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Lecture 3. Performance Appraisals Methods
By
Husam Al-Najar
The Islamic University of Gaza- Civil Engineering Department
Designing Performance appraisal (ENGC 6391 )
Basic Performance Appraisal Process
Conduct a Job Analysis (e.g., specify tasks and Knowledge, Skills and Abilities (KSAs)
Develop Performance Standards (e.g., define what is
superior, acceptable, and poor job performance)
Develop or Choose a Performance Appraisal Approach
Organization’s common goals Measures of
organization performance
Department-specific goals Measures of department
performance
Subordinate proposes goals and measures for his or her
job
Supervisor lists goals and measures for subordinate
Joint agreement on subordinate goals and
measures
Periodic review periods providing feedback on
interim results measured against established goals
Final review of subordinate results measured against
established or revised goals
New
New inputs provided
Inappropriate goals eliminated
Measuring Performance
Performance Appraisal Tools and Techniques
Field Review Technique
Ranking Paired Comparison Forced Distribution Confidential Report
Essay Evaluation
Critical Incident
Checklists Graphic Rating Scale
Behaviorally Anchored Rating Scale (BARS)
مقياس التصنيف المرتبط بالسلوك
Forced Choice Method Management By Objective (MBO)
Performance Test
360 Degree Feedback
Perfect appraisal evaluation feedback
has to be:
• Constructive – don’t put workers down,
show them how to succeed.
• Specific – vague statements aren’t going
to help much when it comes to
employee review forms and
performance feedback.
• Personalized – to accomplish this goal,
you need to base performance feedback
on individual data.
• Consistent – uniform enough to give
you a long-term data pattern.
• Capable of achieving goals – at least
until the next performance feedback
cycle.
1. Ranking Method التصنيف طريقة
The ranking system requires the rater to rank his subordinates on overall performance. This consists in simply
putting a man in a rank order. Under this method, the ranking of an employee in a work group is done against
that of another employee. The relative position of each employee is tested in terms of his numerical rank. It may
also be done by ranking a person on his job performance against another member of the competitive group.
Advantages of Ranking Method
• Employees are ranked according to their performance levels.
• It is easier to rank the best and the worst employee.
Limitations of Ranking Method
• The “whole man” is compared with another “whole man” in this method. In practice, it is very difficult to
compare individuals possessing various individual traits سمات.
• This method speaks only of the position where an employee stands in his group. It does not test anything
about how much better or how much worse an employee is when compared to another employee.
• When a large number of employees are working, ranking of individuals become a difficult issue.
• There is no systematic procedure for ranking individuals in the organization. The ranking system does not
eliminate the possibility of snap judgements. المفاجئة الأحكام إصدار إمكانية يلغي لا التصنيف نظام
2. Forced Distribution method القسري التوزيع طريقة
This is a ranking technique where raters are required to allocate a certain percentage of rates to certain categories
(eg: superior, above average, average) or percentiles (eg: top 10 percent, bottom 20 percent .. etc). Both the
number of categories and percentage of employees to be allotted to each category are a function of performance
appraisal design and format. The workers of outstanding merit جدارة may be placed at top 10 percent of the scale,
the rest may be placed as 20 % good, 40 % outstanding, 20 % fair and 10 % fair.
Advantages of Forced Distribution
• This method tends to eliminate raters bias انحياز
• By forcing the distribution according to pre-determined percentages, the problem of making use of different
raters with different scales is avoided.
Limitations of Forced Distribution
• The limitation of using this method in salary administration, however, is that it may lead low morale, low
productivity and high absenteeism. المعنوية الروح انخفاض إلى يؤدي قد أنه هو الرواتب إدارة في الطريقة هذه استخدام من الحد إن
العالي والتغيب المنخفضة والإنتاجية
Employees who feel that they are productive, but find themselves in lower grade (than expected) feel frustrated
and exhibit over a period of time reluctance to work العمل عن الإحجام .
No.
of
employees
10% 20% 40% 20% 10%
poor Below
average
average good Excellent
Force distribution curve
Forced Distribution method
3. Critical Incident techniques الحرج الحادث طريقة
Under this method, the manager prepares lists of statements of very effective and ineffective behavior of an
employee. These critical incidents or events represent the outstanding or poor behavior of employees or the job. The
manager maintains logs of each employee, whereby he periodically records critical incidents of the workers
behavior. At the end of the rating period, these recorded critical incidents are used in the evaluation of the worker’s
performance. Example of a good critical incident of a Customer Relations Officer is : March 12 - The Officer
patiently attended to a customers complaint. He was very polite and prompt in attending the customers problem.
Advantages of Critical Incident techniques
• This method provides an objective basis for conducting a thorough discussion of an employees performance.
• This method avoids recency bias (most recent incidents are too much emphasized الأخيرة الحوادث على التأكيد يتم )
Limitations of Critical Incident techniques
• Negative incidents may be more noticeable than positive incidents.
• The supervisors have a tendency to unload a series of complaints about the incidents during an annual
performance review sessions. السنوية الأداء مراجعة جلسات خلال الحوادث حول الشكاوى من سلسلة تفريغ إلى المشرفون يميل
• It results in very close supervision which may not be liked by an employee.
• The recording of incidents may be a chore for the manager concerned, who may be too busy or may forget to do
it. المعني للمدير روتينية مهمة الحوادث تسجيل يكون قد
Example of Critical Incident Method
A fire, sudden breakdown, accident
Workers Reaction scale
A Informed the supervisor immediately 5
B Become anxious on loss of output 4
C Tried to repair the machine 3
D Complained for poor maintenance 2
E Was happy to forced test 1
4. Checklists and Weighted Checklists المرجحة المراجعة وقوائم المراجعة قوائم
In this system, a large number of statements that describe a specific job are given. Each statement has a
weight or scale value attached to it. While rating an employee the supervisor checks all those statements
that most closely describe the behavior of the individual under assessment. The rating sheet is then
scored by averaging the weights of all the statements checked by the rater. A checklist is constructed for
each job by having persons who are quite familiar with the jobs. These statements are then categorized
by the judges and weights are assigned to the statements in accordance with the value attached by the
judges.
Advantages of Checklists and Weighted Checklists
• Most frequently used method in evaluation of the employees performance.
Limitations of Checklists and Weighted Checklists
• This method is very expensive and time consuming
• Rater may be biased in distinguishing the positive and negative questions.
• It becomes difficult for the manager to assemble, analyze and weigh a number of statements about the
employees characteristics, contributions and behaviors.
5. Behaviorally Anchored Rating Scale (BARS) مقياس التصنيف المرتبط بالسلوك
A behavioral approach to performance appraisal that consists of a series of vertical scales, one for each
important dimension of job performance.
Performance Points Behavior
Extremely good 7 Can expect trainee to make valuable suggestions for increased sales
and to have positive relationships with customers all over the country.
Good 6 Can expect to initiate creative ideas for improved sales.
Above average 5 Can expect to keep in touch with the customers throughout the year.
Average 4 Can manage, with difficulty, to deliver the goods in time.
Below average 3 Can expect to unload the trucks when asked by the supervisor.
Poor 2 Can expect to inform only a part of the customers.
Extremely poor 1 Can expect to take extended coffee breaks & roam around
purposelessly. يمكن أن نتوقع أن يأخذ استراحات القهوة الممتدة والتجول دون هدف
6. Graphic Rating-Scale Method: Performance appraisal whereby each employee is rated according to a
scale of pre-defined characteristics that are job performance related.
No interest
In work:
consistent
complainer
Careless:
In-different
Instructions
Interested in
work: Accepts
opinions &
advice of
others
Enthusiastic
about job &
fellow-workers
Enthusiastic
opinions &
advice sought
by others
0 5 10 15 20
Attitude
Decisiveness
0 5 10 15 20
Slow to
take
decisions
Take decisions
after careful
consideration
Takes
decisions
promptly
Take decisions
in consultation
with others
whose views he
values
Take decisions
without
consultation
7. Forced-Choice Method: A trait approach to performance appraisal that requires the rater
to choose from statements designed to distinguish between successful and unsuccessful
performance
Criteria Rating
1.Regularity on the job Most Least
Example: Forced-Choice Method
• Always regular
• Inform in advance for delay
• Never regular
• Remain absent
• Neither regular nor irregular
8. Essay Method
• Write a Behavioral Statement
• Strengths versus Weaknesses
• Describe Selected Traits
• Evaluate Performance
9. Management By Objective (MBO) Philosophy of management that rates performance on
the basis of employee achievement of goals set by mutual agreement of employee and
manager.
Advantages of MBO
• Employees Can Measure Performance
• Quantifiable Goals
• Joint Effort
• Employee Satisfaction in Participation
Disadvantages of MBO
• Easy to Set Unrealistic Goals
• Hard to Get Full Commitment to Process
• Difficult to Define Some Goals
10. Paired comparisons
Each employee is compared with every other employee in the group, one at a time, either on
overall performance or on a particular aspect of the job.
If employee A is considered ‘better’ than employee B, A is given two points.
If the employees are considered ‘equally good’, A gets one point.
No points are scored if A is rated ‘worse’ than B.
When every pair has been compared, the scores for each employee are added up and arranged
in rank order.
11. 360 Degree Feedback: This multi-source feedback method provides a comprehensive
perspective of employee performance by utilizing feedback from the full circle of people with
whom the employee interacts: supervisors, subordinates and co-workers. It is effective for
career coaching and identifying strengths and weaknesses
Self
Supervisor
Customers
Subordinates
Co-Workers
Individual Staff
Self-Assessment
Supervisor
Other Superiors
Peers
Teams
Sub-Ordinates
Teams
Customers
Other Superiors
12. Field Review Method: This is an appraisal done by someone outside employees’ own
department usually from corporate or HR department.
Advantages – Useful for managerial level promotions, when comparable information is
needed,
Disadvantages – Outsider is generally not familiar with employees work environment,
Observation of actual behaviors not possible. Since individual assessors differ in their
standards, they inadvertently introduce bias in their ratings. To overcome this assessor-related
bias, essay and graphic rating techniques can be combined in a systematic review process. In
the field review method, 'a member of the HRM staff meets a small group of assessors from
the supervisory units to discuss each rating, systematically identifying areas of inter-assessor
disagreement.' It can then be a mechanism to help each assessor to perceive the standards
uniformly and thus match the other assessors. Although field review assessment is considered
valid and reliable, it is very time consuming.
Performance subordinate peers superior customer
Dimension
Leadership ^ ^
Communication ^ ^
Interpersonal skills ^ ^
Decision making ^ ^ ^
Technical skills ^ ^ ^
Motivation ^ ^ ^
Example: Field Review Method
13. Checklists
To develop a checklist for performance review, statements about employee characteristics or
behaviors in a job are gathered from people who know the job well, and then assessed and
weighted according to how favorable or unfavorable they are for effective performance. The
reviewing manager is given the list, without the weightings shown, and asked to indicate
whether the employee does or does not engage in the particular behaviors. That assessment
may be made on a simple ‘Yes’ or ‘No’ basis (as in the example below) by noting how
frequently the employee engages in the behavior on a scale from, say, 5 equals Always
through 3 equals Sometimes to 1 equals Never. Despite its apparent simplicity, the checklist
approach requires you to have a very close understanding of a job and its key success factors
if the list of performance criteria is to be validly selected and weighted. To check the
reliability of the assessments, the same or very similar questions may be asked in different
ways, as is the case with Questions 7 and 10 in the following example.
Effective Performance Management Systems
There is no best way to design and introduce a performance planning and review system.
What works in one organization might fail miserably بائس in another.
However, the experience of a wide range of organizations suggests that effective performance
management systems share certain characteristics
• The performance management system has clear aims and measurable success criteria.
• Employees are involved in the design and implementation of the system.
• The system is simple to understand and operate.
• Effective use of the performance management system is at the core of managers’
performance goals.
• The system allows employees a clear ‘line of sight’ between their performance goals and
those of the organization.
• The system focuses on role clarity الدور وضوح and performance improvement.
• The focus on performance improvement is closely linked to an adequately resourced
training and development infrastructure.
• The purpose of any direct link between the performance management system and
employee rewards الموظف مكافآت is made crystal clear, and proper equity and transparency
safeguards الشفافية ضمانات are built in.
• The performance management system is regularly and openly reviewed against its own
success criteria.