Performance Management

Unit – 1

1.1 PERFORMANCE MANAGEMENT

Performance Management is a means of getting better results from the organization,

teams and individuals by understanding and managing performance within an agreed

framework of planned goals, standards and competence requirements.

Performance Management is a strategic and integrated approach to delivering

sustained success to organizations by improving performance of the people who work in

them and by developing the capabilities of teams and individual contributors.

1.2 HOSTILITY TO TRADITIONAL APPRAISALS:

➢ Incongruent with the values – based, vision driven, mission oriented, participative

work environment.

➢ Smacks of an old fashioned, paternalistic, top-down, autocratic mode of management

which treats employees as possessions of the company.

➢ Most of the time, appraisal reflects what the manager can readily recall, usually the

most recent events.

➢ Almost always, appraisal is based on hunches and opinions as ‘real performance

measurement takes time and follow up to do well’.

➢ Many organizations also ask the supervisor to make judgments based on concepts and

words such as “excellent performance”, “exhibits enthusiasm” and “achievement

oriented”.

➢ Many managers are so uncomfortable in the judgment seat that performance

appraisals are often months overdue. Despite the fact that annual raises are usually

tried to performance evaluation, managers avoid doing them as long as possible. This

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 results in an unmotivated employee who feels his manager doesn’t care enough about

him to facilitate his annual raise.

➢ The manger knows he may have to justify his opinions with specific examples when

the staff member asks and, lacking sill in providing feedback. Often provokes a

defensive response from the employee who may justifiably feel his is under attack.

Consequently, managers avoid giving honest feedback, which defeats the purpose of

the review.

➢ The staff member whose performance is under review often becomes defensive.

Whenever his performance is rated less than the best, or less than the level at which

he personally perceives his contribution, the manager is viewed as ’punitive’.

➢ Disagreement about contribution and performance ratings can create a conflict-ridden

situation that festers for months. Most managers avoid conflict that will undermine

work place harmony.

➢ In today’s team-oriented work environment, it is also difficult to ask people who work

as colleagues, and sometimes even friends, to take on the role of judge and defendant.

➢ With salary increases frequently tied to the numerical rating or ranking, the manager

knows he is limiting the staff member’s increase if he rates his performance less than

“outstanding”. No wonder mangers waffle and in department of an organization with

which I worked 96 percent of all employees were actually rated as “outstanding”.

1.3 PERFORMANCE:

Performance means outcomes achieved, or accomplishments at work – the actual

contribution of an individual or team to the organization’s strategic goals like stakeholder

satisfaction, clean image and economic sustainability.

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 Performance or the role of any managee can be seen in 3 parts, Being, Doing and

Relating.

Being concerns the competencies of the managee that are relevant to her / his

performance.

Doing focuses on the managee activities that are variably effective at different levels

in the organization: that affect performance of other roles dependent on the managee output,

and the organizational performance as a whole.

Relating emphasizes the nature of relationships with members of the role network –

vertical, horizontal or otherwise.

1.4 PERFORMANCE FRAMEWORK

Managee potential is determined when a set of tasks is allocated to a managee, or certain

performance expectations are otherwise set.

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
Task related activities & Context are what a managee or her supervisor indulge in to

achieve the allocated tasks or meet expectations in the given task environment.

Managee performance or effectiveness is what the managee actually achieves. Performance

in role is the extent which a managee achieves the purpose for which the role has been

created.

1.5 MANAGING PERFORMANCE:

Several Organizations use the following managerial initiative to optimize people’s

task performance.

➢ Goal setting or establishing objectives and expectations through formal or informal

means.

➢ Delegating or assigning work at higher levels of responsibility.

➢ Developing managees to learn job skills and to better perform their present as well as

future roles and responsibilities.

➢ Appraising – appraisal interviewing, praising good performance, coaching and

counseling to help people cope more effectively with work or non-work problems that

related their performance.

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
1.5.1 PERFORMANCE MANAGEMENT PROCESS

PlansOrganizational
Mission, Goals, Strategy
and Operational Plans

1 2
Individual Role & its
2 AchievementRol
Description, indices for
e-wise Plans and
Monitoring Performance,
Expectations
Performance Standards

4 Monitoring and
Feedback Stocktaking
Mentoring Activity

Individual roles, their descriptions, indices for monitoring performance and

performance standards naturally cascade from the organizational mission, goals, strategy

and operational plans.

Since Performance management attempts to improve the quality of collaboration

among people in the organization, role wise performance plans and expectations must flow

from both

a) The organization’s mission, strategy and operational plans and

b) The individual managee’s role and indices of her / his contribution to the

organizational process in the form of performance standards and indicator.

These two are cardinal inputs in to the individual managee’s performance plan. It is

important that the performance plan extract all that is relevant to the plan period from the

managee’s role description. Performance plans of all the mangers in the organization must,

ultimately add up to the organizational goals to be achieved during the year.

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 Managee performance and development plans feed into the monitoring and

mentoring activities without a cogent plan for task accomplishment, there is no benchmark to

gauge achievement against and to monitor the managee’s progress in achieving her goals.

Mentoring and development draws its direction from both the development plan and

role requirements. Only when the managee performs, does her potential for the assigned role

reveal itself. This is where the manager can determine what combination of the individual

managee’s unique competencies and skills will help the managee develop and grow in the

organization, and where the critical gaps or opportunities for helping the managee realize her

full potential are,

Mentoring include briefing the manger before each training and development event

and it helps focus the manger’s learning agenda from a specific event and debriefing after

each event which helps the managee crystallize her learning achieved during the event, in the

context of her present and future role assignments and its use in the day to day work situation.

Stock taking – periodic and annual attempts to continuously assess the extent to

which the works, as well as learning opportunities have been optimally availed by the

manger. Inputs to stock taking come from the performance plan and the monitoring and

mentoring records stock taking including appraisal, provides several inputs to future

performance plans: for reviewing task assignments, task systems and tools: for more deeply

understanding the manger’s task environment – within the organization as well as outside:

and for reviewing the manger’s development needs for future tasks and responsibilities.

Both the organization and the managee benefit out of this performance management

process.

1.6 PERFORMANCE MANAGEMENT AND HUMAN RESOURCE MANAGEMENT

Performance is the part of an organization’s people( Human Resource Management)

related function which is performed by those directly managing the people. Within any

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
organization, thus there are atleast two levels of effort, that concern the performance of its

people and optimization of their individual collective output.

Effort at the organization level determines the organization’s internal environment.

Efforts at the managerial level constitutes core of leader manager’s role-what each

manager does to supervise his/her manage.

The purpose of these efforts, consisting of several sub functions is to ensure effective

performing managees and groups. Neither of these two sets of groups nor its subfunctions can

act in isolation if anything worthwhile is to be achieved, they need to actively interact with

each other and mutual harmony and synergy. Collaborations among sub functions across two

levels is essential for performance management and human resources to jointly build

managee effectiveness at work.

The figure visualizes the various functions that make up the organization’s overall

effort in managing people and their affairs.

The outer boxes numbered 1 to 10 represent systems that need to function at

organization level. They usually involve broad organization wide consensus and

accompanying policies and procedures. This creates an internal environment for leader

manager and managees.

The inner boxes, referred A to G represent activities and the systems at the unit and

individual manager level. This is where the leader manager can make all the difference as

regards group performance and consequently his own.

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 1. Organization Structure – Tasks,
2. Personal Policies and Procedures
Roles, Relationships

10. Diagnosis, A. Managerial Style & Development / Unit /

Planned Group Management 3. Staff
Change & Forecasts &
System Plans
Feedback B.
G. Career
Induction
Management
& Work-
& Personnel
EFFECTIVE Team
Appraisal 4. Job & Role
9. Separation PERFORMING Integration Analysis,
MANGEE Description &
GROUP Performance
F. Personal C. Role
Standards
Counselling, Design &
Feedback & Redesign in
8. Development Groups
Organization 5. Rewards,
Performance Remuneration &
Monitoring & E. Ongoing D. Individual Other Systems
Feedback Communication, Staff Performance, for Managee
Systems Development & Planning and Motivation &
Remedial Action Monitoring Reinforcement

6. Recruitment, Selection,
7. Personnel Appraisal System &
Appointment, Placement, Probation &
Guidelines
Confirmation

ORGANIZATIONAL LEVEL FUNCTIONS

The ten organizational level functions are:

1.organization Structuring-Tasks,Roles, Relationships

This consists of or meaningfully influence:

• Personnel-related inputs to the organization’s strategic planning

• Organizational philosophy,values and approaches

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 • Level of centralization or decentralization in the organization’s decision making style,

reflected in its decision making systems and mechanism.

• Organizational culture and climate

• Overall organogram, reflecting structure and hierarchy

• The organization’s primary and auxiliary tasks that need to be carried out

2.Personnel policies and procedures

This is part of organization structure but shown separately to acknowledge their special

position in regard to performance management.

These include:

• Policy formulation and review

• Systems for policy implementation and enforcement

• Statutes relevant to employment, service and working conditions

• Separation: contingencies and procedures

3.Staff Forecast and plans

• The organization’s existing workforce and skill inventory

• Workforce and skills needed to carry out the organization’s current activities and

concrete plans-their profile: skills, knowledge, age, gender, and other characteristics

• Succession plans for some critical positions in the organization

• Staff development plans to modify and improve behavior towards better performance

of existing as well as emerging roles to achieve organization goals:

o Continued reinforcement of the organization’s assumptions anf philosophy

about its people, policies and plans

o Effective mechanism for in-house communication

o Off-site training

4.Job &Role Analysis,Descriptions and performance standards

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 • Job and role descriptions

• Job and role objectives

• Job and role performance indicators

Job analysis is one way of understanding job requirements that helps to construct job

descriptions. Job descriptions are organization wide standard requirements for families of

similar jobs or jobs requiring similar skills and interchangeable inputs and /or outputs.

5. Rewards, Remuneration and other systems for manageee motivation and reinforcement

• Salary and allowances

• Perquisites and benefits

• Grievance prevention and management

• Recognition and rewards mechanism-financial and non-financial

• Career growth opportunities, promotion policies and procedures

• Separation and superannuating compensation

6. Recruitment, Selection, Appointment, Probation and Confirmation

• Recruitment&Selection

o Specifications for positions which people are recruited

o Candidature of available people , as evaluated from resumes

o Consistent screening and short listing procedures

o Selection process that may include personality related and/or position

related tests and personal interviews

• Employment

o Verification of data: age, qualification, experience, antecedents etc

o Issuing offers and securing confirmation and acceptance of terms

• Probation and confirmation

o Joining formalities and introduction in the organization

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 o Initial training-behavioral, technical and managerial

o Additional training for special categories depending upon needs

o Checking performance periodically during and end of probation

o Deciding on and communicating confirmation, extension of probation or

termination

7. Personnel appraisal systems and guidelines

• Assessing current performance

• Assessing future potential

8. Organizational performance monitoring and feedback systems

These are geared to keeping tab on

• How organization is doing

• How the different people in the organization are doing

• Whether the organization is performing on course, if not what needs to be done to

bring it on course

9. Separation

This option is reserved for exercise as a last resort when serious non remedial

dysfunctions are encountered. These process can be made less painful by both parties trying

to understand the reasons pointing to this option, and identifying alternate ways of separating,

which are the least prejudicial to the interest of both the parties.

10. Diagnosis and planned change

This is needed to bring about overall performance improvement and to improve

organizational functioning. This may indicate need for change:

• In personnel policies

• In the manner these policies are interpreted/implemented

• In the procedures followed in pursuance of personnel policies

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
On the organizational level functions, the following constitutes direct components of

performance management systems while others feed in to these direct components

Staff Forecast and plans(particulary staff development plans)

• Job &Role Analysis, Descriptions and performance standards

• Personnel appraisal systems and guidelines

• Organizational performance monitoring and feedback systems

DEPARTMENT/ GROUP LEVEL FUNCTIONS

Seven department / group level functions form the core of performance manager’s role:

A.Managerial style Department/ Unit/Group management

• Leadership and decision making style

• Team development and maintenance

• Management of problems and mistakes

• Facilitating or running effective meetings

• Delegating

• Communicating and negotiating

• Time scheduling and management

B. Induction and work-team integration

It aims at smooth functioning of integration between new entrant and the organization-

particularly existing members of the work team.Three factors may be carefully taken in to

account:

• Decide on the placement of the new entrant

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 • Induction and orientation training

• Ensure job-person fit in a framework

C. Role design and redesign in groups

Role denotes the task allocation to individual manages, including their performance

targets and indicators. These need to be carefully designed to achieve an optimal fit between

the person and the role, and periodically reviewed. Changes in the person or job, or in the

group, may call for redesign- which must be carried out with the involvement of group

members whom such redesign might impact directly or indirectly.

D .Individual performance planning and Monitoring

• Reviewing job standards to adopt roles

• Setting individual performance goals,plans and targets

• On-going reviews

• On-the-job feedback,guidance and coaching

• Periodic apparaisals(usually annual)

E. Ongoing communication, staff development and remedial actions

• Strategy for the unit or department

o Task needs

o Person needs

• Continued reinforcement of organization’s philosophy, policies and plans concerning

people

• Effective mechanism for intra department or intra group communication

• Individual training and development plans

• Training –on the job and /or off the job plans

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 • Job rotation plans

• Special projects

• Reassignment or relocation

F. Personal counseling, feedback and development

• Joint-participative-identification of factors explaining the quality of the counselee

performance

• Skill in and understanding of what characterizes useful feedback and /or self

disclosure: timely, specific, factual database and descriptive feedback-not criticism,

etc. Identification of:

• Factors requiring reinforcement

• Factors calling for remedial measures

• Non-remediable factors

G. Career Management and personnel appraisal

• Identify career opportunities within the organization

• Find reasons for one’s potential( high, average or low), and their implications for

one;s personal and career growth within the organization, base on the systematically

gathered relevant information-organization’s data bank, one’s own critical incidents

diary, counseling provided by the supervisor, co-workers and other related

functionaries etc.

• Match individual potential with career opportunities to arrive at the most desirable

and feasible fits

• Manager-Managee interactions on career planning

• Linking personnel appraisal and staff development systems with career development

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
All of these department, unit and group level functions are the direct components of

performance management systems.

1.7 PERFORMANCE MANAGEMENT THEATRE:

Vaill offers a process model of managee’s role – performed by a whole person in a

whole environment in relation to other whole persons, with al actions viewed as concrete

processes, and the entire process thoroughly suffused with turbulence and change. He calls

management as a performing art, draws several lessons for the managee from performing

arts, and builds on the intuition – that there truly is an art to leading and managing.

If, as vaill says, management is a performing art, it must need a studio or a theatre.

What is the context in which it performs? What constitutes the stage? What is the action to

and what is the crescendo – the overall effect of the action? Who are its dramatis personal?

The dramatics personal are easy to identify – the manager, the managee and the task

group. Other stake holders constitute the audience. PM is dynamic, it is multi-faceted and it is

exciting. Vaill configured the dynamic interplay of its components, he calls it as performance

management theatre.

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 The configuration of the performance management theatre is given in figure.

Data
Goal Congruence ExchangeManag Mutual Trust
ee Performance
Win-win approach or effectiveness Dyadic Communication
Pillar Processes

3. Annual Stocktaking3

Stocktaking Stocktaking Appraising for

Performance Potential Recognition and Reward

2. Monitoring Managee Performance

&
Mentoring Managee Development

• Communication • Supervision • Review Discussions

• Delegating • Development • Mentoring
• Counselling • Monitoring • Coaching

1. Planning Managee Performance & Development

Establishing Mutual Expectations for Performance and Development

Role Special and Performance Outcome of the

Description Developmental Standards of the Most Recent
Output Assignments Best Achievement Stocktaking

Feedback

Organizational Mission, Goals, Culture Supportive of Individual

Strategy & Operational & Organizational

Pillars of PM Theatre:

Some invisible, but powerful, value based processes support the PM Theatre as its

pillars. These pillars integrate the system to deliver what it promises. These processes are

explained below;

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 ➢ Goal congruence means that the goals of all roles and aggregations of roles are such

that these converge on the overall organization goal or purpose, creating space for

productive synergy in the process.

➢ Win-win approach means generating and preserving synergy, by avoiding

dysfunctional competition. Dysfunctional competition places the different

interdependent roles in the organization, and their interdependent structured

aggregations in adversarial win-lose stances, that ultimately result in no-win for all

concerned.

➢ Mutual Trust means that all the roles and their structured aggregations relate and

interact with each other, practicing a shared belief that each of them will act only in a

manner that it is also conductive to the interests of the other relevant people.

➢ Dyadic communication means communicating with relevant others, on a one-to-one

basis, candidly, without defensiveness or hidden agenda, to share and resolve issues

and problems at dyadic levels and to promote bilateral collaboration.

➢ Data exchange means timely sharing of accurate and relevant information openly and

authentically with others in the organization, based purely on task considerations, not

linking it with organizational hierarchy, or using it as an instrument for enhancing

personal power.

These pillars facilitate managee’s task of systematically developing and leading high-

performing teams.

Three components of Performance Management Theatre

1. Planning Managee Performance and Development

2. Monitoring Managee Performance & Mentoring Managee Development

3. Annual Stock taking

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
1. Planning Managee Performance and Development

Planning performance of managees means that managers, in fact, plan their own

performance. This involves the following steps;

i. Study the outcome of the most recent stock-taking:

This outcome contains several pieces of information relevant to what goes into future

expectations and plans;

a) What the managee actually did during the previous planning period.

b) Strength and weakness of the managee and her development needs.

c) What internal systems or procedures helped or hindered the managee’s performance.

d) Helping or hindering forces in the team’s external environment.

e) Data for formulating performance indicators.

ii. Review the Managee’s Role description:

A role description briefly but clearly, includes the role purpose, the responsibilities

and tasks, the key contacts and relationships, including the reporting relationships, the levels

of authority and autonomy the required skills and competencies, etc. It is intended to be a

fairly stable document, but it also needs to be reviewed periodically to ensure that it is

relevant, current and accurate at any given point in time.

iii. Establish performance standards or the best achievement levels:

This is a problematic area managees do need to know what is expected of them, by

their manager and by their organization. Their needs to be a clearly-defined, fair and accurate

way of assessing whether the performance achieved by the managee is high, medium or low.

Performance standards respond to the key responsibilities expected of the role incumbent.

They lay down how fulfillment of these responsibilities will be measured, in terms of the

quality of the output, its quantity, timelines and the cost, etc.

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
iv. Design special or developmental assignments:

These assignments or projects respond to the development needs of the managee, or

the systems and procedures or the processes that the managee uses to achieve expected

performance in the core areas. Such assignments usually have two distinct components.

• System – oriented projects, which directly relate to expeditious fulfillment of the job,

and are not part of the ongoing day-to-day tasks. These are one-time activities

designed to enhance task productivity or the work environment.

• Individual occupational or professional development activities, intended to enlarge or

enrich competencies, knowledge, skills or attitudes – useful for the managee’s present

or the future positions.

2. Monitoring Managee Performance & Mentoring Managee Development

This is about providing consistent, supportive, supervisory guidance to all the

managees when they need it. The primary responsibilities of the performance manager during

this period are:

i. Sensitive and supportive supervision:

The manager, as the one ultimately responsible for performance of managees, must

exercise active oversight of what they do;

• She must be there to see what a managee is actually doing rather than infer the

crucial data from secondary information or hearsay.

• Take time to understand problems that her managees face, identify their causes

and underlying sources so as to mitigate these.

• Observe managees at work and provide them data based developmental feedback.

Effective supervision aims at ensuring that the supervisor succeeds, rather that at

judging performance and apportioning blame.

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 ii. Counselling:

It is an essential component of supervision. It is the precursor of coaching and

training. The manager inform his managee as to what he observes and which is different from

what was normally expected for better or worse.

Sharing better involves praise and reinforces related behaviour. The harder part of the

matter, requiring considerable skill is sharing the worse. Providing negative feedback is

sensitive act, as there is a thin line between delivering negative feedback and delivering

criticism. Whereas feedback is intended to develop the managee, criticism usually demolishes

the managee self-confidence and esteem.

iii. Coaching and mentoring:

Coaching involves the active and direct intervention of the manager to assist a

managee build requisite skills and competencies needed for developing game plans, as well

as delivering results.

Mentoring is more sensitive and subtle, involving the use of superior experience to

guide, facilitate, motivate, encourage and thereby enable a managee to more effectively use

personal qualities in order to succeed.

iv. Delegating:

Effective delegation takes place only when managee has high skill to perform a task,

and is also enthusiastic about performing it. Delegation must accompany reporting

mechanism for overall control. Where adequate provision for reporting and control is not

made, delegation in fact results in abdication.

v. Managee Development:

Managee training and other development initiatives during the mentoring managee

development phase should normally arise from the development plan prepared earlier.

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
However, some needs might surface during counseling and mentoring. Where these needs are

urgent, and as such cannot wait to be incorporated in the next annual, these may be

accommodated in the current schedule. Review discussion is the appropriate forum to discuss

such emergent needs.

vi. Planned Review Discussions:

These are pre-scheduled, semi-formal meetings between the manager and each

managee. These are better if held occasionally rather than frequently, say every three months

or so. Each managee knows when these meetings will be held, and their purpose to jointly

review performance during the elapsed period of the current plan, and to revisit, if necessary

review plans for the remaining plan period. Each of these interactions is concisely

documented for future reference and to ensure that both the manager and the managee clearly

understand the outcome. Review discussions are intended to promote proactivity, rather than

reactivity, help anticipate problems and deal with them well in advance.

vii. Communication:

None of the above interventions is possible without effective communication,

knowledge and information sharing must respond to managee needs whether task or interest.

Irrelevant information confuses and also sometimes discounts relevant information, if the

managee is unable to effectively distinguish between the two.

3. Annual Stock taking

i. Stock taking Performance:

The major focus of stock taking concern ascertaining the extent to which the

performance plan has been achieved and fulfilled. From the perspective of both the

organization as well as the managee fulfillment concerns the extent to which the performance

plan has been able to use the managee’s potential for achievement. If the performance plan

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
has, in reality underutilized the managee’s potential, it has neither served the organization

effectively nor has it served the managee.

From the managee perspective, it is important that a performance plan fully address

her potential. The primary mechanism for this is the role description. If the role assigned to

the managee substantially overlaps with her forte, she will be able to deliver optimal

performance with a healthy level of stress. To the extent the role description fails to use her

potential optimally, she loses the opportunity to get recognition for what she worth. To the

extent that role description exceeds her potential, the chances are that the managee might

either fail to meet the demands of the performance plan or meet these by incurring

unintended costs in terms of high stress and / or loss of developmental opportunities.

ii. Stock taking potential:

This exercise corresponds to those planned activities, which are intended to serve

managee development. These activities are incorporated because both the organizations as

well as the managee hold important stakes in the taker’s continuing development The purpose

of stocktaking is to ascertain if the anticipated development has occurred and the extent to

which this can be counted in planning future performance. For the organization, managee

development is like enhancing its productive capacities. For the managee, it enhances her

likelihood of better career prospects within the organization, or elsewhere.

The current potential of a manage is an important threshold level for basing her future

achievement on stocktaking potential as such provides an important for the next planning

cycle. Organizations use the data thus generated for future. Organization planning in terms of

human resource planning, succession planning etc.

The more enterprising of organizations use managee development to generate a

storehouse of talent so that they can more effectively capture likely opportunities when the

environment or circumstances offer these.

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS
 iii. Appraising for recognition and reward:

In stocktaking performance and stocktaking potential, a managee compares herself with her

own past performance or potential. The attempt is to improve over the past. Here, it is only in

the perspective of securing recognition or rewards that a managee completes with her roles.

Managers are called upon to apprise managees in order to decide on the relative value that a

managee holds for the organization.

When appraising, performance factors must link with the format of performance

planning and refer to concrete outcomes and actions that are directly verifiable through

visible behaviour or measurable outcomes. Potential factors will deal more with attributes

like dependability, integrity, initiative which are personal attribute of the managee,

contributing important inputs for her performance.

Appraisals can be unilateral, where a managee appraises a managee on the basis of the

perceptual and quantitative information available, and sends the supervisors for finalization,

record and reward or punishment.

The organization culture of most organizations places high value on relevant

involvement, and thus, their appraisal processes consider both the managee input and input of

the manager and other stakeholders (managee’s peers and / or clients).

After the managee, with the involvement of other actors, has arrived at her appraisal

of the managee, it is time to place it on record and for its follow up. The final outcome is

communicated to the managee in a manner that the organization considers appropriate.

Dr.G.BHUVANESWARI,PROFESSOR,SNGIMS