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______________________________

BBNP 4103

PERFORMANCE APPRAISAL

ASSIGNMENT

______________________________

Name : Aminuddin bin Mukhtar

Matrix number : 680330085927002

NRIC : 680330-08-5927

Telephone number : 019-5100626

E-mail address : aminuddinoum@oum.edu.my

Online Tutor’s name : Valerian Hansen Petrus

Learning Centre : PPT Greenhill

September 2010 Semester


TABLE OF CONTENTS

Acknowledgement

Introduction

1. Career background and stage


1.1 Organisation chart
1.2 Career stages

2. Employee job performance

2.1 Principle
2.2 Where do we start
2.3 Rule and flexiblility
2.4 Basic roles of career planning

3. Obstacles affected career exploration


3.1 Incomplete Exploration
3.2 Coerced Exploration
3.3 Random and Diffused Exploration
3.4 Ineffective Forms of Career Exploration
3.5 Defensive Self-exploration
3.6 Exclusion of Non-work Considerations

4. Overcoming obstacles
4.1 Career appraisal
4.2 Individual career plan
Acknowledgements

I would like to thank all the people who so generously gave their time to participate into my
assignment. Also my thank you to Mr Valerian Hansen Petrus for his systematic, through and
educative approach to the supervision of my assignment through LMS students forum. I have
also benefited professionally and academically from the revisions recommended by tutors and
friends of study group.

I also like to thank my wife and kids for their emotional and material support. I wish to offer my
gratitude to the Open University Malaysia. Without their participant and support, this assignment
could not been possible.

Thank you also to all those who read the draft manuscript and provided me with valuable and
thoughtful feedback.
Introduction

A critical factor related to an organization’s long–term success is its ability to measure how well
employees perform, and then use that information to ensure that performance meets present
standards and improves over time.

It is a complex task that is difficult to be carried out, and it is not done well by most
organizations. However, when performance appraisal is properly conducted, it is not only to let
employees know how well they are performing but also influences their motivation, acceptance
and future level of effort and task direction.

Efforts should be upgraded to ensure that employees are clear of the task that they need to
perform. The task of the employee should be clarified through the establishment of a plan for
improvement. Performance appraisal is in a way considered as a management tool which is
helpful in motivating and utilizing human resources capabilities effectively. Assessing human
potential is not an easy task, no matter how well designed and appropriate the performance
planning and appraisal system are, but if it is not done carefully, it can reduce employees’
satisfaction and trust towards the appraisal system.

Every year, most employees experience being evaluated on their past performance. The
evaluation may be in the form of 10-minutes informal discussion between employees and their
supervisors, or in a more elaborate situation, several weeks of formal appraisal process involving
many specific steps and activities.

It is the process of obtaining, analyzing, and recording information about the relative worth of an
employee to the organization. Performance appraisal is an analysis of an employee's recent
successes and failures, personal strengths and weaknesses, and suitability for promotion or
further training. It is also the judgment of an employee's performance in a job based on
considerations other than productivity alone.
1. Organization background

1.1 Organization chart

Section Manager

Secretary

Management Assistant

Head of Unit (Maintenance) Head of Unit (HR, Admin, Toll)


Head of Unit (Traffic)
Technical Exec Toll)
Maintenance Executive Operation Executive Technical Executive

Operation Assistant
Plaza Supervisor

Customer Service Assist


Toll Teller
2. Employee job performance

2.1 Principle

As a supervisor, it is most important to establish performance requirements for each employee,


and manage employee performance. Performance appraisal ratings are very important to the
career of an employee. They are used in a variety of critically important ways. A performance
rating is also a factor in making promotion selections and in determining who will receive a
performance award. A performance rating provides a basis for taking adverse action because of
poor performance, which can mean a reduction in grade or even termination of service. In short,
the performance rating that you give an employee can have a major impact on the employee's
career. Further, employees have a right to know how they are performing. Consequently,
establishing performance requirements, and appraising employee performance is a job that must
be taken seriously.

2.2 Where do we start?

Performance requirements must be stated in a performance plan tailored to each employee's


position and work assignments. Since all employees are required by the organization to have a
performance plan, plans may already exist for the positions in your organization. However, even
if plans do exist, they need to be reviewed and reissued every year even if no changes are
necessary.

If there is no previously established plan, work with your human resources management
specialist who can help you develop a plan, often by drawing on existing performance plans for
similar positions elsewhere in the organization.

Since this document is meant to clarify for both employer and the employee the work to be
accomplished for the year, obtain as much input from the employee as possible. Greater
employee input leads to greater employee "buy in" of the goals and tasks to be accomplished.
Some organizations have specific or suggested procedures contained in policy issuances or
collective bargaining unit agreements that provide guidance on obtaining employee input.

2.3 Rules and Flexibilities:

The results of the appraisal process are to be used as a basis for training, rewarding, reassigning,
promoting, reducing in grade, retaining, or removing employees. Employees must perform their
duties under established performance elements and standards for a minimum period of time.

2.4 Basic Steps:

• Identify the major responsibilities of the position known as performance elements.


Generally, two to five performance elements are appropriate. Some organization have
generic and/or required elements to use or adapt.

• Determine which performance elements are so important that unacceptable performance


in one of those elements would constitute overall unacceptable performance by the employee.
Those elements are considered "critical." Some critical elements may be required.

• Develop or review existing performance requirements (known as performance standards)


for each element. These describe how well an employee must accomplish each
performance element in terms of quality, quantity, manner of performance and timeliness.
For organization using five rating levels, the standards are generic and cannot be
changed. However, a manager may supplement them with more specific standards.

• Communicate final performance elements and standards (performance plans) to each


employee. Ensure that employer and employee understand what is expected and the procedures of
the appraisal process.
• At the end of the appraisal cycle, evaluate (rate) each employee by using the established
standards to assess how well each element has been performed. Ratings below "fully
successful" (or "meets or exceeds expectations" in two-level systems) always must be
justified individually.

2.5 Good Management Practices

• Maintain an ongoing file documenting an employee's work throughout the year.

• Give employees regular and frequent feedback.

• While managers are only required to give employees progress reviews once a year and
conduct one mid-point progress review, quarterly mid-point reviews are recommended.

• When developing supplemental (additional, more specific) performance standards, to the


extent possible, ensure they are measurable and address performance instead of conduct.

2.6 Checklist

• Identify performance elements

• Develop or supplement existing measurable performance standards

• Communicate elements and standards to employee

• Conduct progress reviews during the appraisal cycle

• Evaluate employee at end of cycle

• Present and discuss appraisal with employee


2.7 Performance criteria

(a) Ambition / Initiative - Does employee demonstrate ambition in the position (not to move out of
it, but to perform it) and take initiative to improve the process, product, or overall work
environment?

• (b) Attendance - Has the employee's attendance (even within company guidelines) had a
negative impact on the department productivity or morale? Has the employee's
attendance been exemplary?
• (c.) Attitude / Cooperation - What is the employee's attitude towards you, towards peers,
towards the work in general? Is he or she a pleasure or a chore to work with? Is the
employee reasonably flexible when asked to perform a job function outside his or her
normal duties, or to work outside his or her normal hours for a special project?

(d) Communication skills - Does the employee have the ability to adequately
communicate with peers, managers, and customers? Have there been any issues created,
or solved, due to the employee's communication skills?
• (e) Department and company oriented- Does the employee have a broader view and
deeper understanding than simply his or her own duties? Does he or she speak of the
department or company with pride?
• (f) Focus - Is the employee able to maintain focus on the task at hand? Does he or she
have difficulty prioritizing job duties above personal business or socializing with other
employees?
• (g) Improvement from previous evaluation- Has the employee demonstrated marked
improvement from the previous performance evaluation?
• (h) Integrity - Does the employee demonstrate ethical behavior in the workplace? Does
he or she respect the privacy of other employees and of customers?
• (i) Knows when to ask- Is the employee able to differentiate between independence and
arrogance in the performance of job duties? Does he or she know when to ask a question
rather than simply making a guess and moving on?
• (j) Level of technical knowledge- Does the employee have and demonstrate an
acceptable level of technical knowledge to perform his or her job duties?
• (k) Productivity . deadlines - Is the employee able to consistently meet productivity
requirements and project deadlines?
• (l) Quality of work- Has there been positive or negative feedback from customers
regarding the quality of the employee's work? What have you observed regarding the
employee's work quality?
• (m) Reliability / go to person- Is the employee reliable? Does he or she consistently
demonstrate competence and dependability? Is he or she your "go-to" person?
• (n) Stress management - How does the employee deal with changes in the work
environment? Is he or she able to sift through the "noise" and focus on breaking down the
task at hand in order to complete it on time? How does the employee interact with other
members of the department when tensions are high?
• (o) Teamwork / pitching in- If the department is short-handed, does the employee
willingly pitch in to finish tasks assigned to others in the department as appropriate? Does
the employee volunteer to assist?

2.8 Performance appraisal form using in the organization

Performance Appraisal Forms (Non executive)


Performance Appraisal Forms (Executive)- Key Performance Indicator (KPI)