TRAINING & DEVELOPMENT
PERFORMANCE APPRAISAL & TRAINING
Dr. V. Veera Balaji Kumar
INTRODUCTION
• Performance appraisal is an evaluation of the performance of an employee against the job standards in terms of quantitative, qualitative and behavioural aspects at the workplace.
• A successful PA process involves explaining the job, communicating expectations, observing and documenting behaviour and providing frequent informal feedback.
Why PA ?
• It helps the supervisor and the employee to –– Understand individual strengths
& weaknesses of performance– Mutually understand expectations
for performance– Form a basis for personnel action– Determine training &
development needs of employees
PERFORMANCE APPRAISAL AND TRAINING NEEDS
• Review org. goals to associate preferred org. results in terms of units of performance i.e. quality, quantity, cost or timeliness.
• Specify desired results for the domain, gives guidance & focus on results needed by other domains Learning goals
• Prioritize the range of results needed from the employee helps the supervisor understand what training needs to be given.
PERFORMANCE APPRAISAL AND TRAINING NEEDS
• Identify measures to evaluate if an how well the domain’s desired results were achieved.
• Identify standards for evaluating how well the desired results were achieved.
• Document a performance plan – desired results, measures and standards.
• Conduct ongoing measurement to track the performance of the employee.
PERFORMANCE APPRAISAL AND TRAINING NEEDS
• To provide an opportunity for the employee for introspection, Self-evaluation and goal-setting so that he remains on the path of development.
• To prepare the employees for higher jobs by reinforcing development of behaviour & qualities for these higher level positions.
• To generate relevant data on each employee periodically.
• To enable employee to adopt the norms and values of the organization and develop commitment.
PERFORMANCE APPRAISAL PROCESS
• Done on certain criterions or standards fixed in advance.
• Employee should be aware of those yardsticks.
• Steps in PA– Establishing standards– Communicating stds. to employees– Measuring actual performance.– Comparing actual with stds.– Discussing reports with employees– Taking corrective action
Performance Appraisal Methods
• Individual Evaluation Methods
– Confidential report – Essay evaluation – Critical incidents – Checklists – Graphic rating scale – Behaviorally anchored rating scale– MBO
• Group Appraisal– Ranking – Paired comparison – Forced distribution – Performance tests– Field review technique
Performance Appraisal Methods
Performance Appraisal Methods
Traditional methods
1. Confidential report 2. Essay evaluation 3. Critical incidents 4. Checklists 5. Graphic rating scale6. Straight Ranking 7. Paired comparison 8. Forced distribution 9. Grading system10.Field review technique11.Nominations12.Work samples
Performance Appraisal Methods
Modern methods
1. Assessment centre2. Human resource accounting –
costs & contribution3. Behaviorally anchored rating scale4. MBO 5. 360º performance apparaisal
Critical Incident method
Ex: A fire, sudden breakdown, accident
Workers reaction scale
A informed the supervisor immediately 5B Become anxious on loss of output 4C tried to repair the machine 3D Complained for poor maintenance 2E was happy to forced test 1
Checklist method
Weighted checklist method
weights performance rating(scale 1 to 5 )
Regularity 0.5Loyalty 1.5Willing to help 1.5Quality of work 1.5Relationship 2.0
Forced choice method
Criteria Rating
1.Regularity on the job Most Least•Always regular•Inform in advance for delay•Never regular•Remain absent•Neither regular nor irregular
Graphic Rating Scale
• Continuous Rating Scale• Discontinuous Rating Scale
Employee name_________ Deptt_______Rater’s name ___________ Date________------------------------------------------------------------------------
Exc. Good Acceptable Fair Poor 5 4 3 2 1 _
DependabilityInitiativeOverall outputAttendanceAttitudeCooperationTotal score Continuous Rating Scale
Discontinuous Rating Scale
Attitude
NoInterest
Indifferent
Interested
Enthusiastic
Veryenthusiastic
BARS( behaviorally Anchored rating scale)
Step 1. Identify critical incidents
Step 2. Select performance dimension
Step 3. Retranslate the incidents
Step 4. Assign scales to incidents
Step 5. Develop final instrument
MBO Process
• Set organizational goals• Defining performance target• Performance review• feedback
• Group Appraisal– Ranking – Paired comparison – Forced distribution – Performance tests Field
review technique
Performance Appraisal Methods
Ranking method
Employee Rank
A 2
B 1
C 3
D 5
E 4
Paired comparison method
A B C D E Final RankA - - - + + 3
B + - - + + 2
C + + - + + 1
D - - - - + 4
E - - - - - 5No of Positive evaluation Total no. of evaluation * 100 = employee superior
evaluation
Forced Distribution method
10% 20% 40% 20% 10%
poor Belowaverage
average good Excellent
No. of employees
Force distribution curve
Field review method
Performance subordinate peers superior customerDimension
Leadership ^ ^
Communication ^ ^
Interpersonal skills ^ ^
Decision making ^ ^ ^
Technical skills ^ ^ ^
Motivation ^ ^ ^
Performance criteria for executives
• For top managers– Return on capital employed– Contribution to community
development– Degree of upward
communication from middle-level executives
– Degree of growth and expansion of enterprise.
For middle level managers
• Departmental performance• Coordination among employees• Degree of upward communication
from supervisors• Degree of clarity about corporate
goals and policies
For supervisors
• Quality and quantity of output in a given period
• Labor cost per unit of output in a given period
• Material cost per unit in a given period
• Rate of absenteeism and turnover of employees
• No of accidents in a given period
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