THE APPRAISAL SYSTEM. CONCEPTS OF APPRAISAL & APPRAISAL METHODS

Human Resource Development

Muhammad Adnan Sarwar

PERFORMANCE APPRAISAL Aims of Appraisal Content of Appraisal Implementation Maintenance and Evaluation of

Appraisal Appraisal and Performance

Management (PRP)

PERSPECTIVES ON APPRAISAL :THE ORGANISATION

‘to enable some kind of assessment to be made on an employee - either against pre-set objectives or job competencies… as a basis for…’

making equitable reward decisions improving performance motivating employees succession planning and identifying potential promoting manager-subordinate dialogue formal assessment of unsatisfactory performance

PERSPECTIVES ON APPRAISAL :THE APPRAISEE (EMPLOYEE)

Want fair distribution of reward Want performance feedback Want constructive dialogue with ‘the

organisation’

BUT, conditional on the extent to which - the appraisal is perceived as fair has a good working (social?) relationship

with the appraiser impact of the assessment on their rewards

and well-being

IDENTIFICATION OF JOB-RELATED ABILITIES (ASSESSMENT & COMPARISON) TECHNIQUES (I)

1. Committee MethodPersonnel and Snr Mgr/Exec. determine by

discussion of ‘key’ abilities.

2. Diary MethodJob-holder keeps an hour-by-hour record

3. Direct ObservationHR and/or Occupational Psychologist observes

job holder at work

IDENTIFICATION OF JOB-RELATED ABILITIES (ASSESSMENT & COMPARISON) TECHNIQUES (II)4. Questionnaire Methods (e.g. Position Analysis

Questionnaire) : 187 items, 6 dimensions Information Input Mental Processes Work Output Relationships with Others Job Context Other Characteristics

5. Interviews with job holders & stakeholders (e.g.Critical Incident Technique) : Incidents of ‘very effective’ and ‘very ineffective’ performance.

RATING SCALE FORMAT(ASSESSMENT AND COMPARISON)

4 common formats for ratings scales :1. Scales with verbally described intervals2. Numerical/Alphabetical, with ‘low’-’high’

(intervals specified, but not described)3. Graphic rating scales : extremes and mid-

point specified, with detailed description of dimension of behaviour

4. Comparative scales : behaviour described relative to others.

WHY USE RATING SCALES ?Advantages

easily understood encourage an analytic view of behaviour provide quantitative data, so facilitates

comparisonDisadvantages

idiosyncratic rating errors (halo, restriction of range, leniency, central tendency, acquiesence)

HOW TO REDUCE IDIOSYNCRATIC RATING ERRORS

Train appraisers Use forced distributions Increase the number of raters Use behaviourally based rating scales

(e.g. BOS and BARS)

MONITORING AND MAINTENANCE OF APPRAISALSShort-Term Criteria completion rate action generated quality of appraisal reports attitudes and perceived value of the appraisal equityLong-Term Criteria organisational performance quality of staff retention of staff levels of employee commitment

APPRAISAL AND PERFORMANCE MANAGEMENT

‘a shared vision of the direction of the organisation, in which each individual employee recognises and accepts their contribution’

The Process of PM develop org. mission statement and objectives develop a business plan enhance communication within the organisation clarify individuals’ responsibilities define and measure individual performance implement appropriate reward strategies develop staff to improve performance further