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Performance Appriasal

Performance Appriasal

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Published by shirinbanu

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Published by: shirinbanu on Sep 27, 2010
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Performance Appraisal
‡ Performance Appraisal measures the performance of employees and organisation to check the progress towards desired goals.

‡ Performance Appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does.

---. periodic and an impartial rating of an employee·s excellence in the matters pertaining to his present job and his potential for a better job.Definition Performance appraisal is the systematic." Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time and planning for his future.Edwin B Flippo .

‡ To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. ‡ To judge the gap between the actual and the deired performance. ‡ Helps to strengthen the relationship and communication between superior ² subordinates and management ² employees.Objectives ‡ To review the performance of the employees over a given period of time. ‡ To help the management in exercising organizational control. .

training and development. ‡ To judge the effectiveness of the other human resource functions of the organization such as recruitment. selection.Objectives ‡ To provide feedback to the employees regarding their past performance. ‡ Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. . ‡ To reduce the grievances of the employees. ‡ Provide information to assist in the other personal decisions in the organization.

or do we have to go outside to get the talent we needed? ‡ What is the depth of our talent pool? Do we have the people we need to meet the demands of the future? ‡ What is the relative strength of talent across our organisation? Are the pockets of Excellence and pockets of Mediocrity within the Company? ‡ Do we have a level playing field in our talent assessment and performance evaluation practices? Are the criteria and standards used by different managers and different departments reasonablly consistent across the company or some parts of our organisation much tougher ( or more indulgent) than others? .Why Performance Appraisal ‡ When a vacancy arises who should be tapped for promotion? Do we already have excellent candidates ready and waiting inside the organisation .

the people who are outstanding performers in their present positions with the potential to take on more demanding roles? Do we have retention strategies in place to make sure that they don·t leave us? ‡ Who are our worst performers and what do we need to do about them? Which ones can should we cut loose? ‡ How should rewards be allocated? Who should get big raise. Who should be denied any increase at all? .Why Performance Appraisal ‡ What kind of training and development efforts should we invest in? Who should we invest in? Who should be they be directed toward? Where will we get the biggest bang for the training buck? ‡ Who are our best performers.

Performance Appraisal Process .

Performance Appraisal Process .

Traditional Methods of Performance Appraisal ‡ Essay Appraisal Method ‡ Graphic rating Scale ‡ Critical Incidents Method ‡ Paired Comparison Method ‡ Checklist Method .

Modern Methods of Performance Appraisal ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Behaviourally Anchored Rating Scale ² BARS Human Resource Accounting Method 360 degree Performance Appraisal Forced Ranking method Assessment Center Management by Objectives Performance Management System Balanced Score Card Competency Matrix Activity based Costing .

Forced Ranking .

360 degree Appraisal .

Balanced Score Card .

Competency Matrix .

Activity Based Costing .

Challenges of Performance Appraisal ‡ Contrast ² this is comparing one employee·s performance against another employee and not the expected standards for the job ‡ First impression ² this is when the appraiser puts too much emphasis on performance in the early part of the appraisal period and does not take a balanced view over the whole period the appraiser evaluates the employee on the basis of one outstanding achievement or one impressive skill and does not take a balanced perspective of all the other activities and skills ‡ Halo ² .

Challenges of Performance Appraisal ‡ employee too negatively on the basis of one poor area of performance or lack of skill ² the appraiser applies lenient standards on one or more employees ² the opposite of Horns ² the appraiser evaluates the ‡ Leniency ‡ Strictness leniency ‡ Regency ² the appraiser places undue influence on recent achievements (or lack of them) as they are fresh in his/her mind (a good reason to keep track of all the employees performance throughout the appraisal period) .

That said. ‡ Raising awareness - .to-me ² a feeling by the manager that this employee is great because we are very alike (and I know I am great!!) about ones tendencies in these areas can enable manager to give a more fair and balanced appraisal of their employee·s performance. I still prefer chocolate chip cookie dough ice cream³but at least I am aware of my bias.Challenges of Performance Appraisal ‡ ‡ Similar.

Thank You .

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