PRESENTED BY: PHOOL CHAND MBA 2ND SEM

Barrier: A problem , rule or situation that prevents somebody from doing something. Appraisal: A judgment of the value , performance or nature of somebody.

Performance appraisal is an objective assessment of an individuals performance against well defined benchmarks

Performance appraisal serves basically four objective: 1. Identification of individual needs. Performance feedback. Determining transfers and job assignments. Identification of individual strengths and developmental needs.

2. administrative uses/decisions: Salary Promotion Identification of poor performance 3. Organizational maintenance/objective: H R planning Evaluation of organizational goal achievement Reinforcement of organizational development needs

4. Documentation :
Documentation

for H R decisions

Helping

to meet legal requirements

 Work

environment

Supervision

development

of knowledge about organizational goals, objectives, strategies. Lack of change management like business changes, processes, systems and procedures. Lack of understanding of the company vision.
Lack

of confidence in the employees ability and willingness to solve the problems. Lack of attentions on the performance problem . Lack of attention of poor performance immediately. Lack of understanding of performance appraisal. Lack of use of performance appraisal feedback. Lack of direction on the job.
Lack

of knowledge about the organization. Lack of knowledge about the department. Lack of the complete knowledge of the job role. Lack of clearly defined performance objectives. Lack of skill and capability. Lack of support.
Lack

barriers

Faulty assumptions

Psychological blocks

Technical pitfalls

The assumptions which a manager taking consider to appraising the employees performance is fault/ wrong.

The assumption that managers naturally wish to make fair and accurate appraisal of subordinate is untenable. Both superior and subordinate show tendencies to avoid formal appraisal process.

 Particular

appraisal system

Personal

opinion

Managers

assumptions that employees want to know frankly where they do stand and what their superiors think about them are not valid.

The utility of performance appraisal depends upon the psychological characteristic of managers.

 Managers

feeling of insecurity

Appraisal

as an extra burden

Their

feeling to treat their subordinates failure as their deficiency. Disliking of resentment by subordinate. Disliking of communicating poor performance of subordinates.

The main technical difficulties in appraisal fall into two categories.

1.

Criterion problem distortions

2.

A criterion problem is the standard of performance the managers desires of his subordinates and against which he compare their actual performance.

It occur in the form of biases and errors in making the evaluation.

This distortions exists where the rater is influenced by ratees one or two outstandingly good (or bad) performance and he evaluate the entire performance accordingly.

EMPLOYEE U V W X Y Z

GRADE A B A B A A

 This

error occurs when the rater marks all or almost all his personal as average . He fails to discriminate between superior and inferior persons.

There are easy raters and tough raters in all phases of life. Some raters habitually rate everyone high, other tend to rate low. In such a situation the results of two raters are hardly comparable.

Managers being human have strong liking or disliking for people, particularly close associates.

resource management -L M Prasad Human resource management -K Asawathappa Google.com

Human