Performance Appraisal

Performance Appraisal (PA) refers to all those procedures that are used to evaluate the personality, performance, potential, of its group members

Job analysis

performance

standards

performance appraisal Describes the Job relevant strengths and weakness of each individual

Translate job Describes work into levels of & Personnel to acceptable Requirement or unacceptable of a particular performance job

 Why

do we measure performance? Effective performance appraisal systems How do we measure performance?

 It

is a step by step process It examine the employee strengths and weaknesses Scientific and objective study Ongoing and continuous process Secure information for making correct decisions on employees

 Provide

feedback about employees Provide database Diagnose the S & W of individuals Provide coaching, counseling, career planning to subordinates Develop positive relation and reduce grievance Facilitates research in personnel management

Appraisals

offer employees:
Direction Feedback Input Motivation

Appraisals

offer the

company:
Documentation Employee Development Feedback Legal protection Motivation system

Recognize accomplishments Guide progress Improve performance

Review

performance Set goals Identify problems Discuss career advancement

Establishing job standards

Designing an appraisal programme

Appraise performance Performance interview Use appraisal data For appropriate purpose

Taking corrective standards

Setting performance standards

Communicating standards

Discussing results Comparing standards

Measuring standards

Formal and informal What methods? Whose performance?

When to evaluate? Appraisal Design?

Who are the raters?

What to evaluate? How to solve?

What problems?

High Potential Problem children Planned separation Stars Social citizen

Low

Low

Performance

High

Improving performance Values and behavior

Competitive advantage Minimizing dissatisfaction And turnover Ensuring legal competence Making correct decision

 Mutual

trust Clear objectives Standardizations Training Job relatedness Documentation Feedback and participation Individual differences Post appraisal review Review and appeal

Define

performance expectations Describe measurement tools Use a rating system Cover specific examples Set measurable goals

Measurement

systems need to be:

Specific Fair Consistent Clear

Useful

Systems can be: Numerical Textual Management by Objective (MBO) Behavior oriented

Make

sure documentation is objective Document performance of all employees Provide complete and accurate information Document performance on a regular basis

Based

on job requirements Realistic Measurable Observable Challenging Prioritized

 Employees

take an active role:

Setting goals Designing action plans Identifying strengths and weaknesses Employees participate in the PA meeting

Employees: Review performance Think about new goals

Supervisors:
Review

performance Complete written appraisal Think about new goals Schedule time and place

Lay

out agenda Talk about money Encourage input Give good news first

Review performance: Based on previous goals Noting strengths and accomplishments Identifying areas for improvement

Focus

on the professional Give objective examples Invite response Listen actively Create we mentality

Set

goals: Based on company goals Building on areas that need improvement

Encourage

good performance Lay out action plan Communicate outcome of goals not met Confirm understanding

Formal

appraisals Informal appraisals Open communication

Verbal Public Tangible Monetary

Act

early Take the right approach Deal with employee reaction Handle continued poor performance

Recognize

problems Talk with employee Follow company policy

Reviewing

highly emotional

employees Rating former peers

 You

must conduct objective appraisals on a scheduled basis. tell employees how theyre doing and how they can improve. help create a system of motivation and rewards based on performance.

Appraisals

Appraisals