measurement of performance

8/2/2019 Measurement of Performance

1/10

PERFORMANCE APPRAISAL

PROCESS


2/10


3/10

MEASUREMENTOF PERFORMANCE


4/10

Clearly define and develop the employee plans ofaction (performance) with their role, duties andresponsibilities.

Organizational outcomes or the achievement oforganizational goals should be kept in mind.

Focus on accomplishments and results rather thanon activities.



5/10


Note skills, knowledge and competencies andbehaviours of the employees that help theorganisation to achieve its goals.

Collect the feedback about the performance of theemployees through multi-point feedback and self-assessments.

Financial measures like the return on investment,the market share, the profit generated by theperformance of the team should also beconsidered.


6/10

IMPORTANCEOF DOCUMENTATION

Under the FWA it is a requirement to document the

whole performance appraisal process. This can be

tedious and consuming.

Performance management systems simplify the

appraisal administration process, eliminate paperworkand significantly reduce employee appraisal-time stress

The system helps reach corporate goals and the KPIs ofindividuals to ensure specific accountability. Thetransparency of the process is enhanced and managers

are better equipped to target-develop employees, retaintop performers and identify poor performers.


7/10

COMPONENTS OF THE APPRAISAL

FORMAT

Identification of key performance areas

Identification of qualities for job performance

Self-appraisal

Analysis Discussion

Identification of training needs

Action plan and goal settings for the future

Final assessment


8/10

ATTRIBUTES

Personal qualities

Adaptability IntegrityLoyalty Drive and determinationIngenuity DecisivenessInitiative

MaturityStamina

TenacityVerbal expressionWritten expressionAppearance and bearing

Dependability

Demonstrated performance Professional knowledge

Administrative abilityResponsibility for staff developmentForesightDelegationMotivationMoraleControl


9/10

APPRAISAL INTERVIEW

Planning an interview

- tell and sell- tell and listen- problem solving

Conducting an interview as planned

Applying good questioning techniques

Listen intelligently and without prejudice while

someone less senior does most of the talking Communicating effectively verbally and non-verbally


10/10

COMMUNICATION

Communication is at the core of an appraisal system

Communication can be either upward or downward.

Downward communicationis from upper managementlevels to lower levels, and passes on a judgement of

how the employees are doing and how they might doeven better.

Upward communicationis from lower to higher levels.Through this process, employees communicate their

needs, aspirations and goals. As information flowsupward, it has to become brief and precise because ofthe channels through which it has to pass.

measurement of performance

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