Bhushan Narsinghani Roll No.

11

bjective assessment of an individual’s performance against well defined benchmarks

enchmarks
    Job Knowledge Supervision Leadership Dependability

Job Analysis

Performance Standards

Performance Appraisal

Describes work and personnel requirement of a particular job

Translate job requirements into levels of acceptable or unacceptable performance

Describes the jobrelevant strengths and weaknesses of each individual

Provide

feedback about the Strengths &

employees
Diagnose

Weaknesses of individuals
Provide

coaching, positive relation

counseling, career planning
Develop

and reduce grievance
Provide

database research in

Facilitates

personnel management

Philips Model

High

Problem Children Planned Separation

Stars

l at ne o P i t

Low

Solid Citizens

Low Performance

High

Define

performance expectations
Describe

measurement tools
Use

a

rating system
Cover

specific examples
Set

measurable goals

easurement systems need to be:
     Specific Fair Consistent Clear Useful

M

ystems can be
   

S

Numerical Textual Management by Objectives (MBO) Behavior/Phsychological oriented

Checklists Critical Incidence Method Forced Choice Forced Distribution Critical Incident BARS Field review Tests and Observations ACRS Essay Cost Accounting Rating Scales

Checklist Method
Is

employee regular

Y/N
Is

employee respected by subordinate Y/N
Is

employee helpful

Y/N
Does

he follow instruction Y/N
Does

he keep the equipment in order

Y/N

    

Step 1. Step 2. Step 3. Step 4. Step 5.

Identify critical incidents Select performance dimension Retranslate the incidents Assign scales to incidents Develop final instrument

Forced Choice Method
riteria Rating

.Regularity on the job Most Least
     Always regular Inform in advance for delay Never regular Remain absent Neither regular nor irregular

et organizational goals efining performance target erformance review eedback

Guidelines
•Select

a good time •Start with something positive
•Listen •Manage

eye

contact and body language
•Layout

development plan
•Set

mutually in a positive,

agreeable goals
•End

encouraging note