Performance Management and Appraisal Submitted to: Sir Ahmad Tisman Pasha Submitted by: Maimoona Ali Roll # 07-14 BS(IT) #3 rd sem

Performance Management and Appraisal

Submitted to: Sir Ahmad Tisman Pasha

Submitted by:Submitted by:

Maimoona Ali Maimoona Ali

Roll # 07-14 Roll # 07-14

BS(IT) #3 BS(IT) #3rdrd sem sem

11–2www.BZUpages.com

Performance Management Performance Management Processes used to identify, encourage, Processes used to identify, encourage, measure, evaluate, improve, and reward measure, evaluate, improve, and reward employee performanceemployee performance

Provide information to employees about Provide information to employees about their performance.their performance.Clarify organizational performance Clarify organizational performance expectations.expectations.Identify the development steps that are Identify the development steps that are needed to enhance employee performance.needed to enhance employee performance.Document performance for personnel Document performance for personnel actions.actions.Provide rewards for achieving Provide rewards for achieving performance objectives.performance objectives.


The Nature of Performance The Nature of Performance ManagementManagement

Effective Performanc

e Managemen

t System

Make clear what the organization

expects

Provide performance

information to employees

Document performance for

personnel records

Identify areas of success and

needed development


FIGURE 11-1

Performance Management Linkage


Performance Management versus Performance Management versus Performance AppraisalPerformance Appraisal

Performance Management

Processes used to identify, encourage, measure,

evaluate, improve, and reward employee

performance

Performance Appraisal

The process of evaluating how well employees

perform their jobs and then communicating that information to the

employees


FIGURE 11-2 Components of a Performance-Focused Culture


Identifying and Measuring Identifying and Measuring Employee PerformanceEmployee Performance

Common Performan

ce Measures

Quantity of Output

Quality of Output

Timeliness of Output

Presence at Work


Identifying and Measuring Employee Identifying and Measuring Employee Performance (cont’d)Performance (cont’d)

• Job DutiesJob Duties Important elements in a given job as identified from Important elements in a given job as identified from

job descriptions.job descriptions. What an organization pays an employee to do.What an organization pays an employee to do.


FIGURE 11-3 Types of Performance Information

Subjective

Objective


FIGURE 11-4 ACTFL Performance Standards for Speaking Proficiency

Source: Adapted from American Counsel on the Teaching of Foreign Languages (ACTFL)Oral Proficiency Interview Tester Training Manual (Stamford, CT: ACTFL Inc., 2006), 81–109.


Performance Metrics Performance Metrics in Service Businessesin Service Businesses

Common Sources of Performance

Differences

Regional Labor Cost Differences

Service Agreement Differences

Equipment/ Infrastructu

re Differences

Work Volume

Performance that is measured can be managed.


FIGURE 11-5 Conflicting Uses for Performance Appraisal


Decisions About the Performance Decisions About the Performance Appraisal ProcessAppraisal Process

Designing Appraisal Systems

Appraisal Responsibilit

ies

Informal vs. Systematic Processes

Timing of Appraisals


Legal Concerns and Performance Legal Concerns and Performance AppraisalsAppraisals

Legally Defensible Performance Appraisal System:

• Appraisal criteria based on job analysis (i.e., job-related)

• Absence of disparate impact and evidence of validity

• Formal evaluation criterion that limit managerial discretion

• Formal rating instrument linked to job duties and responsibilities

• Personal knowledge of and contact with ratee

• Training of supervisors in conducting appraisals

• Review process to prevent undue control of careers

• Counseling to help poor performers improve


FIGURE 11-6 Typical Division of HR Responsibilities: Performance Appraisal


Who Conducts Appraisals?Who Conducts Appraisals?

Supervisors rating their employees

Employees rating their superiors

Multisource, or 360°, feedback

Outside sources rating

employees

Team members rating each

other

Employees rating

themselves

Sources of Performance Appraisals


Employee Rating of ManagersEmployee Rating of Managers

Advantages Disadvantages

• Helps in identifying competent managers

• Serves to make managers more responsive to employees

• Contributes to the career development of managers

• Negative reactions by managers to ratings

• Subordinates’ fear of reprisals may inhibit them from giving realistic (negative) ratings

• Ratings are useful only for self-improvement purposes


Team/Peer RatingTeam/Peer Rating

Advantages Disadvantages

• Helps improve performance of lower-rated individuals

• Peers have opportunity to observe other peers

• Peer appraisals focus on individual contributions to teamwork and team performance

• Can negatively affect working relationships

• Can create difficulties for managers in determining individual performance

• Organizational use of individual performance appraisals can hinder the development of teamwork


FIGURE 11-7

Performance Management Linkage


FIGURE 11-8 Multisource Appraisal

Documents

Performance Management and Appraisal Submitted to: Sir Ahmad Tisman Pasha Submitted by: Maimoona Ali Roll # 07-14 BS(IT) #3 rd sem