V By the end of this session, you must have

learnt and understood:

P ghe concept and definition of Performance
Appraisals
V Performance Appraisal is a process supporting the use
of human resource in an organization.
V Managementǯs most powerful tool in controlling
performance and productivity of human resources.
V It can have tremendous strategic potential for
governing employee behavior.
V Important in selection, training, career-path planning
and reward systems.
P ghe assessment of an employeeǯs job
performance has two basic purposes
P Administrative- Provides information for making
salary, promotion and layoff decisions.
P Developmental - diagnoses training needs and
enables career planning.
P Performance Appraisal is the systematic
evaluation of the individual with respect to his or
her performance in the job and his are her
potential for development.
V {cott, Clothier and {priegel:
DzPerformance Appraisal is the process of
evaluating the employeeǯs performance
on the job in terms of requirements of
the jobdz.
V 3oder: DzPerformance Appraisal refers to
all formal procedures used in working
organizations to evaluate personalities
and contributions and potential of group
membersdz.
V DzPerformance Appraisal is the
systematic, periodic and an impartial
rating on an employeeǯs excellence in
matters pertaining to his present job
and to his potentialities for a better jobdz.
V Promotions
V Wages and salary
V {WOg
V Corrective measure
V Personnel research
V {elf development and self improvement
V emedial
V Developmental
V Innovative
V Motivational
V {timulate growth of the employee in there
present and future jobs.
V Identifies training and developmental needs
V Ensure placement and promotions.
V Discovering way to deal with new job.
V Identify and develop better ways for
existing jobs.
V ewards
V Motivation
V Effective communication
V Better interpersonal relationships
V go identify specific job criteria. (KPA, KA).
V go measure and compare the performance in
terms of defined job criteria.
V go develop and justify a reward system.
V go identify strength and weaknesses of
employee.
V go decide on proper placement and
promotion
V go develop suitable training and develop
mental programmes.
V go identify motivational reinforces.
V go develop communication system
V go strength superior- subordinate
relationships.
V {cientific basis for judging the merit or worth
of employees
V {ound basis for promotion, demotion,
transfer or termination of employees.
V Helps in distinguishing between efficient and
inefficient workers.
V It reveals the defects in the selection
procedure
V Helps to know the potentials of the subordinates
systematically.
V Helps correct placements.
V It helps in constructively guiding the employees.
V It prevents grievances and develops a sense of
confidence
V Protects the management against the charges of
discrimination.
V nified Appraisal procedure
V A tool for Employees development and
{timulation
V Important Personnel Decisions
V Improvement in Human Behaviour
V Performance appraisal as an evidence
V A tool in the hands of supervisor
V Improved Quality of {upervision
V Maintenance of industrial relations.
V ghe employees should be made aware in
terms of goals, targets and behaviour
V Job-related
V Performance-based
V niform and non-variable
V Fair, just and equitable
V Appraisers should be honest, rational and
objective
V {uperiors should be well trained to ensure
uniformity, consistency and reliability
V eports should be examined meticulously
before taking any positive or negative action.
V Intra and inter-departmental consistency and
uniformity should be ensured.
V ghere should be provision of appeals against
appraisals to ensure confidence of the
employees and their associations/unions.
 Attend to
Develop an legal se Job analysis
formal consideration for performance
appraisal standards
Process
Appraisal
system Communicate
se more than
Performance
one rater
{tandards
wherever
possible

Evaluate the
Document the
specific
process
Behavior
carefully
V Make sure performance appraisals are truly

job- related.

V {tandardize appraisals for all employees.

V Put appraisals in writing.

V Perform appraisals annually.

V Develop content of appraisals to ensure there

is no bias against color, race, sex, national
origin, religion, or any other legally-protected
group.
V Allow employees to respond to performance

appraisals.

V Administer performance appraisals through a

manager or supervisor with adequate knowledge of

the person and job being assessed.

V Performance appraisals should not be used in
a merely punitive or retaliatory fashion.
V It is grossly unprofessional for a manager or
supervisor to use the appraisal process to 'get
even' with an employee who has displeased
or upset them in some way.
V Appraisals should not be used to discriminate
against employees on the basis of race,
religion, age, gender, disability, marital
status, pregnancy, or sexual preference.
V Performance appraisal results should be fair,
accurate and supported by evidence and
examples.
V For instance, if an employee has poor
interpersonal skills and is harming morale and
group performance, the supervisor might
keep a log of incidents.
V An employee should have the opportunity to
comment on their appraisal result, to express
their agreement or otherwise, and to appeal
the result or at least request a review by
upline supervisors.
V Appraisals should be balanced, recording
information on both the good and the bad
aspects of an employee's performance (as far
as possible).
V Appraisals results should not be used as the
sole basis for promotion, remuneration or
termination decisions. A broad range of
information should be considered, in which
the employee's appraisal results may be
significant but not necessarily conclusive.
V Employees who receive a poor performance
appraisal result should be given a reasonable
chance to improve. Generally speaking, it is a
bad idea to dismiss, demote of otherwise
penalize an employee because of a single
adverse appraisal result.
V Provide timely feedback, especially to
marginal or poor performers. It is not fair to
offer zero feedback to a poor performer for
twelve months and then present them with a
bad appraisal. Be willing, especially with
employees who are having trouble, to offer
more frequent feedback and guidance. gell
them if something is wrong and give them a
chance to correct the problem in a timely
manner.
V etain records
V In the case of poor performers, or persons
dismissed or demoted, or those who resign or
leave in less than happy circumstances, we
suggest that their appraisal records, together
with critical incident logs and other relevant
documents, be archived indefinitely.
V If an appraisal result is poor (or in any way
likely to be controversial or provocative), ask
an objective third party for their views on
whether the appraisal result seems fair and
reasonable
V Appraisals should avoid inflammatory and
emotive language. As far as possible, aim for
a detached and dispassionate style. Ensure
that criticisms relate to actual job
requirements and are not based on mere
personal or other irrelevant issues that have
little or no connection with actual job
requirements.
V Managers and supervisors required to
conduct staff appraisals should be trained in
appraisal principles and techniques.
V Appraisal results should be treated as private
and confidential information. ecord storage
should be secure and controlled.
V Bob {mith, my assistant programmer, can always be found
*hard at work in his cubicle. Bob works independently, without
*wasting company time talking to colleagues. Bob never
*thinks twice about assisting fellow employees, and he always
*finishes given assignments on time. Often Bob takes extended
*measures to complete his work, sometimes skipping coffee
*breaks. Bob is a dedicated individual who has absolutely no
*vanity in spite of his high accomplishments and profound
*knowledge in his field. I firmly believe that Bob can be
*classed as a high-caliber employee, the type which cannot be
*dispensed with. Consequently, I duly recommend that Bob be
*promoted to executive management, and a proposal will be
*executed as soon as possible.
V ghat idiot was reading over my shoulder while I wrote the report
sent to you earlier today. Kindly read only the odd numbered lines
(1, 3, 5, etc...) for my true assessment of him.