Appraising

Performance
 Learning Objectives

01 To define terms related

to Performance 03 To identify the different
Steps while conducting
Appraisal Performance Appraisal

02 To know the role of

the immediate head 04 To find out the common
Performance Appraisal
during Appraising problem
Performance
 Introduction
According to Dulewicz:

"... There is a basic human

(performance appraisal) tendency
to make judgments about those
one is working with, as well as
about oneself.”
Performance Appraisal
The method by which, through
observation by the appraiser, the
individual worker’s efficiency in
performing his duties and responsibilities
during a given period is evaluated on the
basis of predetermined performance
standards or established goals mutually
set by the employee and his supervisor.
● Duties and Responsibilities
- What should be done?

● Performance
- How much should be done or accomplished, its
quality and the manner in which it is done?
 Objectives
● Feedback/ providing feedback on
personnel performance
● Basis for personnel action —
promotion, transfer, demotion,
lay off, discharge, increase of pay.
● Management guide in employee
counseling and discipline
 Objectives
● Promotion of better
employee—employer relations
● Improvement of supervision by
making the supervisor better
aware of his duties
 Supervisor’s Role
Supervisor’s Role in Performance Appraisal

Supervisors usually does the

appraising, therefore he or she must
be familiar with basic appraisal techniques,
understand and avoid problems that can
cripple an appraisal, and conduct the appraisal
fairly.
Steps in Appraising Performance
1. Defining the job — head and subordinates
agree on his /her duties and job standards.
2. Appraising performance — comparing the
subordinate’s actual performance to the
standards that have been set.
3. Feedback set session — performance and
progress are discussed, and plans are made for
any development required common
performance evaluation problems.
 Weaknesses of Traditional
Performance Appraisal System
● Periodic assessment
● Single person top-down assessment
● Poorly trained managers
● Not reliable or valid
● Central tendency, leniency, and strictness errors
● Not tied to performance improvement
● Focus on weaknesses
● Confidentiality of assessments
 Guidelines in Gathering Performance
Appraisal Information
1. Always take legal considerations into account
2. Base performance standards on job analysis
3. Communicate performance standards to employees
4. Evaluate employees on specific performance related
behaviors rather on a single global or overall measure
5. Document the Performance Appraisal process
carefully
6. If possible, use more than one rater
7. Develop a formal appeal process
 When giving feedback
to an average employee:
Summarize Summarize the employee’s performance, and be specific.
Explain why the employee’s work is important to the
Explain organization.

Thank Thank the employee for doing the job.

Raise any relevant issues, such as areas for

Raise improvement.
Express confidence in the employee’s future good
Express performance.
When the employee is performing
below acceptable standards:
● Summarize the employee’s specific performance.
● Describe the expectations and standards and be specific.
● Determine the cause/s for the low performance; get the
employee’s input
● Discuss solutions to the problem, and have the employee
play a major role in the process
● Agree to a solution, raise issues and questions, but also
provide support.
● Agree to a timetable for improvement.
● Document the meeting
How to handle defensive
subordinate?
● Recognize that defensive behavior is
normal.
● Never attack a person's defenses.
● Recognize your own limitation—don’t
expect to be able to solve every problem
that comes up.
● Postpone action—sometimes the best is to
do nothing at all.
* rational reaction takes over after a while.
 How to criticize a
subordinate?
● When criticism is required, it should be done
in a manner that lets the person maintain
his/her dignity and sense of worth.
● Should be done privately.
● Provide critical; suggestion on what could be
done and why.
● Never say that the person is always wrong.
● Objective and free from personal biases.
How to ensure that the appraisal interview
leads to improve performance?
Making an action plan
● Clearing up job related
problems with the appraise
and setting measurable
performance targets and a
schedule for achieving them.
 Performance Appraisal vs.
Performance Management: Timelines
References
https://www.compensationcafe.com/2012/05/where-did-performance-appraisals-come-from.ht
ml

https://books.google.com.ph/books?id=8qSixAEACAAJ&pg=PA232&source=gbs_toc_r&cad=2#v=
onepage&q&f=false

Martinez, E.. (2023). DLSL MBA SHRM Modules.