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CONDUCTING A PERFORMANCE APPRAISAL INTERVIEW

An article on

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WHAT IS A PERFORMANCE APPRAISAL ?

A systematic and objective way of evaluating bothwork-related behaviour and potential of employees.

Appraisal systems are a source of data needed formanpower planning ,a means of influencing employee performance and fulfilling the moral

obligation of letting people know where they stand. It is both a system of papers and procedures and

an inter-personal process.

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WHY IS IT A PROBLEM?

D anger to the motivation and relationship. Feedback and self-image.

Avoidance of negative aspects.

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GOALS OF PERFORMANCE APPRAISAL

Individual goals Organizational goals :

1. Evaluation goals2. Coaching and developmental goals

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INDIVIDUAL GOALS

To learn about themselves Gaining raises, bonuses and promotions If the feedback is favourable, it satisfies their

needs of competence and psychological success. If not ,they tend to experience failure and find it

difficult to accept.

Conflict between desire for personal developmentand wish for rewards. Openness to feedback and exploratory attitude

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EVALUATION GOALS OFORGANISATION

To give feedback To develop valid data for pay & promotion

decisions. To help in making discharge & retention

decisions and warning subordinates of unsatisfactory performance.

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COACHING & DEVELOPMENT GOALS OFORGANISATION

To counsel & coach subordinates. To develop commitment through career

planning. To motivate subordinates. To strengthen superviser-subordinate relations.

To diagnose individual & organisationalproblems.

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CONFICTS IN PERFORMANCE APPRAISAL

S eeking developmentof individuals

S eeking validperformance feedback

Make personneldecisions based oninformation from

individuals

Seeking rewards &maintenance of self-

image

organization

organization

individuals

individuals

conflict

Major conflict

Major conflict

conflict

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PROBLEMS IN PERFORMANCE APPRAISAL

Ambivalence & Avoidance Feedback & D efensiveness

Both problems combined

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FACTORS AFFECTING APPRAISALOUTCOMES

Improved subordinate performance,motivation & better supervisor-

subordinate relations

Appraisalinterviewprocess

Appraisalsystem

Boss-subordinate

relation

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POTENTIAL SOLUTIONS TO APPRAISALPROBLEMS

Uncoupling evaluation & development Choosing appropriate performance data

Upward appraisal Eliminating the P.A system S upervisor-subordinate relations

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THE APPRAISAL INTERVIEW

Tell and sell method Tell and listen method

Problem-solving method Mixed-model interview

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MIXED MODEL INTERVIEW: STEPS

S cheduling Agreeing on content Agreeing on process

Location & space Opening the interview S tarting the discussion Exchanging feedback The managers views D eveloping a plan for improvement Closing the discussion

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GUIDELINE FOR ASSESSING THEEFFECTIVENESS OF INTERVIEW

At the beginning :

1. D id the supervisor create an open & accepting

climate?2. Was there agreement on the process &

purpose of interview?

3.Were both the parties equally well-prerapred?

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DURING THE INTERVIEW :

1. To what extent did the supervisor really try tounderstand the employee?

2. 2.were broad and general questions used atthe outset?

3. Was the feedback clear & specific?

4. D id the subordinate disagree and confront thesupervisor?

5. D id the interview end with mutual agreement?

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APPRAISAL OUTCOMES

D id the appraisal session motivate theemployee?

Did it build a better relationship?

D id the employee get a clear idea of wherehe/she stands?

D id the supervisor arrive at a fair assessment? D oes the subordinate have a clear idea of what

actions to take to improve performance?

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SUMMARY

We discussed the various problems associatedwith the performance appraisal and how toovercome them by discussing performanceevaluations in a non-evaluative manner.

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TH ANK YOU!!!!