OBJECTIVES Helping to realise the potential as a manager

or leader Helping to understand the strengths and

weaknesses Providing an opportunity to acquire and

analyse the dynamics of the behaviour Helping to have better understanding of the

environment Increasing the personal and inter-personal

effectiveness by giving feedback

UNIT-3PERFORMANCE REVIEW DISCUSSIONS

OBJECTIVES

Encouraging to set goals for further improvement

Encouraging to generate alternatives for dealing with various problems

Creating an empathic atmosphere to share and discuss the tension, conflicts and problems.

Helping to develop various action plans for further improvement

Helping to review the progress in achieving various objectives

PROCESS

Attending Listening Acceptance Exploration Problem Identification Diagnosis Action Planning Searching Decision – making Supporting

PERFORMANCE RATINGS A measurement that acts as a guide to how

well an organisation is performing, as a whole or in some aspect of its activities,

ad what its strengths and weaknesses.Type of Scales

Nominal - Everything that exists in certain quantity. It is naming of an individual, quality, process and phenomena. Ex : House no. Security no. etc.,

Ordinal – Indicate the order or position on an object or variable in relation to other objects or variables. Ex: 1st born, 2nd born, 3rd born.

TYPES OF SCALES

Interval – The difference between any two consecutive numbers is equal to the difference between any other two numbers. The numbers are additive and subtractive but not multiplicative and divisive

Ratio – These are highly sophisticated scales with an absolute zero and are amenable for addition, subtraction, multiplication and division. These are the scales used in space and physics.

ERRORS Halo Effect Leniency Effect Severity Effect Central tendency or averaging Assimilation or differential effects First Impression errors Recency effect

Perception Interpersonal attraction Information processing Social psychology

FACTORS AFFECTING RATINGS

BARS

Behaviourally Anchored Rating Scale

Smith and Kendall (1963) have evolved a procedure for developing evaluative rating scales anchored by examples of expected behaviour.

The format proposed for these rating scales is a series of continuous graphic rating scales, arranged vertically.

STEPS1) Identify the roles or the categories of the

roles. The category of roles should require some common capabilities

2) Constitute peer groups of appraisers of these roles

3) Identify and list of qualities or characteristics that are important for that role category.

4) Select the most frequently mentioned dimensions

5) Each group formulates general statements representing definitions of high, low and acceptable performance for each quality.

STEPS6) The groups then prepare examples of behaviour

in each quality and these should be edited in the form of expectations.

7)Some of the groups may act as judges and they should attempt independently to reclassify each of the behaviour descriptions into one of the dimensions measured.

8)Use some of the groups to describe outstanding and poor performer in each category. Use these descriptions to see if the dimensions identified in steps 2 and 3 are critical to the role category.

STEPS9) Present the finally selected behaviors in

vertical scale formats. Since the time BARS was developed, a large number of research studies have been conducted to examine the effectiveness in reducing errors and increasing the quality of ratings.

Rater Training Rater participation in Scale Construction Statistical Control of Rating Errors

REDUCING RATER BIASES

PERFORMANCE RATINGS FOR DEVELOPMENT VS ADMINISTRATIVE DECISIONS

In a development oriented appraisal system performance ratings are not ends.

They are one of the instruments that aid the process of development.

Hence these dimensions should be identified and incorporated in the appraisal form with a view to generate data for development purposes.

Planning ability, organising ability, co-ordination, supervision, leadership, initiative, creativity, team spirit, delegation, decision making and so on.

PERFORMANCE RATINGS FOR DEVELOPMENT VS ADMINISTRATIVE DECISIONS

In the development oriented appraisal performance standards are decided between the appraiser and the appraisee in the beginning of the year and may differ from appraisee to appraisee.

For reward administration, promotions and other administrative purposes, appraisal ratings based on common performance standards are reqd.