Download - Performance Apprasial Ppt
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Performance AppraisalPerformance Appraisal
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Perf orm anc e Appr ai sa lerf orm anc e Appr ai sa l Performance Appraisal (PA) refers to all thosePerformance Appraisal (PA) refers to all those
procedures that are used to evaluate theprocedures that are used to evaluate the
personalitypersonality
performanceperformance
potential of its group memberspotential of its group members
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Objec tive s of P erf orm ance Appr ai sa lbjec tive s of P erf orm ance Appr ai sa lProvide a basis for promotion/ transfer/ termination:Provide a basis for promotion/ transfer/ termination:
Identify those employees who deserve promotionIdentify those employees who deserve promotion
Or those who require lateral shift (transfer) orOr those who require lateral shift (transfer) or
terminationtermination
PA is used for career planningPA is used for career planning
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Objec tive s of P erf orm ance Appr ai sa lbjec tive s of P erf orm ance Appr ai sa l
Enhance employees effectiveness byhelping to
identify their strengths and weaknesses and
Inform them about expected levels of performance
If employees understand their roles well, they are
likely to be more effective on the job
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Objec tive s of P erf orm ance Appr ai sa lbjec tive s of P erf orm ance Appr ai sa lIdentify training and development needs:
Identifying training and development needs of employees
is necessary to prepare them for meeting challenges in
their current and future employment
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Objec tive s of P erf orm ance Appr ai sa lbjec tive s of P erf orm ance Appr ai sa l
Aid in designing training and development programs:
Identifying skills required to be developed would help
in tailor- making training and development programs
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Objec tive s of P erf orm ance Appr ai sa lbjec tive s of P erf orm ance Appr ai sa l
Remove work alienation: Counseling Employees
corrects misconceptions which might result in work
alienation
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Objec tive s of P erf orm ance Appr ai sa lbjec tive s of P erf orm ance Appr ai sa l
Remove discontent: Identifying and removing factors
responsible for workers discontent would motivate
them for better work performance
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Objec tive s of P erf orm ance Appr ai sa lbjec tive s of P erf orm ance Appr ai sa l
Develop inter-personal relationships: Relations between
superior - subordinate can be improved through
realization that each is dependent on the other for better
performance and success
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Objec tive s of P erf orm ance Appr ai sa lbjec tive s of P erf orm ance Appr ai sa l
Aid wage administration: Performance appraisal can he
in development of scientific basis for reward allocation,
wage fixation, incentives
Improve communication: Performance appraisal serves
a mechanism for communication
between superiors and subordinates
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Pr oc ess of Perf orm ance Appr ai sa lr oc ess of Perf orm ance Appr ai sa l
Establish Performance Standards
Performance standards serve as benchmarks againstwhich performance is measured
Standards should relate tothe desired results of eachjob
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Pr oc ess of Perf orm ance Appr ai sa lr oc ess of Perf orm ance Appr ai sa l
Communicate the StandardsCommunicate the Standards
Performance appraisal involves at least two parties,Performance appraisal involves at least two parties,
the appraiser who does the appraisal and thethe appraiser who does the appraisal and the
appraisee whose performance is being evaluatedappraisee whose performance is being evaluated
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Pr oc ess of Perf orm ance Appr ai sa lr oc ess of Perf orm ance Appr ai sa lCommunicate the StandardsCommunicate the Standards
The appraiser should prepare job descriptions clearly; helpThe appraiser should prepare job descriptions clearly; help
appraisee set his goals and targets; analyse results objectivappraisee set his goals and targets; analyse results objectiv
offer coaching and guidance to appraisee whenever requireoffer coaching and guidance to appraisee whenever require
and reward good resultsand reward good results
The appraisee should be very clear about what he is doing The appraisee should be very clear about what he is doing
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Pr oc ess of Perf orm ance Appr ai sa lr oc ess of Perf orm ance Appr ai sa lMeasure Actual PerformanceMeasure Actual Performance
Performance measures, to be helpful must bePerformance measures, to be helpful must be
easy to use, reliable and must report on theeasy to use, reliable and must report on the
critical behaviors that determine performancecritical behaviors that determine performance
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Meas ure A ctual Pe rfo rm anceeas ure A ctual Pe rfo rm ance Performance measures may be objective orPerformance measures may be objective or
subjectivesubjective
Objective performance measures are indications ofObjective performance measures are indications of
job performance that can be verified by othersjob performance that can be verified by others
and are usually quantitativeand are usually quantitative
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Meas ure A ctual Pe rfo rm anceeas ure A ctual Pe rfo rm ance
Subjective performance measures are ratings that areSubjective performance measures are ratings that are
based on the personal standards or opinions of thosebased on the personal standards or opinions of those
doing the evaluation and are not verifiable by othersdoing the evaluation and are not verifiable by others
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Co mpa re Ac tua l pe rform anc e witho mpa re Ac tua l pe rform anc e withSt anda rds andt anda rds and Dis cus s t he Appr ais alis cus s t he Appr ais al
Actual performance may be better than expectedActual performance may be better than expected
and sometimes it may go off the trackand sometimes it may go off the track
Whatever be the consequences, there is a way toWhatever be the consequences, there is a way to
communicate and discuss the final outcomecommunicate and discuss the final outcome
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Ta king Cor rec ti ve Act io na king Cor rec ti ve Act io n
Corrective action is of two typesCorrective action is of two types
One puts out the fires immediatelyOne puts out the fires immediately
Other strikes at the root of the problemOther strikes at the root of the problem
permanentlypermanently
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Pe rfo rm anc e Cr it eriae rfo rm anc e Cr it eria In order to be effective, the criteria for performanceIn order to be effective, the criteria for performance
appraisal should be genuinely related to success / failure appraisal should be genuinely related to success / failure
the job and should be amenable to objective judgementthe job and should be amenable to objective judgement
MBO is an example of performance-based appraisalMBO is an example of performance-based appraisal
approach that involves setting objectives and comparingapproach that involves setting objectives and comparing
performance against those objectivesperformance against those objectives
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Pe rfo rm anc e Cr it eriae rfo rm anc e Cr it eria
Objectives give greater freedom to bothObjectives give greater freedom to both
management and the employees in decidingmanagement and the employees in deciding
how performance is to be measuredhow performance is to be measured
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Bene fit s of Perfo rma nc e Appra is alene fit s of Perfo rma nc e Appra is al For the appraiseeFor the appraisee
Better understanding of his role in the organizationBetter understanding of his role in the organization
what is expected and what needs to be done to meetwhat is expected and what needs to be done to meet
those expectationsthose expectations
Clear understanding of his strengths and weaknessesClear understanding of his strengths and weaknesses
to develop himself into a better performer in futureto develop himself into a better performer in future
hF th i
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For the appraiseeFor the appraisee
Increased motivation, job satisfaction, and self-Increased motivation, job satisfaction, and self-
esteemesteem
Opportunity to discuss work problems and how theyOpportunity to discuss work problems and how they
can be overcomecan be overcome Opportunity to discuss aspirations and any guidance,Opportunity to discuss aspirations and any guidance,
support or training needed to fulfil those aspirationssupport or training needed to fulfil those aspirations
Improved working relationships with supervisorsImproved working relationships with supervisors
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Bene fit s of Perfo rma nc e Appra is alene fit s of Perfo rma nc e Appra is alFor the ManagementFor the Management
Identification of performers and non-performers anIdentification of performers and non-performers an
their development towards better performancetheir development towards better performance
Opportunity to prepare employees for assumingOpportunity to prepare employees for assuming
higher responsibilitieshigher responsibilities
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For the Ma nagementor the Ma nagement
Opportunity to improve communication between theOpportunity to improve communication between the
employees and managementemployees and management
Identification of training and development needsIdentification of training and development needs
Generation of ideas for improvementsGeneration of ideas for improvements
Better identification of potential and formulation ofBetter identification of potential and formulation ofcareer planscareer plans
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Bene fit s of Perfo rma nc e Appra is alene fit s of Perfo rma nc e Appra is alFor the OrganizationFor the Organization
Improved performance throughout the organizationImproved performance throughout the organization
Creation of a culture of continuous improvement andCreation of a culture of continuous improvement and
successsuccess
Conveying the message that people are valuedConveying the message that people are valued
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Pe rfo rm ance App rais al - Indi viduale rfo rm ance App rais al - Indi vidualEval uatio n M ethod sval uatio n M ethod s Con fi dential re porton fi dential re port
Ess ay evaluati onssay evaluation Cri ti cal inc identsri ti cal incidents Checklistshecklists Grap hi c r ati ng scalerap hi c r ati ng scale Behaviora lly anch ored ratin g sc al eehaviora lly anch ored ratin g sc al e Force d choi ce metho dorce d choi ce metho d MBOBO
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Perf or manc e A ppr ai sa l - Mult ipl e Pers onerf or manc e A ppr ai sa l - Mult ipl e Pers onEval uatio n M ethod sval uatio n M ethod s Rankinganking Pa ired comp ari sona ired comp ari son Force d distrib utionorce d distrib ution
Other methodsther methods Pe rf orm ance tes tse rf orm ance tes ts Field rev iew tec hniq ueield rev iew tec hniq ue
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Conf iden tia l Re po rtonf iden tia l Re po rt
Descriptive reportDescriptive report
Prepared at the end of the yearPrepared at the end of the year
Prepared by the employees immediate supervisorPrepared by the employees immediate supervisor The report highlights the strengths and weaknesses ofThe report highlights the strengths and weaknesses of
employeesemployees
Prepared in Government organizationsPrepared in Government organizations Does not offer any feedback to the employeeDoes not offer any feedback to the employee
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Ess ay Eva lua tio nss ay Eva lua tio n Th e ra ter is ask ed to exp ress t he str ong as wel l ash e ra ter is ask ed to exp ress t he str ong as wel l as
weak po in ts of emp lo yee s beh avi oreak po in ts of emp lo yee s beh avi or Th e ra ter co nsi de rs th e empl oyee s :h e ra ter co nsi de rs th e empl oyee s :
Job kn ow ledg e and poten tialob kn ow ledg e and poten tial Understa ndin g of comp any s pr ogr ams, p ol ici es, ob jec ti vesndersta ndin g of comp any s pr ogr ams, p ol ici es, ob jec ti ves
etctc Rel ati on with co-work ers an d sup ervi sorsel ati on with co-work ers an d sup ervi sors Plan ni ng , org ani zi ng and contr oll in g abil itylan ni ng , org ani zi ng and contr oll in g abil ity Atti tud e and percepti ontti tud e and p ercepti on
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Ess ay Eva lua tio nss ay Eva lua tio n Thi s method h as t he f ol lowin g li mi ta tions :hi s method h as t he f ol lowin g limi ta tions :
Hig hly subject iveig hly subject ive Sup erv is or may wri te bias ed es sayup erv is or may wri te bias ed es say Dif fi cu lt to fi nd eff ecti ve wri tersif fi cu lt to fi nd eff ecti ve wri ters A busy app rai ser m ay wri te th e es say h ur ri edly withou tbusy app rai ser m ay wri te th e es say h ur ri edly withou t
as ses sing prop erl y the actual p erf ormance o f the work ers ses sing prop erl y the actual p erf ormance o f the work er If th e ap pr aiser takes a lon g time it bec ome sf th e ap pr aiser takes a lon g time it bec ome s
uneconomi ca l fr om the vi ew poi nt of the fi rmneconomi ca l fr om the vi ew poi nt of the fi rm
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Cri ti cal Inc id ent T echniqueri ti cal Inc id ent T echnique
Manager prepares lists of statements of very effectiveManager prepares lists of statements of very effective
and ineffective behavior of an employeeand ineffective behavior of an employee
These critical incidents represent the outstanding orThese critical incidents represent the outstanding or
poor behavior of the employeespoor behavior of the employees
The manager periodically records critical incidents ofThe manager periodically records critical incidents of
em lo ees behavioremployees behavior
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Crit ic al Inc ident Techniquerit ic al Inc ident TechniqueExample:Example:
July 20 - Sales clerk patiently attended to the customersJuly 20 - Sales clerk patiently attended to the customers
complaint. He is polite, prompt, enthusiastic in solving thecomplaint. He is polite, prompt, enthusiastic in solving the
customers problemcustomers problem
July 20 - The sales assistant stayed 45 minutes beyond hisJuly 20 - The sales assistant stayed 45 minutes beyond his
break during the busiest part of the day. He failed tobreak during the busiest part of the day. He failed to
answer store managers call thrice. He is lazy, negligent,answer store managers call thrice. He is lazy, negligent,stubborn and uninterested in workstubborn and uninterested in work
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Crit ic al Inc ident Techniquerit ic al Inc ident Technique Limi tat io n o f thi s tech niqu e are:imi tat io n o f thi s tech niqu e are:
Negati ve i ncid ents may be more n oticea ble th an pos itiveegati ve i ncid ents may be more n oticea ble th an pos itiveinci den ts .nci den ts .
Sup ervi sors have a tend ency to unload a se ri es of comp lai ntsup ervi sors have a tend ency to unload a se ri es of comp lai ntsabou t in cid ents .bou t in cid ents . Res ults i n very cl ose supervi sion which may not b e l iked by thees ults i n very cl ose supervi sion which may not b e l iked by the
employ ee.mploy ee. The re cord ing of i nc idents may be a chore for th e man agerhe re cord ing of i nc idents may be a chore for th e man ager
concern ed who ma y be too busy or for get to do it.oncern ed who ma y be too bus y or for get to do it.
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Che ckl is the ckl is t
A checklist is a set of objectives or descriptive statementsA checklist is a set of objectives or descriptive statements
about the employee and his behavior.about the employee and his behavior.
Under weighted checklist, value of each question may beUnder weighted checklist, value of each question may beweighted.weighted.
Example:Example:
Is the employee really interested in the task assigned?Is the employee really interested in the task assigned?
Yes / NoYes / No
Is he respected by his colleagues?Is he respected by his colleagues? Yes / NoYes / No
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Graphic Rat ing Sc aleraphic Rat ing Sc ale A form is used to evaluate the performance of theA form is used to evaluate the performance of the
employeesemployees
A variety of traits may be used in this device, the mostA variety of traits may be used in this device, the most
common being quality and quantity of workcommon being quality and quantity of work
Easy to understand and use.Easy to understand and use.
Permits statistical tabulation of scores of employeesPermits statistical tabulation of scores of employees
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Behavi or ally Anc hored Ra ting Sc al eehavi or ally Anc hored Ra ting Sc al eCo mbi nat io n of rat in g scal e and cr it ical incid en ceo mbi nat io n of rat in g scal e and cr it ical incid en ce Steps:teps:
Col lect criti ca l in cid entsol lect criti ca l in cid ents Identif y perf ormance d imens ion sdentif y perf ormance d imens ion s Reclas sification of inci den tseclas sification of inci den ts Ass ig nin g sc al e values to in cid ent sss ig nin g sc al e values to in cid ent s Prod uci ng th e fin al ins tru men trod uci ng th e f in al ins tru men t
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Forc ed Cho ic e Methodorc ed Cho ic e Method
This method uses several sets of paired phrases, two ofThis method uses several sets of paired phrases, two of
which may be positive and two negativewhich may be positive and two negative
The rater is asked to indicate which of the four phrases isThe rater is asked to indicate which of the four phrases is
the most and least descriptive of a particular workerthe most and least descriptive of a particular worker
Favorable qualities earn plus credit and unfavorable onesFavorable qualities earn plus credit and unfavorable ones
earn the reverseearn the reverse
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Mana ge ment by Objec tives (MBO)ana ge ment by Objec tives (MBO) MBO emphasizes collectively set goals that are tangible,MBO emphasizes collectively set goals that are tangible,
verifiable, and measurableverifiable, and measurable
Focuses attention on goals rather than on methodsFocuses attention on goals rather than on methods
Concentrates on Key Result Areas (KRA)Concentrates on Key Result Areas (KRA)
Systematic and rational technique that allowsSystematic and rational technique that allows
management to attain maximum results from availablemanagement to attain maximum results from available
resources by focusing on achievable goalsresources by focusing on achievable goals
Key Elements Of MBOey Elements Of MBO
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Arranging organizational goals in a means-ends chainArranging organizational goals in a means-ends chain
Engaging in joint goal settingEngaging in joint goal setting
This process has the following steps:This process has the following steps:
Identify KRAsIdentify KRAs
Define expected resultsDefine expected resultsAssign specific responsibilities to employeesAssign specific responsibilities to employees
Define authority and responsibility relationshipDefine authority and responsibility relationship
Conducting periodic progress reviewConducting periodic progress review
Conducting annual performance reviewConducting annual performance review
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Mult ip le Pers on E va luat ion Met hodsult ip le Pers on E va luat ion Met hods
Ranking methodRanking method
The evaluator rates the employee from highest to lowest onThe evaluator rates the employee from highest to lowest on
some overall criteriasome overall criteria
Paired comparison methodPaired comparison method
Each worker is compared with all other employees in a groupEach worker is compared with all other employees in a group
For several traits paired comparisons are made, tabulated andFor several traits paired comparisons are made, tabulated and
then rank is assigned to each workerthen rank is assigned to each worker
This method is not applicable when the group is largeThis method is not applicable when the group is large
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Forc ed Dis tri buti onorc ed Dis tri buti on Methodsethods The rater is asked to appraise the employee according toThe rater is asked to appraise the employee according to
predetermined distribution scale.predetermined distribution scale.
Two criteria used for rating are: job performance andTwo criteria used for rating are: job performance and
promotability.promotability.
A five point performance scale is also used without mentioningA five point performance scale is also used without mentioning
any descriptive statements.any descriptive statements.
The worker is placed between two extremes of good and baThe worker is placed between two extremes of good and ba
performance.performance.
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Group Appra is alroup Appra is al
Emp loye e is ap pr aise d by a gr oup of app rai ser s.mp loye e is ap pr aise d by a gr oup of app rai ser s. Th e gr oup co ns ist s o fh e gr oup co ns ist s o f
Immed iate sup ervi sor of the emp loyeemmed iate sup ervi sor of the emp loyee Other superv isors who hav e clos e contact wi th th ether superv isors who hav e clos e contact wi th th e
emp loy ees work.mp loy ees work. Ma nager or hea d of th e dep artments .a nager or hea d of th e dep artments . Con sultan ts o r C li entson sultan ts o r C li ents
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Field Review Tec hn iqu eield Review Tec hn iqu e
The appraiser goes to the field and obtains theThe appraiser goes to the field and obtains the
information about work performance of theinformation about work performance of the
employee by way of questioning the said individual,employee by way of questioning the said individual,
his peer group, and his superiorshis peer group, and his superiors
o
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36060 Appr ais al Sys temppr ais al Sys tem
It is a systematic collection and feedback ofIt is a systematic collection and feedback of
performance data on an individual or group, derivedperformance data on an individual or group, derived
from a number of stakeholdersfrom a number of stakeholders
Data is gathered and fed back to the individualData is gathered and fed back to the individual
participant in a clear way designed to promoteparticipant in a clear way designed to promote
understanding, acceptance and ultimately behaviorunderstanding, acceptance and ultimately behavior
Appra is al Intervi ew and Fee dba ck - Le tppra is al Intervi ew and Fee dba ck - Le t
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the Empl oy ee Know Where He St andshe Empl oy ee Know Where He St ands To help employees do a better job by clarifying what isTo help employees do a better job by clarifying what is
expected of themexpected of them
To plan opportunities for development and growthTo plan opportunities for development and growth
To strengthen the superior-subordinate working relationshiTo strengthen the superior-subordinate working relationship
by developing mutual agreement of goalsby developing mutual agreement of goals
To provide an opportunity for employees to expressTo provide an opportunity for employees to expressthemselves on performance related issuesthemselves on performance related issues