AfLer sLudylng Lhls lesson successfully you should be able Lo

ueflne whaL L
undersLand Lhe purposes of L
know Lhe overvlew of Lhe process of L
ulfferenLlaLe ob[ecLlve crlLerla and sub[ecLlve crlLerla
undersLand L sLandards
uescrlbe some commonly used meLhods of L
ulscuss evaluaLor blases ln L
L ls a process by whlch organlzaLlons evaluaLe
employee [ob performance
WerLher and uavls
L ls Lhe personnel acLlvlLy by means of whlch Lhe enLerprlse
deLermlnes Lhe exLenL Lo whlch Lhe employee ls performlng
Lhe [ob effecLlvely
Clueck lWllllam
L ls deflned as Lhe sysLemaLlc process of ldenLlfylng
measurlng lnfluenclng and developlng [ob
performance of Lhe employees ln Lhe organlzaLlon ln
relaLlon Lo Lhe seL of norms and sLandards for a
parLlcular perlod of Llme ln order Lo achleve varlous
purposes
PPun CpaLha
ManagemenL urposes
l AdmlnlsLraLlve purposes
ll uevelopmenL purposes
2 lnformaLlonal urposes
Adm|n|strat|ve purposes Deve|opment urposes
Puman power plannlng
8eward ManagemenL
ManagemenL of promoLlons
AdmlnlsLraLlon of Lransfers
ulsclpllne admlnlsLraLlon
SelecLlon
Plrlng
ManagemenL of labor
managemenL relaLlonshlp
1ralnlng
Success of Lralnlng programms
roper dlrecLlon
8eLLer producLlvlLy
1. Management Purposes
. InIormutionul Porposes
onLrlbuLlon of L Lo P8M funcLlons
Puman ower lannlng
promoLlons
Plrlng
1ralnlng
SelecLlons
8eward ManagemenL
1ransfers
ulsclpllne AdmlnlsLraLlon
erformance
LvaluaLlon
Cb[ecLlves are favorable LargeLs Lo be achleve ln fuLure 1he organlzaLlon
belng concerned should esLabllshed LargeLs expecLed Lo be achleved
Lhrough Lhe acL of evaluaLlng employee's [ob performance
Always ob[ecLlves should be clear undersLandable and aLLalnable Some
examples of L ob[ecLlves are
W 1o ascerLaln Lhe currenL level of [ob performance of each employee
W 1o ascerLaln sLrengLh and weaknesses of employee
W 1o ldenLlfy Lralnlng needs of each employee so as Lo lmprove each
employee's [ob performance
SoluLlons for some lssues by means of formulaLlng well
deflned pollcles have Lo be declded ollcles are guldellnes
Lo Lhlnklng and acLlon and purpose of a pollcy ls Lo provlde
dlrecLlon Any organlzaLlon aLLempLlng Lo do L successfully
should formulaLe clear and approprlaLe pollcles ln respecL of
varlous lssues lnvolved ln L lmporLanL lssues for whlch
pollcles should be formulaLed are
1here are varlous caLegorles and Lypes of employees worklng ln an
organlzaLlon AlLernaLlve employees on whom L can be done
are glven below
ermanenL employees only
2 ermanenL and Lemporary employees only
3 All employees ( lncludlng casual employees)
4 Managerlal employees only
3 non managerlal employees only
6 A selecLed group of employees only
A pollcy declslon has Lo be Laken regardlng whlch employees Lo be
evaluaLed
1here ls no speclflc schedule for evaluaLlng all Lypes of
employees 8egardlng when Lo evaluaLe Lhere are
several approaches
llxed Llme approach
1hls approach alLernaLlvely called unlLary Llme
approach or flxed day approach ln Lhls approach
employee's performance are evaluaLed wlLhln a cerLaln
perlod of Llme LhaL may be one day or Lwo days or
several days or one week or several weeks dependlng
on Lhe number of Lhe employees and Lhe workload of
Lhe evaluaLor
ArblLrary daLes approach
ln Lhls approach( alLernaLlvely called mulLlple
Llme approach) evaluaLlng [ob performance
of all employees under Lhe evaluaLor ls done
aL dlfferenL daLes Cenerally an employee's
performance ls evaluaLed on Lhe daLe Lhe
employee was hlred( annlversary daLe)
ob ycle approach
ob cycle ls Lhe requlred Llme Lo compleLe
every duLy ln Lhe [ob for once ob cycle may
lnclude a full compleLlon of a ma[or Lask
Lg 1eachlng a cerLaln sub[ecL for one class and
evaluaLlng performance
Annually
Semlannually
CuarLerly
MonLhly
8lweekly
Weekly
ually
Any oLher Llme
lmmedlaLe superlor
lmmedlaLe superlor and lmmedlaLe superlor's superlor
Several supervlsors
ommlLLee
CuLslder
SubordlnaLes
usLomers/ llenLs
Self
omblnaLlon
1he facLors on whlch an employee ls evaluaLed are called
Lhe crlLerla
L crlLerla can be developed wlLh respecL Lo Lhe followlng
1ralLs
1ralLs refer Lo parLlcular quallLles or characLerlsLlcs Lhe
employee possesses
Lg ob knowledge LrusL cooperaLlon honesLy lnlLlaLlve
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8ehavlours
8ehavlours are Lhe ways Lhe employee acLs ln
relaLlon Lo Lhe [ob 8aslcally behavlours
lnvolve parLlcular acLlvlLles carrled ouL by Lhe
employee ln performlng Lhe [ob
Lg puncLually aLLendance plannlng works organlzlng work
8esulLs
8esulLs are ouLcomes produced by Lhe employee
Lg number of unlLs produced number of unlLs sold
L rlLerla
ect|ve cr|ter|a Suect|ve cr|ter|a
Cb[ecLlve crlLerla are facLors of
evaluaLlon LhaL quanLlflable dlsLlncLly
Lasler Lo measure and verlfy
verlflable by oLhers
Sub[ecLlve crlLerla are facLors of
evaluaLlon LhaL are noL quanLlflable
dlsLlncLly
ulfflculL Lo measure and verlfy
noL verlflable by oLhers
8ased on human [udgmenL
Lxamples of ob[ecLlve and sub[ecLlve crlLerla
o ect|ve cr|ter|a Suect|ve cr|ter|a
unlverslLy LecLurer
Salesman
Medlcal LxperL
ro[ecL englneer
number of lecLures done
durlng Lhe academlc year
and number of Loplcs
covered
number of unlLs sold and
number of new cusLomers
creaLed
number of paLlenLs cured
and number of hours of
consulLaLlon
1oLal cosL of compleLlng a
pro[ecL and number of
pro[ecLs compleLed
SenslLlvlLy Lo sLudenL's needs
and sub[ecL knowledge
ooperaLlon and
lnLerpersonal relaLlons
lLy Lowards paLlenLs and
commlLmenL Lo work
1echnlcal ablllLy and
orlglnallLy
L sLandards are lmporLanL ln order Lo assess how well and how
far employees are performlng Lhelr [obs L sLandards lndlcaLe
raLlng scales 1hese scales should be developed sysLemaLlcally and
falrly
Lg SLandards for assesslng [ob performance of sales sLaff Lhls scale
may be deLermlned ln relaLlon Lo Lhe crlLerlon of number of unlLs
sold
LxcellenL unlLs 8
Cood unlLs 68
Average unlLs 46
oor unlLs 24
very poor unlLs 2
L MeLhods
lL refer Lo Lechnlques LhaL can be used ln
evaluaLlng [ob performance of employees
Craphlc 8aLlng scales
MulLlple cholce MeLhod
8ank Crder MeLhod
Lssay MeLhod
M8C MeLhod
1hls meLhod ls Lhe mosL wldely used L meLhod
and ls also one of Lhe oldesL meLhod under Lhls
meLhod Lhe evaluaLor ls supposed Lo provlde a
sub[ecLlve evaluaLlon of an employee's
performance along a scale from very poor Lo
excellenL or from very low Lo very hlgh Scales
are esLabllshed for a number of speclflc LralLs or
quallLles such as [ob knowledge and loyalLy
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nelu ompany
erformance LvaluaLlon lorm
LvaluaLlon perlodLo
name
obSecLlon/ueparLmenL
Cverall Score
Average Score
ommenLs
r|ter|a Lxce||ent
(0S)
Good
(04)
Sat|sfactory
(03)
oor
(02)
Very oor
(01)
ob knowledge
(1heoreLlcal)
2 ob knowledge
(racLlcal)
3 lnlLlaLlve
4 reaLlvlLy
3 LoyalLy
6 ommlLmenL
7 ALLendance
8 ulsclpllne
9 8especL
1rusL
L form ls a speclflc form used by an evaluaLor for Lhe
purpose of L an employee 1hls form lndlcaLes Lhe
meLhod or meLhods crlLerla and sLandards belng used
L procedure ls Lhe meLhod used for handllng Lhe
L form baslcally A procedure ouLllnes speclflc sLeps
Lo follow ln parLlcular recurrlng slLuaLlons
Approaches ln ueslgnlng L form and
rocedure
1hls approach lnvolves deslgnlng a slngle
form and procedure common Lo L of all
employees worklng ln Lhe organlzaLlon
1hls approach focuses on deslgnlng separaLe forms
and procedures for dlfferenL Lypes of employees
Lg
Managerlal employees
lacLory employees
Sales employees
lleld employees
lorms and procedure should be deslgned
separaLely
2 Make Lhe form as brlef as posslble
3 resenL Lhem ln a language whlch can be
undersLood well by evaluaLors
4 uevelop Lhe procedure lucldly lndlcaLe each sLep
separaLely and lucldly
3 lnLroduce a sulLable welghLlng accordlng Lo Lhe
slgnlflcance of each evaluaLlon crlLerlon
Lg 1ralLs 2 or 3
8ehavlours 3 or 23
8esulLs 3 or 6
1ralnlng of evaluaLors refers Lo a sysLemaLlc endeavour Lo
lmprove efflclency and effecLlveness of evaluaLors ln L
LvaluaLor 1ralnlng MeLhods
LecLures
ase SLudy meLhod
8ole laylng
rogrammed lnsLrucLlon
Speclal ourse of L
1hls ls Lhe sLep where Lhe evaluaLlon of [ob performance
of an employee ls acLually done by evaluaLor
You
Your
Boss
Peers
Subordinates
Committee
Cnce evaluaLlon of performance of an employee ls done
resulLs of Lhe evaluaLlon should be dlscussed wlLh Lhe
employee( evaluee) by Lhe evaluaLor/s Cenerally Lhls
dlscusslon ls done Lhrough an lnLervlew whaL ls called L
lnLervlew/ erformance revlew lnLervlew
ueclslons should be Laken by Lhe respecLlve
auLhorlLles for varlous purposes for whlch L ls
done
Lg ueLermlne salary lncremenL
ompleLed L forms wlll become reference
documenLs whlch wlll be used ln fuLure for
varlous purposes
Lg promoLlons
1hese forms wlll have Lo be flll ln a proper way and
should be kepL on flles for several years
ompuLers can also be used ln Lhls regard
1hls ls Lhe flnal sLep of Lhe model of L process
ev|ew refers Lo a sysLemaLlc aLLempL Lo flnd
ouL wheLher Lhe L program ls belng carrled
ouL ln Lhe manner lL was planned and Lo
deLermlne wheLher lmprovemenLs can be made
for more successful program
enewa| refers Lo reprogrammlng of Lhe L
program so as Lo lncorporaLe all Lhe
lmprovemenLs deLermlned Lhrough revlew
Palo effecL
enLral 1endency
Parshness and Lenlency
8ecency effecL
ersonal re[udlce
unawareness