Performance and

Potential Appraisal

Gunpreet AhujaD3 CSE 1243621

Performance Appraisal Performance

evaluation

Progress rating

Merit rating

Merit evaluation

Systematic evaluation of personality and performance of each employee by his supervisor or some other person trained in the techniques of merit rating.

Dale Yoder quoted..Performance appraisal includes all formal procedures used to evaluate personalities and contributions and potentials of group members in a working organisation. It is a continuous process to secure information necessary for making correct and objective decisions on employees.

Performance Appraisal and Job Evaluation

PA is concerned with the differences among the employees in terms of their performance.

It considers the abilities and performance of individuals.

The purpose of merit rating is to appraise the performance of individuals..

PA rates a man and not the job.. to measure the worth of different employees in the organisation.

PA is used as the basis of personnel policies as regards transfer and promotion.

JE is the ananlysis of various jobs and does not take into account the individual abilities of the job-holder.

It considerd the requirements of various jobs in terms of job descriptions and job specifications.

The purpose of job evaluation is limited.. This facilitates the fixation of wages for various jobs.

JE analyses the jobs to determine their relative worth and fix their wage levels that are fair and equitable.

JE is used to shape the wage policy of the organisation.

Performance Appraisal Job Evaluation

Limitations of Performance appraisal

Irrelevant factors.

Lacking proper weightage.

Highly subjective factors.

Baised ratings.

Methods of Appraisal

1.Unstructured appraisal

2.Employee ranking

3.Forced distribution

4.Graphic-rating scales

5.Check-lists

6.Critical incidents

7.Field review.

1.Management by objectives

2.Behaviourally anchored rating scales.

Traditional Methods Modern Methods

Unstructured Appraisal

Employee Ranking

Paired Comparison

Forced Distribution

No. of employees 10% 20% 40% 20% 10%

Poor Belowaverage

Average Aboveaverage

Outstanding

Force distribution curve

Forced Distribution

Graphic Rating Scales

No interestIn work: consistentcomplaine

r

No interestIn work: consistentcomplaine

r

Careless: In-differentInstructions

Careless: In-differentInstructions

Interested in work: Accepts opinions & advice of others

Interested in work: Accepts opinions & advice of others

Enthusiastic about job &

fellow-workers

Enthusiastic about job &

fellow-workers

Enthusiastic opinions & advice sought by others

Enthusiastic opinions & advice sought by others

Attitude

Decisiveness

Take decisions after careful consideration

Take decisions after careful consideration

Slow to take decisions

Slow to take decisions

Takes decisions

promptly

Takes decisions

promptly

Take decisions in consultation with others whose views he values

Take decisions in consultation with others whose views he values

Take decisions without consultation

Take decisions without consultation

Check ListWeighted check list

Check ListForced Choice