Lecture 2. Performance Appraisals Planning, Execution, Assessment and

Review

By

Husam Al-Najar

The Islamic University of Gaza- Civil Engineering Department

Designing Performance appraisal (ENGC 6391 )

Overview

Performance Appraisal

• Is the systematic evaluation of the performance of employees and to understand the

abilities of a person for further growth and development.

• According to Newstrom, “It is the process of evaluating the performance of employees,

sharing that information with them and searching for ways to improve their

performance’’.

• Meaning: Performance appraisal is the step where the management finds out how

effective it has been at hiring and placing employees وتعيينهم الموظفين توظيف .

• A “Performance appraisal” is a process of evaluating an employee’s performance of a job

in terms of its requirements.

• It is tailor-made to suit the needs and unique situations or the supervisors, supervised, the

nature and type of the organization and, more importantly the socio-political and economic

development of the country which reflects the level of literacy, skills, technology and

culture of the people.

• It is based on the principle of participation of stakeholders. The involvement process of

stakeholders begins from problem identification, conceptualization of issues, design,

implementation and evaluation of the, system. The commitment to design and the capacity

to transform the system when it is desirable, depends very much on the extent to which

stakeholders have been involved in the process of change.

• Once designed through the above processes, the instrument secures ownership by the

people who use it. Ownership helps the stakeholders to adjust the instrument in order to

suit the changing circumstances of the organization.

• The design of the performance management system should be regarded as process and not

as an event. As a process it can be adapted to suit requirements of the organization. As an

event, it is tied to time, place and individual persons and is therefore not adjustable

• The nature and type of management problem to be resolved is generally understood by the

stakeholders before action is taken. The basis for solution of the problem is, therefore,

understood by all, even if some may not agree on the timing and target.

• It is gender-sensitive in that it has a capacity to depict رسم /وصف some of the cultural

habits, prejudices التحيزات and attitudes which may prevail in a male-dominated society.

Objectives of Performance Appraisal

Performance Appraisal can be done with following objectives in mind:

• To maintain records in order to determine compensation packages, wage structure, salaries

raises, etc.

• To identify the strengths and weaknesses of employees to place right men on right job.

• To maintain and assess the potential present in a person for further growth and

development.

• To provide a feedback to employees regarding their performance and related status.

• It serves as a basis for influencing working habits of the employees.

• To review and retain الاحتفاظ the promotional and other training programs.

Objectives of Performance appraisals

Organizational maintenance

• HR Planning

• Training Needs

• Organizational Goal achievements

• Developing the spirit of competitiveness

• Goal Identification

• HR Systems Evaluation

• Reinforcement of organizational needs

Documentation

• Validation Research

• For HR Decisions

• Legal Requirements

Developmental use

• Individual needs

• Performance feedback

• Developing professional proficiency

• Transfers and Placements

• Identification of efficiencies and potentials

• Identification of deficiency & shortcomings

• Strengths and Development needs

Administrative Decisions/uses

• Wages & Salary administration

• Promotion/ Demotion

• Retention / Termination

• Recognition

• Lay offs

• Poor Performers identification

• Transfer

• Training & development

• Personnel research

Reasons for Appraisals

• Compensation "Pay for Performance"

• Job Performance Improvements

• Feedback to Subordinates المرؤوسين

• Documentation for Decisions

• Goal Setting - Later Evaluation

• Promotion Decisions

• Identify Training Needs

• Supervisor Identifies Strengths and Weaknesses

• Planning

Who Performs the Appraisal?

• Immediate Supervisor

• Higher Management

• Self-Appraisals

• Peers (Co-Workers)

• Evaluation Teams

• Customers

• “360° Appraisals”

• Supervisor Appraisal done by an employee’s manager and often reviewed by a manager

one level higher

• Self-Appraisal done by the employee being evaluated, generally on an appraisal form

completed by the employee prior to the performance review.

• Subordinate Appraisal done by an employee, which is more appropriate for developmental

than for administrative purposes. للأغراض منه للتطوير ملاءمة أكثر وهو ، موظف به يقوم ثانوي تقييم

الإدارية

• Peer Appraisal done by one’s fellow employees الموظفين زملائه , generally on forms that are

complied into a single profile for use in the performance interview conducted by the

employee’s manager.

• Team Appraisal based on Total quality management (TQM) concepts, that recognizes team

accomplishment rather than individual performance. الشاملة الجودة إدارة مفاهيم على بناء الفريق تقييم

الفردي الأداء من بدلا الفريق إنجاز على يتعرف والذي ،

Advantages of Performance Appraisal

Pro

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Com

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Em

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Selectio

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Com

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Mo

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Advantages of Performance Appraisal

1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion

programs for efficient employees. In this regards, inefficient workers can be dismissed or

demoted in case الرتبة تنزيل .

2. Compensation: Performance Appraisal helps in chalking out compensation packages for

employees. Merit rating is possible through performance appraisal. Performance Appraisal

tries to give worth to a performance. Compensation packages which includes bonus, high

salary rates, extra benefits, allowances and pre-requisites are dependent on performance

appraisal. The criteria should be merit rather than seniority من بدلا الجدارة المعايير . تكون أن يجب

الأقدمية

3. Employees Development: The systematic procedure of performance appraisal helps the

supervisors to frame training policies and programs. It helps to analyze strengths and

weaknesses of employees so that new jobs can be designed for efficient employees. It also

helps in framing future development programs.

4. Selection Validation: Performance Appraisal helps the supervisors to understand the validity and

importance of the selection procedure. The supervisors come to know the validity and thereby the

strengths and weaknesses of selection procedure. Future changes in selection methods can be made in

this regard.

5. Communication: For an organization, effective communication between employees and employers

is very important. Through performance appraisal, communication can be sought for in the following

ways:

• Through performance appraisal, the employers can understand and accept skills of subordinates.

• The subordinates can also understand and create a trust and confidence in superiors.

• It also helps in maintaining cordial and congenial وطبعا روحا متجانس labor management relationship.

• It develops the spirit of work and boosts يعزز the morale of employees.

6. Motivation: Performance appraisal serves as a motivation tool. Through evaluating performance of

employees, a person’s efficiency can be determined if the targets are achieved. This very well

motivates a person for better job and helps him to improve his performance in the future.

Small

Organizations

Large

Organizations

All

Organizations

Compensation 80.2% 66.7% 74.9%

Performance

improvement 46.3% 53.3% 48.4%

Feedback 40.3% 40.6% 40.4%

Documentation 29.0% 32.2% 30.2%

Promotion 26.1% 22.8% 24.8%

Training 5.1% 9.4% 7.3%

Transfer 7.3 %6.1 %8.1 نقل%

Discharge 5.6 %6.7 %4.9 اقالة%

Layoff 2.4 %2.8 %2.1 تسريح%

Personnel research 1.8% 2.8% 2.2%

Manpower planning 0.7% 2.8% 1.5%

Primary Uses of Performance Appraisals

The employers are in position to guide the employees

for a better performance. من يمكنهم وضع في العمل أرباب

أفضل أداء لتحقيق الموظفين توجيه

systematic ways of performance appraisals

The supervisors measure the pay of employees

and compare it with targets and plans. المشرفون يقوم

والخطط بالأهداف ومقارنتها الموظفين رواتب بقياس

The supervisor analysis the factors behind work

performances of employees. يحلل المشرف العوامل

الكامنة وراء أداء العمل للموظفين

performance appraisal follows a four-phase model

performance appraisal

Phase 1: Performance

Planning.

Phase 3: Performance Assessment

Phase 4: Performance

Review

Phase 2: Performance

Execution.

• Phase 1: Performance Planning: At the beginning of the year, the manager and individual

get together for a performance-planning meeting. In this hour-long session they discuss what

the person will achieve and how the person will do the job.

• Phase 2: Performance Execution: Over the course of the year, the employee works to

achieve the goals, objectives, and key responsibilities of the job. The manager provides

coaching and feedback to the individual to increase the probability of success

• Phase 3: Performance Assessment: manager reflects on how well the subordinate has

performed over the year, assembles the various forms and paperwork that the organization

provides to make this assessment, and fills them out. The manager may also recommend a

change in the individual’s compensation based on the quality of the individual’s work.

• Phase 4: Performance Review: The manager and the subordinate meet. They review the

appraisal form that the manager has written and talk about how well the person performed

over the past twelve months. At the end of the review meeting they set a date to meet again to

hold a performance-planning discussion for the next twelve months.

1. Performance Planning

• Performance planning is the bedrock of an effective performance management system.

• It is the first step of an effective performance management process. The performance-planning

discussion gives the manager the chance to talk about her/his expectations.

• It gives the individual a clear operating charter ميثاق so that he can go about doing his job with the

full certainty that he’s working on the highest priority responsibilities and operating in a way that

the organization expects.

Performance planning typically involves a meeting between an appraiser and an appraise.

The agenda for this meeting includes four major activities:

1. Coming to agreement on the individual’s key job responsibilities

2. Developing a common understanding of the goals and objectives that need to be achieved.

3. Identifying the most important competencies الكفاءات that the individual must display in doing the

job.

4. Creating an appropriate individual development plan.

• Performance planning is completed when the manager and the individual have come to an

understanding (ideally, an agreement) on the individual’s key job responsibilities, the goals that

the person will achieve over the next year, the competencies that the organization expects of its

members, and the development plans the individual will pursue نفذ.

• In most cases, it’s best for the individual to take notes about the conversation on the

performance appraisal form itself. After the meeting, the individual should make a copy of the

form with all of the handwritten notes on it and send a copy to the manager. During the course

of the year, the notes should be updated as projects are completed and requirements change.

• When the performance-planning meeting has been completed, it’s time to move to the next

phase of performance management— performance execution.

2. Performance Execution

• Once the performance-planning phase has been completed, it’s time to get the job done to

execute the plan.

• Performance execution is the second phase of an effective performance management

process.

• For the individual, the critical responsibility in Phase II is getting the job done achieving

the objectives.

• For the appraiser, there are two major responsibilities: creating the conditions that

motivate, and confronting and correcting any performance problems.

Essentially, performance execution consists of two major responsibilities for the manager.

• The first is to create the conditions that motivate people to perform at an excellent level.

• The second is to eliminate performance problems when they arise.

The manager responsibilities in Performance Execution Phase

Maintaining performance records

Updating objectives as conditions change

Providing feedback and coaching for success

Providing development experiences and opportunities

Reinforcing effective behavior

Conducting a midterm review meeting

The employee’s responsibilities in the performance execution phase

Solicit حث performance feedback and coaching.

Communicate openly with your appraiser on progress and problems in achieving objectives.

Update objectives as conditions change.

Complete the development plan.

Keep track of achievements and accomplishments الانجازات.

Actively participate in the midterm review meeting.

3. Performance assessment is the third phase of an effective performance appraisal system.

Basically, performance assessment involves evaluating just how good a job the individual has

done and filling out the appraisal form.

The manager’s responsibilities for performance assessment

Prepare a preliminary assessment of the employee’s performance over the entire year.

Review the original list of competencies, goals, objectives, and key position responsibilities.

Review the individual’s list of accomplishments and the self-appraisal.

Prepare your final assessment of the employee’s performance.

Write the official performance appraisal using the appraisal form.

Review the appraisal with your manager and obtain concurrence موافقة على الحصول .

Determine any revisions needed to employee’s key position responsibilities, goals, objectives,

competencies, and development plans for the next appraisal period

The employee’s responsibilities in the performance assessment phase

Review your personal performance over the year

Assess your performance and accomplishments against the development plan

Prepare a list of your accomplishments and achievements and send it to your appraiser

Write a self-appraisal using the appraisal form

Consider any revisions needed to your key position, responsibilities, goals, objectives,

competencies, and development plans for the next performance review cycle

Prepare for the performance review meeting

4. Preparing for the Review for the Performance Appraisal

1. Review the performance documentation collected throughout the year. Concentrate on

work patterns that have developed.

2. Be prepared to give specific examples of above- or below-average performance.

3. When performance falls short of expectations, determine what changes need to be made.

4. If performance meets or exceeds expectations, discuss this and plan how to reinforce it.

5. After the appraisal is written, set it aside for a few days and then review it again.

6. Follow whatever steps are required by your organization’s performance appraisal

system.

How to write a performance appraisal

Here is a four-step process for writing an effective performance appraisal:

1. Gather all of your information.

You’ll need information about both the job itself and the way the person did the job.

2. Get the big picture—the core message—clearly in mind.

This is one of the most critical steps in writing a performance appraisal that brings about performance

improvement. The research on performance appraisal is consistent—and dismaying الأداء تقييم في البحث

ومخيب متناسق . Consistently, performance appraisal research demonstrates that people retain very little of

what they are told in a performance appraisal discussion.

3. Identify the three key elements

• Particular strengths demonstrated

• Most critical needs for improvement

• Most important development needs

4. Muster your courage to tell the truth الحقيقة لقول شجاعتك حشد

• Most accurate rating category for each individual objective

• Most accurate narrative description for each explanation or summary تفسير لكل دقة الأكثر السردي الوصف

ملخص أو