30349363 performance apprasial

8/8/2019 30349363 Performance Apprasial

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PERFORMANCEPERFORMANCE

APPRAISALAPPRAISAL

Human Resource Management

AMRENDRA KUMAR


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Definition

PA is a formal, structured system of measuring

and evaluating an employees job related

behavior and outcomes to discover

how and why the employee is presently

performing on the job and (performance)

how the employee can perform more effectively

in the future so that the employee, organization

and society all benefit (potential).


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Relationship of PA and Job AnalysisRelationship of PA and Job Analysis

Job AnalysisPerformance

Standards

Performance

Appraisal

Describes work

and personnel

requirement of a

particular job

Translate job

requirements into

levels of acceptable or

unacceptableperformance

Describes the job-

relevant strengths

and weaknesses of

each individual


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Purposes of PAPurposes of PAGeneral Purpose Specific Purpose

Developmental Issues Identification of individual needs

Performance Feedback

Determining Transfers and Job Assignments

Identification of Individual Strengths

Administrative Uses/Decisions

SalaryPromotion

Retention or Termination

Identification of poor performers

Organizational

Maintenance/

Objectives

HR Planning

Determining Organization Training Needs

Evaluation of Organizational Goal AchievementEvaluation of HR systems

Documentation Criteria for Validation Research

Documentation for HR Decisions

Helping to Meet Legal Requirements


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Performance Appraisal : A Competitive Advantage

Values

Minimizing

Dissatisfaction and

Turnover

Improving

Performance

Strategy

Making

Correct

Decisions

Competitive

Advantage

EnsuringLegal

Compliance


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Objectives of

Performance

Appraisal

Establish Job

Expectations

Design anAppraisal Program

Appraise

Performance

Performance

Interview

Use Appraisal Data for

Appropriate Purposes


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appraisal systemsTraditional Systems

Guiding Value Attribution to individual Attribution to system

Primary Goals Control, documentation Development, problem

solving

Leadership practices Directional, Evaluative Facilitative, coaching

Appraisal Frequency Occasional Frequent

Degree of formality High Low

Reward Practices Individual Orientation Group Orientation


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core value

ap-praise [uh-preyz]

to estimate the nature,

quality, importance;evaluate; judge

(http://dictionary.reference.com/browse/appraise)

UP + RAISEi m p r o v e !!!


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designing an appraisal programdesigning an appraisal program

Appraisa

l Design

Who are

the

Raters?

When To

Evaluate?

FormalVs

Informal

How To

Solve?

What

Methods?

Whose

Performan

ce?

What

Problems?

What To

Evaluate?


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problem in ratingproblem in ratingPerformance appraisals are subjected

to inaccuracies & biases referred to

as rating errors. These errors occur

in raters observations, judgment, &

information processing, and can effectassessment results.


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types of rating errorstypes of rating errors Leniency or Severity Central Tendency

Halo Error

Rater Effect

Primacy & Recency Effects

Perceptual Set

Performance Dimension Order

Spillover Effect

Status Effect


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solving raters problemsolving raters problem

best technique: TRAININGlowering accuracy

Rater tends to inflate ratings

Only keeps administrativeactions in mind

Unable to express himself

clearly

Appraisal system fails to

support the rater Unaware of causes of rating

errors

Factors poorly defined

improving accuracy

Rater has observed behavior

Is familiar with behavior Aware of personal biases

Focuses on performance

Higher level managers held

accountable for reviewing

things.

Performance factors are

clearly defined

..


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what should be rated?what should be rated?

Quality (objective, quantifiable)

Quantity (objective , quantifiable)

Timeliness (objective , quantifiable)

Cost Effectiveness (objective , quantifiable)

Need for Supervision (subjective, judgmental)

Interpersonal Impact (subjective, judgmental)


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methods of appraisalmethods of appraisal

Past-Oriented Method

Rating Scales

Checklists

Forced Choice

Forced Distribution

Critical Incident

BARS (behaviorally anchored rating scale)

Field Review

Performance test/observations Annual confidential reports

Comparative Evaluation

Future-Oriented Method

MBO

360 Degree Appraisal

Psychological Appraisals

Assessment Centres


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OrganizationalStrategy

Defenders(develop)

Prospects(acquire)

Analyzer(develop and

Acquire)


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` Create a culture of excellence inspiring employees toimprove and lend themselves to be assessed.

`Align organizational objectives to individual aspirations.

` Clear growth paths for talented individuals.

`

Provide new challenges to rejuvenate careers that havereached the Plateau stage.

` Forge a partnership with people for managing theircareers.

` Empower employees to make decisions without the fear of

failing.` Embed teamwork

` De-bureaucratise

challenges of performance appraisalchallenges of performance appraisal

30349363 performance apprasial

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