performance appraisal methods

2.  Performance Appraisal is the systematic evaluation of the
performance of employees and to understand the abilities of a
person for further growth and development.

3. Performance appraisal is generally done in systematic ways which
are as follows:
 The supervisors measure the pay of employees and compare it
with targets and plans.
 The supervisor analyses the factors behind work performances of
employees.
 The employers are in position to guide the employees for a better
performance.

4. “Performance appraisal is a formal structured system of
measuring and evaluating an employee’s job, related
behaviour’s and out comes to discover how and why the
employee is presently performing on the job an how the
employee can perform effectively in the future so that the
employee, organization and society all benefit.”

5.  To maintain records in order to determine compensation packages,
wage structure, salaries raises, etc.
 To identify the strengths and weaknesses of employees to place
right men on right job.
 To maintain and assess the potential present in a person for further
growth and development.

6.  To provide a feedback to employees regarding their performance
and related status.
 It serves as a basis for influencing working habits of the
employees.
 To review and retain the promotional and other training
programmes.

7.  Promotion:
 Performance Appraisal helps the supervisors to chalk out the
promotion programmes for efficient employees.
 In this regards, inefficient workers can be dismissed or demoted in
case.

8.  Compensation:
 Performance Appraisal helps in chalking out compensation
packages for employees. Merit rating is possible through
performance appraisal.
 Performance Appraisal tries to give worth to a performance.
Compensation packages which includes bonus, high salary rates,
extra benefits, allowances and pre-requisites are dependent on
performance appraisal. The criteria should be merit rather than
seniority.

9.  Employees Development:
 The systematic procedure of performance appraisal helps the
supervisors to frame training policies and programmes.
 It helps to analyse strengths and weaknesses of employees so that
new jobs can be designed for efficient employees.
 It also helps in framing future development programmes.

10.  Selection Validation:
 Performance Appraisal helps the supervisors to understand the
validity and importance of the selection procedure.
 The supervisors come to know the validity and thereby the
strengths and weaknesses of selection procedure.
 Future changes in selection methods can be made in this regard.

11.  Communication:
 For an organization, effective communication between employees and
employers is very important. Through performance appraisal,
communication can be sought for in the following ways:
 Through performance appraisal, the employers can understand and
accept skills of subordinates.
 The subordinates can also understand and create a trust and
confidence in superiors.
 It also helps in maintaining cordial and congenial labour management
relationship.
 It develops the spirit of work and boosts the morale of employees.
 All the above factors ensure effective communication.

12.  Motivation:
 Performance appraisal serves as a motivation tool. Through
evaluating performance of employees, a person’s efficiency can be
determined if the targets are achieved.
 This very well motivates a person for better job and helps him to
improve his performance in the future.

13.  Performance Counselling is a very important activity that helps
employees to know themselves better.
 Performance Counselling refers to the help provided by a manager
to his subordinates in objectively analysing their performance.
 It attempts to help the employee in:
 Understanding himself - his strengths and weaknesses.
 Improving his professional and interpersonal competence by
giving him feedback about his behaviour.
 Setting goals and formulating action plans for further
improvement.

14.  Feedback
 Pre – Interview Preparation
 Interview

15.  Feedback should be descriptive and non- evaluative.
 It should be focused on the behaviour of the person rather than on the
person himself.
 It is necessary to distinguish between the individual and his behaviour in
conveying the negative feedback.
 Feedback should be given timely. It should be given at the first
opportunity when the employee is in the receptive mood.
 Feedback should be continuous. It should become a regular practice so
that the subordinate develops an ability to accept and act upon the
feedback.
 Feedback should be checked and verified. This will ensure that the
subordinate has not misinterpreted the feedback received from his
superior.

16.  Make sure you know what was mutually agreed in terms of job
responsibilities
 Review the employee’s background, education, training and
experience.
 Determine the strengths and development needs to be discussed
with the employee.
 Identify areas that need attention during the next review period.
 Make sure that the employee has sufficient advance notice for the
interview so that he has time to do his own preparation.
 It is always useful to note down the key points on a piece of paper.

17.  Be sincere, informal and friendly. Explain the purpose of the
discussion and make it clear to the subordinate that the interview
is a two way communication.
 Encourage the employee to discuss how he appraises his own
performance.
 Before discussing suggestions you have for his development,
encourage the employee to tell his own plans.
 Make a record of plans you and the employee have made, points
requiring follow-up.