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    Performance Management - : DR GB Urs, Prof & Hod, Ai 1

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    Renee Gonzales
    This document discusses performance appraisal (PA), including its definition, meaning, objectives, methods, uses, and limitations. PA is defined as a method of evaluating employee job performance, both qualitatively and quantitatively. The objectives of PA are both administrative, such as determining promotions and terminations, and developmental, like providing feedback and identifying training needs. Methods include trait, behavioral, and results-based approaches. Uses are for performance improvement, compensation, and career development. Limitations include rating biases, failure of supervisors, and a lack of management perspective focusing on development over punishment.

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    Performance Management - : DR GB Urs, Prof & Hod, Ai 1

    Uploaded by

    Renee Gonzales
    15 views12 pages
    This document discusses performance appraisal (PA), including its definition, meaning, objectives, methods, uses, and limitations. PA is defined as a method of evaluating employee job performance, both qualitatively and quantitatively. The objectives of PA are both administrative, such as determining promotions and terminations, and developmental, like providing feedback and identifying training needs. Methods include trait, behavioral, and results-based approaches. Uses are for performance improvement, compensation, and career development. Limitations include rating biases, failure of supervisors, and a lack of management perspective focusing on development over punishment.

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    This document discusses performance appraisal (PA), including its definition, meaning, objectives, methods, uses, and limitations. PA is defined as a method of evaluating employee job performance, both qualitatively and quantitatively. The objectives of PA are both administrative, such as determining promotions and terminations, and developmental, like providing feedback and identifying training needs. Methods include trait, behavioral, and results-based approaches. Uses are for performance improvement, compensation, and career development. Limitations include rating biases, failure of supervisors, and a lack of management perspective focusing on development over punishment.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    15 views12 pages

    Performance Management - : DR GB Urs, Prof & Hod, Ai 1

    Uploaded by

    Renee Gonzales
    This document discusses performance appraisal (PA), including its definition, meaning, objectives, methods, uses, and limitations. PA is defined as a method of evaluating employee job performance, both qualitatively and quantitatively. The objectives of PA are both administrative, such as determining promotions and terminations, and developmental, like providing feedback and identifying training needs. Methods include trait, behavioral, and results-based approaches. Uses are for performance improvement, compensation, and career development. Limitations include rating biases, failure of supervisors, and a lack of management perspective focusing on development over punishment.

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    Performance Management –

    Performance appraisal (PA) – Introduction – Meaning – Need –


    Purpose – Objectives – Contents of PAS – Appraisers and
    different methods of appraisal – Uses of performance
    appraisal – Limitations and problems of performance
    appraisal – 360° Appraisal – Post appraisal feedback.

    Dr GB Urs, Prof & HoD, AI 1


    Definition
    PA is a method of evaluating the behavior of employees in the work spot, normally
    including both the qualitative and quantitative aspects of job performance.

    Meaning & core issues of PA


    • In order to find out, if the employee is worthy of continued employment or not; so
    also to devise the response the management;
    • Degree of accomplishment of the tasks
    • Fulfilling the job demands
    • Is measured in terms of results (& not efforts)
    • Also implies the employee’s future level of effort, activities, results and task
    direction.
    • The potential for development is also taken into consideration

    Characteristics of PA
    • PA is systematic description of an employee’s job relevant issues – SWOT
    • Basic purpose is to know ‘how well’ is the performance and plan for G & D
    • PA is periodical, systemati, continuous and structured
    Dr GB Urs, Prof & HoD, AI 2
    Need (for PA)
    • Provides info about the performance, and has a bearing on decision of the
    management towards the particular employee
    • Provides info about level of achievement, behavior of subordinates; thereby
    rectifying the performance deficits, apply CAPA, achieve the set goals.
    • Provides info for diagnosing deficits in the employee – skill, knowledge levels,
    etc.
    • To determine T & D programs to fulfill these gaps – so as to achieve G & D.
    • Provide info to counsel / feedback the employee
    • To prevent grievances and indisciplinary activities.

    Purpose – (Administrative & Developmental)


    Administrative
    • Document HR decisions with regard to PA
    • Determine the management decisions about every employee (promotion,
    transfers, change in assignments)
    • Identify poor performers, their areas and decide (T & D, retention, termination,
    bench, layoffs, retire)
    • Validate selection criteria relating performance to selection tests and interview
    score Dr GB Urs, Prof & HoD, AI 3
    Administrative (Cont)
    • Meet legal requirements
    • T & D programs – evaluation of the impact & apply CAPA
    • HR Planning
    • Helpful in deciding on salary / compensation and other perks, benefits.

    Developmental purposes
    • Provides Feedback
    • Identify skill sets, core competency / ies, strengths and weaknesses
    • Recognize and record performance levels
    • Assist, help in identify, set, motivate and achieve goals – individual, group & Org.
    • Evaluate goal achievement
    • Identify training needs, plan T & D programs, implement, follow up.
    • Reinforce authority / heirarchy structure
    • Provides space to ventilate / vocalize concerns
    • Improve communication
    • Platform to help employees

    Dr GB Urs, Prof & HoD, AI 4


    Objectives
    • Helps to create and sustain a org culture of excellence that inspires every
    employees
    • Match org objectives to individual aspirations
    • Equip people with the skills necessary to perform their duties
    • Specify career paths and goals
    • Provide new challenges to rejuvenate plateauing careers
    • Forge partnership with employees – to manage their careers
    • Empower employees to decide without the fear of failure
    • Embed teamwork in all operational processes
    • Allow the voices of workers closest to the customers – be heard
    • De-bureaucratize the structure for free flow of info / communicate freely

    Dr GB Urs, Prof & HoD, AI 5


    Contents of PA
    • Contents will vary with the need / purpose of PA, types and level of employees.
    • Has lot of bearing on the job analysis.
    • Contribution to achievement of org. objectives (ROI, Cost saving, Production etc)
    • Behavior which measure observable physical actions, movements
    • Behavior which measure job related results (deposits mobilized)
    • Indivividual / group traits which are measured in terms of personal characteristics
    in employee’s job activities.

    Appraisers and different methods of appraisal

    Who is an appraiser ?
    Is any person who has thorough knowledge about the job content, contents to be
    appraised, standards of contents and observes a person at his job.

    Characteristics of an appraiser
    • Should be capable, skilled, experienced
    • Conduct the assessment, prepare reports and judge
    • Should be good counselor
    Dr GB Urs, Prof & HoD, AI 6
    Types of appraisers
    Supervisors, Peers, subordinates, Self, Customers, Service organizations,
    Consultants, Teams / Groups.

    Methods of Appraisals (for students)

    Three types – Trait, behavioral & results methods.

    Trait methods - Graphic rating scale, Ranking, Paired comparison, Forced


    distribution, Checklists, Essay / Free form, Group, Confidential reports.

    Behavioral methods – Behavioral checklist, Critical Incident, Behaviorally anchored


    rating scale, Behavioral observation scales, Assessment Centre, Psychological
    appraisal.

    Results methods – Productivity measures, Balanced scorecard, HR accounting,


    MBO.

    Dr GB Urs, Prof & HoD, AI 7


    Uses of PA
    1. Performance improvement
    2. Compensation Adjustments
    3. Placement decisions
    4. T & D needs
    5. Career planning & development
    6. Staffing process deficiencies
    7. Information Inaccuracies
    8. Job Design errors (& CAPA)
    9. Equal employment opportunity
    10. External challenges
    11. Feedback to HR

    Limitations / problems of PA
    Three areas –
    • Rating biases,
    • Failure of supervisors &
    • Management perspective.
    Dr GB Urs, Prof & HoD, AI 8
    I. Rating bias
    • Halo effect,
    • Errors of central tendency,
    • Leniency & strictness,
    • Personal prejudice,
    • Recency effect,
    • Absence of interrater reliability,

    II. Failure of supervisors


    • Failure to conduct PA interviews,
    • Subjective,
    • Less reliability and validity of the PA techniques,
    • Potential appraisal is based on guess work,
    • PA is conducted in a few minutes,
    • Lack tack in offering constructive suggestions,
    • Confused due to many objectives of PA,

    Dr GB Urs, Prof & HoD, AI 9


    III. Management perspective
    • -ve ratings affect IPR’s & Industrial relations systems
    • Influence of external environmental factors & uncontrollable internal factors
    • Feedback and post appraisal interview may impact production and so on.
    • Relationship between PA and decisions taken by management – do not match
    • Management emphasis on punishment rather than development of an employee
    in PA.

    3600 Appraisal
    • Appraisal by all concerned to get ‘total & complete’ info about the employee is
    known as 3600 Appraisal.
    • The all concerned may include - Supervisors, Peers, subordinates, Self,
    Customers, Service organizations, Consultants, Teams / Groups.

    Post Feedback Feedback / Interview


    • Very important part of PA
    • Last part of PA
    • Helps explain the PA to the employee concerned.
    Dr GB Urs, Prof & HoD, AI 10
    Explain the PA – completely
    • Ratings,
    • Traits & Behaviors,
    • Standards,
    • Goals,
    • Rating scales,
    • Internal & external environment causes for low level of performance,
    • Resources responsible for the present performance)
    • Review standards
    • Set new standards
    • Helps appraiser to offer his suggestions
    • Help, guide and coach the employee for G & D

    Actual uses of PA
    • Inform employees – about reality about themselves
    • Clarify the exact need of the org in relation to the employee
    • To plan for G & D
    • Strengthen subordinate – superior relationship
    • Helps to voice / express themselves.
    Dr GB Urs, Prof & HoD, AI 11
    Dr GB Urs, Prof & HoD, AI 12

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