appraising the performance

8/7/2019 Appraising the Performance

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What is performance appraisal?

A performance appraisal,

employee appraisal, performance

review, or (career) development

discussion is a method by which

the job performance of an

employee is evaluated (generally

in terms of quality, quantity, cost,and time) typically by the

corresponding manager or

supervisor.


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Why performance appraisal?

Major use is for pay decisions

Identify candidates for promotion and

reassignment

Determine needs for training anddevelopment

Give feedback for improvement

Administer rewards and discipline

Motivation tool for improved

productivity

Goal setting for future accomplishments

and measure attainment


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Types of performance appraisal

systems Rating scale

Ranking system

Critical incident technique

Behavior checklists

Management by objective

360 degree feedback


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Stages of Performance Appraisal:

Specified performance criteria

Identify the appraisers

Deciding on the frequency of

appraisal


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Performance Appraisal Criteria

Traits

Behavior Outcomes


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Traits:

Traits such as leadership,

judgment, initiative and

dependability are positivelycorrelated with job performance

but may be difficult to measure


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Behavior:

This criteria focuses on tasks to be

performed but performance of

expected criteria do notnecessarily lead to success on the

job if other criteria is not met.


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Outcomes:

Focuses on measurable results


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Who are appraisers?

Immediate managers Leaders at the parent and host

location

Team members Clients

Self appraisal

In most MNCs, appraisal system havea combination of these appraisers,

which provides fair and balanced

approach.


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Frequency of Appraisal:

Refers to, how frequently an

appraisal is done or how much gap

is left before each appraisal.

It may be once in 3months,

6months or once in a year

Usually it is done once in a year.

Newer recruits are assessed more

than the experienced ones.


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Issues in performance management

Performance

Management

Culture &

Performance

management

Rewarding

performance

Under

performers

Virtual

Teams

Subsidiary

performance


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CultureImplication:Individual collective

Level of achievement Provide direct feedback -Feedback should considerindividuals role

- Feedback should consider

group harmony

Feedback approachProvide opportunity for

individual to participate in

assessment

Focus on top-downcommunication

-Avoid perception by

lessening the managerial

participation

Communication styleFeedback communicationshould be direct

-Consider surroundingcontext of the feed back

-Pay close attention to the

body language of

individual

-Be indirect in

communicating feedback


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Three Ways in which cultural

differences impact PMS

1. Goal commitment and

participation2. Feedback - Performance

3. Feedback seeking behavior


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Rewarding performance

Provide annual performance

awards.

It could be unit wise, subsidiary

wise or in global forum.

Such awards motivates and makes

sure that achievements are in

alignment with the global value


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Managingunderperformers:

Stage 1: Setting expectations and monitoring

performance, clear communication of the non -

performance parameter shared with the

employee, showing evidence for the same.

Stage 2: Discussing and documenting problem

performance. made sure the employee is

communicated fully regarding the area of under

performance.

Stage 3: Establishing and implementing

consequences to poor performance. this stage

occurs when problem continues even after one

or more performance discussion.


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Managingunderperformers:

The performance is then rated as

"unsatisfactory", in which case

the employee is placed on

probation for a month or two, afterbeing given a written notification

about the area of

underperformance. If the probationis not satisfactorily completed, the

employee is terminated or asked to

resign.


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Virtual assignment:

In order to raise up the

competency level of the

individuals, virtual

assignments are given and see

how the individuals perform.


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Subsidiary assessment:

Though the performance of

individual expatriates is

important, the performance of the

subsidiary as a whole is even

more important, therefore it is

more important to assess the

growth of the subsidiary as awhole.


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Difficulties in Assessment:

Balancing HQ and Home unit

performance

Attention to external forces

Vagaries of the international

environment

Significance of time and distance

Variable level of maturity


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appraising the performance

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