bba-sem-3-hrm-performance appraisal
TRANSCRIPT
Kunal Upadhyay
Worry is a total waste of time, it doesn’t change anything but…
Surely keeps us very very busy doing NOTHING !!!
Performance Appraisal is an objective assessment of an individual’s performance against well defined benchmarks
Performance being measured against such factors as-
Job knowledge Quality of output Initiative Leadership abilities Supervision Dependability Co-operation Judgment Adaptability Health of employees
To effect promotions based on ability and performanceTo confirm the services of probationary employees their
completing the probationary period To assess the training and development needs of
employeesTo decide upon a pay raise where regular pay have not
been fixedTo let the employees know where they standTo determine whether HR programmes such as
selection, training, and transfers have been effective or not
General Application Specific PurposeDevelopmental Uses -Identification of individual needs
Performance feedback-Determining transfers and job assignments-Identification of individual strengths
Administrative Uses/Decisions -Salary -Promotion-Retention or termination-Lay-offs
Organizational Maintenance -HR Planning-Determining organization training needs-Identification of poor performance
Documentation -Criteria for validation research-Documentation for HR decisions-Helping to meet legal requirements
Nearly every type of job can be evaluated with the rating scale, the only requirement being that the job-performance criteria should be changed
Excellent Good Acceptable Fair PoorDependabilityDependability - - - - -InitiativeInitiative - - - - -Overall OutputOverall Output - - - - -AttendanceAttendance - - - - -AttitudeAttitude - - - - -Co-operationCo-operation - - - - -TotalTotal + + + + +
Rater is given a series of statements about an employee. These statements are arranged in blocks of two or more, and rater indicates which statement is most or least descriptive of employee
Learn fast------------------works hardWork is reliable------------performance is a good Absent often----------------others usually tardy
The approach focuses on certain behaviors of an employee that makes the difference between effective effective and non-effectivenon-effective performance of a job
Continuing Duties Targets Critical IncidentsScheduled production for plant
Full utilization of personnel and machinery in the plant: order delivered on time
Decreased late orders by 10 % last monthIncreased machine utilization in plant by 20% last month
Peter F. Drucker who first gave the concept o MBO ‘’Management By Objective’’ to the world way back in 1954 when his THE PRACTICE OF MANAGEMENT was first published
MBO process Setting of organizational purpose and objective key result area (KRA) Setting Subordinates objectives Matching resources with objective Appraisal
The 360-degree technique is understood as systematic collection of performance data on an individual or group, derived from a number of stakeholders
Leniency or SeverityLeniency or Severity
The ratter may feel that anyone under his or her jurisdiction who is rated unfavourably who is rated unfavourably will reflect poorly on his or her own worthiness
He or she may feel that anyone who could have been rated unfavourably has already been discharged from the company
He or she may feel that derogatory rating will be revealed to the ratee to the determent of the relations between the ratter and the ratee
He or she may rate leniently because there exists, in the culture, a response set to approve rather than disapprove
Central TendencyCentral Tendency
This occurs when employees are incorrectly rated near the averages or middle of the scale,
The attitude of the rater is to play safe “Do I know the man sufficiently well to be able to give a fair
assessment of him”? “If I rate him the way I think I should, what will be its influence on his
relation with me and on his performance in the future ”? “If I rate him the way I think I should, what will be its effect on his
relationship within the group or subordinates”? “If I rate him the way I think I should, will I bee accused to being
partial”?
Halo ErrorHalo Error
A halo error take place when one aspect of an individual's performance influences the evolution of the entire performance of the individuals
If the introductory paragraph is poorly written, the chance of scoring high marks in that answer are diminished
Primacy & Recency EffectsPrimacy & Recency Effects
The raters rating heavily influence either by behaviour exhibited by the ratee during the early sages of the review period (primacy)
Behaviour exhibited the ratee near the end of the review period (Recency)
Spillover EffectsSpillover Effects
This refer to allowing past performance appraisal ratings
Good or Bad
Status EffectStatus Effect
Refers to overrating of employees in higher-level jobs or held in high esteem
Lower-level job or jobs or jobs held in low esteem
Job evolution seeks to determine the relative worth of each job so that salary differential can be established. In job evolution only jobs are rated unlike in performance appraisal where only job holder are rated
Job Evolution Performance AppraisalThe job is rated, keeping in view such factors as responsibility, qualification, experience and working condition required for perform the job
Employee is rated on the basis of his her performance
A job is rated before the employee is appointed to occupy it
Evolution takes place after the employee has been hired and placed on a job
The purpose is to establish satisfactory wage differentials
The purpose is effect promotions, offer reward, award punishments, resort to lay-offs an transfer
It is not compulsory many organizations carry on without it. Where it is followed it is mainly for lower level jobs
Compulsory, it is done regularly for all jobs
Job evolution committee is constituted for the purpose evolution
Appraisal is done by employee themselves, peers, superiors, superiors, group of people