The document discusses various methods for performance appraisal, including ranking, rating scales, behavioral observation, and management by objectives. It explains how to write SMART objectives and outlines the performance management process of planning, supporting performance, and final review. The purpose of performance appraisal is to provide feedback to employees to motivate, correct, and continue their performance as part of an integrated performance management approach.
Performance appraisal principles will serves as a simple guide to conduct an effective performance review.
Performance appraisal | Principles of performance appraisal | Guide | Leadership and Management | Learningade
Performance appraisal refers to evaluating an employee's personality, performance, and potential. It has several objectives, including providing a basis for promotion/transfer/termination decisions, enhancing employee effectiveness, identifying training needs, aiding in career planning, improving communication, and developing relationships. The process involves establishing performance standards, communicating them, measuring actual performance, comparing to standards, and providing feedback. It benefits both employees and organizations by improving performance, motivation, and development opportunities. Multiple methods can be used, including essays, checklists, ratings scales, and management by objectives.
Performance appraisal and performance management are related but distinct processes used in human resource management. Performance appraisal involves evaluating an employee's past performance against standards, while performance management is the ongoing process of setting goals, monitoring performance, and providing feedback to ensure employees are contributing to organizational goals. There are various methods for conducting performance appraisals, including rating scales, rankings, and behavioral observations. Both processes aim to continuously improve employee performance through goal setting, feedback, development, and rewards.
Performance appraisal and performance management are related but distinct processes used in human resource management. Performance appraisal involves evaluating an employee's past performance against standards, while performance management is the ongoing process of setting goals, monitoring performance, providing feedback and coaching to help employees meet goals. There are various methods used for performance appraisal, including rating scales, rankings, behavioral observations and management by objectives. Both processes aim to improve employee performance and development.
This document provides information on performance management and evaluation methods. It discusses how performance management involves establishing goals, ongoing feedback, and appraisal processes. It describes different sources of appraisal information, such as trait methods like rating scales and essays, behavioral methods like critical incidents and checklists, and results methods like productivity measures and management by objectives. It also outlines characteristics of effective performance appraisal interviews, such as establishing quantifiable goals jointly and reviewing them periodically.
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Unlocking the Power of Performance Appraisal Evaluation: Methods, Objectives,...Qandle
Performance appraisal evaluation is a vital component of Human Resource Management (HRM) that aids organizations in assessing and enhancing employee performance.
This document discusses performance appraisals, including their definition, purpose, advantages, methods, and potential biases. Performance appraisals are used to evaluate employees, provide feedback, determine training needs, and make decisions about compensation, promotion, and retention. They have advantages like employee development, motivation, and communication. Common methods include critical incident reports, weighted checklists, rating scales, management by objectives, and 360 degree feedback. Potential biases can come from first impressions, halo effects, central tendency ratings, and personal biases of the evaluator.
The document discusses performance evaluation, including defining it as a process to measure an employee's work and results, listing its purposes such as providing feedback and determining training needs, and outlining the typical steps in conducting an evaluation such as setting standards, reviewing performance, and providing feedback.
Performance appraisal means the systematic evaluation of the performance of an expert or his immediate superior. Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individual's job. It indicates how well an individual is fulfilling the job demands.
1) The document discusses performance appraisal, defining it as the systematic evaluation of an employee's job performance and potential.
2) It describes various methods of performance appraisal including ranking, paired comparison, forced distribution, grading, checklists, and future-oriented methods like MBO and 360-degree feedback.
3) The key components evaluated in performance appraisal are outlined as well as the process, limitations, obstacles, and potential problems in conducting accurate appraisals.
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The document discusses performance appraisals, including their definition, objectives, advantages, and limitations. Performance appraisals involve supervisors systematically evaluating employee performance against targets and plans. They are used to determine compensation, identify strengths and weaknesses, provide feedback, and influence employee development. While they can motivate employees and aid in selection validation, there are also limitations like spillover effects that influence ratings based on past performance.
The document discusses performance appraisals, including their definition, objectives, advantages, and limitations. Performance appraisals involve supervisors systematically evaluating employee performance against targets and plans. They are used to determine compensation, identify strengths and weaknesses, provide feedback, and influence employee development. While they can motivate employees and aid in selection validation, there are also limitations like spillover effects that influence ratings based on past performance.
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This document discusses performance management and appraisal. It defines performance appraisal as setting work standards, assessing performance, and providing feedback to motivate, correct, and continue employee performance. Performance management is described as an integrated approach to ensuring an employee's performance supports organizational strategic aims. The roles of supervisors and human resources in performance appraisal are outlined. Challenges like unrealistic appraisals and potential issues with appraisal tools are also summarized.
The document discusses performance appraisal, including its objectives, problems, essentials, and methods. It describes several traditional methods of performance appraisal like ranking, paired comparison, grading, and forced distribution. It also outlines modern methods such as assessment centers, human resource accounting, behaviorally anchored rating scales, management by objectives, and 360 degree appraisals. The goals of performance appraisal are to provide feedback, support decisions around promotions and punishments, diagnose strengths and weaknesses, and facilitate employee development, among other things. Common problems include errors in rating like halo effects and bias.
This document provides an overview of performance management and appraisal. It discusses key concepts such as performance management being a continuous process that improves organizational effectiveness, while performance appraisal is a periodic formal review. Various performance appraisal methods are described, including traditional methods like graphic rating scales and forced distribution, as well as modern methods like behavioral anchored rating scales and management by objectives. The importance of goal setting, conducting appraisal interviews, and addressing problems like bias are also covered. The overall document serves as an introduction to performance management and appraisal processes and best practices.
This document summarizes various performance appraisal methods. Past-oriented methods evaluate past performance and include rating scales, checklists, forced choice, and critical incident methods. Future-oriented methods like management by objectives, psychological assessments, and 360-degree feedback focus on future potential and development. The document provides details on rating scales, forced choice, critical incident, BARS, and 360-degree feedback methods. Performance appraisal aims to measure and improve job performance to benefit employees and organizations.
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1. **Team Strength**:
- Seasoned discoverers with mineral finds of >$1Bn (silver), >42Mozs (gold), >12Blbs (copper)
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- High grades, low mining costs
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Key Takeaway: High-grade discovery with potential for a giant, continuous CRD deposit, backed by a proven team and existing resources in a mining-friendly jurisdiction.
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The Matatag Curriculum of the Philippines for the School Year 2024-2025
The Matatag Curriculum is designed to strengthen and enhance the educational system in the Philippines, aiming to address existing challenges and better prepare students for the future. "Matatag" means "strong" or "resilient" in Filipino, reflecting the curriculum's focus on building a solid and adaptable foundation for students.
The curriculum is structured for elementary (Grades 1-6), junior high (Grades 7-10), and senior high school (Grades 11-12) levels, with a focus on foundational skills, specialized tracks, and real-world learning experiences. Overseen by the Department of Education (DepEd), the Matatag Curriculum aims to improve academic performance, equip students with 21st-century skills, and foster responsible citizenship.
The Matatag Curriculum of the Philippines for the School Year 2024-2025 focuses on strengthening and enhancing the educational system with the following key features:
Holistic Development: Addresses intellectual, emotional, social, and physical growth.
Learner-Centered Approach: Promotes active learning, critical thinking, and problem-solving skills.
Revised Content and Competencies: Updates subject matter to align with global standards.
Technology Integration: Incorporates digital literacy and technology in education.
Sustainability and Global Citizenship: Introduces environmental sustainability and responsible citizenship concepts.
Indigenous Knowledge and Culture: Integrates and respects indigenous practices.
Teacher Training and Development: Provides continuous professional development for educators.
Assessment and Evaluation: Utilizes various assessment methods to measure student progress.
2. Objectives of this session
To explain Performance Appraisal
methods
To provide examples of how objectives
can be written in SMART way
To explain Individual Development
Plan
To accommodate suggestions
and overcome concerns.
3. Basic Concepts in Performance
Management and Appraisal
Performance Appraisal
Setting work
standards, assessing
performance, and
providing feedback to
employees to
motivate, correct, and
continue their
performance.
Performance
Management
An integrated
approach to ensuring
that an employee’s
performance supports
and contributes to the
organization’s
strategic aims.
4. An Introduction to Appraising
Performance
1
Is useful in career planning.
Plays an integral role in performance management.
Why Appraise Performance?
Is basis for pay and promotion decisions.
Helps in correcting deficiencies and reinforcing good
performance.
2
3
4
6. HOW TO WRITE OBJECTIVES
Why am I
doing this?
How will we measure
what has been achieved
– cost, profits, quality?
What
does
success
look like?
How will I get this done –
what actions are needed,
what behaviours are
required?
7. Writing OBJECTIVES
Specific – are clear about what needs to be
achieved.
Measurable – include concrete easily measurable
criteria, quantitative and/or qualitative.
Attainable –not too tough or too easy.
Realistic – challenging yet attainable.
Time-bound – has a clear target date, defines
urgency
SMART
9. Methods of Measuring Performance
a) Ranking Method: Is very old and simple form of
performance appraisal. An employee is ranked one against
the other in the working group or department.
Example: If there are ten workers in the working group.
The most efficient worker is ranked number one and the
least efficient worker is ranked as number ten.
10. Ranking Methods Versus Rating Methods
The simple ranking method involves having the
manager rank-order, from top to bottom or from
best to worst, each member of a particular work
group or department.
11. Ranking Methods Versus Rating Methods
The paired comparison method
It involves comparing each individual employee
with every other individual employee, one at a
time.
It helps make the ranking method more precise.
13. Ranking Methods Versus Rating Methods
The forced distribution method involves
grouping employees into predefined
frequencies of performance ratings.
14. Forced Ranking/Distribution
Forced ranking can help build high performance org. by
ensuring that managers clearly distinguish among employee
performance level.
Can be arbitrary, unfair, & expose organization to
lawsuits
Inherent subjectivity
Forced rankings tend to be more effective in organizations
with high-pressure, results-driven culture
15. Graphic Rating-Scale Method
Performance appraisal whereby each employee is rated
according to a scale of pre-defined characteristics that are
job performance related.
17. Behaviorally Anchored Rating Scale
(BARS)
A behavioral approach to performance appraisal
that consists of a series of vertical scales, one for
each important dimension of job performance.
19. Behavioral Observation Scale (BOS)
Employees are evaluated according to how frequently they
exhibit the required behaviour for effective performance.
The scores for each of these observed behaviours can then be
totalled to produce an overall performance score. In such
instances, the various measures of behaviour are normally
weighted to reflect the relative importance of the measure to
the overall job.
21. Critical Incidents
Do not generally utilizes scale. The evaluator provides
specific examples of behaviors / outcomes recorded over
the feedback/evaluation period.
This process can be very time consuming but it allows the
feedback to cite specific examples of general measures
instead of general impression
22. Critical Incidents- Example
Significant
Incidents /
Observed
Behaviour
Significant Positives Significant negatives
Examples
The employee identified a crucial need for a
change and wrote a programme that insistently
solved the existing problem.
The employee brought to department’s
attention consequences that were not taken
into consideration and provided solutions to
overcome them.
Examples
The employee intentionally overlooked to
inspect items leading to damage in major
parts of the used machine.
The employee aggressively dealt with
colleagues/ students resulting in dramatic
consequence.
The employee postponed actions on
assigned project claiming they are tedious.
The employee continually resists
recommendations for improvement and
keeps the same stagnant performance.
23. 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.
24. Advantages of MBO
Employees Can Measure Performance
Quantifiable Goals
Joint Effort
Employee Satisfaction in Participation
25. 25
Individual Development Plan
Employee Development Needs
Competence
Area of Development
Action Plan Expected Time
Identify 1-3 Weakness (Operational /
managerial/ Technical) Points
1-
2-
3-
List recommended
learning methods based
on learning needs and
the employee level of
competence.
Define the duration
of time expected to
reach the
benchmark.
26. 26
Individual Development Plan
Action Plan Brief
Training ( Off the Job) / Workshop /
Seminar/ Management games
Individual is receiving the training
workshop/seminar/ management games off
premises.
Coaching / Mentoring
Individual is set for one – to – one discussions
with line manager or senior colleague
Self-Learning / Reading / E- Learning
Individual plans own self-learning activity and
supported by line manager
On-the-job training / Shadowing /
Knowledge Sharing
Individual learn through observing or being
assisted by a colleague with more experience of
performing the task
Professional Qualifications
Individual is requested to pursue studies like
professional certification or postgraduate
studies.