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Presented by ;Prof. DR. Eka Afnan Troena

PERFORMANCE APPRAISAL

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PERFORMANCE APRAISAL The process by which organizations

evaluate individual job performance OBJECTIVE : - is develop the capability and potential

of the subordinate in realizing his/her performance

- through Performance Appraisal, a supervisor can help his/her to develop career in the organization

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3 Key’s Significant Factors Performance objective must be

communicated and acceptable Performance monitored must be

documented comprehensively There must be feedback that can

be discussed fairly

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Performane Appraisal Procedure Collect performance data of the

subordinate and compare it to the predefined and communicated performance standard in order to know which performance must be improved

Review the subordinate’s performance with your manager in order to get his/her opinion. This will be more objective

Appraisal interview with subordinate is the core activity of the Performane Appraisal

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4 Key Factor for Effective Appraisal Interview Well-prepared condition (pre-

conditioning) Appropiate time frame and

duration for interview Conducive or favorable and

supporting venue Supervisor’s objectively in

appraising performance

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Appraisal Cycles

Appraisal PlanningProduction report candidate

preparation

Feedback appraisal

results

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Appraisal Interview Procedure Create constructive condition before

strating interview e.g. by shaking hand Try to get self-evaluation from

subordinate. Let him/her to elaborate Tell the subordinate his/her strengths and

weaknesses Create conducive situation to encaourage

the subordinate to convey opinion Specify improvement plan that will be

done and plan the next objective

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Providing Performance Feedback Performance feedback is all information

related to the performance submitted by a subordinate,e.g. productivity, behaviour

In ordr to appraise the subordinate’s performance properly and more productively, a supervisor has to possess a good communication capability

The most important part of the performance apparaisal interviews is providing feedback to the subordinate especially for the negative feedback

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Procedure of Providing Feedback A supervisor has to make his/her

subordinate understand on what he/she submit

The subordinate has to be able to accept it

Specifying realistic improvement action plan (SMART)

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Benefits We Get From Performance Feedback Create subordinate’s anthusiasm to clarify

problems as soon as possible A supervisor has the willingness to discuss

about performance problems The subordinate’s has the willingness to

understand and change his/her working behaviour to improve performance

Working condition is better and better, and it is stimulating motivation

Subordinate’s self-confidance is better to solve problem without assistance of the Supervisor

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Characteristics of Beneficial Feedeback Feedback must be descriptive Feedback must be observable Feedback must be qualified (clear) Feedback must not be evaluative It is submitted by using

sympathetic statements Provided as soon as possible after

being observed

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Performer Classification High performers : always achieves

the target what-ever the condition Satisfactory performers : in nirmal

condition, the target is realized Low performers : never achieves

the target

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The Key Steps For High Performers Provide a positive support for

instance : personal appreciation Provide supports to eliminate

problems and abstacles Give insight to the subordinate to

develop his/her future career Assist the subordinate to appreciate

him/herself as an informal leader

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The Key Steps For Satisfactory Performers Clarify each problem & obstacle

related to his/her performance Focus your attention to specific

matters that must be improved Find out solution to solve the

problem and give positive support

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The Key Steps For Low Performers Focus and direct subordinate attention to

his/her main tasks and responsibility Encourage the subordinate to introspect

and accept his/her low performance Evaluate the causes of such performance

together with the subordinate Give your attention to the improvement

efforts that will be carried-out Convince the subordinate that he/she can

realize better performance

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USES OF PERFORMANCE

APPRAISAL- performance improvement- compensation adjustment- placement decesion- training & development needs- career planning & development

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- staffing process deficiencies- international inaccuracies- job-design-errors- equal emplyment opportunity- external challenges- feedback to human resources

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ELEMENTS OF PERFORMANCE APPRAISAL SYSTEMS PERFORMANCE STANDARDS PERFORMANCE MEASURES

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PERFORMANCE APPRAISAL CHALLENGES LEGAL CONSTRAIN RATER BIASES

- halo effect- error of central tendency- leniency and stricness bias- cross-cultural biases- personal prajudice- the recency effect – reducing rater bias

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PAST ORIENTED APPRAISAL METHOD

RATING SCALES CHECKLIST FORCED CHOICE METHOD CRITICAL INCIDENT METHOD ACCOMPLISHMENT RECORDS BEHAVIORALLY ANCHORED RATING

SCALES FIELD REVIEW METHOD PERFORMANCE TEST AND REVIEW COMPARATIVE EVALUATION APPROACH

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FUTURE ORIENTED APPRAISALS SELF-APPRAISAL MBO PSYCOLOGICAL APPRAISAL ASSESSMENT CENTERSIMPLICATION APPRAISAL PROCESS :

- training raters and evaluators - evaluation interviews

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COMPENSATION AND PROTECTION

WAGES AND SALARIES INCENTIVES AND GAINSHARING BENEFITS AND SERVICES SECURITY, SAFETY AND HEALTH

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WAGES AND SALARIES

OBJECTIVE OF COMPENSATION MANAGEMENT- acquire qualified personnel- retain current employment- ensure quality - facilitate understanding- reward desire behaviour- control costs - further adm efficiency- comply with legal regulaions