performance appraisal| unit 5
DESCRIPTION
KYTC. Prepared by: Safaa S.Y. Dalloul. Performance Appraisal| Unit 5. http ://safaadalloul.wordpress.com. 2013-2014. Elements of Lecture . Compensation Safety The electronic way | Programs Avantos ReviewWriter Austin-Hayne Employee Appraiser KnowledgePoint's Performance . - PowerPoint PPT PresentationTRANSCRIPT
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Prepared by: Safaa S.Y. Dalloul
Performance Appraisal| Unit 5
2013-2014http://safaadalloul.wordpress.com
KYTC
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Performance Appraisal Uses Of Performance Appraisal PA Methods
The 360 Degree Feedback Evaluation
Rating Scales Critical Incidents Essay Work Standards Ranking Forced Distribution Behaviorally Anchored Rating
Scales Use of Computer Software
Elements of Lecture
Compensation Safety The electronic way |
Programs Avantos ReviewWriter Austin-Hayne Employee
Appraiser KnowledgePoint's Performance
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• It is a formal system of review and evaluation of individual or team task performance.
• The focus of performance appraisal in most firms remains on the individual employee.
• An effective appraisal system evaluates accomplishments and initiates plans for development, goals, and objectives
Performance Appraisal
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• Management system is consisting of all organization processes that determine how well employees, teams, and ultimately, the organization perform.
• PAM includes: HR planning, Employee recruitment and selection, T&D, career planning and development and compensation.
• An organization must have some means of assessing the level of individual and team performance in order to make appropriate development plans.
Performance Appraisal Management
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• Conducting performance appraisals is often a frustrating human resource management task.
• If a performance appraisal system has a faulty design, the employees will dread receiving appraisals and the managers will despise giving them.
Appraiser Discomfort
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• For many organizations, the primary goal of an appraisal system is to improve individual and organizational performance.
• Performance Appraisal data are potentially for virtually every human resource functional areas:
Uses of Performance Appraisal
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• HR Planning • Recruitment and Selection• Training and Development• Career Planning and Development • Compensation Programs• Internal Employee Relations• Assessment of Employee Potential
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• Data that describe the promo ability and potential of all
employees, especially key executives must be available in
order to assess the firm's human resources.
• Management succession planning is a key concern for all firms.
• All-designed appraisal system provides a profile of the
organization's human resource strengths and weaknesses to
support this effort.
HR planning
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Recruitment and selection
• Performance evaluation rating may be helpful in predicting the performance of job applicants.
Training and development
• A performance appraisal should point out an employee's specific needs for training and development.
• Determining T&D needs is more precise when appraisal data are available.
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• Performance appraisal data are essential in assessing an employee’s strengths and weaknesses and in deterring the person’s potential.
Career planning and development
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• Performance appraisal result provide a basis for rational decisions regarding pay adjustment.
• Rewarding the behaviors is necessary for accomplishing organizational objectives which is at the heart of a firm’s strategic plan.
• To encourage good performance, a firm should design and implement a reliable performance appraisal system and then reward the most productive workers and teams accordingly.
Compensation Programs
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• Performance appraisal data are frequently used for decisions in several areas of internal employee relations, including promotion, demotion, termination, layoff and transfer.
• When performance level is in unacceptable, demotion or even termination, it may be appropriate.
Internal Employee Relations
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• Some organizations attempts to assess employee potential as they appraise their job performance.
Assessment of Employee Potential
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PA-Methods
The 360 Degree
Feedback Evaluation
Rating Scales
Critical Incidents
Essay Work Standards
RankingBehaviorally
Anchored Rating Scales
Use of Computer Software
DEPEND ON ITS PURPOSE
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A popular appraisal method
Involves evaluation input from multiple levels within the firm and external source as well
It is only appropriate for development purpose
PA-MethodsThe 360 Degree
Feedback Evaluation
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PA-MethodsRating Scales
•It is a method that rates employees according to defined factors.
•The scale includes several categories (five to seven in number) define by adjectives such as (outstanding, meets expectation, or need improvement).
Job-Related Personal Characteristics
EvaluationFactors
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PA-MethodsCritical Incidents
IT IS A PERFORMANCE APPRAISAL TECHNIQUE THAT REQUIRE A WRITTEN RECORD OF HIGHLY FAVORABLE AND
HIGHLY UNFAVORABLE EMPLOYEE WORK BEHAVIOR
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PA-Methods
IT IS A PERFORMANCE APPRAISAL METHOD ON WHICH THE RATER WRITES A BRIEF NARRATIVE DESCRIBING AND EMPLOYEE’S PERFORMANCE.
Essay
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PA-MethodsWork Standards
It is a performance method that compares each employee’s performance to a predetermined standard or expected level of output.
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PA-Methods
It is a performance appraisal method in which the rater simply places all employees from a group in rank order of overall performance.
Ranking
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PA-MethodsBehaviorally
Anchored Rating Scales
•It is a method which combines elements of the traditional rating scales and critical incident methods.
•The difference between this methods and rating scales method is: instead of using adjective at each scale point, it uses behavioral anchors related to the criterion being measured.
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PA-Methods
•Computer software is available for recording the appraisal data.
•The software simplifies reviews and provides not only consistency, but also a professional.
Managers have the option of customizing
most programs.
Reduction of paperwork required.
Advantages
Use of Computer Software
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What is Compensation?
• Compensation is the total of all rewards provided employees in return for their services.
• Compensation administration is one of management’s most difficult and challenging human resource areas, as it contains many elements and has a far-reaching impact on an organization’s strategic totals.
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Financial Compensation
• Kinds of financial compensations
– Direct financial compensations: is the pay that a person receives in the form of wages, salary, bonuses and commissions.
– Indirect financial compensations (benefits): consists of all financial rewards that are not included in direct compensations.
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Non-financial compensation:
• The various rewards comprise a total compensation system.
• Historically, compensation practitioners have focused primarily on financial compensation and benefits.
• To remain competitive, organizations are increasingly rewarding employee performance that influences their key goals.
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Equity In Financial Compensations (What)
• Equity: is the perception by workers that they are being treated fairly.
• Fair pay treatment for employees.
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Equity In Financial Compensations (How)
• External equity: exists when a firm’s employees receive pay comparable to workers who perform similar jobs in other firms.
• Internal equity: exists when employees receive pay according to the relative value of their jobs within the same organization.
• Employee equity: exists when individuals performing similar jobs for the same firm receive pay according to factors unique to the employee.
• Team equity: is achieved when teams are rewarded based on their group’s productivity.
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Equity In Financial Compensations (Why)
• Inequity may make employees feel that their compensation is unfair, and then they may leave the firm. A great damage may result for the firm if the employees choose not to leave and to restrict their efforts.
– Note: reward and compensation has the same meanings.
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Reward (compensation) Objectives
• Any organizational reward system has three behavioral objectives:
1) Membership behavior to recruit and retain a sufficient number of qualified workers
2) Task behavior to motivate employees to perform to the fullest extent of their capabilities
3) Compliance behavior to encourage employees to follow workplace rules and undertake special behaviors beneficial to the organizations without direct supervision or instructions.
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Reward techniques
• Internal equity refers to comparisons between jobs or skill levels inside the organization, to achieve the organization's goals.
• Internal equity is established through three reward techniques:
– Job analysis– Job evaluation– Appraisal
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Reward techniques: Job analysis
• Knowledge on jobs and their requirements is collected through job analysis, which is the systematic process of collecting and evaluating information about the tasks, responsibilities and the context of a specific job.
– Job analysis consists of two mains stages: (How)
• Data collection (Questionnaire, Interview, Observation, Test…etc)
• The application of that data by the preparation of job descriptions, job specifications and job standards.
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Reward techniques: Job evaluation
• Job evolution is a systematic process designed to determine the relative worth of jobs within a single work organization. The job evolution process comprises of four steps:
1) Gather data2) Select compensable factors 3) Evaluate the job (ranking, job-grading, factor
comparison, point method)4) Assign pay to the job
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Establishing Pay Levels
• Determining the right pay means combining the results of the job analysis and job evolution processes and market pay data.
• Although the pay levels within an organization reflect external competitiveness and internal equity considerations, the decision on the final pay level – the organization’s pay policy – will be determined by many factors, including competitive strategy, HR strategy, reward objectives, organizational design and culture.
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Health Safety and Security
• Procedures may be used to ensure safe and secure workplace include the following:
– Selection of people responsible for implementing evacuation plans.
– Training of key personnel.– A communication system for alerting employees.– A plan informing employees including disabilities of what
actions to be taken.– A description of work –site details; its capabilities and
systems.
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Health Safety and Security
• Safety: the protection of employees from injuries caused by work-related accidents.
• Health: an employee's freedom form physical or emotional illness.
• Security: protection of employer facilities and equipment from unauthorized access and protection of employees while on work premises or work assignments.
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Employee Appraisal, the E-Way
• Software programs can improve the pace and quality of your
employee-performance reviews.
• Save your time and effort
• Lower Cost
• Help to make a decision
Website
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Employee Appraisal, the E-Way
• Currently, the 3 market leaders in the employee evaluation software field are:
– Austin-Hayne's Employee Appraiser,
– Avantos ReviewWriter
– KnowledgePoint's Performance Now!
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Employee Appraisal, the E-Way
• All three work in a similar manner.
• Each program walks a supervisor through the evaluation
process.
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Employee Appraisal, the E-Way
• Navigating them is no more difficult than using a word
processor since all three borrow from conventions associated
with Windows-based word processors. Getting up to speed is
easier if you are used to working in Microsoft Word,
WordPerfect or AmiPro.
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Employee Appraisal, the E-Way
• These programs then help you set up a form with details
including the employee's name, position and date of last
evaluation.
• Following this, you scroll through the setup to find the
appropriate type of appraisal-specific to a sales
representative, clerical assistant or customer service manager.
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Employee Appraisal, the E-Way
• For each appraisal, the three programs offer a suggested
write-up for each performance criterion. A personnel
evaluator can pick and choose what boilerplate to use.
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Employee Appraisal, the E-Way
• Along the way, the programs also advise on the program's
operation and on HR issues.
• All three programs offer to check for problematic language.
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Employee Appraisal, the E-Way
• In addition, they all include tools that enable you to make
their generic form look like, or contain the same performance
criteria as, the company's homegrown form.
• Finally, they include a section where you can jot down
comments about individuals throughout the year so you
won't come up blank when it's time to evaluate the
employee's performance.
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Employee Appraisal, the E-Way
• These programs won't replace a manager's sharp eye in
appraising subordinates, but they do help in the writing
process.
• "The software gives you something instead of a blank sheet of
paper. It helps you to organize your thoughts and prepare
yourself to review someone's performance," Olivieri says.
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Avantos Review-Writer
– This program offered the most in professional advice but
was the most difficult to navigate, in part because it was
hard to find the program's tutorial.
– Also, the tool bar contained too many obscure buttons,
making it difficult to find the right way to activate an
operation. For example, its QuickBuild, the measure way to
construct a performance review, was symbolized by three
alphabet blocks, or "A", "B", "C".
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– Click on QuickBuild, fill out basic employee information, such as name, start date and review date, and choose job description is closest to the employee's work- that is generic from, clerical worker, salesperson or project team leader.
– ReviewWriter gives you the appropriate performance criteria.
– Fill in an appraisal after each criteria, and the program will also make suggestions. To complete the process, ReviewWriter will check the performance evaluation for spelling and grammar.
Avantos Review-Writer
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Avantos Review-Writer
Despite initial difficulty in getting around the program,
ReviewWriter offered the best and most authoritative
advice.
Unlike the other two programs that offer advice from
anonymous "experts," Avantos includes pointers on HR
from William Swan, author of How to Do a Performance
Appraisal and an attorney with Orrick, Herrington and
Sutcliffe.
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Avantos ReviewWriter
ReviewWriter also made it easy to take notes jotted in its
Performance Log and transfer them into the review itself.
Like the other two programs, ReviewWriter lets you pick
how much of the review you want to implement.
Select from a list of performance factors-from "accounting
skills" to "technical support"-for the evaluation.
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Avantos ReviewWriter
• The Avantos program did a better job at attractive managers
to make their own contributions to the program.
• Employee Appraiser, like ReviewWriter, includes a section
where a manager can keep track of specific examples of an
employee's work behavior.
• ReviewWriter calls it Performance Log whereas Employee
Appraiser calls it Employee Folder.
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Austin-Hayne Employee Appraiser
This program's best asset is the "tune" feature.
Like ReviewWriter, you start by plugging in basic
information about the employee and then choosing the
appropriate job (sales representative, customer service,
and so on) and the appropriate points on which to judge
this person (job knowledge, initiative, communication).
Austin-Hayne calls these judgment points "appraisal
topics."
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Austin-Hayne Employee Appraiser
• You then rate the employee on the point (improve, meets,
exceeds), and the program gives you sample text to plug in.
• But it doesn't stop there.
• You can fine-tune the appraisal by clicking on "+" or "-" to
make the appraisal more or less complimentary.
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Austin-Hayne Employee Appraiser
• The program's coaching feature is also very good about telling
you how to instruct the person being evaluated on how to
improve.
• For example, Sue the Sales Rep needs to work on her written
communication skills. The program lists ways for her to
improve (1. Be direct. Get right to the main point. 2. Organize
your ideas. Start with the big picture, and fill in the details as
needed.)
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Austin-Hayne Employee Appraiser
• One drawback with Employee Appraiser's "canned" material
is that it is good enough to tempt a manager to rely extremely
on its writing expertise instead of supplying his or her own
examples and language.
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KnowledgePoint's Performance
• Its graphical user-interface was the best of the three
programs; it sported fewer and larger command buttons on its
tool bar.
• Like the other two programs, Performance Now! uses a word
processing motif, making it easy to use.
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KnowledgePoint's Performance
• The program has five pre-designed review forms (universal, management, clerical, production and sales service).
• Choose one or create your own. • Then select from a list of "performance elements," ranging
from adaptability-offered on management forms, but not clerical-to oral communications-offered solely on clerical.
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KnowledgePoint's Performance
• Click on "N/A" if the element doesn't apply or rate it on a scale of 1 to 5, with 1 being "lowest" and 5 being "highest.“
• Some suggested material pops up to cover the point. • Add or adjust as you see fit.
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KnowledgePoint's Performance
• KnowledgePoint's program, like the other two mentioned, will scan any evaluation for inflammatory wording.
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Other Evaluation Criteria
• When choosing employee evaluation software, check to see what other HRrelated software a developer may have up its sleeve.
KnowledgePoint's first program helps formulate employee
policies.
Austin-Hayne ships its Employee Appraiser in a Best Manager
Edition, which includes other HR-related forms.
Avantos sells ManagePro, a program, in addition to
ReviewWriter, to help you become a better manager.
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• Also see whether the software maker has a companywide solution and whether that solution will fit your company best.
• The programs reviewed here are all single-user programs.
AustinHayne recently unveiled an intranet version for its
program.
Avantos AMS/3 runs on a network and tracks and standardizes
the overall performance evaluation process.
KnowledgePoint has a single-user or enterprise version of its
software.
Other Evaluation Criteria
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• The company also released an add-on to its Performance Now! software, designed specifically for companies in the financial sector.
Other Evaluation Criteria
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• Finally, while these programs can be extremely helpful, they
are not a substitute for managers giving time and thought to
critiquing an employee's performance.
• Managers have to supply their own thoughts and suggestions
about how an employee can improve.
• It could be very easy to fall into the trap of just clicking and
"accepting" the boilerplate without tweaking the content for
its maximum effect.
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• Or as Lisa Norris, an HR manager for Sybex, a computer book
publisher in Alameda, Calif., says:
"Performance Now! helps me to a topnotch evaluation in
much less time. That's important, but the true advantage for
me is that I squeeze my brain less hard. It really helps
stimulate my thinking so I write the best performance
appraisal that I can."
![Page 68: Performance Appraisal| Unit 5](https://reader033.vdocument.in/reader033/viewer/2022061602/56816092550346895dcfb772/html5/thumbnails/68.jpg)
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