Its a theory in leadership and management

1. By
Minhaj Uddin
BSN, MSc. Health Economics and Management
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2.  Describe different motivational theories.
 Define the term performance Appraisal.
 Discus the different evaluation philosophies.
 State the purpose of performance appraisal.
 Describe the process of performance appraisal.
 Discuss the components ,method and types of evaluation.
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3.  Discuss the potential problems and strategies to reduce them.
 Discuss counseling and its types. Discuss the process of
counseling and its importance to performance appraisal.
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4.  Maslow's Hierarchy of Needs
 Theory X and Theory Y
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6.  Theory X and Theory Y were first explained by McGregor in
his book, "The Human Side of Enterprise," and they refer to
two styles of management – authoritarian (Theory X) and
participative (Theory Y)
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10. Definitions:
Systematic evaluation of individual with respect of
their performance on the job and their potential for
development.
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11.  MOTIVATION
 ABILITY
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12.  To improve performance
 Letting employee “know where they
stand”
 Giving performance feedback - strongest
nonfinancial reward!
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13. PURPOSE OF PERFORMANCE APPRAISAL:
Administrative Purposes:
 Promotion And Placement of Employees: Performance Appraisal is
used to promote employees as per their competence and performance
in the previous period. Performance appraisal is useful for the
selection of right person for the right type of promotion.
 Transfers And Demotions: Performance appraisal reports can be used
for taking final decisions on transfers and demotions.
 Wage And Salary Payment: Wage increase is based on the
performance appraisal reports.
 Personnel Research: Performance appraisal serves as a feedback to
the management in the field of personnel research. It serves as a base
for the conduct of research activities in personnel management.

14. PURPOSES OF
PERFORMANCE APPRAISAL
 To determine job competence
 To enhance staff development and motivate personnel
toward higher achievement
 To recognize employee's accomplishments
 To improve communications between supervisors.
 To improve performance, encouraging better relationships
among nurses
 To aid supervisor’s counseling.
 To determine training and developmental needs of nurse.
 To make inventories of talent within the organization.
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15. Guidelines for Performance Criteria
Realistic
Measurable and verifiable
Practical
Relevant
Non Discriminating
Time bound
Written
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16. 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
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17. 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
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18.  1. Self-evaluation
 In a self-evaluation assessment, employees first conduct their
performance assessment on their own against a set list of criteria.
 The pro is that the method helps employees prepare for their own
performance assessment and it creates more dialogue in the
official performance interview.
 The con is that the process is subjective, and employees may
struggle with either rating themselves too high or too low.
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20.  A Yes or No checklist is provided against a series of traits. If the
supervisor believes the employee has exhibited a trait, a YES is
ticked.
 If they feel the employee has not exhibited the trait, a NO is ticked
off. If they are unsure, it can be left blank.
 The pro is the simplicity of the format and its focus on actual
work-relate tasks and behaviors (ie. no generalizing).
 The con is that there is no detailed analysis or detail on how the
employee is actually doing, nor does it discuss goals.
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22.  This type of review includes not just the direct feedback from the
manager and employee, but also from other team members and
sources.
 The review also includes character and leadership capabilities.
 The pro is that it provides a bigger picture of an employee’s
performance.
 The con is that it runs the risk of taking in broad generalizations
from outside sources who many not know how to provide
constructive feedback.
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24.  A ratings scale is a common method of appraisal. It uses a set of pre-
determined criteria that a manager uses to evaluate an employee against.
 Each set of criteria is weighted so that a measured score can be calculated
at the end of the review.
 The pro is that the method can consider a wide variety of criteria, from
specific job tasks to behavioral traits. The results can also be balanced
thanks to the weighting system. This means that if an employee is not
strong in a particularly minor area, it will not negatively impact the
overall score.
 The con of this method is the possible misunderstanding of what is a good
result and what is a poor result; managers need to be clear in explaining
the rating system.
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26.  It involves the employee and manager agreeing to a set of
attainable performance goals that the employee will strive to
achieve over a given period of time.
 At the next review period, the goals and how they have been met
are reviewed, whilst new goals are created.
 The pro of this method is that it creates dialogue between the
employee and employer and is empowering in terms of personal
career development.
 The con is that it risks overlooking organizational performance
competencies that should be considered.
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28. USES OF PERFORMANCE
APPRAISAL
1. Salary determination
2. Promotion decisions.
3. Transfers.
4. Demotions.
5. Staff development.
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29. COMPONENTS OF
APPRAISAL PROCESS
 Day by day supervisor-subordinate interactions. (coaching,
counseling, disciplining)
 Written documentation
 The formal appraisal interview.
 Follow up session may involve training and discipline when
needed
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30. KEY BEHAVIORS FOR AN
APPRAISAL INTERVIEW
Put the employee at ease
Atmosphere creation
Clearly state the purpose of the interview
Go through the ratings one by one with the employee
Draw out the employee’s reactions to the ratings
Decide on specific ways in which performance areas can be strengthened
Set a follow up date
Express confidence in the employee.
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31. PERFORMANCE APPRAISAL
OUTCOMES
improve performance
improve communication
reinforce positive behavior
provide basis for regards/basis for motivation
provide basis for termination if necessary
identify learning needs and develop personnel
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32. Thanks
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