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UNIT -III
Performance management is an ongoing, continuous process of communicating and clarifying job responsibilities, priorities and performance expectations in order to ensure mutual understanding between supervisor and employee.
It is a philosophy which values and encourages employee development through a style of management which provides frequent feedback and fosters teamwork.
It focuses on adding value to the organization by promoting improved job performance and encouraging skill development.
Performance Management involves clarifying the job duties, defining performance standards, and documenting, evaluating and discussing performance with each employee.
Performance management is considered a process, not an event.
It follows good management practice in which continual coaching, feedback and communication are integral to success.
The Performance Management Plan is primarily a communication tool to ensure mutual understanding of work responsibilities, priorities and performance expectations.
Elements for discussion and evaluation should be job specific
The major duties and responsibilities of the specific job should be defined and communicated as the first step in the process.
Performance standards for each major duty/ responsibility should be defined and communicated.
Employee involvement is encouraged in identifying major duties and defining performance standards.
Evaluating an employees current & past performance relative to his performance standard.
According to Flippo- “performance appraisal is the systematic, periodic and an impartial rating of an employee’s excellence in the matters pertaining to his present job and his potential for a better job”
It is a powerful tool to reward the performance of the employee.
L& T was the first company in India to use a systematic performance appraisal system in India.
The process by which an employee’s contribution to the organization
during a specified period of time is assessed.
Lets employees know how well they have performed in comparison with the standards of the organization
Performance Feedback
Performance Appraisal
To review the performance of the employees over a given period of time.
To judge the gap between the actual and the desired performance.
To help the management in exercising organizational control.
To provide feedback to the employees regarding their past performance.
Provide information to assist in the other decisions in the organization like training needs, transfers, promotion
To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development.
Recruitment
Selection
Training & Carrer Development
Compensation
Promotion & transfer
PPAA
Unclear Language
Mgr not taking PA seriously
Mgr not prepared
No on-going feedback
Mgr not honest orsincere
Ineffective discussion
Lack appraisal skills
Mgr Lacks Infor.
Insuff. Rewards
SUPERIORSUPERIOR
CUSTOMERSCUSTOMERS
TEAM
SUBORDINATESSUBORDINATES
PEERS
PEERS
SELFSELF
Leniency or Strictness Error
Similar-to-Me Error
Contrast Error
Error of Central Tendency Recency Error
Common Appraisal Errors
to Address in Training
Common Appraisal Errors
to Address in Training
Descriptive report
Prepared at the end of the year
Prepared by the employee’s immediate
supervisor
The report highlights the strengths and
weaknesses of employees
Prepared in Government organizations
Does not offer any feedback to the
employee
The rater is asked to express the strong as
well as weak points of employee’s behavior
The rater considers the employee’s :
Job knowledge and potential
Understanding of company’s programs,
policies, objectives etc
Relation with co-workers and supervisors
Planning, organizing and controlling ability
Attitude and perception
This method has the following limitations:
Highly subjective
Supervisor may write biased essay
Difficult to find effective writers
A busy appraiser may write the essay hurriedly without assessing properly the actual performance of the worker
If the appraiser takes a long time it becomes uneconomical from the view point of the firm
Manager prepares lists of statements of very
effective and ineffective behavior of an
employee
These critical incidents represent the
outstanding or poor behavior of the
employees
The manager periodically records critical
incidents of employee’s behavior
Example:
July 20 - Sales clerk patiently attended to
the customers complaint. He is polite,
prompt, enthusiastic in solving the
customers’ problem
July 20 - The sales assistant stayed 45
minutes beyond his break during the busiest
part of the day. He failed to answer store
manager’s call thrice. He is lazy, negligent,
stubborn and uninterested in work
Critical Incident Technique Limitation of this technique are:
Negative incidents may be more noticeable than
positive incidents.
Results in very close supervision which may not be
liked by the employee.
The recording of incidents may be a chore for the
manager concerned who may be too busy or
forget to do it.
A checklist is a set of objectives or descriptive statements about the employee and his behavior.
Under weighted checklist, value of each question may be weighted.
Example: Is the employee really interested in the
task assigned?Yes / No
Is he respected by his colleagues? Yes /
No
Graphic rating scales are one of the most common methods of performance appraisal. Graphic rating scales require an evaluator to indicate on a scale the degree to which an employee demonstrates a particular trait, behavior, or performance result. Rating forms are composed of a number of scales, each relating to a certain job or performance-related dimension, such as job knowledge, responsibility, or quality of work. Each scale is a continuum of scale points, or anchors, which range from high to low, from good to poor, from most to least effective, and so forth. Scales typically have from five to seven points, though they can have more or less.
Graphic rating scales may or may not define their scale points.
Forced distribution is a form of comparative evaluation in which an evaluator rates subordinates according to a specified distribution.
Use of the forced distribution method is demonstrated by a manager who is told that he or she must rate subordinates according to the following distribution: 10 percent low; 20 percent below average; 40 percent average; 20 percent above average; and 10 percent high. In a group of 20 employees, two would have to be placed in the low category, four in the below-average category, eight in the average, four above average, and two would be placed in the highest category.
The proportions of forced distribution can vary. For example, a supervisor could be required to place employees into top, middle, and bottom thirds of a distribution.
Forced distribution is primarily used to eliminate rating errors such as leniency and central tendency, but the method itself can cause rating errors because it forces discriminations between employees even where job performance is quite similar. For example, even if all employees in a unit are doing a good job, the forced distribution approach dictates that a certain number be placed at the bottom of a graded continuum. For this reason, raters and ratees do not readily accept this method, especially in small groups or when group members are all of high ability.
Step 1:Org. goals
Step 1:Org. goals
Step 2:Dpt. Goals
Step 2:Dpt. Goals
Step 5:Interimreview
Step 5:Interimreview
Step 5b:New inputs are then
provided
Step 5b:New inputs are then
provided
Step 5a:Inappropriate goals/metrics
deleted
Step 5a:Inappropriate goals/metrics
deleted
Step 4:Mutual
agreement
Step 4:Mutual
agreementStep 3:
Sbt. proposes Goals
Step 3:Sbt. proposes
Goals
Step 3:Spvr lists
goals .
Step 3:Spvr lists
goals .
Step 7:Review org. performance
Step 7:Review org. performance
Step 6:Final
review
Step 6:Final
review
Management by Objectives
Management by objectives (MBO) involves setting
specific measurable goals with each employee and
then periodically discussing his/her progress toward
these goals. The term MBO almost always refers to a
comprehensive organization-wide goal setting and
appraisal program that consist of six main steps:
1. Set the organizations goals. Establish organization-
wide plan for next year and set goals.
2. Set departmental goals. Here department heads
and their superiors jointly set goals for their
departments
Discuss and allocate department goals. Department heads discuss the department's goals with all subordinates in the department (often at a department-wide meeting) and ask them to develop their own individual goals; in other words, how can each employee contribute to the department's attaining its goals
4. Define expected results (set individual goals). Here, department heads and their subordinates set short-term performance targets.
5. Performance review and measure the results. Department heads compare actual performance for each employee with expected results.
6. Provide feedback. Department heads hold periodic performance review meetings with subordinates to discuss and evaluate progress in achieving expected results.
Ranking method The evaluator rates the employee from
highest to lowest on some overall criteria
Paired comparison method Each worker is compared with all other
employees in a group For several traits paired comparisons are
made, tabulated and then rank is assigned to each worker
This method is not applicable when the group is large
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.
Subordinates appraisal gives a chance to judge the employee on
the parameters like communication and motivating abilities,
superior’s ability to delegate the work, leadership qualities etc.
Also known as internal customers, the correct feedback given by
peers can help to find employees’ abilities to work in a team, co-
operation and sensitivity towards others.
RelationshipsRelationships
AdaptabilityAdaptability
LeadershipLeadershipCommunicationCommunication
PersonalPersonalDevelopmentDevelopment
DevelopmentDevelopmentof Othersof Others
ProductionProduction TaskTaskManagementManagement
To help employees do a better job by clarifying what is
expected of them
To plan opportunities for development and growth
To strengthen the superior-subordinate working relationship
by developing mutual agreement of goals
To provide an opportunity for employees to express
themselves on performance related issues