Performances Management and Appraisal

Marketing 4B

Audry Marlita Ramadhani Cantya Nandhika

Fatmasari Irfan Irine Jelika

Novita Astri Purwandari

Performance Appraisal

Membuat suatu standar kerja. Menilai performa kerja karyawan sesuai

standar yang sudah ditetapkan. Memberikan feedback untuk karyawan

Performance Management 1. Direction sharing 2. Role Clarification

3. Goal Setting and Planning 4. Goal Alignment

5. Development Goal Setting 6. Ongoing Performance Monitoring

7. Ongoing Feedback 8. Coaching and Support

9. Performance Assessment 10. Rewards, Recognition, and Compensation

11. Workflow, Process Control, and Return on Investment

Employees Goals and Work Standards

Specific Goals Measurable Goals Challenging

Goals

S M A R T Specific Measurable Achievable Relevant

Timely

Appraising Performance

Promotion and Salary

Review strength and weakness

Review work-related behavior

Better manage and Improve overall perfomance

Management by Objectives (MBO)

Define the Job and its Standard

Measure employees perfomance

Provide feedback to improve their performance

Appraisal Method

Graphic Rating Scale Alternation Ranking Method Paired Comparison Method Forced Distribution Method Critical Incident Method Narrative Form Behaviorally Anchored Rating Scale

Appraisal Form

What performance to measure?

Generic dimension Jobs actual duties Competency-based Appraisal Competencies and Objectives

Alternation Ranking Method

Ranking employees from best to worst on a trait or traits is another option

Paired Comparison Method

Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which

is the better employee of the pair

Forced Distribution Method

Predetermined percentage of rated employees are place in various performance category

Critical Incident Method

Keeping record of uncommonly good or

undesirable examples of an

employees work-related behavior and reviewing it with the

employee at predetermined times

Narration Form

The persons supervisor is responsible for

providing assessment of the employees past

performance and required areas of

improvement.

Behaviorally Anchored Rating Scales

Develop performance dimensions

Reallocate incidents

Scale the incidents

Develop a final instrument

Generate critical incidents

Performance Dimensions

Skill in human relation

Skill in bagging

Skill in money transaction

Observational ability

Organizational ability

Skill in operating register

conscientiousness

Knowledge and judgment

Example of Behaviorally Anchored Rating Scales

Advantages

1. A more accurate gauge 2. Clearer standards 3. Feedback 4. Independent dimensions 5. Consistency

Management by Objectives (MBO) Set the Organizations Goals

Set Departmental Goals

Discuss Departmental Goals

Define Expected Result (set individual goals)

Performance Review

Provide Feedback

Problem with MBO

Unclear Objectives Time Consuming Different Expectation

Potential Rating Scale Appraisal Problems

Unclear standards Halo Effect Central Tendency Leniency or Strictness Bias

Avoid Appraisal Problem

Know the problem Use the right tool Graphic rating scale BARS Alternation ranking Forced distribution method Critical incident method MBO

Train supervisor

Who Does the Appraising?

Subordinates

Rating Committee

Self-rating

Peer appraisal

360-degree feedback

Direct Supervisor

Appraisal Interview

An interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce

strengths

Types of Appraisal Interviews

Satisfactory and Promotable This is easiest interview

Satisfactory and not promotable This is for employees whose performance is satisfactory but for whom promotion is not possible.

Unsatisfactory but correctable When the persons performance is unsatisfactory but correctable.

Unsatisfactory and uncorrectable If the employee is unsatisfactory and uncorrectable, you can usually skip the interview

Conducting an Appraisal Interviews Involves the Following Step

1. Prepare for the Interviews 2. Prepare the employee

3. Choose the time and place

Four Issues to Keep in Mind in Actually Conducting The Interview

1. Talk in terms of objective work data Use example such as absences, tardiness,order processing time, accident reports, and so on.

2. Dont get personal Dont say youre too slow in producing reports Dont compare the persons performance to that of other people

3. Encourage the person to talk Stop and listen to what person is saying.

4. Dont tiptoe around 5. Dont get personal, but do make sure when the persons leave, they know

specifically what they are doing right and doing wrong.

How to Handle a Defensive Subordinate

Recognize that defensive behavior is normal Never attack a persons defenses. Postpone action. Recognize your own limitations.

How to Criticize a Subordinate

1. Do it a manner that lets the persons maintain their dignity and sense of worth.

2. Criticize In private, and do it constructively. 3. Provide examples of critical incidents and

specific suggestions of what could be done and why.

4. Never say the person is always wrong

How to Ensure the Interview Leads to Better Performance

Not feeling threatened during the interview Having the opportunity to present their ideas

and feelings and to influence the course of the interview

Having a helpful and constructive supervisor conduct the interview.

How to Handle a Formal Written Writing

They may serve to shake your employees out of their bad habits

They can help you defend your rating, both to your own boss and (if needed) to the courts

Creating The Total Performance Management Process

THANK YOU