1. BUILDING THE THEORETICAL CONSTRUCT: APPROACHES TO APPRAISAL,
FORMULATING OBJECTIVES AND STANDARDS LECTURE 2
2. LECTURE OUTLINE BUILDING A THEORETICAL CONSTRUCT: APPROACHES
TO APPRAISAL PURPOSE OF PERFORMANCE APPRAISALS TRAIT BASED APPROACH
BEHAVIOR BASED APPROACH RESULTS BASED APPROACH DESIGNING
ACCOUNTABILITIES, OBJECTIVES AND STANDARDS
3. PURPOSE OF PERFORMANCE APPRAISAL GOALS AND FEEDBACK THE JOB
MODEL PERFORMER, SITUATION, BEHAVIOR AND RESULT
4. DIFFERENCE BETWEEN TRAITS AND BEHAVIORS BEHAVIOR THE MANNER
OF CONDUCTING ONESELF ANYTHING THAT AN ORGANISM DOES INVOLVING
ACTION AND RESPONSE TO STIMULATION TRAITS A DISTINGUISHING
CHARACTERISTIC OR QUALITY, ESP. OF ONE'S PERSONAL NATURE A
GENETICALLY DETERMINED CHARACTERISTIC OR CONDITION. TRAITS MAY BE
PHYSICAL, OR BEHAVIORAL DIFFERENCE A BEHAVIOR CAN BE CHANGED; A
TRAIT IS ESSENTIALLY IMPOSSIBLE TO CHANGE.
5. PERFORMER/ TRAIT FOCUSED APPRAISALS PURELY TRAIT AND / OR
TWEAKED TO COMPANY REQUIREMENTS AND / OR REFLECTING JOB
DIMENSIONSPros Cons Universal applicability Not predictive Easy to
design Not accurate Just a judgment no change Accurate judgment
still not useful Rater errors
6. BEHAVIOR FOCUSED APPRAISALS BARS ELEMENTS OF THE JOB,
IDENTIFICATION OF BEHAVIORS, THE DIMENSIONS, RATING SCALES
(EXAMPLES NOT JUDGMENT / GENERALIZATION) VARIATIONS FREQUENCY
SCALE, TRAIT SCALE Pros Cons High acceptability Difficult to
identify anchors Greater reliability / validity Difficulty to
develop non- overlapping dimensions Behaviors to change Expensive
Focus on job content / performance Extensive training
7. EXAMPLES OF TRAITS AND BEHAVIORS ASSERTIVENESS (AGGRESSIVE
OR ACCOMMODATING) PACE (FAST PACED OR SLOW STARTER) DETAIL
ORIENTATION (FLEXIBILITY OR STRUCTURED APPROACH) EMOTIVENESS
(CONTROLLED EMOTIONS OR DISPLAY OF EMOTIONS) CREATIVITY
(CONSERVATIVE OR IMAGINATIVE) SOCIABILITY (RESERVED OR OUTGOING)
RUDE BOSSY FINIKY
8. RESULT BASED APPRAISALS THE MBO FORMULATE LT AND ST GOALS
(SWOT, VISION AND MISSION) DEVELOP GOALS IN BUSINESS AREAS
(PROFITABILITY, MARKET SHARE) DEVELOP UNIT / DIVISION OBJECTIVES
DEVELOP INDIVIDUAL OBJECTIVES (REALISTIC / ACHIEVABLE + CLOSED AND
OPEN) THE ACTION PLAN IMPLEMENTATION OF ACTION PLAN AND CORRECTIVE
MEASURES PERFORMANCE REVIEW AGAINST STANDARDS
9. RESULT BASED APPROACH (CONTD) Pros Cons Bridges ST / LT gap
Inflexible Effective performance enhancer Excessively result
oriented Establishes fairness Complex Establishes role clarity
Inadequate personal development incentive Job specific Critical
performance aspects assessed only
10. DESIGNING ACCOUNTABILITIES, OBJECTIVES AND STANDARDS HOW TO
IDENTIFY ACCOUNTABLES? HOW TO DEFINE OBJECTIVES? RESULTS /OUTCOMES
NOT ACTIVITIES SIGNIFICANCE TO ORGANIZATION PRIORITIZE AND ASSIGN
WEIGHT CLARIFY AND COMMUNICATE QUANTIFY AND MEASURE WHAT STANDARDS
TO ESTABLISH? MEASUREABLE Q, Q, C, T
