Performance Process of Obtaining Analyzing Recording

Appraisal

Information about the relative worth of an employee.

Purposes of Performance Appraisal Providing feedback to employees performances Determining who gets promoted Layoffs and downsizing decisions Encouraging performance improvements Motivating superior performance Setting and measuring goals Counseling poor performers Determining compensation changes Manpower planning & Succession Planning Encouraging mentoring & Coaching

Contd. Individual & Organization training and developments needs Providing Legal defensibility for personnel decision Confirming that good hiring decisions are made Overall organization performance by aligning individual goal with organizational goal.

Process of Performance Appraisal

Performance Standard required to serve benchmark are as

Communicate to the employees so that they can prepare themselves Measure how employees have performed Compare with the performance benchmark set by an organizations Discuss the results with employees on one to one basis Decisions regarding Training, Promotions, rewards, transfer firing are taken

Performance Feedback
Types of feedback sessions: 1. Tell-and-sell: The supervisor tells the employee the results of the performance appraisal and explains the reasons why the appraisal is correct 2. Tell-and-listen: The supervisor tells the employee the results of the performance appraisal and listens to the employees response 3. Problem solving: The supervisor acts as a coach to assist the employees in setting their own goals and in evaluating their own job performance

Methods of Performance Appraisal 1. Traditional Assessment Methods 2. Modern Assessment Methods

1. Traditional Assessment Methods A. Graphic Rating Scales B. Confidential Report C. Free form or Essay evaluation D. Critical Incidents E. Checklist F. Forced Choice Method G. Straight Line Methods H. Paired comparison Methods I. Group Appraisal J. Field Review Methods

A. Graphic Rating Scales

Oldest and most widely used performance appraisal method It compares performance of an individual to an absolute standard. Highly Subjective

B. Confidential Report Descriptive report prepared at the end of the every year

Common in government organization

Appraised by immediate supervisors on the basis of theirs own observation, impressions, and judgment

No feedback is provided
The result of this appraisal is not made public

C. Free Form or Essay Evaluations Rater is asked to express strong as well as weak points of the employees behavior This technique is normally used with the a combination of graphic rating scales

Generally considers factors 1. Job knowledge of potential employee 2. Employee understanding of employee program, policy and objective 3. Employee relations with coworkers and superiors 4. The employee general planning, organizing & controlling ability 5. The attitude and perception of an employee Note: It is not a quantitative method. And it is subjective High chances of error and biasness

D. Critical Incidents Attention on those critical or key behaviors that make the difference between doing a job effectively and doing it ineffectively The appraiser writes down anecdotes describing what the employee did that was especially effective or ineffective Critical incidents, with their focus on behaviors, judge performance rather than personalities.

Draw backs of Critical Incidents 1. Time consuming and burdensome for supervisors 2. Critical incidents suffer from the same comparison problem . Since, is qualitative instead of

quantitative.

E Check list
A checklist represents, in its simplest form, a set of objectives or descriptive statements about the

employee and his behavior.

Individual Evaluation method

A more recent variation of the checklist method is the

weighted list.

Under this the value of each question may be weighted

equally or certain questions may be weighted more heavily than others

Check lists Examples

Simple Checklist

Weighted Check List

F. Force Choice Methods

This method was developed to eliminate bias and the preponderance of high ratings that might occur in

some organizations
He primary purpose of the forced choice method is to

correct the tendency of a rater to give consistently

high or low ratings to all the employees This method makes use of several sets of pair phrases, two of which may be positive and two negative

Contd
the rater is asked to indicate which of the four phrases is the most and least descriptive of a particular worker.

Actually, the statement items are grounded in such a

way that the rater cannot easily judge which

statements apply to the most effective employee

Force Distribution examples

Straight line method