Performance Appraisal LAVANYA

8/3/2019 Performance Appraisal LAVANYA

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Performance Appraisal (PA) refers to allthose procedures that are used toevaluate the personality,performance, potential, of itsgroup members


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Job analysis

Describes work andpersonnel

requirement of aparticular job

Translate job intolevel to acceptable or

acceptableperformance

Describe the jobrelevant strength and

weakness of eachindividuals

Performancestandards Performance

appraisal


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Why do we measure performance?

Effective performance appraisal systems

How do we measure performance?


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It is a step by step process

It examine the employee strengths andweaknesses

Scientific and objective study

ongoing and continuous process

Secure information for making correct

decisions on employees


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Provide feedback about employees Provide database

Diagnose the S & W of individuals

Provide coaching, counseling, career planning tosubordinates

Develop positive relation and reducegrievance

Facilitates research in personnel management


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Appraisals offer employees:

Direction

Feedback

Input

Motivation


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Appraisals offer the company:

Documentation

Employee Development

feedback

Legal protection

Motivation system


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Recognize

Accomplishments

Guide progress

Improve performance


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Review performance

Set goals

Identify problems

Discuss career advancement


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Establishing job standards

Designing an appraisal programme

Appraise performance

Performance interview

Use appraisal data For appropriate purpose


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Takingcorrectivestandards

Discussingresults

Settingperformance

standards

Communicatingstandards

Comparingstandards

Measuringstandards


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Formal and informal

What method? Whose performance?who are the raters?what problem?

When to evaluate?

What to evaluate?

How to solve

Appraisaldesign?


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Errors In rating

Halo effects

Stereotyping

Central tendency

Constant error

Personal bias

Spill over effect


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1.Incompetence

2. Negative approach

3.Multiple objectives

4.Resistance

5.Lack of knowledge


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Mutual trust Clear objectives Standardizations Training Job relatedness Documentation Feed back and participation Individual differences

Post appraisal review Review and appeal


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Define performance expectations

Describe measurement tools

Use a rating system

Cover specific examples

Set measurable goals


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Measurement systems need to be:

Specific

Fair

Consistent

Clear

Useful


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Systems can be:

Numerical

Textual

Management by Objective (MBO)

Behavior oriented


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Make sure documentation is objective

Document performance of all employees

Provide complete and accurate information

Document performance on a regular basis


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Based on job requirements

Realistic

Measurable

Observable

Challenging

Prioritized


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Employees take an active role:

Setting goals

Designing action plans

Identifying strengths and weaknesses

Employees participate in the PA meeting


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Employees:

Review performance

Think about new goals


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Supervisors:

Review performance

Complete written appraisal

Think about new goals

Schedule time and place


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Lay out agenda

Talk about money

Encourage input

Give good news first


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Review performance:

Based on previous goals

Noting strengths and accomplishments

Identifying areas for improvement


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Focus on the professional

Give objective examples

Invite response

Listen actively

Create we mentality


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Set goals: Based on company goals

Building on areas that need improvement


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Encourage good performance

Lay out action plan

Communicate outcome of goals not met

Confirm understanding


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Formal appraisals

Informal appraisals

Open communication


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Verbal

Public

Tangible

Monetary


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Act early

Take the right approach

Deal with employee reaction

Handle continued poor performance


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Recognize problems

Talk with employee

Follow company policy


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Reviewing highly emotional employees

Rating former peers


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You must conduct objective appraisals on ascheduled basis.

Appraisals tell employees how theyre doing

and how they can improve. Appraisals help create a system of motivation

and rewards based on performance.


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Individual Evaluation Methods

Confidential report

Essay evaluation

Critical incidents

Checklists

Graphic rating scale

Behaviorally anchored rating scale

MBO


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Ex: A fire, sudden breakdown, accident

Workers reaction ScaleA informed the supervisor immediate 5

B Become anxious on loss of output 4

tried to repair the machine 3C

D Complained for poor maintenance 2

E Was happy to forced test 1


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Simple checklist method

Weighted checklist method

Forced choice method

Simple checklist method:

Is employee regular Y/N

Is employee respected by subordinate Y/N

Is employee helpful Y/N

Does he follow instruction Y/N

Does he keep the equipment in order Y/N


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Weights performance rating

(scale 1 -5)

Regularity 0.5

Loyalty 1.5Willing to help 1.5

Quality of work 1.5

Relationship 2.0


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Criteria Rating

1.Regularity on the job Most Least

Always regular

Inform in advance for delay

Never regular

Remain absent Neither regular nor irregular


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Graphic RatingScaleContinuous Rating ScaleDiscontinuous Rating ScaleEmployee name_________Deptt_______Raters name ___________Date__

____ ------------------------------------------------------------------------Exc. Good Acceptable fair poor

5 4 3 2 1

Dependability _Initiative

verall outputAttendanceAttitudeooperationotal score


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attitude

Nointerest

Indifferent

Interested

Enthusiastic

Veryenthusiastic


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Step 1. Identify critical incidents

Step 2. Select performance dimension

Step 3. Retranslate the incidents

Step 4. Assign scales to incidents

Step 5. Develop final instrument


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Set organizational goals

Defining performance target

Performance review

feedback


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Group Appraisal

Ranking

Paired comparison

Forced distribution

Performance tests Field review technique


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Employee RankA 2

B 1

C 3

D 5

E 4


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A B C D E FINAL RANK

A - - - + + 3

B + - - + + 2

C + + - + + 1D - - - - + 4

E - - - - - 5

No of Positive evaluation

Total no. of evaluation * 100 = employee superior evaluation


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Field review method

Performancesubordinatepeers superiorcustomerDimension

Leadership ^ ^Communication ^^Interpersonal skills ^^Decision making^ ^ ^Technical skills^ ^ ^Motivation^ ^ ^


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For top managers

Return on capital employed

Contribution to community development Degree of upward communication from

middle-level executives

Degree of growth and expansion of enterprise.


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Departmental performance

Coordination among employees

Degree of upward communication from

supervisors

Degree of clarity about corporate goalsand policies


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Quality and quantity of output in a givenperiod

Labor cost per unit of output in a given period

Material cost per unit in a given period

Rate of absenteeism and turnover of employees

No of accidents in a given period


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Performance Appraisal LAVANYA

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