Performance Appraisal Class
-
Upload
makhzoomrazi -
Category
Documents
-
view
220 -
download
0
Transcript of Performance Appraisal Class
-
8/9/2019 Performance Appraisal Class
1/25
Alok Kumar Singh
Makhzoom Razi
PERFORMANCE APPRAISAL
-
8/9/2019 Performance Appraisal Class
2/25
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?
-
8/9/2019 Performance Appraisal Class
3/25
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?
-
8/9/2019 Performance Appraisal Class
4/25
2. Administrative uses :
salary
Promotion
Retention or termination
Layoffs
Recognition of individual performance.
Identification of poor performers.
WHY conduct a PerformanceAppraisal ?
-
8/9/2019 Performance Appraisal Class
5/25
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?
-
8/9/2019 Performance Appraisal Class
6/25
4. Documentation
Criteria forvalidation research
Documentation forHR decisions
To meetlegalrequirements
-
8/9/2019 Performance Appraisal Class
7/25
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 ?
-
8/9/2019 Performance Appraisal Class
8/25
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
-
8/9/2019 Performance Appraisal Class
9/25
COMPETITIVE ADVANTAGE
COMPETITIVEADVANTAGE
IMPROVINGPERFORMANCE
MAKINGCORRECT
DECI
SIONS
LEGALCOMPLIANCE
MINIMISINGDISSATISFACTION
VALUES
ANDBEHAVIOR
STRATEGYAND
BEHAVI
OR
-
8/9/2019 Performance Appraisal Class
10/25
APPRAISAL PROCESS
OBJECTIVES OF PERFORMANCE APPRAISAL
ESTABLISH JOB EXPECTATIONS
DESIGN AN APPRAISAL PROGRAM
APPRAISE PERFORMANCE
PERFORMANCE INTERVIEW
ARCHIVE APPRAISAL DATA
USE APPRAISAL DATA
-
8/9/2019 Performance Appraisal Class
11/25
DESIGN AN APPRAISAL PROGRAM
APPRAISALDESIGN
FORMAL VSINFORMAL
WHOSEPERFORMA
NCE?
WHOARETHE
RATERS?
WHATPROBLEMS?
HOW TOSOLVE?
WHATTOEVALUATE?
WHEN TOEVALUATE?
WHATMETHODS?
-
8/9/2019 Performance Appraisal Class
12/25
The Appraisee
The Appraiser
HR Department
WHO are involved inPerformance Appraisal
-
8/9/2019 Performance Appraisal Class
13/25
Job knowledge
Planning &Organising ability
Leadership
Decision making
Commitment &Dedication
Initiativeness
Attributes measured inPerformance Appraisal
Innovativeness
Communication
Interpersonal Team work
Responsiveness tochange
Cost & Timeconsciousness
-
8/9/2019 Performance Appraisal Class
14/25
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
-
8/9/2019 Performance Appraisal Class
15/25
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
Common Problems Associatedwith Conducting the Appraisal
-
8/9/2019 Performance Appraisal Class
16/25
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.
Common Problems Associatedwith Conducting the Appraisal
-
8/9/2019 Performance Appraisal Class
17/25
METHODS OF PERFORMANCE APPRAISAL
FUTURE ORIENTED-:
MBO
ASSESSMENT CENTRES
360 DEGREE APPRAISALS
PSYCHOLOGICAL APPRAISALS
-
8/9/2019 Performance Appraisal Class
18/25
METHODS
PAST ORIENTED -:
BARS-: scale points are determined by
statements of effective and ineffective
behaviors. FIELD REVIEW
RATING SCALE
FORCED CHOICE
FORCED DISTRIBUTION CHECKLIST
-
8/9/2019 Performance Appraisal Class
19/25
InternalCustomers
Boss
Peers
ExternalCustomers
TeamMembers
Self
Feedbackcollected from
Using a speciallydesigned tool
Anonymously
WHAT IS 360 DF ?
-
8/9/2019 Performance Appraisal Class
20/25
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.)
-
8/9/2019 Performance Appraisal Class
21/25
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
-
8/9/2019 Performance Appraisal Class
22/25
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
-
8/9/2019 Performance Appraisal Class
23/25
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.
-
8/9/2019 Performance Appraisal Class
24/25
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.
-
8/9/2019 Performance Appraisal Class
25/25
Thank you