives evidence of management’s interest in the
individual employee.
 Helps organization determine if it is meeting its goals.
 Helps improve organizational development by
identifying and training the development needs of
employees and designing objectives for training
programmes based on those needs.

29.  Lack of support from management
 Resistance on the part of evaluators
 Evaluators’ biases and rating errors
 Lack of clear ,objective standards of performance
 Failure to communicate purposes and results of
performances appraisal to employees
 Lack of suitable appraisal tools
 Failure to implement the appraisal procedure effectively

30.  Halo error-rating all traits based general impression
 Horn error-evaluator is hypocritical
 Recency effect-recent issues weigh heavier
 Contrast error-is produced by the tendency of the
supervisor to rate the nurse opposite from the way she
percieves herself.
 Problem distortion-one problem incident weighs
heavier than 20 good acts/items.
 Sunflower effect-all are good
 Central tendency-putting all in the centre/average.

31.  Describe positive aspects to lay a groundwork
 Areas of deficiency or problems that need to be
worked on
 Be specific-- Focus on actual behaviors that need to
change
 Identify outcome target

32.  Improve performance
 Improve communication
 Reinforce positive behavior
 Method to communicate/correct
 Provide basis for rewards/basis for motivation
 Provide basis for termination if necessary
 Identify learning needs and develop personnel

33.  Be specific, not general, in describing behavior that
needs improvement
 Be descriptive, not evaluative when describing what
was wrong with the work performance
 Be certain that the feedback is not self-serving; that
it also meets the needs of the employee

34.  Direct the feedback toward behavior that can be
changed
 Use sensitivity in timing the feedback
 Make sure the employee has clearly understood the
feedback and that the employee’s feedback has also
been clearly heard

36.  Definition of performance appraisal
 Purposes
 Strategies
 Process and mechanisms
 Tools
 Advantages
 Limitations
 Outcomes

37.  Despite the numerous problems associated with
appraisal,most organizations continues to have the
formal appraisal programme.It is hence clear that the
alternative to a bad appraisal programme need not to
be ‘no appraisal programme’ at all,but it can and
ought to be a better appraisal programme.