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PERFORMANCE
MANAGEMENT SYSTEM
MADE BY:
PRACHI JAIN
HARSHITA MEHTA
OVERVIEW
Preparation
Communication Plan
Appeals Process
Training Programs
Pilot Testing
Ongoing Monitoring and Evaluation
PREPARATION
COMMUNICATION PLAN
A good communication plan answers the following
questions:
What is Performance Management (PM)?
How does PM fit in our strategy?
Whats in it for me?
How does it work?
What are our roles and responsibilities?
How does PM relate to other initiatives?
APPEALS PROCESS
CHOICES OF TRAINING
PROGRAMS
DIFFERENT TYPES OF
ERRORS
Similar to me error
Supervisors are more likely to give higher performance ratings to those employees who are
perceived to be more similar to them in terms of attitudes, preferences, personality etc.
Contrast error
Contrast error occurs when, even if an absolute measurement system is in place, supervisors
compare individuals with one another instead of against predetermined standards.
Leniency error
Leniency error occurs when raters assign high(lenient) ratings to most or all employees.
Leniency involves artificial rating inflation.
Severity error
Severity error occurs when raters assign low(severe) ratings to most or all employees.
Severity involves artificial rating deflation.
Central tendency error occurs when raters use only the middle points on the rating scales
and avoid using the extremes.
Halo error
Halo error occurs when the raters fail to distinguish among the different aspects of
performance being rated.
Primacy error
Recency error
Negativity error
Negativity error occurs when raters place more weight on negative information than on
positive or neutral information.
First impression error occurs when raters make an initial favorable or unfavorable
judgement about an employee and then ignore subsequent information that does not
support the initial impression.
Spillover error
Spillover error occurs when scores from previous review periods unjustly influence current
ratings.
Stereotype error
Attribution error
The attribution error takes place when a supervisor attributes poor performance to an
employees dispositional tendencies(e.g, personality, abilities) instead of features of
the situation (e.g., malfunctioning equipment)
Raters are told that they will evaluate the performance of three
employees on three separate performance dimensions.
2)
3)
4)
SELF-LEADERSHIP TRAINING
1.
2.
3. Identify
4. Substitute
5. Continue
PILOT TESTING
When the testing period is over and the performance management system has
been implemented, it is important to use clear measurements to monitor and
evaluate the system.
Evaluation data should include reactions to the system and assessment of the
systems operational and technical requirements.
MEASURES USED FOR MONITORING AND EVALUATION ARE:
No. of individuals evaluated
Distribution of performance rating
Quality of information
Quality of performance discussion meeting
System satisfaction
Overall cost/benefit ratio
Unit-level and organisation-level performance
THANK YOU