Upload
ravi6013
View
221
Download
0
Embed Size (px)
Citation preview
7/30/2019 1. Performance Appraisal
1/41
PERFORMANCE APPRISAL & PERFORMANCE
MANAGEMENT
7/30/2019 1. Performance Appraisal
2/41
PERFORMANCE APPRISAL SYSTEM
7/30/2019 1. Performance Appraisal
3/41
Performance is what is expected tobe delivered by an individual or a
set of individuals within a time
frame.
What is expected to be delivered
could be stated in terms of results
or effort, tasks & quality with
specification of conditions underwhich it is to be delivered.
What is Performance
7/30/2019 1. Performance Appraisal
4/41
Performance of an individual in anorganizational setting may
therefore be defined as the
output delivered by anindividual in relation to a givenrole during a particular period
of time under the set ofcircumstances operating atthat point of time.
What is Performance
7/30/2019 1. Performance Appraisal
5/41
What is Performance
Maximum output is expected out of every role:
Previous performance of an individual in a
similar task.
Performance of any other comparable
individual or a standard available at that time.
Estimated performance of the individual
based on the competencies, needs of the time,
situational constraints etc.
Physical labour can be better measured than
managerial performance .
Managerial performance is highly
interdependent and dynamic
7/30/2019 1. Performance Appraisal
6/41
Performance has many dimensions
Output or result dimension.
Input dimension.
Time dimension.
Focus dimension.
Quality dimension.
Cost dimension.
What is Performance
7/30/2019 1. Performance Appraisal
7/41
Performance has many dimensions
Output or result dimension.
SMART-
Specific.
Measurable.
Acceptable.
Realistic.
Time-bound.
What is Performance
7/30/2019 1. Performance Appraisal
8/41
Performance has manydimensions
Input dimension.
It deals with the activities or tasks tobe performed by an individual.
Input dimension constitutes the
nature of activities, the time frame,
quality of inputs etc.
Performance can be managed better
if nature of inputs required can well
envisaged, planned properly and
implemented efficiently.
What is Performance
7/30/2019 1. Performance Appraisal
9/41
Performance has many dimensions
Time dimension.
Performance can be defined for a
day, week, month, year or a lifetime.
Hence performance management
is time bound and role specific.
What is Performance
7/30/2019 1. Performance Appraisal
10/41
Performance has many dimensions
Focus dimension.
Based on company product, values, ethics,
culture etc the focus could vary to someextent.
One can not chase two rabbits and get both.
However multi-tasking is not uncommon.
Managers should delegate, guide and
manage more than doing it all by themselves.
Team work is critical. Focus should never be
lost.
What is Performance
7/30/2019 1. Performance Appraisal
11/41
Performance has many dimensions
Quality dimension.
No one can stand a sub-standard
performer. Hence probation.
Quality is a relative term need
and situation based.
What is expected should be made
clear at the starting point.
Quality wins in the long run and
should never be compromised.
What is Performance
7/30/2019 1. Performance Appraisal
12/41
Performance has many dimensions
Cost dimension.
All Organizations/companies are
cost conscious.
Too much and too less is not good.
Operation successful patient dead.
The final goal should be kept in
mind.
What is Performance
7/30/2019 1. Performance Appraisal
13/41
PA is the method of evaluating thebehaviour of the employees in the
workplace, normally including
both quantitative and qualitative
aspects of the job.
How the employee is performing
How the employee can develop
What the superior can do to make it
happen
How the job is going
What is Performance Appraisal
7/30/2019 1. Performance Appraisal
14/41
Provide information about the performance ranking.
Decision regarding salary revision, confirmation,
promotion and demotions.
Provide feedback about level of achievement and
behaviour of the subordinate.
Provide information which helps to counsel the
employees.
Provide information to diagnose the deficiency of the
employees.
Provide training and development needs of the
employees.
WHY conduct a PerformanceAppraisal
7/30/2019 1. Performance Appraisal
15/41
The performance review must occur atleastonce in a year. Some companies review twice in
a year. However, as a part ofPerformance
Management, the performance review is acontinuing, ongoing activity.
WHEN to conduct a PerformanceAppraisal
7/30/2019 1. Performance Appraisal
16/41
Establish a more effective two way communication
Set performance objectives
Help improve current performance
Assess past performance
Provide feedback on performance
Identify training & development needs
Allocate rewards
Identify staff with promotional possibilities
Assist in career planning decisions.
Provide opportunity for professional growth
OBJECTIVES of PerformanceAppraisal
7/30/2019 1. Performance Appraisal
17/41
The Appraisee
The Appraiser
HR Department
WHO are involved in Performance
Appraisal
7/30/2019 1. Performance Appraisal
18/41
Regularity of the
Attendance.
Ability to work
individually or in group.
Leadership skills.
Initiative, Technical skills.
Ability to grasp new things.
Area of interest.
Attitude.
Job Knowledge.
Content of Performance Management
Judgmental Skills.
Area of improvement.
Past Achievement.
Honesty and sincerity.
Innovativeness
Cost & Time consciousness
Communication
i l b h i l di i
7/30/2019 1. Performance Appraisal
19/41
Planning ability.
Organizing ability
Coordination.
Supervision.
Leadership & Dynamism.
Initiative.
Resourcefulness (Oral &Written).
Creativity &
Imaginativeness.
Managerial & behavioural dimensionsused in Performance Management
Development of
subordinates.
Contribution to team
spirit.
Analytical abilities.
Delegation.
Public relations
Sociability
i l & b h i l di i d
7/30/2019 1. Performance Appraisal
20/41
Self Confidence.
Decision making
Cooperativeness.
Flexibility.
Problem solving
Risk taking.
Ability to motivatesubordinates.
Conflict management.
Communication skills.
Managerial & behavioural dimensions usedin Performance Management
Perseverance.
Hard work/Smart work.
Integrity.
Drive
Empathy
Assertiveness
Originality
Data management
7/30/2019 1. Performance Appraisal
21/41
PBS KUMAR
Traditional Methods of
Performance Appraisal.
Graphic Rating Scales: This is the oldest and
most widely method used for performance
appraisal. The scales may specify five points, so
a factor such as job knowledge might be rated 1(poorly informed about work duties) to 5 (has
complete mastery of all phases of the job).
7/30/2019 1. Performance Appraisal
22/41
Quantity of work: Volume of workunder normal workingconditions
Unsatisfactory(1)
Fair(2)
Satisfactory
(3)
Good(4)
OutStandi
ng
(5)
Quality of work: Neatness,thoroughness and accuracy ofwork Knowledge of job
A clear understanding of thefactors connected with the job
Attitude: Exhibits enthusiasm andcooperativeness on the job
Table: Typical Graphic Rating Scale
Employee Name................... Job title .................
Department ......................... Rate ...............
Data ..................................
7/30/2019 1. Performance Appraisal
23/41
7/30/2019 1. Performance Appraisal
24/41
Ranking Method
This is one of the oldest and simplest
techniques of performance appraisal. In
this method, the appraiser ranks the
employees from the best to the poorest onthe basis of their overall performance. It is
quite useful for a comparative evaluation.
7/30/2019 1. Performance Appraisal
25/41
Performance Points Behavior
Extremely good 7 Can expect trainee to make valuable suggestions forincreased sales and to have positive relationships withcustomers 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 throughoutthe 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 thesupervisor.
Poor 2 Can expect to inform only a part of the customers.
Extremely poor 1 Can expect to take extended coffee breaks and roamaround purposelessly.
7/30/2019 1. Performance Appraisal
26/41
Paired Comparison Method
A better technique of comparison than the
straight ranking method, this method compares
each employee with all others in the group, one
at a time. After all the comparisons on the basisof the overall comparisons, the employees are
given the final rankings.
7/30/2019 1. Performance Appraisal
27/41
PBS KUMAR
Forced distribution method
Forced ranking is a method ofperformance appraisal to rank
employee but in order of forced
distribution.
7/30/2019 1. Performance Appraisal
28/41
Checklist Method
Another simple type
of individual
evaluation method is
the checklist.
Is the employee really interested in the task assigned? Yes/No
Is he respected by his colleagues (co-workers) Yes/No
Does he give respect to his superiors? Yes/No
Does he follow instructions properly? Yes/No
Does he make mistakes frequently? Yes/No
7/30/2019 1. Performance Appraisal
29/41
Critical Incidence Method
Under this method, the manager prepares lists ofstatements of very effective and ineffective behavior of anemployee. These critical incidents or events represent theoutstanding or poor behavior of employees on the job .
July 20Mr. Timmaji patiently attended to the majorcustomers complaint. He is polite, prompt, enthusiastic in
solving the customers problem.
On the other hand the bad critical incident may appear asunder:
September 28Mr. Timmaji stayed 45 minutes over on hisbreak during the busiest part of the day. He failed toanswer the store managers call thrice.
7/30/2019 1. Performance Appraisal
30/41
Essay Method
This method asked managers /
supervisors to describe strengths and
weaknesses of an employees behavior.
7/30/2019 1. Performance Appraisal
31/41
Confidential Report
It is mostly used in government organizations. It
is a descriptive report prepared, generally at the
end of every year, by the employees immediate
superior. The report highlights the strengths andweaknesses of the subordinate.
7/30/2019 1. Performance Appraisal
32/41
Modern Methods
7/30/2019 1. Performance Appraisal
33/41
MBO
A process whereby the superior and
subordinates of the organization jointly
identify its common objectives, define
each individuals major areas of
responsibility.
1. Establishment of Goals
2. Setting the performance standard
3. Actual level of job attainment is
compared with the goals agreed upon.
4. Establishing new goals and newstrategies for goals not previously
attained.
7/30/2019 1. Performance Appraisal
34/41
7/30/2019 1. Performance Appraisal
35/41
Assessment Centre
This not a technique of performance appraisal
by itself. In fact, this is a system or organization
where assessment of several individuals is done
by experts by using various techniques. Thesetechniques used role playing, case studies etc.
7/30/2019 1. Performance Appraisal
36/41
360 DEGREEFEEDBACK
7/30/2019 1. Performance Appraisal
37/41
What is 360 DF?
360 Degree Feedback is a multi - rater
feedback system where an individual is
assessed by a number of assessors including
his boss, direct reports, colleagues, internalcustomers and external customers
7/30/2019 1. Performance Appraisal
38/41
InternalCustomers
Boss
Peers
External
Customers
Team
Members
Self
Feedback
collected from
Using a specially
designed tool
Anonymously
What is 360 DF?
Common Problems Associated with Conducting
7/30/2019 1. Performance Appraisal
39/41
1. Halo/horn effect
employees extreme
competence in one area
shines over all others.
Conversely, employee does
poorly in one area and this
overshadows all areas.
2. Bias own prejudices
{race, national origin,
gender, appearance, etc.}influence the appraisal
3. Comparison Rating
contrasting one employee
with another
Common Problems Associated with Conductingthe Appraisal
7/30/2019 1. Performance Appraisal
40/41
3. Central Tendency rate everyone as average
4. Recency Effect focusing on recent
performance instead of entire year
5. Personal Prejudice If the rater dislikes onegroup or employees, he may rate them at the
lower end.
6. Favoritism evaluating friends or those whodont make waves, etc. more favorably than
others
Common Problems Associated with Conducting the
Appraisal
7/30/2019 1. Performance Appraisal
41/41