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Performance Management
This document discusses key result areas (KRAs), key performance indicators (KPIs), and different methods of performance appraisal. It defines KRAs as general outcomes an employee is responsible for and KPIs as measurable metrics of success. Traditional methods of appraisal included essays and rankings, while modern methods focus on goals, feedback from multiple perspectives, and development over evaluation. The document contrasts traditional, individualistic appraisal styles with modern, collaborative approaches.
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Performance Management
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- 2. o Key ResultArea(KRA) o Key Performance Indicators (KPA) o Difference between Methods of Performance Appraisal Traditional Methods Modern Methods
- 3. KRA refers togeneral areas of outcomes or outputs for which a role is responsible. Defines the key area that the employee needs to produce in his specified field. Ex:- for HR manager area might be Recruitment Importance Clarify their roles Focus on results Set goals and objectives. Improve their work management Make value added decisions
- 4. KPIs describe theindicators of performance or success for an employee. KPI also called as Key Success Indicators (KSI), help an organization define and measure progress toward organizational goals. Ex:- HR Manager who has Recruitment as one of their KRA's, a typical KPI for this HR Manager might be "Recruitment of Level 1 Positions within 3 months of notified vacancy and within 90% of budget".
- 5. Essay andConfidential Report Straight Ranking Paired Comparisons Field Review Forced Distribution Check list Critical Incident Graphic Scale
- 6. Human ResourceAccounting Behaviourally Anchored Rating Scales (BARS) Management By Objectives 360 degree performance management
- 7. CATEGORIES TRDITIONAL APPRAISALMORDERN APPRAISAL Guiding values Individualistic, control oriented,documentory Systematic, Developmental, problem solving. Leadership styles Directional, evaluative Facilitative, coaching. Frequencies Occasional. Frequent. Formalities High Low Reward Individualistic. Grouped, organizational.
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Editor's Notes
- #4 Typically organisations like to define a set of KRA's for each role in an company, so that everybody's clear on the exact areas that the role is responsible
- #6 Essay and Confidential Report – the evaluation based on the individual facts and often evidences available. It is a non quantitative technique.Straight Ranking – It is simplest and oldest method. Every employee is judged as a whole without distinguishing the rates from his performance.Paired Comparisons – every person is compared trait-wise with other persons one at a time, the number of times one person is compared with others helps to yielding rank order of employeeField Review – an expert from the personal department interviews line supervisors to evaluate their respective subordinates. Forced Distribution – this method minimises rater’s bias so all employees are not similarly rated. (Outstanding, above average, average, below average, poor).Check list – this describes the characteristics and performance of employees behaviour in the job. Critical Incident – the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents.Graphic Scale- simplest and most popular, a rating scale lists traits and a range of performance values for each trait.
- #7 Human Resource Accounting – this is attached with the money values to the value of the firm’s internal human resources and external goodwill.Behaviourally Anchored Rating Scales (BARS)- new appraisal technique. Its proponents claims that it provides better, more equitable appraisals than do the other tools.Management By Objectives – it sets the measurable goals with each employee and then periodically discuss his progress towards these goals.360 degree performance management – it is systematic collection of data on an individual or group. It is a broader perspective of an employee.