Performance Appraisal Class

8/9/2019 Performance Appraisal Class

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Alok Kumar Singh

Makhzoom Razi

PERFORMANCE APPRAISAL


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It is an objective assessment of anindividuals performance against well

defined benchmark;

How the job is going

How the employee is performing

How the employee can develop

What the superior can do to make ithappen

What is PerformanceAppraisal?


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1. Developmental Uses:

Identification of individual needs.

Performance feedback.

Determining transfers and job

assignment.

Identification of individual strength

and developmental needs.

WHY conduct a PerformanceAppraisal?


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2. Administrative uses :

salary

Promotion

Retention or termination

Layoffs

Recognition of individual performance.

Identification of poor performers.

WHY conduct a PerformanceAppraisal ?


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3.Organizational mentanance:

HR planning

Determining organization training needs

Evaluation of organizational goal achievement

Information for goal identification

Reinforcement of organizational development

needs

Evaluation of HR systems.

Why conduct performance appraisal?


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4. Documentation

Criteria forvalidation research

Documentation forHR decisions

To meetlegalrequirements


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The performance review must occur

atleast once in a year

However, as a part of PerformanceManagement, the performance review isa continuing, ongoing activity

WHEN to conduct aPerformance Appraisal ?


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Establish a more effective two waycommunication

Set performance objectives

Help improve current performance

Assess past performance

Provide feedback on performance

Identify training & development needs Allocate rewards

Identify staff with promotional possibilities

Assist in career planning decisions

OBJECTIVES of PerformanceAppraisal


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COMPETITIVE ADVANTAGE

COMPETITIVEADVANTAGE

IMPROVINGPERFORMANCE

MAKINGCORRECT

DECI

SIONS

LEGALCOMPLIANCE

MINIMISINGDISSATISFACTION

VALUES

ANDBEHAVIOR

STRATEGYAND

BEHAVI

OR


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APPRAISAL PROCESS

OBJECTIVES OF PERFORMANCE APPRAISAL

ESTABLISH JOB EXPECTATIONS

DESIGN AN APPRAISAL PROGRAM

APPRAISE PERFORMANCE

PERFORMANCE INTERVIEW

ARCHIVE APPRAISAL DATA

USE APPRAISAL DATA


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DESIGN AN APPRAISAL PROGRAM

APPRAISALDESIGN

FORMAL VSINFORMAL

WHOSEPERFORMA

NCE?

WHOARETHE

RATERS?

WHATPROBLEMS?

HOW TOSOLVE?

WHATTOEVALUATE?

WHEN TOEVALUATE?

WHATMETHODS?


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The Appraisee

The Appraiser

HR Department

WHO are involved inPerformance Appraisal


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Job knowledge

Planning &Organising ability

Leadership

Decision making

Commitment &Dedication

Initiativeness

Attributes measured inPerformance Appraisal

Innovativeness

Communication

Interpersonal Team work

Responsiveness tochange

Cost & Timeconsciousness


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1. Halo/horn effect employees extremecompetence in one area shines overall others. Conversely, employee does

poorly in one area and thisovershadows all areas.

2. Rater effect own prejudices {race,national origin, gender, appearance,

etc.} influence the appraisal.

3. Comparison Rating contrasting oneemployee with another.

Common Problems Associatedwith Conducting the Appraisal


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4. Central Tendency rate everyone asaverage

5. Recency Effect focusing on recentperformance instead of entire year

6. Just Like Me being more favorable to

people who are like you



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7. Avoidance Rating giving a positiveevaluation on marginal performance

to avoid confrontation andcontroversy with employee or toavoid hurt feelings.

8. Spillover effect past performanceappraisal ratings influence currentratings.



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METHODS OF PERFORMANCE APPRAISAL

FUTURE ORIENTED-:

MBO

ASSESSMENT CENTRES

360 DEGREE APPRAISALS

PSYCHOLOGICAL APPRAISALS


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METHODS

PAST ORIENTED -:

BARS-: scale points are determined by

statements of effective and ineffective

behaviors. FIELD REVIEW

RATING SCALE

FORCED CHOICE

FORCED DISTRIBUTION CHECKLIST


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InternalCustomers

Boss

Peers

ExternalCustomers

TeamMembers

Self

Feedbackcollected from

Using a speciallydesigned tool

Anonymously

WHAT IS 360 DF ?


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WHY 360 DEGREE FEEDBACK ?

People often tell you what you wouldlike to hear not what they really feel

This is more pronounced as you movehigher up The higher you go the lonelier

it gets Time spent on giving feedback to

individuals on their strengths and areasof improvements is minimum and nil insome cases

Feedback if any is restricted (Boss toEmployee and one way.)


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WHY 360 DEGREE FEEDBACK

A more objective feedback/truefeelings/perceptions are veryimportant

360 captures the chemistry one isgenerating at the work place.

IT IS AN EFFECTIVE WAY TO ENHANCE

ONES MANAGERIAL AND LEADERSHIPEFFECTIVENESS


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CHALLENGES OF APPRAISAL METHODS

CREATE A CULTURAL EXCELLENCE

ALIGN ORGANIZATIONAL OBJECTIVES TO

INDIVIDUAL ASPIRATIONS

CLEAR GROWTHPATHS FOR TALENTEDINDIVIDUALS

PROVIDE NEW CHALLENGES TO

REJUVINATE CAREERS

FORGE A PARTYNERSHIP WITH PEOPLE FOR

MANAGING THEIR CAREERS

EMPOWER EMPLOYEES


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HBR 1976JULY

BY :HARRY LEVINSON

An organization is into losses .the president puts ansenior executive manager to fix the problem.Within twoyears of that injunction, the new executive moved theoperation from a deficit position to one that showed a

profit of several million. Fresh from his triumph, the executive announced himself

as a candidate for a higher-level position.

The corporate president told him that he had indeedaccomplished what he had been asked to do, but he had

done it single-handedly, by the sheer force of his ownpersonality. Furthermore, the executive was told, he hadreplaced people whom the company thought to be goodemployees with those it regarded as compliant.In effect,by demonstrating his own strength, he had made theorganization weaker.


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ANALYSIS:

Implicit in this vignette is the major fault in performanceappraisal .

Performance appraisal has three basic functions: (1) to

provide adequate feedback to each person on his or her

performance; (2) to serve as a basis for modifying or

changing behavior toward more effective workinghabits; and (3) to provide data to managers with which

they may judge future job assignments and

compensation.

while the system purports to appraise results, inpractice, people are really appraised on how they do

thingswhich is not formally described in the setting of

objectives, and for which there are rarely data on record.


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Thank you

Documents

Performance Appraisal Class