Performance Appraisal - Presentation (1)

8/3/2019 Performance Appraisal - Presentation (1)

1/37

Presentation by Roll no.

Hitesh Bhoir 06

Minal Jadhav 24

Sandeep Kalkeri 28

Sushma Muniraj 38


2/37

methods & Legal Perspective ofperformance Appraisal


3/37

Objectives

About Performance appraisal

Meaning

Definition

Process of Performance Appraisal

Modern

Methods / Techniques of Performance Appraisal

Traditional

Index

Issues in Performance Appraisal

Advantages of Performance Appraisal

Disadvantages of Performance Appraisal


4/37

DefinitionsAccording to Newstrom, It is the process of evaluating

the performance of employees, sharing that

information with them and searching for ways to

improve their performance.


5/37

MeaningPerformance appraisal is the step where the

management finds out how effective it has been at

hiring and placing employees .

A Performance appraisal is a process ofevaluating an employees performance of a job in terms

of its requirements.


6/37

Purpose

Empowerment

Relat

ionship

Flex

ibility

Op

timal

Perfo

rmance

Recogn

itionand

Rewards

Morale


7/37

Objectives of Performance AppraisalEmployee Organization

measuring the efficiency

maintaining organizational

control.

concrete and tangible

particulars about their work

assessment of

performance

mutual goals of the

employees & the organization.growth & development

increase harmony & enhance

effectiveness

Personal development

work satisfaction involvement in the

organization.

According to:

Aims at:


8/37

Settingperformance

standardsTaking corrective

standards

Discussing

results

Comparing

standards

Measuring

standards

Communicating

standards

Process


9/37

1. Paired comparison

2. Graphic Rating scales

3. Forced choice Description

method

4. Forced Distribution Method

5. Checks lists

6. Free essay method

7. Critical Incidents

8. Group Appraisal

9. Field Review Method

10.Confidential Report

11.Ranking

1. Assessment Center

2. Appraisal by Results or

Management by

Objectives

3. Human Asset

Accounting

4. Behaviorally Anchored

Rating scales

Traditional Methods Modern Methods

Methods of Performance Appraisal


10/37

As compared to A B C

A + - +

B - + -

C + - +

For the Trait Quality ofwork

A - + +

B + - +

C + + -

As compared to A B C

For the Trait Creativity

+

+

++

+

+

+

+ +-

-

-

--

- -

- -

Person rated Person rated

Ranking employees by paired comparison Method


11/37

Graphic or Linear Rating ScalesAttitude

No interestIn work:

consistent

complainer

Careless:In-different

Instructions

Interested inwork:

Accepts

opinions &advice of

others

Enthusiastic about job

&

fellow-workers

Enthusiasticopinions &

advice

sought byothers

DecisivenessTakedecisions in

consultationwith others

whose views

he values

Slow to

take

decisions

Take

decisions

after carefulconsideration

Takes

decisions

promptly

Take

decisions

withoutconsultation

0 5 10 15 20

0 5 10 15 20


12/37

Criteria Rating

1.Regularity on the job Most Least

Forced choice method

Always regular

Inform in advance for delay

Never regular

Remain absent

Neither regular nor irregular


13/37

No.

of

employees10% 20% 40% 20% 10%

poor Below

average

average good Excellent

Force distribution curve

Forced distribution method


14/37

Staff AppraisalName . . . . . . . Job Title . . . . . . .

Department . . . . . . . . . . . . Date of Review . . . . . . .Age . . . . . .. . Years in present job

Section I Appraisal Of Performance

Note to Appraiser

1. Appraisal must cover the period of the preceding 12 months

2. Consideration to every function & responsibility of the job

3. An objective factual assessment of an employees improvement ordeterioration

Section II Promotability & Potential

Promotability

1. Promotion now

2. Within 2 years3. Within 5 years

4. Unlikely to qualify for promotion

Section III Career Development

Section IV Notes on Interview with employee

Section V Comments on & Endorsement by Reviewing Authority

Specimen of Staff Assessment Form [Descriptive Essay Type]


15/37

Ex: A fire, sudden breakdown, accident

Workers Reaction scale

A Informed the supervisor immediately 5

B Become anxious on loss of output 4

C Tried to repair the machine 3

D Complained for poor maintenance 2E Was happy to forced test 1

Critical Incident method


16/37

Performance subordinate peers superior customerDimension

Leadership ^ ^

Communication ^ ^

Interpersonal skills ^ ^

Decision making ^ ^ ^

Technical skills ^ ^ ^

Motivation ^ ^ ^

Field review method


17/37

Group appraisal method


18/37

MBO ProcessSet organizational goals

Defining performance target

Performance review

feedback


19/37

Performance Points Behavior

Extremely

good

7 Can expect trainee to make valuable suggestions

for increased sales and to have positiverelationships with customers all over the

country.

Good 6 Can expect to initiate creative ideas for improved

sales.

Above average 5 Can expect to keep in touch with the customers

throughout the year.

Average 4 Can manage, with difficulty, to deliver the goods

in time.

Below average 3 Can expect to unload the trucks when asked bythe supervisor.

Poor 2 Can expect to inform only a part of the

customers.

Extremely poor 1 Can expect to take extended coffee breaks &

roam around purposelessly.

Behavioral Anchored Rating Scales


20/37

360 degree performance appraisal


21/37

These companies are using 360 DegreePerformance Appraisal Method

Examples of 360 degree performance appraisalmethod

Wipro

Infosys

Reliance Industries

Maruti Udyog

HCL TechnologiesWyeth Consumer

Health (WCH)


22/37

LEGAL AND ETHICAL PERSPECTIVES

IN PERFORMANCE APPRAISALLegal Perspectives in Performance Appraisal:

It is important for a manager to realize that performance appraisal

becomes a legal issue whenever it is used as the basis for an

employment decision, including promotions, pay raises, selection

for training programs, etc.

Many laws exist to enforce the requirement that the evaluation of

work behavior be based on objective, job-related criteria so that

an individuals employment situation is not unjustly affected

because of the managers stereotypes or biases.


23/37

Systems Model of Performance Appraisal showing the

importance of legal consideration

A Systems Perspective of Performance Appraisal

Systems Model of Performance Appraisal

Identify

Goals

LegalConsideration

Develop or

SelectPerformance

Appraisal

Instrument

Train Mgrs

to ReduceRating

Errors

Record

Work

Behaviors

EvaluateEmployees

ConductInterview

Evaluation of Performance

Appraisal System


24/37

Performance appraisals should not be used in a merelypunitive or retaliatory fashion.

Appraisals should not be used to discriminate against

employees on the basis of race, religion, age, gender,

disability, marital status, pregnancy, or sexualpreference.

Performance appraisal results should be fair, accurate

and supported by evidence and examples.

An employee should have the opportunity to commenton their appraisal result, to express their agreement or

otherwise, and to appeal the result or at least request a

review by up line supervisors.

some of the Legal Aspects of the PerformanceAppraisal System


25/37

Appraisals should be balanced, recording informationon both the good and the bad aspects of an employee's

performance (as far as possible).

Appraisals results should not be used as the sole basis

for promotion, remuneration or termination decisions. Abroad range of information should be considered, in

which the employee's appraisal results may be

significant but not necessarily conclusive.

Employees who receive a poor performance appraisalresult should be given a reasonable chance to improve.

Timely feedback should be provided, especially to

marginal or poor performers.



26/37

Records should be retained.If an appraisal result is poor (or in any way likely to be

controversial or provocative), an objective third party

should be hired for their views on whether the appraisal

result seems fair and reasonable.Appraisals should avoid inflammatory and emotive

language. The criticisms should relate to actual job.

Managers and supervisors required to conduct staff

appraisals should be trained in appraisal principles andtechniques.

Appraisal results should be treated as private and

confidential information.



27/37

Ethics should be the cornerstone of performanceevaluation, and the overall objective of high ethical

performance reviews should be to provide an honest

assessment of the performance and mutually develop a

plan to improve the ratees effectiveness.Many managers talk about ethics but do not recognize

or act upon ethical issues in their day-to-day managerial

responsibilities. So managers must realize that ethics is

the process of deciding and acting.

Ethical Perspective in Performance Appraisal System


28/37

1. Failure to prepare for the Interview

2. Failure to establish good Rapport

3. Failure to listen

4. Failure to withhold judgment until all the evidence is

presented

5. Failure to remain objective.

Performance Coaching Process


29/37

Preparing for the Interview

A good performance appraisal starts long before youactually conduct the interview.

1. At the beginning of the appraisal period, establish the precise goals and

standards you expect the employee to meet

2. Communicate these standards in detail to the employee.

3. Monitor the employee's performance throughout the period

4. Conduct a formal appraisal at the end of the period

5. Provide a clear, honest assessment of the employee's future in the company.


30/37

Setting Goals

Commit goals and standards to writing before the appraisal

interview and you leave less room for future

misunderstanding.

1. A summary of the department's goals

2. Specific goals and standards you expect the employee to meet

3. An appraisal report, marking the results of the completed appraisal.

4. A progress report, a quick historical reference sheet to be checked before the next

appraisal interview.


31/37

Contd

The job description will tell you only what the employeeshould do

1. Examine the employee's present ability

2. Examine the performance of co-workers

3. Look at the employee's past performance

4. Look at the lob description

5. Determine the job's responsibilities


32/37

How To Avoid The 5 Common Mistakes That Could Be Fatal To

A Positive, Productive Relationship With Your Staff

Mistake #1: Waiting For The Performance Appraisal To GiveFeedback

Mistake #2: Overemphasizing Recent Performances

Mistake #3: Being Too Positive Or Negative

Mistake #4: Being Critical Without Being Constructive

Mistake #5: Talking Not Listening


33/37

FAQs About

Performance Appraisal Program

Q. What is the purpose of performance appraisals?

Q. How should the self appraisal be used?

Q. Is there any comprehensive formula to calculate the overall rating?

Q. How should the ratings be given if there has been a change of

supervisor or manager during the period of the appraisal?

Q. How can input/feedback be collected for the appraisal process?

Q. What if the employee refuses to agree or/and accept the review?

Q. How do you deal with an average or a non-performer?

Q. Should the review be confidential?


34/37

MANAGING WITHOUT PERFORMANCE

APPRAISALS

According to Tom Coens and Mary Jenkins, (theauthors of "Abolishing Performance Appraisals") -while eighty percent of U.S. businesses useperformance appraisals, ninety percent of them

are dissatisfied with the process.

Various researches have proved that performanceappraisal is an effective means of neither

motivating people nor improving their futureperformance. Performance appraisal is generallyseen as a judgment of the management ratherthan feedback.


35/37

Contd

The "appraisals and review meetings", continuous accountability and

check can cause emotional stress for the employees. Therefore, it is

recommended to create such a work culture where

the employees are made responsible for their own performance and

development the managers / superiors suggestions, inputs are encouraged and

incorporated in the actions.

1. Changing the pay pattern.

2. Motivating people.


36/37

Appraisal as Employee Motivation Mechanism


37/37

Documents

Performance Appraisal - Presentation (1)