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Evaluating an employee¶s current or past

performance relative to his or her performance
standards

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Provide
Define the job
feedback

Comparing the
Employees••
Employees etting work
Performance to standards
the standards

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J Department ole The upervisor•

upervisor•s ole

   
xraphic ating cale Method Critical Incident Method

Alternation anking Method Narrative Forms

Behaviorally Anchored ating

Paired Comparison Method
cales

The Management By
Forced Distribution Method
Objectives (MBO) Method

Mixing The Methods

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Problems

Unclear Performance
Bias
tandards

Jalo Effect Initial Impression

Central Tendency Last Impression

Leniency or trictness What Else?

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Jow To Avoid Problems

Clarify standards and understand problems

Choose the right appraisal tool

Train supervisors

Diary keeping

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Legal and Ethical Issues in Performance
Appraisal

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Who hould Do The Appraising?

The Immediate upervisor

Peer Appraisal

ating Committees

elf atings

Appraisal By ubordinates

360 Degree Appraisal (feedback)

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Types of Interview

Type Objective

atisfactory Ñ Make Development

Promotable Plans
atisfactory Ñ
Maintain Performance
Not Promotable
Unsatisfactory Ñ
Plan Corrections
Correctable
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Jow To Prepare For The Appraisal Interview

Assemble The Data

Prepare The Employee

Choose The Time And Place

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Jow To Conduct The Interview

Be Direct And pecific

Don••t xet Personal

Don

Encourage The Person To Talk

Don••t Tiptoe Around

Don
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Jow To Jandle A Defensive ubordinate

ecognize That Defensive Behavior Is Normal

Never Attack A Person•

Person•s Defenses

Postpone Action

ecognize Your Own Limitations

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Jow To Criticize ubordinate

Jow To Ensure That The Appraisal Interview

Leads To Improved Performance

Jow To Jandle A Formal Written Warning

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Which Method?

Jow Many Times A Year?

What About Feedback?

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Do Appraisals eally Jelp To Improve

Performance?

TQM Ñ Based Appraisals For Managing

Performance?

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