0d0c8perf.+appraisal.2

8/7/2019 0d0c8perf.+appraisal.2

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Amity School of Business

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Critical Incident Technique

Example:

July 20 - Sales clerk patiently attended to the

customers complaint. He is polite, prompt,

enthusiastic in solving the customers problem

July 20 - The sales assistant stayed 45 minutes

beyond his break during the busiest part of the day.

He failed to answer store managers call thrice. He

is lazy, negligent, stubborn and uninterested in work


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Critical Incident Technique

Limitation of this technique are:

Negative incidents may be more noticeable than positive

incidents.

Supervisors have a tendency to unload a series of complaints

about incidents.

Results in very close supervision which may not be liked by the

employee. The recording of incidents may be a chore for the manager

concerned who may be too busy or forget to do it.


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Ex:A fire, sudden breakdown, accident

Workers Reaction scale

A Informed the supervisor immediately 5

B Become anxious on loss of output 4

C Tried to repair the machine 3

D Complained for poor maintenance 2

E Was happy to forced test 1

CRITICAL INCIDENT METHOD


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Behaviorally Anchored Rating Scale(BARS) Process

1) Generate critical incidents (examples of good and poor job

performance)

2) Place Critical Incidents Into performance dimensions (e.g.,

Responsibility, Initiative, Safety)

3) Retranslation Step (do step # 2 again with a separate group of job

experts. Discard incidents where disagreement exists as to whichdimension in which they belong)

4) Calculate the mean and standard deviation of each critical incident

(discard those with a large standard deviation)

5) Place critical incidents on a vertical scale


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Should have following Features

Areas of performance has to evaluated

Scales are anchored by description of

actual job performance All dimensions of performance to be

evaluated are based on observable

behaviors

Raters more likely committed to final

product


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BARS (Pros and Cons) Process involves various employees (increasesthe likelihood of usage)

Job specificity (different BARS need to be

developed for each position)

Not any better at reducing common rating scale

errors (e.g., leniency, halo)

Time consuming


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FIELD REVIEW ( fig. 10.9)In this method, a senior member of the HRdepartment or a training officer discusses

and interviews the supervisors to evaluateand rate their respective subordinates. Amajor drawback of this method is that it isa very time consuming method. But thismethod helps to reduce the superiorspersonal bias.


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Confidential Report

Descriptive report

Prepared at the end of the year

Prepared by the employees immediate supervisor

The report highlights the strengths and

weaknesses of employees

Prepared in Government organizations

Does not offer any feedback to the employee


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Essay Evaluation

The rater is asked to express the strong as well as

weak points of employees behavior

The rater considers the employees : Job knowledge and potential

Understanding of companys programs, policies,

objectives etc

Relation with co-workers and supervisors

Planning, organizing and controlling ability

Attitude and perception


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Essay Evaluation

This method has the following limitations:

Highly subjective Supervisor may write biased essay

Difficult to find effective writers

A busy appraiser may write the essay hurriedly

without assessing properly the actual performance ofthe worker

If the appraiser takes a long time it becomes

uneconomical from the view point of the firm


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Performance Points Behavior

Extremely

good

7 Can expect trainee to make valuable suggestions

for increased sales and to have positive

relationships with customers 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 customers

throughout the year.

Average 4 Can manage, with difficulty, to deliver the goods

in time.

Below average 3 Can expect to unload the trucks when asked bythe supervisor.

Poor 2 Can expect to inform only a part of the

customers.

Extremely poor 1 Can expect to take extended coffee breaks &

roam around purposelessly.

BEHAVIORAL ANCHORED RATING SCALES


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Ranking and comparative methods STRAIGHT RANKING METHOD

This is one of the oldest and simplest techniques ofperformance appraisal. In this method, the appraiser

ranks the employees from the best to the poorest on thebasis of their overall performance. It is quite useful for acomparative evaluation.

PAIRED COMPARISONA better technique of comparison than the straightranking method, this method compares each employeewith all others in the group, one at a time. After all thecomparisons on the basis of the overall comparisons, theemployees are given the final rankings.


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As compared to A B

C

A + -

+

B - +

-

C + -

+

For the Trait Quality of

work

A - +

+

B + -

+

C + +

As compared to A

B C

For the Trait Creativity

+

+

++

+

+

+

+ +-

-

-

--

- -

- -

Person rated Person rated

RANKING EMPLOYEES BY PAIRED COMPARISON METHOD


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FUTURE-ORIENTED METHODS Given by Peter F. Drucker in 1954.

Reflects a management philosophy which values and utilisesemployee contributions.

Steps in MBO:1. Establish the goals each subordinate is to attain( sometimes

collectively set by superiors and subordinates)

2. Setting the performance standards for the subordinates inspecified time period.

3. Actual level of goal attainment is compared with the goals agreed

upon. ( causes are explored to assess the training needs)4. Establishing new goals specifically with the subordinates who

easily attained previously set goals. New strategies are alsoexplored. Then, the whole step is repeated.

MBOMBO ( exhibit 10.5)( exhibit 10.5)


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Management by Objectives (MBO)

MBO emphasizes collectively set goals that are

tangible, verifiable, and measurable

Focuses attention on goals rather than on methods

Concentrates on Key Result Areas (KRA)

Systematic and rational technique that allows

management to attain maximum results from

available resources by focusing on achievable

goals


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Key Elements Of MBO

Arranging organizational goals in a means-ends

chain

Engaging in joint goal setting

This process has the following steps:

Identify KRAs

Define expected results

Assign specific responsibilities to employeesDefine authority and responsibility relationship

Conducting periodic progress review

Conducting annual performance review


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Psychological appraisal

Large organisations employ full-time

industrial psychologists. They assess an

individuals future potential.

Consists of:

In-depth interviews,

Psychological tests,

Discussions with supervisors,

Review of other evaluations.


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The psychologist then writes an evaluation of theemployees intellectual, emotional, motivationaland other related characteristics that suggest

individual potential and may predict futureperformance.

The evaluation may be a specific job opening forwhich the person is being considered, or it maybe a global assessment of his or her futurepotential.

Placement and development decisions may bemade to shape the persons career.


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Assessment centres (Exhibit 10.6)

First developed in US and UK in 1943.

It is a central location where managers may cometogether to have their participation in job-related

exercises evaluated by trained observers. The principal idea is to evaluate managers over a period

of time(1-3 days), by observing their behaviour across aseries of select exercises or work samples.

Assesses are requested to participate in in-basket

exercises, work groups( without leaders), computersimulations, role playing, etc. which require the sameattributes for successful performance, as in the actual

job.

Self-appraisal and peer evaluation are also noted forfinal rating.


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The characteristics normally assessed are:

1. assertiveness,

2. Persuasive ability,

3. Communication skills,4. Planning and organisational ability,

5. Self-confidence,

6. Stress management,

7. Energy levels,8. Emotional stability,

9. Creativity,etc.


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SUPERIOR

CUSTOMERS

SUBORDINATES

PEERS

SELF

TEAMTEAM

3600

Appraisal


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PRE-REQUISITES FOR 3600

APPRAISAL Top management support

Some prior experimentation and positive

experiences

Clear organizational philosophy and policy

- Purpose, phases, components,

implementation plan, etc.

Design team that designs and monitors it Communication plan.


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BENEFITS OF 3600 SYSTEMS More objective

Suits flat structures, multiple reporting,

matrix structures and modern organizations

Enables better planning of performance

Provides opportunity to improve quality of

inputs and services to internal customers

Points out supervisory biases

Provides scope to get new ideas


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BENEFITS OF 3600 SYSTEMS (contd.)

More authentic data for decisions

Developmental tool Team building tool

More involving and participative

Suits new organizational cultures

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