Barriers to effective appraisal
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Transcript of Barriers to effective appraisal
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BARRIERS TO EFFECTIVE APPRAISAL
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MEANING: Barrier: A problem , rule or situation
that prevents somebody from doing something.
Appraisal: A judgment of the value ,
performance or nature of somebody.
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PERFORMANCE APPRAISAL:“Performance appraisal is an objective
assessment of an individuals’ performance against well defined benchmarks”
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OBJECTIVE OF PERFORMANCE APPRAISAL: 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.
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2. administrative uses/decisions: Salary Promotion Identification of poor performance3. Organizational
maintenance/objective: H R planning Evaluation of organizational goal
achievement Reinforcement of organizational
development needs
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4. Documentation :
Documentation for H R decisions
Helping to meet legal requirements
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FACTORS AFFECTING THE EMPLOYEES PERFORMANCE:
Work environment
Supervision
development
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WORK ENVIRONMENT:
Lack 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.
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SUPERVISION: Lack of confidence in the employee’s
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.
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DEVELOPMENT: 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.
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BARRIERS TO EFFECTIVE PERFORMANCE APPRAISAL:
Faulty assumptio
ns
Psychological blocks
Technical pitfalls
barriers
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FAULTY ASSUMPTIONS:
The assumptions which a manager taking consider to appraising the employees performance is fault/ wrong.
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SOME SPECIFIC ASSUMPTIONS: 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.
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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.
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PSYCHOLOGICAL BLOCKS:
The utility of performance appraisal depends upon the psychological characteristic of managers.
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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.
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TECHNICAL PITFALLS: The main technical difficulties in
appraisal fall into two categories.
1. Criterion problem
2. distortions
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CRITERION PROBLEM:
A criterion problem is the standard of performance the managers desires of his subordinates and against which he compare their actual performance.
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DISTORTIONS:
It occur in the form of biases and errors in making the evaluation.
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HALO EFFECT:
This distortions exists where the rater is influenced by ratee’s one or two outstandingly good (or bad) performance and he evaluate the entire performance accordingly.
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EXAMPLE:
Employee grade
U a
v b
w a
x b
y a
z A
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CENTRAL TENDENCY: This error occurs when the rater marks
all or almost all his personal as average . He fails to discriminate between superior and inferior persons.
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CONSTANT ERRORS: 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.
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RATER’S LIKING AND DISLIKING:
Managers being human have strong liking or disliking for people, particularly close associates.
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