Performance appraisal 2007

8/7/2019 Performance appraisal 2007

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PERFORMANCE APPRAISALReporter: Michelle Ortiz


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Performance Appraisal

Is a control process inwhich employeesperformance isevaluated againststandards.

It is the most valuable

tool in controlling humanresources and

productivity

It reflects how well the

nursing personnel haveperformed during aspecific period of time.


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Purposes of Performance Appraisal

Determine salary standardsand merit increases;

Select qualified individuals

for promotion or transfer;

Identify unsatisfactory

employees for demotion or

termination;

A performance appraisal is used to:


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Make inventory of talents withinthe institution;

Determine training anddevelopmental needs ofemployees;

Improve the performance ofwork group by examining,

improving, correctinginterrelationships betweenmembers;


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Improve communicationbetween supervisors and

employees and reach anunderstanding on the objectiveof the job;

Establish standards ofsupervisory performance;

Discover the aspiration ofemployees and reconcile thesewith the goal of the Institution;


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Provide employee recognition

for accomplishments; and Inform employees where they

stand.


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Performance Appraisal SystemFactors Contributing to an Effective


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Factors Contributing to an Effective Performance Appraisal System

Compatibility between thecriteria for individual

evaluation and organizationgoals.

Direct application of therated performance toperformance standards and

objectives expected of theworker.


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Development of behavioralexpectations which have beenmutually agreed upon by boththe rater and the worker.

Understanding the processand effective utilization of

procedure by the rater. Rating of each individual by

the immediate supervisor.


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Concentration on the

strengths and weaknessesto improve individual

performance.

Encourage of feedback

from the rated employees

about their performance

needs and interests.


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Provision for initiating

preventive and correctiveactions and making

adjustments to improve

performance.


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Method of Measuring Performance

Essay

Checklist Ranking

Rating Scale

Forced-choice comparison


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Essay Evaluation

The rater is asked to express the strong as well as

weak points of employees behavior

The rater considers the employees :

Job knowledge and potential

Understanding of companys programs, policies, objectives

etc

Relation with co-workers and supervisors

Planning, organizing and controlling ability

Attitude and perception


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Essay Evaluation

This method has the following limitations:

Highly subjective

Supervisor may write biased essay

Difficult to find effective writers

A busy appraiser may write the essay hurriedly

without assessing properly the actual performance

of the worker

If the appraiser takes a long time it becomes

uneconomical from the view point of the firm


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Checklist

A checklist is a set of objectives or descriptive

statements about the employee and his behavior.

Under weighted checklist, value of each question

may be weighted.

Example:

Is the employee really interested in the task

assigned?

Yes / No

Is he respected by his colleagues? Yes / No


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Forced Choice Comparison

This method uses several sets of paired phrases, two of

which may be positive and two negative

The rater is asked to indicate which of the four phrases is

the most and least descriptive of a particular worker

Favorable qualities earn plus credit and unfavorable ones

earn the reverse


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Multiple Person Evaluation

Methods

Ranking method

The evaluator rates the employee from highest to

lowest on some overall criteria

Paired comparison method

Each worker is compared with all other employees

in a group

For several traits paired comparisons are made,tabulated and then rank is assigned to each worker

This method is not applicable when the group is

large


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Forced Choice Method

This method uses several sets of paired phrases, two

of which may be positive and two negative

The rater is asked to indicate which of the four

phrases is the most and least descriptive of a

particular worker

Favorable qualities earn plus credit and unfavorable

ones earn the reverse


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Critical Incident Technique/ Anecdotal Recording

Manager prepares lists of statements of very

effective and ineffective behavior of an

employee

These critical incidents represent the

outstanding or poor behavior of the employees

The manager periodically records critical

incidents of employees behavior


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Example:

July 20 Nurse A patiently attended to the

customers complaint. He is polite, prompt,

enthusiastic in taking care of the patient

July 20 Nurse A stayed 45 minutes

beyond his break during the busiest part of

the day. He failed to answer patient call

thrice. He is lazy, negligent, stubborn and

uninterested in work


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Limitation of this technique are:

Negative incidents may be more noticeable

than positive incidents.

Supervisors have a tendency to unload a

series of complaints about incidents.

Results in very close supervision which

may not be liked by the employee.

The recording of incidents may be a chorefor the manager concerned who may be

too busy or forget to do it.


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Appraisal Interview and Feedback - Let the Employee Know

Where He Stands

To help employees do a better job by clarifying what is expected of them

To plan opportunities for development and growth

To strengthen the superior-subordinate working relationship by developing

mutual agreement of goals

To provide an opportunity for employees to express themselves on

performance related issues


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Documents

Performance appraisal 2007