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.
This document provides an overview of performance management. It begins with definitions of key terms like performance and performance management. It then outlines the typical phases of a performance management process: planning, monitoring, and reviewing. It discusses techniques like setting performance standards, providing feedback, and 360-degree assessments. The document also covers advantages and potential problems in implementing performance management systems. Finally, it provides specifics on how performance management is implemented at M&M Ltd, including how they set goals at the business, department, and individual level using a balanced scorecard approach and multi-step process.
Competencies refer to a cluster of knowledge, skills, and attributes that affect a major part of one's job. Competency mapping is the process of identifying these key competencies for a particular position and using them for tasks like recruitment, training, and development. It involves determining an individual or organization's strengths through assessments. Competency mapping has several objectives like gap analysis, role clarity, succession planning, and growth strategies. There are various tools that can be used to develop competencies, such as literature reviews, focus groups, structured interviews, surveys, and observations.
Unilever was formed in 1930 through the merger of Margarine Unie and Lever Brothers. It maintains a dual-headed legal structure with Unilever NV in the Netherlands and Unilever PLC in the UK. The company has over 163,000 employees in more than 170 countries. Unilever focuses on personal care, home care, refreshment, and food products and has many leading brands. It aims to grow its business while reducing its environmental impact through sustainability initiatives.
Performance Appraisal Methods in HRM Traditional and Modern MethodsMayankPanchal32
The document summarizes traditional and modern methods of performance appraisal in human resource management. It describes several traditional methods including ranking, paired comparison, grading, forced-choice, checklist, essay, field review, and confidential report methods. It also outlines some modern appraisal methods such as management by objectives, behaviorally anchored rating scales, and 360-degree feedback. The document provides examples and brief explanations of how many of these different performance appraisal methods are used.
This document outlines quantitative and qualitative performance standards for evaluating and controlling sales personnel. It discusses 10 quantitative standards for measuring metrics like quotas, selling expense ratios, territorial profits, market share, call frequency, order ratios, and average order size. It also mentions qualitative standards related to personal factors, adaptability, cooperation, appearance, attitude, and punctuality. The document advocates using multiple quantitative standards simultaneously and notes qualitative standards are also important for a complete evaluation.
This document outlines the key topics and objectives covered in a performance management course. It discusses determining individual performance, the purposes of performance management, criteria for an effective system, and different approaches to measurement. The comparative, attribute, behavioral, results, and quality approaches are described in detail. Sources of performance information like managers, peers, subordinates, self, and customers are also analyzed. The types of rater errors in evaluations are explained as halo effect, horns effect, leniency, and strictness. Preventative measures like training and framing performance dimensions are suggested. Appraisal politics where ratings are distorted for goals is also defined.
Types of hr strategies - overarching hr strategies - strategic human resourc...manumelwin
Overarching HR strategies describe the general intentions for how an organization will manage and develop its human resources to attract, retain, motivate and engage employees. They aim to create organizational effectiveness through employing high-quality people and processes. Examples provided include AEGON's integrated HR approach, B&Q's goals around commitment and retention, Egg's customer-focused treatment of employees, and GSK's goal of being the best place for top talent.
This document provides an overview of training and development. It discusses how training and development has evolved from transferring knowledge through signs and actions to more formal programs to help workers use new machines. It also explains that employees are now seen as assets that can be developed to benefit the organization. The document outlines different training and development methods, both on-the-job and off-the-job, and discusses the objectives and process of training and development programs.
potential appraisal means identification of the hidden talents which a person might be unaware of. In this lecture, students will study how a person can lead to potential appraisal in his career path.
Learning Process, Training Climate, Development and Designing Training ModulesAshish Hande
This document discusses learning theories and domains of learning. It describes two major learning theories - behaviorism and cognitive theory. Behaviorism focuses on reinforcement and stimuli to shape behavior, while cognitive theory examines internal mental processes. It also outlines three domains of learning: the cognitive domain involves knowledge and intellectual skills; the affective domain encompasses attitudes, values and beliefs; and the psychomotor domain deals with physical skills and movements. Combining elements of different learning theories and targeting multiple domains can help create effective training programs.
This document discusses different ways to measure employee performance and results. It describes key performance indicators (KPIs) and objectives and key results (OKRs) that are used to track progress towards goals. Employee self-assessments, peer reviews, and manager evaluations also provide feedback. Comparative measurement systems rank employees against each other or standards, using methods like simple or alternating rank order, paired comparison, and relative percentiles. Absolute methods like essays, behavior checklists, critical incidents, and graphic rating scales evaluate employees without direct comparisons. Measuring performance helps ensure employees are focused on priorities and making progress.
The document discusses talent acceleration pools, which are used to develop high-potential employees for future leadership roles. Key points:
- Acceleration pools focus on competency development rather than nominating individuals for specific future jobs. Members receive stretch assignments, training, coaching and feedback.
- Members are selected based on performance and potential. Participation is voluntary. Assessment centers are used to evaluate competencies and development needs.
- The goal is to continuously develop a group of candidates qualified for undefined future executive roles, rather than targeting individuals for specific succession plans. This allows companies to better adapt to changing needs and fills more leadership roles internally.
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
This document discusses performance appraisal. It begins by listing several names and then outlines topics to be covered including the types of performance appraisal, benefits, disadvantages, and examples used in India. It then lists some common rating scales used in performance appraisal. The document provides tips for setting goals and encouraging participation in performance appraisal. It also includes some facts about the largest employers in India. The remainder of the document delves into various aspects of performance appraisal including the purpose, types, pros and cons, and how to address problems.
Define performance & choosing a measurement approachkahogan62
This document discusses approaches to measuring job performance. It defines performance as behaviors rather than outcomes or results. Performance is determined by an employee's declarative knowledge, procedural knowledge, and motivation. Dimensions of performance include task and contextual performance. The document compares trait, behavior, and results approaches to measuring performance and their appropriate uses depending on factors like the link between behaviors and results.
The matching model of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
This document provides an overview of key topics in international human resource management (IHRM) including approaches to staffing foreign operations, reasons for international assignments, types of international assignments, and the roles of expatriates and non-expatriates in supporting international business activities. It also discusses calculating return on investment for international assignments and the various roles of the corporate HR function in managing international operations.
INTERNATIONAL HUMAN RESOURCES MANAGEMENT- soft models and hard models of HRM such as Harward Model, Michigan Model etc.International human resource management is the process of managing people across international boundaries by multinational companies. It involves the worldwide management of people, not just the management of expatriates.
The document discusses various aspects of performance appraisal including definitions, objectives, processes, methods, issues, advantages, and disadvantages. Specifically, it defines performance appraisal as evaluating an employee's job performance and sharing feedback to improve. It lists objectives for both employees and organizations. It outlines the typical performance appraisal process and describes traditional and modern methods like graphic rating scales, forced choice, critical incidents, field review, behavioral anchored rating scales, and 360 degree/MBO approaches. It also notes some common issues and both advantages like motivating employees and disadvantages like potential bias.
The document discusses performance appraisals, including their definition, purpose, methods, and best practices. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. Some key points include: performance appraisals aim to provide feedback, identify training needs, and form a basis for personnel decisions. Effective methods include setting goals/objectives, collecting data on performance, conducting interviews, and providing follow-up. Common errors to avoid are rater biases like the halo effect.
The document discusses strategies for conducting a fair performance appraisal of nurses who felt their previous appraisal was unfair. The new appraiser would:
1) Analyze objective and subjective performance data like records and interviews to substantiate any rating changes.
2) Interview staff and the previous appraiser to understand the reasons for grievances like personality clashes or errors in rating.
3) Address any performance issues by determining the root cause such as skills, motivation, or opportunity factors, and taking actions like training, coaching, clarifying expectations.
4) Conduct the re-appraisal with effective communication skills and an understanding of common rater errors to avoid inaccurate assessments. The focus would be on organizational objectives and
The document discusses performance appraisal concepts and methods. It defines performance appraisal and outlines its objectives for employees and organizations. Several traditional and modern appraisal methods are described, including paired comparison, graphic rating scales, forced choice, critical incidents, management by objectives, and 360 degree feedback. Issues with appraisal systems like biases and stress are covered. Advantages include feedback and goals, while disadvantages include potential negativity. Overall, 360 degree appraisal is presented as a popular emerging method when used appropriately.
The document discusses performance appraisal and management. It defines performance appraisal as the objective assessment of an individual's performance against defined benchmarks. It also assesses potential for future performance. Performance appraisal has multiple purposes including development, administration, and organizational objectives. An effective performance appraisal process involves establishing expectations, designing an appraisal program, conducting appraisals, providing feedback, and using appraisal data appropriately.
This document discusses performance management and performance appraisals. It identifies key components of measuring employee performance, including quantity and quality of output, timeliness, attendance, efficiency and effectiveness. Performance is measured using trait-based, behavior-based and results-based information. Performance appraisals are used for administrative actions like compensation adjustments and promotions, as well as developmental actions like training and coaching. Appraisals can be conducted by supervisors, peers, employees or outsiders using methods like rating scales, rankings, narratives or management by objectives. Raters and employees require training to address errors and biases. Effective feedback is also important.
This document provides an overview of performance appraisal and management systems. It discusses the need for performance appraisals to provide feedback, identify training needs, and inform personnel decisions. It also covers the differences between traditional appraisal and modern performance management, focusing on elements like frequency of reviews and emphasis on development versus evaluation. Finally, it lists some common limitations and problems with performance appraisals, such as bias, errors in judgment, and resistance from employees.
The document discusses performance management and its evolution over different phases. It began with annual performance appraisals in the 1960s to evaluate employee behaviors. In the 1970s, employees could provide their accomplishments and quantitative metrics were considered. The fourth phase in the mid-1970s introduced performance planning, review, and development. The fifth phase emphasized performance-driven development, planning, and continuous improvement. The objectives of performance management are to enable superior work, identify skills, boost performance through empowerment and rewards, and facilitate communication for coaching and development. It also addresses challenges in personnel management like conflicts, technological changes, competition, and managing restrictions.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
In this file, you can ref useful information about performance appraisal design such as performance appraisal design methods, performance appraisal design tips
Performance management involves evaluating employees based on agreed upon performance standards and goals in order to ensure employees are working towards organizational objectives. It includes defining employee goals and expectations, developing employee capabilities, evaluating performance, and rewarding employees. Effective performance management requires setting measurable goals for employees, evaluating employees based on achieving those goals, and ensuring employee goals align with broader organizational goals. Feedback should be provided to employees on their performance and areas for improvement.
How to write comments on performance appraisaljuniecarter5
In this file, you can ref useful information about how to write comments on performance appraisal such as how to write comments on performance appraisal methods, how to write comments on performance appraisal tips, how to write comments on performance appraisal forms, how to write comments on performance appraisal phrases … If you need more assistant for how to write comments on performance appraisal, please leave your comment at the end of file.
The Future Of Performance Management In An Era Of Uncertainty American Airl...Claudia Rubino
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
It is a brief presentation which will make you easily understand about what actually motivation is and what job performance is?
And also it will make you clear that what is difference between motivation and job performance, as both words in general reflects same meaning but they are different but also interlinked with each other in some or the other way,
This document provides an overview of human resource management and performance management processes. It discusses human resource management, including acquiring, training, appraising, compensating, and supporting employees. It then covers performance management and appraisal steps like defining jobs, appraising performance, and providing feedback. Next, it details how to conduct performance appraisal interviews, including different types of interviews and how to handle defensive or critical subordinates. Finally, it gives examples of performance management for some sports entertainers and how their salaries are determined.
Care of a woman during labor and delivery is known as intranatal care. Intranatal care includes techniques to reduce pain such as modified breathing, relaxation, hydrotherapy, massage, ambulation, different birthing positions, and use of birthing balls. These techniques are supported by evidence showing reduced pain, shorter labor durations, and increased satisfaction. Other aspects of intranatal care discussed include the use of partographs to monitor labor, water birthing for pain relief, active management of the third stage of labor, and the Helping Babies Breathe program to assess and support newborns within the first minute after birth. Barriers to effective intranatal care implementation mentioned are lack of reinforcement, payment systems
This document discusses employee motivation and performance. It covers several theories of motivation, including: Maslow's hierarchy of needs, ERG theory, two-factor theory, expectancy theory, equity theory, goal-setting theory, and reinforcement theory. It also discusses content and process perspectives on motivation and popular motivational strategies used in workplaces like empowerment, participation, flexible work arrangements, and different reward systems.
Chapter 8 Performance Management and AppraisalAmmad khan
The document discusses performance management and appraisal. It begins by defining performance management as the process of identifying, measuring, managing, and developing employee performance over time to improve it. Performance appraisal refers specifically to the ongoing process of evaluating employee performance. The key steps in the performance appraisal process are: 1) conducting a job analysis, 2) developing performance standards and measurement methods, 3) providing informal coaching, 4) preparing for and conducting the formal performance review. For performance measures to be accurate, they must be valid, reliable, acceptable and feasible to both employees and managers, specific enough to identify strengths and weaknesses, and based on the organization's mission and objectives.
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.
The document discusses performance management and performance appraisals. It covers various topics related to performance appraisals including definitions, objectives, processes, methods, common errors and ways to improve appraisal systems. Specifically, it discusses establishing standards and linking appraisals to business objectives, different appraisal methods like forced ranking and MBO, potential errors in appraisals and how to reduce errors through rater training and objective evaluation criteria.
The document discusses performance management and performance appraisals. It covers various topics related to performance appraisals including definitions, objectives, processes, methods, common errors and ways to improve appraisal systems. Specifically, it discusses establishing standards and linking appraisals to business objectives, different appraisal methods like forced ranking and MBO, potential errors in appraisals and reducing errors through rater training and objective data.
The document discusses performance management and performance appraisals. It covers various topics related to performance appraisals including definitions, objectives, processes, methods, common errors and ways to improve appraisal systems. Specifically, it discusses establishing standards and linking appraisals to business objectives. It also describes different appraisal methods like forced ranking, management by objectives and essay evaluations. Common errors like halo effects and ways to reduce errors through rater training are also outlined.
The document discusses performance appraisals, which are systematic assessments of an employee's job performance and strengths/weaknesses. Performance appraisals have multiple purposes, including determining promotions, pay raises, training needs, and legal compliance. They involve establishing job expectations, designing an appraisal program, assessing performance through methods like rankings, checklists, and management by objectives, conducting performance reviews, and using the data for HR decisions. The goal is to provide feedback to employees and information to organizations about employee performance.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
Performance appraisal refers to evaluating an employee's personality, performance, and potential. It involves setting goals, collecting performance data, conducting appraisal interviews, and providing feedback to help employees improve. There are various traditional and modern methods used for performance appraisals in organizations. The goals are to review and improve employee performance as well as assist with human resource decisions. However, performance appraisals also have some limitations and risks if not implemented properly.
This document discusses the importance of performance management and development systems for organizations. It outlines key objectives of performance management like human resource planning, personnel decisions, and employee feedback and development. Effective systems separate evaluation from development, specify job-related criteria, use multiple ratings, and provide ongoing feedback. New approaches include team and 360-degree appraisals and competency-based systems. Technology now allows for computer monitoring and online evaluations. Strategic performance management aligns systems with organizational lifecycles, strategies, and competitive environments.
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 appraisal, including its definition, objectives, purpose, methods, and process. Performance appraisal rates employees' performance and evaluates their contribution to organizational goals. It is used to improve performance, plan human resources activities like promotions, identify training needs, and make salary and bonus decisions. The key methods discussed are graphic rating scales, essays, forced distribution, behavioral observation scales, and 360 degree/multi-rater feedback. The performance appraisal process involves setting standards, measuring performance, providing feedback, and making HR decisions.
This document discusses performance appraisals and management. It defines performance appraisal as the assessment of an employee's effectiveness, usually done regularly through a structured interaction between the employee and supervisor. Performance management aims to align employee work with organizational goals by integrating performance appraisal with other HR systems like linking pay to performance. The document outlines different methods for evaluating employee performance, including individual methods like rating scales, forced choice evaluations, essays, and checklists and multiple rater methods like 360-degree feedback. Effective appraisal systems are job-related, have clear performance expectations and standards, use trained evaluators, and promote continuous communication.
The document discusses performance appraisals, which are formal evaluations of how employees perform their duties. Performance appraisals should be conducted in writing at least annually and include feedback shared with the employee. They are used for decisions around salary, promotion, training, and termination. Both traditional and modern methods are described, including confidential reports, essays, rankings, checklists, and 360-degree feedback. The goals of performance appraisals are determining training needs, providing feedback, and improving employee performance and development. Limitations include bias if the supervisor knows the employee well and the difficulty appraising some employee qualities.
Performance appraisal is a systematic evaluation of an employee's job performance by their supervisor to measure merit, compare performance to others, and determine an employee's worth. Several traditional methods for performance appraisal are described, including rating scales, essays, rankings, and checklists. The document also discusses sources of error in performance appraisals and modern alternative methods like management by objectives and customer feedback.
Performance appraisal methods can be categorized as traditional or modern. Traditional methods include graphic rating scales, forced choice descriptions, forced distribution, checklists, and critical incidents. These methods have advantages like low cost and ease of use but also have disadvantages like rater bias. Modern methods include management by objectives (appraising results), behaviorally anchored rating scales, and 360 degree feedback. The 360 degree feedback involves collecting performance data from supervisors, peers, customers, and the individual to evaluate interpersonal skills and customer satisfaction. Overall, performance appraisal aims to provide feedback to employees on their strengths and weaknesses to help them improve and support organizational goals.
This document provides an overview of performance appraisal methods used to evaluate employees. It discusses several common methods including 360 degree feedback, rating scales, critical incidents, essay method, work standards, ranking, forced distribution, result-based systems, and behaviorally anchored rating scales. Each method is defined in one to two sentences. The document aims to inform the reader about different performance appraisal techniques used by organizations.
This document discusses performance appraisal, including definitions, purposes, objectives, methods, and advantages/disadvantages. Performance appraisal is defined as the systematic evaluation of an employee's job performance and potential. Its main purposes are to review performance, identify training needs, and assist with decisions on promotions, transfers, etc. Common methods include confidential reports, rating scales, checklists, and 360-degree feedback. Advantages include improving performance and career development, while disadvantages include potential for bias and subjective evaluations.
In this file, you can ref useful information about purpose of performance appraisal such as purpose of performance appraisal methods, purpose of performance appraisal tips, purpose of performance appraisal forms, purpose of performance appraisal phrases … If you need more assistant for purpose of performance appraisal, please leave your comment at the end of file.
Review existing knowledge
define existing problems
Provide solutions to problems
Construct or create new procedures or systems
Explain new phenomenon
Generate new knowledge
…or a combination of any of the above!
In this file, you can ref useful information about purposes of performance appraisal such as purposes of performance appraisal methods, purposes of performance appraisal tips, purposes of performance appraisal forms, purposes of performance appraisal phrases … If you need more assistant for purposes of performance appraisal, please leave your comment at the end of file.
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3. Performance aPPraisal and
Performance management
Performance appraisal
Evaluating an employee’s current and/or past
performance relative to his or her performance
standards.
Performance management
The process employers use to make sure employees
are working toward organizational goals.
4. difference between Pm and Pa
Processes used to identify,
encourage,
measure,evaluate,
improve, and reward
employee performance.
The process of evaluating how
well employees perform their
jobs and then communicating
that information to the
employees.
6. definitions
According to Newstrom, “It is the process of evaluating
the performance of employees, sharing that information with
them and searching for ways to improve their performance’’.
meaning
Performance appraisal is the step where the management
finds out how effective it has been at hiring and placing
employees.
A “Performance appraisal” is a process of evaluating an
employee’s performance of a job in terms of its requirements.
7. wHY tHe Performance aPPraising
Appraisals play an integral role in the employer’s
performance management process.
Appraisals help in planning for correcting deficiencies
and reinforce things done correctly.
Appraisals, in identifying employee strengths and
weaknesses, are useful for career planning
Appraisals affect the employer’s salary raise decisions.
9. continuous imProvement
A management philosophy that requires employers to
continuously set and relentlessly meet ever-higher
quality, cost, delivery, and availability goals by:
Eradicating the seven wastes:
overproduction, defective products, and
unnecessary downtime, transportation, processing
costs, motion, and inventory.
Requiring each employee to continuously improve
his or her own personal performance, from one
appraisal period to the next.
10. Performance aPPraisal roles
Supervisors
Usually do the actual appraising.
Must be familiar with basic appraisal techniques.
Must understand and avoid problems that can
cripple appraisals.
Must know how to conduct appraisals fairly.
11. Performance aPPraisal roles (cont’d)
HR department
Serves a policy-making and advisory role.
Provides advice and assistance regarding the
appraisal tool to use.
Prepares forms and procedures and insists that all
departments use them.
Responsible for training supervisors to improve their
appraisal skills.
Responsible for monitoring the system to ensure that
appraisal formats and criteria comply with EEO laws
and are up to date.
12. stePs in aPPraising
Performance
1.Defining the job
Making sure that you and your subordinate agree on
his or her duties and job standards.
2.Appraising performance
Comparing your subordinate’s actual performance
to the standards that have been set; this usually
involves some type of rating form.
3.Providing feedback
Discussing the subordinate’s performance and
progress, and making plans for any development
required.
13. designing the aPPraisal
tool
What to measure?
Work output (quality and quantity)
Personal competencies
Goal (objective) achievement
How to measure?
Graphic rating scales
Alternation ranking method
MBO
15. Performance aPPraisal
methods
Graphic rating scale
A scale that lists a number of traits and a
range of performance for each that is used to
identify the score that best describes an
employee’s level of performance for each
trait.
17. comParative methods
Ranking
A listing of all employees from highest to lowest in
performance.
Drawbacks
Does not show size of differences in
performance between employees
Implies that lowest-ranked employees are
unsatisfactory performers.
Becomes difficult process if the group to be
ranked is large.
18. 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.
Similar to grading on a curve; predetermined percentages of
rates are placed in various performance categories.
Example:
15% high performers
20% high-average performers
30% average performers
20% low-average performers
15% low p
19. Behavioral /oBjective methods
Behavioral Rating Approach
Assesses employees’ behaviors instead of other
characteristics
Consists of a series of scales created by:
Identifying important job dimensions
Creating statements describing a range of desired and
undesirable behaviors (anchors)
Type of behavioral scale
Behaviorally anchored rating scales (BARS)
BARS is an appraisal tool that anchors numerical rating
scale with specific examples of good or poor
performance.
20. Behavioral /oBjective methods
Management by Objectives
Specifying the performance goals that an individual and
his or her manager agree that employee will try to attain
within an appropriate length of time.
Key MBO Ideas
Employee involvement creates higher levels of
commitment and performance.
Encourages employees to work effectively toward
achieving desired results.
Performance measures should be measurable and should
define results.
21. Narrative methods
Critical Incident
Manager keeps a written record of highly favorable
and unfavorable employee actions.
Drawbacks
Variations in how managers define a “critical
incident”
Time involved in documenting employee actions
Most employee actions are not observed and may
become different if observed
22. Narrative methods(coNtd..)
Essay
Manager writes a short essay describing an employee’s
performance.
Drawback
Depends on the managers’ writing skills and their
ability to express themselves.
23. 360 Feed Back system
A system of collecting performance information from
multiple parties.
Multiple parties include one’s subordinates peers, supervisors
and customers
It is also used to design promotion and reward.
25. poteNtial ratiNg scale
appraisal proBlems
Unclear standards
An appraisal that is too open to interpretation.
Halo effect
Occurs when a supervisor’s rating of a subordinate on one
trait biases the rating of that person on other traits.
For example, supervisors often rate unfriendly employees
lower than the others, on all traits.
Central tendency
A tendency to rate all employees the same way, such as
rating them all average.
26. poteNtial ratiNg scale appraisal
proBlems (coNt’d)
Strictness/leniency
The problem that occurs when a supervisor has a
tendency to rate all subordinates either high or low.
Bias
The tendency to allow individual differences such as
age, race, and sex to affect the appraisal ratings
employees receive.
27. how to avoid appraisal
proBlems
Learn and understand the potential problems, and the
solutions for each.
Use the right appraisal tool. Each tool has its own pros and
cons.
Train supervisors to reduce rating errors such as halo,
leniency, and central tendency.
Have raters compile positive and negative critical incidents as
they occur.
28. Who Should do the
ApprAiSing?
The immediate supervisor
Peers
Rating committees
Self-ratings
Subordinates
360-Degree feedback
30. mAin purpoSeS of performAnce
mAnAgement
Individual Rewards (Base and Incentive)
Feedback for Sub-Ordinate (Plus and Minus)
Recognition of Superior Performance
Documentation of Weak Performance
Personnel Decision-Making
Future Goal Commitments (Planned
Achievements)
31. Why performAnce mAnAgement?
Increasing use by employers of performance
management reflects:
The popularity of the total quality management
(TQM) concepts.
The belief that traditional performance appraisals
are often not just useless but counterproductive.
The necessity in today’s globally competitive
industrial environment for every employee’s efforts
to focus on helping the company to achieve its
strategic goals.
32. SourceS of performAnce
mAnAgement
Managers
Have the ability to rate employees
Feedback from MANAGERS is strongly related to
performance
Peers
Co-worker
Expert knowledge of job requirement
Observe employee daily!
Bring a different perspective in the evaluation process -
provide extremely valid assessment of performance
Useful esp. if supervisor does not always observe
employee (e.g. law enforcement)
33. SourceS of performAnce
mAnAgement
Subordinates
Evaluation of managers
UPWARD FEEDBACK
Self
Not often used
Observe own behaviour
Customers
Often the only best person to observe employee performance
BEST source of information
Customer evaluation sheet
Random mail surveys
Telephone survey
34. performAnce mAnAgement:
A four Step proceSS
Step 1: Performance Planning and Communication
Step 2: Coaching/Feedback
Step 3: Performance Review
Step 4: Staff Development
35. the componentS of An effective
performAnce mAnAgement proceSS
Direction sharing
Role clarification
Goal alignment
Developmental goal setting
Ongoing performance monitoring
Ongoing feedback
Coaching and support
Performance assessment (appraisal)
Rewards, recognition, and compensation
Workflow and process control and return
36. objective Setting:
be Sure it’S S.m.A.r.t.
Specific
Measurable
Achievable
Results Oriented
Time bound