Post on 10-Apr-2018
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Appraising & ImprovingAppraising & Improving
PerformancePerformance
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Course OutlineCourse Outline
Performance appraisalPerformance appraisal
programsprograms
Developing an effectiveDeveloping an effectiveappraisal programappraisal program
Performance appraisal methodsPerformance appraisal methods
Appraisal interviewsAppraisal interviews Appraising the appraisal systemAppraising the appraisal system
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DefinitionDefinition--PerformancePerformance
AppraisalAppraisal
ItIt isis thethe systematicsystematic evaluationevaluation ofof thetheindividualindividual withwith respectrespect toto hishis oror herherperformanceperformance onon thethe job job andand hishis oror herherpotentialpotential forfor developmentdevelopment..
PerformancePerformance Appraisal Appraisal isis aa formal,formal,structuredstructured systemsystem ofof measuringmeasuring andandevaluatingevaluating anan employeesemployees job job relatedrelatedbehavioursbehaviours andand outcomesoutcomes toto discoverdiscover howhow&& whywhy thethe employeeemployee isis presentlypresentlyperformingperforming onon thethe jobjob && howhow thethe employeeemployeecancan performperform moremore effectivelyeffectively inin thethe futurefuturesoso thatthat thethe employee,employee, organization,organization, societysocietyallall benefitbenefit..
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Appraisal ProcessAppraisal Process
Objectives of Performance
Appraisal
Establish Job
Expectations
Design an Appraisal
Programme
Appraise Performance
Performance
Interview
Use Appraisal data for
appropriate purposes
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Establish Job ExpectationsEstablish Job Expectations
InformingInforming thethe employeeemployee whatwhat isis
expectedexpected ofof himhim oror herher onon thethe
jobjob.. ThisThis isis generallygenerally donedone throughthrough aa
discussiondiscussion withwith his/herhis/her superiorsuperior
toto reviewreview majormajor dutiesduties inin thethe jobjob
descriptiondescription..
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Design Appraisal ProgrammeDesign Appraisal Programme
1.1. FormalFormal vsvs.. informalinformal appraisalappraisal
2.2. WhoseWhose PerformancePerformance
3.3. WhoWho areare thethe raters?raters?
4.4. WhatWhat problemsproblems areare encounteredencountered
5.5. HowHow toto solvesolve problems?problems?
6.6. WhatWhat shouldshould bebe evaluated?evaluated?
7.7. WhenWhen toto evaluate?evaluate?
8.8. WhatWhat methodsmethods ofof appraisalappraisal areare toto
bebe used?used?
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Design Appraisal ProgrammeDesign Appraisal Programme
1.1. FormalFormal vsvs.. informalinformal appraisalappraisal
FormalFormal Appraisals Appraisals usuallyusually occuroccur atat
specifiedspecified TimeTime periodsperiods onceonce oror twicetwice
aa yearyear.. InformalInformal cancan occuroccur wheneverwhenever thethe
supervisorsupervisor feelsfeels thethe needneed for for
communicationcommunication.. ** DiscussionDiscussion needsneeds toto
bebe inin privateprivate.. OrganizationsOrganizations encourageencourage aa mixmix ofof bothboth
FormalFormal && InformalInformal..
InformalInformal appraisalsappraisals mustmust notnot taketake placeplace
ofof formalformal performanceperformance evaluationevaluation..
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Design Appraisal ProgrammeDesign Appraisal Programme
2.2. WhoseWhose PerformancePerformance shouldshould bebe
rated?rated?
EmployeesEmployees inin IndividualsIndividuals oror Teams?Teams?
ItIt isis possiblepossible toto definedefine thethe rateeratee atat anan
individual,individual, workwork group,group, divisiondivision oror
organizationorganization levellevel..
ForFor GroupGroup levellevel appraisal,appraisal, 22 conditionsconditions
mustmust necessitatenecessitate itit GroupGroupCohesivenessCohesiveness && DifficultyDifficulty inin identifyingidentifying
individualindividual performancesperformances..
InIn allall groupgroup ratingsratings also,also, eacheach
employeeemployee mustmust bebe assessedassessed..
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Design Appraisal ProgrammeDesign Appraisal Programme
3.3. WhoWho areare thethe Raters?Raters? ImmediateImmediate SupervisorsSupervisors :: FamiliarityFamiliarity withwith
subordinatessubordinates performance,performance, responsibilityresponsibility ofofmanagingmanaging unit,unit, assessingassessing T&DT&D needsneeds forfordevelopmentdevelopment ofof individualindividual..
SubSub--ordinatesordinates :: Assessing Assessing employeesemployees abilityability totocommunicate,communicate, delegatedelegate work,work, allocateallocate resources,resources,disseminatedisseminate information,information, resolveresolve intraintra--personalpersonalconflictconflict && dealdeal withwith employeesemployees onon fairfair basisbasis..
PeersPeers :: ContributionContribution toto workwork projects,projects, interpersonalinterpersonaleffectiveness,effectiveness, communicationcommunication skills,skills, reliabilityreliability &&initiative,initiative, closenesscloseness ofof workingworking relationshiprelationship..
CommitteesCommittees :: ComposedComposed ofof employeesemployees supervisorsupervisor&& 33 oror 44 otherother supervisorssupervisors whowho comecome inin contactcontact withwith
employeeemployee.. DoneDone forfor objectivityobjectivity inin rating,rating, observeobservedifferentdifferent facetsfacets ofof employeeemployee..
SelfSelf-- AppraisalsAppraisals
HRHR SpecialistsSpecialists ::
CombinationCombination ofof severalseveral ofof aboveabove :: EE..gg.. 360360AppraisalAppraisal.. EmployeesEmployees performanceperformance isis ratedrated bybysuperiors,superiors, peers,peers, subordinatessubordinates && clientsclients apartapart fromfrom
selfself..
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Design Appraisal ProgrammeDesign Appraisal Programme4.4. ProblemsProblems ofof RatingRating::
LeniencyL
eniency oror SeveritySeverity :: RatingsRatings whenwhen lenientlenient maymaydisruptdisrupt thethe veryvery purposepurpose ofof anan AppraisalAppraisal programmeprogramme ii..ee..ObjectivityObjectivity..
CentralCentral TendencyTendency:: ThisThis occursoccurs whenwhen employeesemployees areareincorrectlyincorrectly ratedrated nearnear thethe averageaverage oror middlemiddle ofof thethescalescale.. AttitudeAttitude ofof raterrater isis toto playplay safesafe resultingresulting inin mostmostratersraters givinggiving satisfactorysatisfactory oror averageaverage inin theirtheir ratingsratings..
HaloHalo ErrorError::
ThisThis takestakes placeplace whenwhen oneone aspectaspect ofof ananindividualsindividuals performanceperformance influencesinfluences thethe evaluationevaluation ofof thetheentireentire performanceperformance ofof thethe individualindividual.. EE..gg.. employeeemployeeworkingworking latelate labelledlabelled asas hardworkinghardworking..
RaterRater EffectEffect:: IncludesIncludes favouritism,favouritism, stereotypingstereotyping &&hostilityhostility..
PrimacyPrimacy && RecencyRecency EffectsEffects:: RatingsRatings influencedinfluenced eithereitherbyby behaviourbehaviour exhibitedexhibited byby thethe rateeratee duringduring earlyearly stagesstagesofof thethe reviewreview periodperiod (primacy)(primacy) oror byby rateeratee nearnear thethe endendofof thethe reviewreview periodperiod (recency)(recency)..
PerceptualPerceptual setset:: RatersRaters assessmentassessment isis influencedinfluenced bybypreviouslypreviously heldheld beliefsbeliefs..
SpillSpill overover EffectEffect:: AllowingAllowing pastpast performanceperformance ratingsratings totounjustifiablyunjustifiably influenceinfluence currentcurrent ratingsratings..
StatusStatus EffectEffect:: OverratingOverrating ofof employeesemployees inin higherhigher levelleveljobs jobs oror jobs jobs heldheld inin highhigh esteemesteem && underunder ratingratingem lo eesem lo ees inin lowerlower--levellevel obsobs..
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Design Appraisal ProgrammeDesign Appraisal Programme
4.4. SolvingSolving RatersRaters ProblemsProblems ProvideProvide TrainingTraining toto RatersRaters
5.5. WhatWhat ShouldShould bebe RatedRated::1.1. QualityQuality
2.2. QuantityQuantity3.3. TimelinessTimeliness
4.4. CostCost EffectivenessEffectiveness
5.5. NeedNeed forfor SupervisionSupervision
6.6. InterpersonalInterpersonal ImpactImpact
6.6. TimingTiming ofof EvaluationEvaluation:: GeneralGeneral TrendTrend Quarterly,Quarterly,HalfHalf yearly,yearly, AnnuallyAnnually..
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Design Appraisal ProgrammeDesign Appraisal Programme
8.8. MethodsMethods ofof AppraisalAppraisal::
PastPast OrientedOriented MethodsMethods::
FutureFuture OrientedOriented MethodsMethods::
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Methods of Appraisal
Appraisal
Methods
Rating Scales
ChecklistsCost Accounting
Essay Forced Choice
BARS
Field Review Critical Incident
Forced
DistributionTests &
Observations
ACRS
Psychological Appraisals
Assessment
Centres 360Appraisal
MBO Future Oriented
Past Oriented
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Management by ObjectivesManagement by Objectives
Step 1. Establish goals eachStep 1. Establish goals eachsubordinate is to attainsubordinate is to attain
Step 2. Setting the performanceStep 2. Setting the performancestandard for the subordinates in astandard for the subordinates in apreviously arranged time periodpreviously arranged time period
Step 3. Actual level of goalStep 3. Actual level of goalattainment is compared with theattainment is compared with thegoals agreed upongoals agreed upon
Step 4. Establishing new goals andStep 4. Establishing new goals andnew strategies for goals previouslynew strategies for goals previouslyattainedattained
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Appraise the PerformanceAppraise the Performance
EmployeeEmployee PerformancePerformance commoncommon toto
mostmost jobs jobs includeinclude followingfollowing
elementselements::
QuantityQuantity ofof outputoutput
QualityQuality ofof outputoutput
TimelinessTimeliness ofof outputoutput
PresencePresence atat workwork CoCo--operativenessoperativeness
JobJob knowledgeknowledge
LeadershipLeadership abilitiesabilities etcetc
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Things to remember in aThings to remember in a
Performance InterviewPerformance Interview
AfterAfter appraisalappraisal isis donedone onon paper,paper, ratersraters shouldshould discussdiscussandand reviewreview performanceperformance withwith rateesratees forfor feedbackfeedback..
SomeSome guidelinesguidelines toto rememberremember forfor aa successfulsuccessfulinterviewinterview:: SelectSelect aa GoodGood timetime MinimiseMinimise interruptionsinterruptions
Welcome,Welcome, setset atat easeease
StartStart withwith somethingsomething positivepositive
AskAsk openopen--endedended questionsquestions toto encourageencourage discussiondiscussion
ListenListen
ManageManage eyeeye contactcontact && bodybody languagelanguage BeBe specificspecific
RateRate behaviour,behaviour, notnot personalitypersonality
EncourageEncourage subordinatesubordinate participationparticipation
EndEnd inin aa positivepositive encouragingencouraging notenote
SetSet timetime forfor anyany followfollow--upup meetingmeeting
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Use of Appraisal DataUse of Appraisal Data
1.1. Remuneration administrationRemuneration administration
2.2. Validation of selection programmesValidation of selection programmes
3.3. Employee training & developmentEmployee training & development
programmesprogrammes
4.4. Promotion, transfer & layPromotion, transfer & lay--offoff
decisionsdecisions
5.5. Grievance & disciplineGrievance & disciplineprogrammesprogrammes
6.6. HR planningHR planning