IM326 JOB PERFORMANCE.pptx

Alex Roldan
Sri Mahana Medura
Francis Florence Beltran
Rex Emmanuele Alcalde

• Job performance assesses whether a person
performs a job well.
• Job performance, studied academically as part of
industrial and organizational psychology (the branch
of psychology that deals with
the workplace), also forms a part of human
resources management.

A work performance that being shown by
people in terms of expected quantity and quality of
their jobs.

Performance appraisal means the systematic
evaluation of the performance of an expert or his
immediate superior. Performance appraisal is a
method of evaluating the behavior of employees
in the work spot, normally including both the
quantitative and qualitative aspects of job
performance.

It is a process for evaluating and
documenting how well an employee is
carrying out his or her job. Performance
appraisals are used for an employee's
development. It helps the management
to make decisions regarding promotions,
job transfer & terminations.

AIMS OF PERFORMANCE
APPRAISAL
• Give employee feedback.
• Identify employee training need
• Document criteria.
• Form a basis for personnel: salary increases,
promotions, disciplinary actions, bonuses, etc.
• Provide the opportunity for organizational diagnosis and
development
• Facilitate communication
• Validate selection techniques and human resource
policies.

•To determine the effectiveness of employees on their
present jobs so as to decide their benefits.
•To identify the shortcomings of employees so as to
overcome them through systematic guidance and
training.
•To find out their potential for promotion and
advancement.

WORK RELATED OBJECTIVES
–To provide a control for
work done
–To improve efficiency
–To help in assigning
work and plan future
work assignment; and
–To carry out job
evaluation

– To identify strong and weak
points and encourage finding
remedies for weak points through
training;
– To determine career potential;
– To plan developmental(
promotional or lateral)
assignments; and
– To plan career goals
CAREER DEVELOPMENT OBJECTIVES

OBJECTIVES OF COMMUNICATION
• To provide adequate feedback on
performance;
• To clearly establish goals, i.e what is
expected of the staff members in terms
of performance and future work
assignments;
• To provide counseling and job
satisfaction through open discussion on
performance and
• To let employees assess where they
stand within the organization in terms of
their performance.

ADMINISTRATIVE OBJECTIVES
• To serve as a basis for
promotion or demotion;
allocating incentives;
determining transfers ; and
termination in case of reduction
of staff.

Performance appraisal helps the management to take decision
about the salary increase of an employee.
The continuous evaluation of an employee helps in improving
the quality of an employee in job performance.
The Performance appraisal brings out the facilities available to
an employee, when the management is prepared to provide
adequate facilities for effective performance.
 It minimizes the communication gap between
the employer and employee.
Promotion is given to an employee on the
basis of performance appraisal.

 The training needs of an employee can be identified
through performance appraisal.
The decision for discharging an employee.
Performance appraisal is used to transfer a person.
The grievances of an employee are
eliminated through performance
appraisal.
The job satisfaction of an employee
increases morale.

CONCEPT OF PERFORMANCE
APPRAISAL
Appraisal should be in writing and
carried at least once a year.
The performance appraisal information
should be shared with the employee.
Employee should have the opportunity
to respond in writing to the appraisal.

Employees should have a
mechanism to appeal the
results of the performance
appraisal.
Manager should have
adequate opportunity to
observe the employees
Anecdotal notes on the
employee‘s performance
should be kept during the
entire evaluation period.

Evaluator should be
trained to carry out
the performance
appraisal process
Performance appraisal
should focus on employee
behaviour and results
rather than on personal
traits or characteristics.

USE OF PERFORMANCE
APPRAISAL SYSTEM
Raises, Merit
Pay, Bonuses
Personnel
Decisions(
e.g.
promotion,
transfer,
dismissal)
Identification
of training
needs
Research
purposes

ELEMENTS OF PERFORMANCE
APPRAISAL
Setting performance
goals and objectives
Determining key
competencies
Measurement of
performance
against the goals
and objectives
Measurement of
performance
against key
competencies,
Feedback
of results.
Amendment to
goals and
objectives

PRINCIPLES OF PERFORMANCE
APPRAISAL
Single employee is rated by two raters.
Continuous and personal observation of an
employee is essential to make effective
performance appraisal.
The rating should be done by an immediate
superior of any subordinate in an
organization.
A separate department may be created for
effective performance appraisal.

The rating is conveyed to the concerned employee.
The plus points of an employee should be
recognised. At the same time, the minus points
should not be highlighted too much.
The management should create confidence in the
minds of employees.
The standard for each job should be determined by
the management.
Separate printed forms should be used for
performance appraisal to each job according to the
nature of the job.

OBSTACLES TO EFFECTIVE
PERFORMANCE APPRAISAL
• Lack of support from top
management.

RESISTANCE ON THE PART OF
EVALUATOR BECAUSE:
• Performance appraisal demands too
much of supervisors efforts in terms
of time, paperwork, and periodic
observation of subordinates’
performance.
• Supervisors do not fully
understand the purposes and
procedures of performance
appraisal.

• Supervisors lack skills in appraisal
techniques.
• Performance appraisal is not
perceived as being productive.
• Evaluator biases and rating errors.
• Lack of clear, objective standards of
performance.
• Failure to communicate purposes and
lack of suitable appraisal tool.

Step by step Guide to Performance Appraisals
Develop performance standards
Setting goals and objectives
Data collection
Performance appraisal interview
Future goals and objectives
Follow up
Rewarding performance

Performance standards are:
• Based on the position, not the individual
• Observable, specific indicators of success
• Meaningful, reasonable and attainable
• Describe “fully satisfactory” performance
once trained
• Expressed in terms of quantity, quality,
timeliness, cost, safety or outcomes
A. DEVELOP THE STANDARDS FOR
EVALUATION

B. SETTING OBJECTIVES
• Specific
• Performance oriented
• Realistic
• Observable

C. DATA COLLECTION
• Sources of performance
information
– Personal observation
– Reports, documentation,
correspondence. Etc.
– Feedback (internal and external)
– Periodic discussions with employee

D. PERFORMANCE APPRAISAL
INTERVIEW
• Review standards, documentation
and job description as well as the
appraisal form and various ratings.
• Write the appraisal ( Complete the
Performance Appraisal Form).
• Know the person’s record
thoroughly.
• Prepare the employee in advance.

Guidelines for conducting the
interview
• Establish a friendly, helpful, purposeful tone
at the outset of the discussion. Be at ease.
• Ask for the subordinate’s opinion of his or
her performance since the last appraisal.
• Be ready to suggest specific developmental
activities suitable to each employee’s needs.
• Make sure that the session is truly a
discussion.

• List disagreements: if possible, disagreements
should be resolved before the end of the
interview.
• Make certain that your employees fully
understand your appraisal of their
performance.
• Discuss the future as well as the past. Plan
with the employee specific changes in
performance or specific developmental
activities that will allow fuller use of
potential.
• End the discussion on a positive, future –
improvement- oriented note.
• Document the conclusions.

E. FUTURE GOALS AND
OBJECTIVES
• At the end of the interview, the employer should
allow some time to create a development plan.
• The employer should record specific goals,
targets or benchmarks that the employee will
attempt to achieve.
• Both employer and employee should agree on
the steps to be taken to achieve these targets,
• Both should agree on how the employee’s
progress towards these objectives will be
measured and set a defined timeframe, even if
this is simply the next performance appraisal.

F. FOLLOW UP
• Follow up means more than simply
conducting regular formal performance
reviews once a year.
• If employers review employees and
provide feedback as part of everyday
management, both employers and the
employee will learn much more about
their strengths, weaknesses and how
employers would prefer the job to be
done.

G. THE PERFORMANCE
EVALUATION REPORT
• Class specification and / or informal job
description.
• Job standards, procedures and regulations.
• Established goals, objectives and
expectations.
• Knowledge and abilities to perform the
job.
• Job relationships required for successful
performance, i.e supervisors, co-workers,
county employees and the public.

H. REWARDING PERFORMANCE
• Rewarding performance means
providing incentives to, and
recognition of, employees for
their performance and
acknowledging their
contributions to the agency’s
mission.

• Outstanding ( Level 5): Eligible for an
individual cash award up to 5% of base pay; a
Quality Sleep Increase; Time Off Award ; or
other appropriate equivalent recognition.
Additionally, may be eligible for a salary
increase of up to 5% from the Human Resource
Fund or as per organization’s policy.
• Exceeds Expectations (Level 4): Eligible for
an individual cash award up to 3 % of base pay;
Time –Off Award, non-momentary award or
other appropriate equivalent recognition.

• Competent (Level 3): Eligible for
awards such as monetary, non-
momentary, Time –off, or other
appropriate equivalent recognition,
given for reasons: other than sustained
performance tied to the rating of
record.
• Minimally Successful (Level 2):
Ineligible for any performance
recognition.
• Unsatisfactory (Level 1): Ineligible
for any performance recognition.

METHODS OF APPRAISING
PERFORMANCE

Traditional methods of
performance appraisal

1. Essay appraisal method
 This traditional form of appraisal, also known
as "Free Form method" involves a description
of the performance of an employee by his
superior.
 The description is an evaluation of the
performance of any individual based on the
facts and often includes examples and
evidences to support the information.
 A major drawback of the method is the
inseparability of the bias of the evaluator.

2. Straight ranking method
1. This is one of the oldest and simplest techniques
of performance appraisal.
2. In this method, the appraiser ranks the employees
from the best to the poorest on the basis of their
overall performance.
3. It is quite useful for a comparative evaluation.

3. Paired comparison
• A better technique of comparison than the
straight ranking method, this method
compares each employee with all others in
the group, one at a time.
• After all the comparisons on the basis of the
overall comparisons, the employees are
given the final rankings.

4. Critical incidents methods
• In this method of Performance
appraisal the evaluator rates the
employee on the basis of critical
events and how the employee behaved
during those incidents.
• It includes both negative and positive
points.
• The drawback of this method is that
the supervisor has to note down the
critical incidents and the employee
behavior as and when they occur.

5. Field review
• In this method, a senior member of
the Human Resource department or a
training officer discusses and
interviews the supervisors to evaluate
and rate their respective subordinates.
• A major drawback of this method is
that it is a very time consuming
method.
• But this method helps to reduce the
superiors’personal bias.

6. Checklist method
• The rater is given a checklist of the
descriptions of the behaviour of the
employees on job.
• The checklist contains a list of
statements on the basis of which the
rater describes the on the job
performance of the employees.

7. Graphic rating scale
• In this method, an employee’s quality and quantity
of work is assessed in a graphic scale indicating
different degrees of a particular trait.
• The factors taken into consideration include both the
personal characteristics and characteristics related to
the on the job performance of the employees.
• For example a trait like Job Knowledge may be
judged on the range of average, above average,
outstanding or unsatisfactory.

8. Forced Distribution
• To eliminate the element of bias from the
rater’s ratings, the evaluator is asked to
distribute the employees in some fixed
categories of ratings like on a normal
distribution curve.
• The rater chooses the appropriate fit for the
categories on his own discretion

Modern methods of
performance appraisal

1. Assessment centres
• An assessment centre typically involves the
use of methods like social/informal events,
tests and exercises, assignments being given to
a group of employees to assess their
competencies to take higher responsibilities in
the future.
• Generally, employees are given an
assignment similar to the job they would be
expected to perform if promoted.
• The trained evaluators observe and evaluate
employees as they perform the assigned jobs
and are evaluated on job related

2. Behaviorally anchored
rating scales
• Is a relatively new technique which combines the
graphic rating scale and critical incidents method.
• It consists of predetermined critical areas of job
performance or sets of behavioral statements
describing important job performance qualities as
good or bad.
• In this method, an employee’s actual job behavior is
judged against the desired behavior by recording and
comparing the behavior with BARS.

3. Human resource accounting method
• Human resources are valuable assets
for every organization. Human
resource accounting method tries to
find the relative worth of these assets
in the terms of money.
• In this method the Performance
appraisal of the employees is judged
in terms of cost and contribution of
the employees.

4. 360-Degree-performance-
appraisal method

• 360 degree feedback, also
known as 'multi-rater
feedback', is the most
comprehensive appraisal
where the feedback about
the employees’
performance comes from
all the sources that come
in contact with the
employee on his job

360 degree appraisal has four
integral components:
1. Self appraisal
2. Superior’s appraisal
3. Subordinate’s appraisal
4. Peer appraisal.

„Management by Objectives‟
(MBO)

• Clarity of goals – With MBO, came
the concept of SMART goals i.e.
goals that are:
Specific
Measurable
Achievable
Realistic, and
Time bound

ERRORS IN WRITING
PERFORMANCE EVALUATIONS
• The “ halo effect”
• The “pitchfork effect” or “ recency
effect”.
• “Stereotyping”
• “Comparing”
• “Mirroring”
• Managers and supervisors want to
avoid being the “ bad guy”.

EFFECTIVE MANAGEMENT OF
PERFORMANCE APPRAISAL
• The system should be simple, effective, efficient and
administratively feasible.
• The procedures and uses of the system should be
understood and agreed on by line management and
the employees being rated.
• Factors to be rated should be measurable and agreed
on by managers and subordinates.
• Raters should understand the purpose and nature of
the performance review.

QUALITIES OF A GOOD
APPRAISAL
It is Factual
It is Fair
It describes the Whole Period
It describes the Whole Job
It has no Surprises

BENEFITS OF PERFORMANCE
APPRAISAL

Benefit for the individual:
• Gaining a better understanding of their role
• Understanding more clearly how and where they fit in
within the wider picture
• A better understanding of how performance is assessed
and monitored
• Getting an insight
• Improving understanding of their strengths and
weaknesses and developmental needs
• Identifying ways in which they can improve performance
• Providing an opportunity to discuss and clarify
developmental and training needs
• Understanding and agreeing their objectives for the next
year
• An opportunity to discuss career direction and prospects.

Benefit to the line/
manager/supervisor/team leader:
• Oppurtunities to
– hear and exchange views and opinions away
from the normal pressure of work
– to identify any potential difficulties or
weaknesses
– An improved understanding of the resources
available
– to plan for and set objectives for the next period
– to think about and clarity their own role
– to plan for achieving improved performance
– to plan for further delegation and coaching
– to motivate members of the team

Benefits to the organization
• A structured means of identifying and
assessing potential
• Up-to-date information regarding the
expectations and aspirations of
employees
• Information on which to base decisions
about promotions and motivation
• An opportunity to review succession
planning

THANK YOU
A good process is the foundation of
your success”

MOTIVATION
 Motivation is a process that start with physiological and
psychological deficiency or need that activates a
behavior or a drive that is aimed at a goal or incentive

MOTIVATION THEORIES
 Maslow’s Hierarchy of Needs Theory
 Herzberg’s Two-Factor Theory
 Vroom’s Expectancy Theory

Maslow Hierarchy of Needs
Higher Order
Internal
Lower Order
External

 Needs were categorized as five levels of lower-to higher
order needs.
Individual must satisfy lower order needs before they
can satisfy higher order needs.
Satisfy needs will no longer motivate.
Motivating a person depends on knowing that at what
level a person in on hierarchy
 Hierarchy of needs
 Lower order (external): physiological, safety
 Higher order (internal): social, esteem, self actualization

HIERARCHY OF WOK MOTIVATION
Basic Needs
Pay
Security needs
Seniority plans, union, health insurance, employee assistance
Plans, severance pay, pension
Social needs
Formal and informal workgroups or teams
Esteem needs
Titles, status symbols promotions
SELF-ACTUALIZATION
Personal growth, realization of potential

APPLYING MASLOW'S NEEDS HIERARCHY -
BUSINESS MANAGEMENT IMPLICATIONS
 Physiological Motivation: Provide ample breaks for lunch
and recuperation and pay salaries that allow workers to buy life's essentials.
 Safety Needs: Provide a working environment which is safe, relative job
security, and freedom from threats.
 Social Needs: Generate a feeling of acceptance, belonging, and community
by reinforcing team dynamics.
 Esteem Motivators: Recognize achievements, assign important projects,
and provide status to make employees feel valued and appreciated.
 Self-Actualization: Offer challenging and meaningful work assignments
which enable innovation, creativity, and progress according to long-term
goals.

APPLICATION-JOB DESIGN
Job Characteristics Model

The Labor Code of the Philippines stands as the law
governing employment practices and labor relations in the
Philippines. It was enacted on Labor day of 1974 by President
Ferdinand Marcos, in the exercise of his then extant legislative
powers.
It prescribes the rules for hiring and termination of private
employees; the conditions of work including maximum work
hours and overtime; employee benefits such as holiday pay,
thirteenth month pay and retirement pay; and the guidelines in
the organization and membership in labor unions as well as in
collective bargaining.

Human Labor Law & Regulations
Article 83 of the Labor Code of the Philippines
Normal hours of work. – The normal hours of work of
any employee shall not exceed eight hours a day except
in cases where the enterprise adopts a compressed
work week scheme, but shall not exceed 48 hours a
week.

Undertime Not Offset by Overtime
Article 88 of the Labor Code enunciates that undertime
work on a business day shall not be offset by overtime
work on any other day.

Right to weekly rest day. It shall be the duty of every
employer, whether operating for profit or not, to
provide each of his employees a rest period of not less
than twenty-four (24) consecutive hours after every six
(6) consecutive normal work days.

Article 97 of the Labor Code defines wage as the
remuneration or earnings, however designated,
capable of being expressed in terms of money, whether
fixed or ascertained on a time, task, piece, or
commission basis, or other method of calculating the
same, which is payable by an employer to an employee
under a written document.

Withholding of wages
It shall be unlawful for the employer to withhold
any amount from an employee's wage, or to
induce him to give up any part of his wages
without the employee's consent

Recovery of wages, simple money claims and
other benefits.

Article 130 of the Labor Code requires that certain
facilities are required to be provided for women to
ensure their safety and health. Articles 133 to 136
provide safeguards for women employees by, among
others, declaring acts of discrimination against women
and certain prohibited acts, as unlawful..

ART. 135. DISCRIMINATlON PROHIBITED - It shall be
unlawful for any employer to discriminate against any
woman employee with respect to terms and conditions
of employment solely on account of her sex.

No child below fifteen (15) years of age shall be
employed, except when he works directly under the
sole responsibility of his parents or guardian, and his
employment does not in any way interfere with his
schooling.

Notice of sickness, injury or death shall be given to the
employer by the employee or by his dependents or
anybody on his behalf within five days from the
occurrence of the contingency. No notice to the
employer shall be required if the contingency is known
to the employer or his agents or representatives.

In cases of termination for a just cause, an employee
must be given "ample opportunity to be heard and to
defend himself."

For termination of employment based on health
reasons, employers are allowed to terminate
employees found suffering from any disease and
whose continued employment is prohibited by law
or is prejudicial to his health as well as to the
health of his co-workers (Art. 284, Labor Code).

Retirement. - Any employee may be retired upon
reaching the retirement age established in the
collective bargaining agreement or other
applicable employment contract.

Security of tenure. – In cases of regular employment,
the employer shall not terminate the services of an
employee except for a just cause or when authorized by
this Title.

Article 296 of the Labor Code is straightforward on the
requirements – first, the employee must be apprised of
the regularization standards at the time of his/her
engagement; and second, the probationary
employment must not exceed six months.

Article 297 of the Labor Code allows the termination of
an employee for willful breach of the trust reposed in
him by the employer. Trust is a very important word
that takes years to build but only seconds to destroy.
Some believe that trust, once lost, can never be
regained.

A bona fide suspension of business operations for not
more than six (6) months does not terminate
employment. After six (6) months, the employee may
be recalled to work or be permanently laid off. In this
case, more than six (6) months have elapsed from the
time the Club ceased to operate.

Labor contracts are impressed with public interest and
must yield to the common good. Accordingly, the State
can exercise its most unbridled and pervasive power—
police power—to regulate labor contracts in order to
maintain an orderly society.

In case of doubt, all labor legislation and all labor
contracts shall be construed in favor of the safety
and decent living for the laborer.

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