HUMAN RESOURCE

MANAGEMENT

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Performance appraisal is a continuous process of
assessing employees’ performance and providing
feedback about how well or poor their performance
is.

Itis the continuous process of providing feedback to

employees about their performance in the
organization.

Performance appraisal is also defined as a

systematic description / evaluation of employee’s
relevant strengths and weaknesses in relation to
their job.

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 Formal Performance Appraisal.
 Informal Performance Appraisal.

 Performance Appraisal can be carried out

annually/ yearly, bi-annually (twice a year)
or quarterly depending on the organisation.

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 Motivate employees to achieve organizational goals and
objectives.
 Help in Internal staff adjustments
 Recognize and compensate top performers.
 Reduce employee turnover and attrition.
 Protect yourself legally.
 Establish and maintain performance based pay
structures. (Make equitable reward decisions).
 Promote manager-subordinate dialogue.
 Provides a continuous record of performance.
 Identify training and development needs of individuals.
 Etc.

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 The immediate supervisor conducts most
appraisals
 Other options:
 Rating by a committee of several supervisors
(Rating committee)
 Rating by the employee’s peers (co-workers)
 Rating by the employee’s subordinates
 Rating by someone outside the immediate work
situation (client system)
 Self-evaluation (self rating)
 Rating by a combination of approaches (360
degrees)
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 Ranking.
 Checklists
 Graphic rating scales.
 Forced choice distribution.
 Critical incident method.
 Narrative/ Essay method.
 Behavioral Anchored rating scales.
 Behavioral Observation Scale.
 Management by objectives.
 Etc.

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 3. Problem Solving/Troubleshooting
Definition: Uses a logical, step-by step approach to identify and solve process problems

1 2 3 4 5
Well Below Expectations Below Meets Expectations Consistently Exceeds Outstanding
Expectations Expectations
 Fails to understand how equipment  Uses available resources (e.g.,  Develops novel, safe and
and processes interrelate drawings, checklists, forms, effective solutions to current
 Does not complete checklists or people—engineers, data problems
other required forms historian) to determine the root  Anticipates problems before they
 Is not able to identify root causes of cause of problems occur and suggests solutions
process deviations  Selects and interprets data to  Takes ownership in problem
 Does not consistently meet A2E solve problems solving and sees it through to
expectations  Investigates the nature of completion
 Depends on others to solve equipment and process  Effectively leads problem solving
problems malfunctions on an ongoing efforts (e.g., A2E, handles
basis complicated analysis requests on
 Participates in A2E efforts one’s own)

Behavioral Examples of Rating:_____________________________________________________________________

______________________________________________________________________________________________
______________________________________________________________________________________________
______________________________________________________________________________________________

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 4. Teamwork
Definition: Strives to build and maintain a good working relationship with one’s work group; shares information with team
members; accepts ideas and opinions of others

1 2
Well Below Expectations Below
Expectations
 Does not respond to work
requests from other team
members
 Fails to share information and/or
resources with others
 Refuses to help co-workers
 Conflicts with coworkers on 'yours
not mine' work situations, or is
known to say "that's not my job“
 Frequently complains or makes
negative or derogatory remarks
about site initiatives, leadership,
and/or fellow workers
 Is slow to respond to work
requests from other team
members or management
3 4 5
Meets Expectations Consistently Exceeds Outstanding
Expectations
 Considers alternative solutions  Anticipates other team members’
provided by team members needs (e.g., training, tools,
 Accepts and provides feedback equipment, information)
to others  Resolves conflicts between team
 Shares information (e.g., trends, members
status updates) and/or  Supports company objectives and
resources with others when volunteers for work duties within
asked and outside of one’s work area
 Readily offers to help other  Sacrifices one’s own needs for
team members on tasks the need of the team
 Works with support services and  Initiates team building activities
other areas (e.g., maintenance) (e.g., organizing outside group
to resolve shift problems in a activities, breakfasts)
timely manner

Behavioral Examples of Rating:_____________________________________________________________________

______________________________________________________________________________________________
______________________________________________________________________________________________
______________________________________________________________________________________________

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For each behavior listed use the following:

5 represents 95—100% of the time

4 represents 85—94% of the time
3 represents 75—84% of the time
2 represents 50—74% of the time
1 represents 0—49% of the time

Is accurate in preparing cost reports for Johnson project crew.

Almost never 1 2 3 4 5 Almost always
Practices sound energy conservation in supervising project crews.
Almost never 1 2 3 4 5 Almost always
Is available for technical consultation when needed.
Almost never 1 2 3 4 5 Almost always
Develops fair and equitable work schedule.
Almost never 1 2 3 4 5 Almost always

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 Leniency error.
 Halo / Horn effect.
 Severity.
 Central tendency error.
 Contrast error.
 Recency error.
 Stereotyping (personal bias).
 Spillover effect.
 Similar to me.
 E.t.c

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 Feedback is information given to the
recipient to assess whether he/she is on
target or off target and by how much.

 It
deals with preset goals and standards to be
met.

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 Itprovides descriptive and neutral
feedback.

 Itfocuses on specific behaviours

performed by the recipient during the
period of appraisal.

 Itshould be provided immediately rather

than later.

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 Assessment of current employee performance
 are performance standards being met?
 Training needs
 what does the employee need to learn in order to improve current work
performance?
 Career planning and development
 assessing an employee’s strengths and weaknesses to determine
advancement
 Compensation programs
 provides a basis for rational decisions regarding pay adjustments (raises and
bonuses)
 Internal employee relations
 used for decisions in several areas of internal employee relations, including
promotion, demotion, termination, layoff, and transfer (transfers, layoffs,
terminations)
 Recruitment and selection
 generates data to validate selection criteria
 Human resource planning
 assessment data is helpful in building replacement or succession charts
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 Supervisors are often reluctant to prepare periodic
appraisals of each of their subordinates.
 Performance appraisals are often made ,recorded
,filed and never used.
 Performance appraisal often relies on job
descriptions that are out of date.
 Supervisors hesitate to judge fellow workers.
 Lack of skills to handle the exercise.
 Role conflict.
 Lack of timely feedback.
 Lack of objectivity and consistence.
 Inflation of appraisals.
 Etc.

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 Ensure support, understanding and co-
operation amongst participants of the
appraisal process.
 Clearly define and communicate aspects to
be appraised to the appraiser and appraisee.
 Appraisal process should be continuous.
 Involve more people in the appraisal process.
 Train reporting officers on how to conduct
appraisal interviews.
 Administer the appraisal system in a simple
way.
 Make a follow up after appraisal.
 Equip managers with counseling skills.
 Etc.

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 HR department role.
 Line managers involved in objective setting.
 Employee participation.
 Definition and communication of standards.
 Strategic relevance.
 Criterion deficiency – employee responsibilities
 Criterion contamination- outside employee’s ctrl
 Reliability.
 Legal compliance.
 E.t.c

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HUMAN RESOURCE DEPARTMENT
Designs the performance appraisal system
Select the methods and forms to be used for appraising
employees
Establishes and monitors a reporting system
Trains managers in how to conduct appraisals
Safeguards performance appraisal records

MANAGERS & SUPERVISORS

Evaluates employee performance
Completes the appraisal documents and forms
Reviews appraisals with employees
Establish a plan for improvement with employees
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