Post on 30-May-2018
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PERFORMANCEAPPRAISAL
BY TEAM- GRYFFINDOR
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THINGS TO BE DISCUSSED
What is performance ?
What is performance appraisal ?
What is performance management ?
Methods of performance appraisal.
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Performance is
defined as thedegree of
accomplishment of
task by anindividual in his job.
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Performance appraisal is the
process of obtaining,
analyzing and recordinginformation about relative
worth of an employee to the
organization.
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Activities which ensure that
goals are consistently being
met in an effective andefficient manner.
Focuses on performance of
the organization, adepartment, processes to
build a product or service,
employees, etc..
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PERFORMANCE MANAGEMENT PROCESS
Administrative Tool
Development Tool
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TECHNIQUES OFPERFORMANCE
APPRAISAL
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COMMON TRAIT METHOD
OF
APPRAISAL
GRAPHIC RATING SCALE
FORCED CHOICE METHOD
ESSAY EVALUATION METHOD
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GRAPHIC RATING SCALE METHOD
This method requires the
rater to rate the employee
on factors like..
Quantity & quality of work
Job knowledge
Dependability
Punctuality
Attendance
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Graph ic Rating Scale
Employee name_________ Dep't_______
Raters name ___________ Date________
------------------------------------------------------------------------
Exc. Good Acceptable Fair Poor5 4 3 2 1 _
Dependability
Initiative
Overall output
Attendance
Attitude
Cooperation
Total score
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FORCED CHOICE METHOD
In this method appraisal isrequired to assign ranks todifferent attributes of the
employee. These attributes are seemingly
positive, but have differentweights which are unknown tothe appraiser.
Once the attributes are rankedthe HR department applies theweights.
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Forced choice method
DESCRIPTION OF ATTRIBUTES RANK
The employee is sociable. ____
The employee is fast decision maker ____
The employee is open to feedback& criticism ____
The employee is good team-player ____
The employee is motivated by rewards ____
The employee take initiative & is a problem solver. ____
The employee exhibits good leadership skills ____
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ESSAY EVALUATION METHOD
The appraiser prepares a
document describing theperformance of the employee.
It focuses on
job knowledge & potential
of employees
employeesunderstanding of policies,
programs, aims, etc of
the company.
the employees relation
with his/her co-workers &
superiors.
the employees general
planning, organizing &
controlling ability.
the attitudes &
perceptions of employeesin general.
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Essay evaluation form
HR department can design questions as follows and send to line manager forappraising.
1. Please give examples of the employees ineffective behavior
2. Please give examples of the employees effective behavior
3. What steps have been taken (or will be taken) to modify ineffective behavior?
4. Does the jobholders job description need revision? And how to?
5. What are additional comments related to the conditions and circumstances of
effective/ineffective behavior?
6. Jobholders comments
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COMMON BEHAVIORAL METHOD
OF APPRAISAL
CRITICAL INCIDENT METHOD
WEIGHTED CHECKLIST METHOD
BEHAVIORALLY ANCHORED RATINGSCALE METHOD (BARS)
BEHAVIORAL OBSERVATION SCALEMETHOD (BOS)
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CRITICAL INCIDENT METHOD
Appraisal makes a note of allthe critical incidents thatreflects the performance orbehavior of the employeeduring the appraisal period.
This are recorded as & whenthey occur.
This can demonstrate eitherpositive or negative traits of
performance. At the end of the appraisal
period this record forms basisof evaluation of theperformance of the employee.
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Crit ical Inciden t method
Ex: A fire, sudden breakdown, accident
Workers reaction scale
A informed the supervisor immediately 4
B Become anxious on loss of output 3
C tried to repair the machine 2
D Complained for poor maintenance 1
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WEIGHTED CHECKLIST METHOD
In this method rater has torespond yes or no to a set ofquestions which asses theemployees performance &
behavior.
Normally weights are attached toeach of this questions based onwhich the final appraisal of the
employee is calculated.
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CHECKLIST AND WEIGHTED
CHECKLIST
Is the employee really interested in the taskassigned? Yes/No
Is he respected by his colleagues (co-
workers) Yes/No Does he give respect to his
superiors? Yes/No
Does he follow instructionsproperly? Yes/No
Does he make mistakesfrequently? Yes/No
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BEHAVIORALLY ANCHORED RATING SCALE
It concentrates on the behavioral traits
demonstrated by the employee instead of
his actual performance.
It consists of three steps:
Determination of relevant jobdimensions by the manager and the
employee.
Identification of behavioral anchors by
the manager and the employee for
each job dimension.
Determination of scaled values to be
used and grouping of anchors for
each scale value based on
consensus.
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BARS.
Performance
Points
Behavior
Extremely good 7 Can expect trainee to make valuable suggestions forincreased sales and to have positive relationships withcustomers all over the country.
Good 6 Can expect to initiate creative ideas for improved sales.
Above average 5 Can expect to keep in touch with the customersthroughout the year.
Average 4 Can manage, with difficulty, to deliver the goods intime.
Below average 3 Can expect to unload the trucks when asked by thesupervisor.
Poor 2 Can expect to inform only a part of the customers.
Extremely poor 1 Can expect to take extended coffee breaks and roamaround purposelessly.
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BEHAVIORAL OBSERVATION SCALE
It is the performance appraisal method
that measures the frequency of observed
behavior.
It is the frequency rating of critical
incidents that worker has performed.
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The example of questionnaires below designed for a Hotel Receptionist
a. Right question, scale of measurement, and scale attribution for GOODBEHAVIOR
SayThank you for your visits to the customer who leaves the hotel
1 (never) 2 3 4 5 (always)
b. Right question and scale attribution, but wrong scale of measurement forBAD BEHAVIOR
Show the "sad face" to the customer
1 (never) 2 3 4 5 (always)
c. Right question, scale of measurement, and scale attribution for BADBEHAVIOR
Show the "sad face" to the customer
1 (always) 2 3 4 5 (never)
d. WRONG QUESTION, Wrong question, scale of measurement, and scaleattribution
Perform an English conversation with foreigner
1 (poor) 2 3 4 5 (very good)
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Note:The difference between b and c questions is on the scale attribution(always for score-5 in b, an never for score-5 in c)
A brief explanation must be provided for each scale in all questions.The details should be made based on the PRELIMINARYOBSERVATION Critical Incident Technique (CIT)is a recommendedtechnique for this purpose).
For example:
Right question, scale of measurement, and scale attribution for BADBEHAVIORShow the "sad face" to the customer1 (always) 2 3 4 5 (never)Where:1 (always) : more than 80% of customer in a day
2 : 60%-79% of customer in a day3 : 40%- 59% of customer in a day4 : 10% -39% of customer in a day5 : 0%-9% of customer in a day
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MANAGEMENT BY
OBJECTIVE (MBO)
HUMAN RESOURCE
ACCOUNTING METHOD
COMMON RESULT BASED APPRAISAL
METHODS
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MANAGEMENT BY OBJECTIVE (MBO)
This method evaluates employeejob performance in terms of theextent to which the employeesachieve each of his/her goalsduring a specified period of times.
The goals are set with the activeparticipation of the employee & hissupervisor.
These goals have to be inalignment with the organizationalgoals & have to contribute to their
achievement .
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PA UNDER A MBO PROGRAMME
Step 1:
Org. goals& standards
Step 2:
Dpt. Goals
& standards
Step 5:
Interim
review
Step 5b:
New inputs are then
provided
Step 5a:
Inappropriate
goals/ standards
deleted
Step 4:
Mutual
agreementStep 3:
Sbt. proposes
goals & standards
Step 3:
Spvr listsgoals & standards
Step 7:
Review org.
performanceStep 6:
Final
review
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HUMAN RESOURCE ACCOUNTING METHOD
It considers employee as a valuable
assets of any organization.
This asset can be valued in
monetary terms.
It deals with cost & contribution ofHRs in the organization
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360 DEGREE FEEDBACK
It is a system or process in
which employees receive
confidential, anonymousfeedback from the people who
work around them.
It is also called "multi-rater
feedback,"
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360 DEGREE FEEDBACK
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CONCLUSION
Training &
Development
Compensation
Career
Planning
P
A
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