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8/8/2019 Conducting a Performance Appraisal Interview
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CONDUCTING A PERFORMANCE APPRAISAL INTERVIEW
An article on
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WHAT IS A PERFORMANCE APPRAISAL ?
A systematic and objective way of evaluating bothwork-related behaviour and potential of employees.
Appraisal systems are a source of data needed formanpower planning ,a means of influencing employee performance and fulfilling the moral
obligation of letting people know where they stand. It is both a system of papers and procedures and
an inter-personal process.
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WHY IS IT A PROBLEM?
D anger to the motivation and relationship. Feedback and self-image.
Avoidance of negative aspects.
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GOALS OF PERFORMANCE APPRAISAL
Individual goals Organizational goals :
1. Evaluation goals2. Coaching and developmental goals
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INDIVIDUAL GOALS
To learn about themselves Gaining raises, bonuses and promotions If the feedback is favourable, it satisfies their
needs of competence and psychological success. If not ,they tend to experience failure and find it
difficult to accept.
Conflict between desire for personal developmentand wish for rewards. Openness to feedback and exploratory attitude
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EVALUATION GOALS OFORGANISATION
To give feedback To develop valid data for pay & promotion
decisions. To help in making discharge & retention
decisions and warning subordinates of unsatisfactory performance.
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COACHING & DEVELOPMENT GOALS OFORGANISATION
To counsel & coach subordinates. To develop commitment through career
planning. To motivate subordinates. To strengthen superviser-subordinate relations.
To diagnose individual & organisationalproblems.
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CONFICTS IN PERFORMANCE APPRAISAL
S eeking developmentof individuals
S eeking validperformance feedback
Make personneldecisions based oninformation from
individuals
Seeking rewards &maintenance of self-
image
organization
organization
individuals
individuals
conflict
Major conflict
Major conflict
conflict
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PROBLEMS IN PERFORMANCE APPRAISAL
Ambivalence & Avoidance Feedback & D efensiveness
Both problems combined
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FACTORS AFFECTING APPRAISALOUTCOMES
Improved subordinate performance,motivation & better supervisor-
subordinate relations
Appraisalinterviewprocess
Appraisalsystem
Boss-subordinate
relation
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POTENTIAL SOLUTIONS TO APPRAISALPROBLEMS
Uncoupling evaluation & development Choosing appropriate performance data
Upward appraisal Eliminating the P.A system S upervisor-subordinate relations
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THE APPRAISAL INTERVIEW
Tell and sell method Tell and listen method
Problem-solving method Mixed-model interview
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MIXED MODEL INTERVIEW: STEPS
S cheduling Agreeing on content Agreeing on process
Location & space Opening the interview S tarting the discussion Exchanging feedback The managers views D eveloping a plan for improvement Closing the discussion
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GUIDELINE FOR ASSESSING THEEFFECTIVENESS OF INTERVIEW
At the beginning :
1. D id the supervisor create an open & accepting
climate?2. Was there agreement on the process &
purpose of interview?
3.Were both the parties equally well-prerapred?
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DURING THE INTERVIEW :
1. To what extent did the supervisor really try tounderstand the employee?
2. 2.were broad and general questions used atthe outset?
3. Was the feedback clear & specific?
4. D id the subordinate disagree and confront thesupervisor?
5. D id the interview end with mutual agreement?
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APPRAISAL OUTCOMES
D id the appraisal session motivate theemployee?
Did it build a better relationship?
D id the employee get a clear idea of wherehe/she stands?
D id the supervisor arrive at a fair assessment? D oes the subordinate have a clear idea of what
actions to take to improve performance?
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SUMMARY
We discussed the various problems associatedwith the performance appraisal and how toovercome them by discussing performanceevaluations in a non-evaluative manner.
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TH ANK YOU!!!!