This document discusses performance management and performance appraisals. It identifies key components of measuring employee performance, including quantity and quality of output, timeliness, attendance, efficiency and effectiveness. Performance is measured using trait-based, behavior-based and results-based information. Performance appraisals are used for administrative actions like compensation adjustments and promotions, as well as developmental actions like training and coaching. Appraisals can be conducted by supervisors, peers, employees or outsiders using methods like rating scales, rankings, narratives or management by objectives. Raters and employees require training to address errors and biases. Effective feedback is also important.

1. By
LOCUS

2. Introduction
Performance Management
Benefits
Performance Management Linkage
Performance Management Process
Performance Management v/s Performance
Appraisal
Performance-Focused Organizational Cultures
Components of Performance Management

3. Identifying and Measuring Employee Performance
Included while measuring employee performance
Quantity of output
Quality of output
Timeliness of output
Presence/attendance of the job
Efficiency of the work completed
Effectiveness of work completed
Types of performance information
Trait based information
Behaviour- based information
Results-based information
Performance Standards

4. PERFORMANCE APPRAISALS
• Also called as Employee Rating, Employee Evaluation, Performance
Review.
• Performance Appraisals are done for:
 Administering Wages and Salaries
 Performance Feedback
 Indentify employee strength and weakness
 Improving previous or poor performance

5. Uses of Performance Appraisals
Administrative Actions
 Dismissal from work
 Disciplinary procedures
 Compensation adjustments
 Promotions/ Demotions
 Transfers
Developmental Actions
Career progression
Training opportunities
Coaching
Mentoring
Identify strength / weaknesses

6. Performance Appraisal decisions
These decisions are undertaken by-
 The HR
 The Manager
• Informal and Systematic Appraisal processes
• Timing of Appraisals
• Legal concerns with performance appraisals

7. Who conducts Appraisals
 Supervisory rating of subordinates
 Employee rating of managers
 Team/ Peer Rating
 Self Rating
 Outsider Rating
 Multisource/360 degree feedback

9. Tools for Appraising Performance
Category Scaling Methods
Graphic Rating Scales
Behavioural Rating Scales
Comparative Methods
Ranking
Forced distribution
Narrative Methods
Critical Incident
Essay
Management by objectives – MBO Process
Combination of Methods

10. Training Managers and Employees
 Rater Errors
 Varying Standards
 Recency and Primary effects
 Central Tendency, Leniency and Strictness Errors
 Rater Bias
 Halo and Horns effects
 Contrast error
 Similar-to-Me / Different-from-Me Errors
 Sampling errors

11. Appraisal Feedback
Appraisal Interview
Feedback as a System
Reaction of Managers
Reactions of Appraised Employees
Effective performance management