30349363 performance apprasial
TRANSCRIPT
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PERFORMANCEPERFORMANCE
APPRAISALAPPRAISAL
Human Resource Management
AMRENDRA KUMAR
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Definition
PA is a formal, structured system of measuring
and evaluating an employees job related
behavior and outcomes to discover
how and why the employee is presently
performing on the job and (performance)
how the employee can perform more effectively
in the future so that the employee, organization
and society all benefit (potential).
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Relationship of PA and Job AnalysisRelationship of PA and Job Analysis
Job AnalysisPerformance
Standards
Performance
Appraisal
Describes work
and personnel
requirement of a
particular job
Translate job
requirements into
levels of acceptable or
unacceptableperformance
Describes the job-
relevant strengths
and weaknesses of
each individual
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Purposes of PAPurposes of PAGeneral Purpose Specific Purpose
Developmental Issues Identification of individual needs
Performance Feedback
Determining Transfers and Job Assignments
Identification of Individual Strengths
Administrative Uses/Decisions
SalaryPromotion
Retention or Termination
Identification of poor performers
Organizational
Maintenance/
Objectives
HR Planning
Determining Organization Training Needs
Evaluation of Organizational Goal AchievementEvaluation of HR systems
Documentation Criteria for Validation Research
Documentation for HR Decisions
Helping to Meet Legal Requirements
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Performance Appraisal : A Competitive Advantage
Values
Minimizing
Dissatisfaction and
Turnover
Improving
Performance
Strategy
Making
Correct
Decisions
Competitive
Advantage
EnsuringLegal
Compliance
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Objectives of
Performance
Appraisal
Establish Job
Expectations
Design anAppraisal Program
Appraise
Performance
Performance
Interview
Use Appraisal Data for
Appropriate Purposes
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appraisal systemsTraditional Systems
Guiding Value Attribution to individual Attribution to system
Primary Goals Control, documentation Development, problem
solving
Leadership practices Directional, Evaluative Facilitative, coaching
Appraisal Frequency Occasional Frequent
Degree of formality High Low
Reward Practices Individual Orientation Group Orientation
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core value
ap-praise [uh-preyz]
to estimate the nature,
quality, importance;evaluate; judge
(http://dictionary.reference.com/browse/appraise)
UP + RAISEi m p r o v e !!!
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designing an appraisal programdesigning an appraisal program
Appraisa
l Design
Who are
the
Raters?
When To
Evaluate?
FormalVs
Informal
How To
Solve?
What
Methods?
Whose
Performan
ce?
What
Problems?
What To
Evaluate?
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problem in ratingproblem in ratingPerformance appraisals are subjected
to inaccuracies & biases referred to
as rating errors. These errors occur
in raters observations, judgment, &
information processing, and can effectassessment results.
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types of rating errorstypes of rating errors Leniency or Severity Central Tendency
Halo Error
Rater Effect
Primacy & Recency Effects
Perceptual Set
Performance Dimension Order
Spillover Effect
Status Effect
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solving raters problemsolving raters problem
best technique: TRAININGlowering accuracy
Rater tends to inflate ratings
Only keeps administrativeactions in mind
Unable to express himself
clearly
Appraisal system fails to
support the rater Unaware of causes of rating
errors
Factors poorly defined
improving accuracy
Rater has observed behavior
Is familiar with behavior Aware of personal biases
Focuses on performance
Higher level managers held
accountable for reviewing
things.
Performance factors are
clearly defined
..
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what should be rated?what should be rated?
Quality (objective, quantifiable)
Quantity (objective , quantifiable)
Timeliness (objective , quantifiable)
Cost Effectiveness (objective , quantifiable)
Need for Supervision (subjective, judgmental)
Interpersonal Impact (subjective, judgmental)
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methods of appraisalmethods of appraisal
Past-Oriented Method
Rating Scales
Checklists
Forced Choice
Forced Distribution
Critical Incident
BARS (behaviorally anchored rating scale)
Field Review
Performance test/observations Annual confidential reports
Comparative Evaluation
Future-Oriented Method
MBO
360 Degree Appraisal
Psychological Appraisals
Assessment Centres
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OrganizationalStrategy
Defenders(develop)
Prospects(acquire)
Analyzer(develop and
Acquire)
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` Create a culture of excellence inspiring employees toimprove and lend themselves to be assessed.
`Align organizational objectives to individual aspirations.
` Clear growth paths for talented individuals.
`
Provide new challenges to rejuvenate careers that havereached the Plateau stage.
` Forge a partnership with people for managing theircareers.
` Empower employees to make decisions without the fear of
failing.` Embed teamwork
` De-bureaucratise
challenges of performance appraisalchallenges of performance appraisal