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Appraising & ImprovingAppraising & Improving

PerformancePerformance

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Course OutlineCourse Outline

Performance appraisalPerformance appraisal

programsprograms

Developing an effectiveDeveloping an effectiveappraisal programappraisal program

Performance appraisal methodsPerformance appraisal methods

Appraisal interviewsAppraisal interviews Appraising the appraisal systemAppraising the appraisal system

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DefinitionDefinition--PerformancePerformance

AppraisalAppraisal

ItIt isis thethe systematicsystematic evaluationevaluation ofof thetheindividualindividual withwith respectrespect toto hishis oror herherperformanceperformance onon thethe job job andand hishis oror herherpotentialpotential forfor developmentdevelopment..

PerformancePerformance Appraisal Appraisal isis aa formal,formal,structuredstructured systemsystem ofof measuringmeasuring andandevaluatingevaluating anan employeesemployees job job relatedrelatedbehavioursbehaviours andand outcomesoutcomes toto discoverdiscover howhow&& whywhy thethe employeeemployee isis presentlypresentlyperformingperforming onon thethe jobjob && howhow thethe employeeemployeecancan performperform moremore effectivelyeffectively inin thethe futurefuturesoso thatthat thethe employee,employee, organization,organization, societysocietyallall benefitbenefit..

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Appraisal ProcessAppraisal Process

Objectives of Performance

Appraisal

Establish Job

Expectations

Design an Appraisal

Programme

Appraise Performance

Performance

Interview

Use Appraisal data for

appropriate purposes

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Establish Job ExpectationsEstablish Job Expectations

InformingInforming thethe employeeemployee whatwhat isis

expectedexpected ofof himhim oror herher onon thethe

jobjob.. ThisThis isis generallygenerally donedone throughthrough aa

discussiondiscussion withwith his/herhis/her superiorsuperior

toto reviewreview majormajor dutiesduties inin thethe jobjob

descriptiondescription..

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Design Appraisal ProgrammeDesign Appraisal Programme

1.1. FormalFormal vsvs.. informalinformal appraisalappraisal

2.2. WhoseWhose PerformancePerformance

3.3. WhoWho areare thethe raters?raters?

4.4. WhatWhat problemsproblems areare encounteredencountered

5.5. HowHow toto solvesolve problems?problems?

6.6. WhatWhat shouldshould bebe evaluated?evaluated?

7.7. WhenWhen toto evaluate?evaluate?

8.8. WhatWhat methodsmethods ofof appraisalappraisal areare toto

bebe used?used?

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Design Appraisal ProgrammeDesign Appraisal Programme

1.1. FormalFormal vsvs.. informalinformal appraisalappraisal

FormalFormal Appraisals Appraisals usuallyusually occuroccur atat

specifiedspecified TimeTime periodsperiods onceonce oror twicetwice

aa yearyear.. InformalInformal cancan occuroccur wheneverwhenever thethe

supervisorsupervisor feelsfeels thethe needneed for for

communicationcommunication.. ** DiscussionDiscussion needsneeds toto

bebe inin privateprivate.. OrganizationsOrganizations encourageencourage aa mixmix ofof bothboth

FormalFormal && InformalInformal..

InformalInformal appraisalsappraisals mustmust notnot taketake placeplace

ofof formalformal performanceperformance evaluationevaluation..

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Design Appraisal ProgrammeDesign Appraisal Programme

2.2. WhoseWhose PerformancePerformance shouldshould bebe

rated?rated?

EmployeesEmployees inin IndividualsIndividuals oror Teams?Teams?

ItIt isis possiblepossible toto definedefine thethe rateeratee atat anan

individual,individual, workwork group,group, divisiondivision oror

organizationorganization levellevel..

ForFor GroupGroup levellevel appraisal,appraisal, 22 conditionsconditions

mustmust necessitatenecessitate itit GroupGroupCohesivenessCohesiveness && DifficultyDifficulty inin identifyingidentifying

individualindividual performancesperformances..

InIn allall groupgroup ratingsratings also,also, eacheach

employeeemployee mustmust bebe assessedassessed..

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Design Appraisal ProgrammeDesign Appraisal Programme

3.3. WhoWho areare thethe Raters?Raters? ImmediateImmediate SupervisorsSupervisors :: FamiliarityFamiliarity withwith

subordinatessubordinates performance,performance, responsibilityresponsibility ofofmanagingmanaging unit,unit, assessingassessing T&DT&D needsneeds forfordevelopmentdevelopment ofof individualindividual..

SubSub--ordinatesordinates :: Assessing Assessing employeesemployees abilityability totocommunicate,communicate, delegatedelegate work,work, allocateallocate resources,resources,disseminatedisseminate information,information, resolveresolve intraintra--personalpersonalconflictconflict && dealdeal withwith employeesemployees onon fairfair basisbasis..

PeersPeers :: ContributionContribution toto workwork projects,projects, interpersonalinterpersonaleffectiveness,effectiveness, communicationcommunication skills,skills, reliabilityreliability &&initiative,initiative, closenesscloseness ofof workingworking relationshiprelationship..

CommitteesCommittees :: ComposedComposed ofof employeesemployees supervisorsupervisor&& 33 oror 44 otherother supervisorssupervisors whowho comecome inin contactcontact withwith

employeeemployee.. DoneDone forfor objectivityobjectivity inin rating,rating, observeobservedifferentdifferent facetsfacets ofof employeeemployee..

SelfSelf-- AppraisalsAppraisals

HRHR SpecialistsSpecialists ::

CombinationCombination ofof severalseveral ofof aboveabove :: EE..gg.. 360360AppraisalAppraisal.. EmployeesEmployees performanceperformance isis ratedrated bybysuperiors,superiors, peers,peers, subordinatessubordinates && clientsclients apartapart fromfrom

selfself..

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Design Appraisal ProgrammeDesign Appraisal Programme4.4. ProblemsProblems ofof RatingRating::

LeniencyL

eniency oror SeveritySeverity :: RatingsRatings whenwhen lenientlenient maymaydisruptdisrupt thethe veryvery purposepurpose ofof anan AppraisalAppraisal programmeprogramme ii..ee..ObjectivityObjectivity..

CentralCentral TendencyTendency:: ThisThis occursoccurs whenwhen employeesemployees areareincorrectlyincorrectly ratedrated nearnear thethe averageaverage oror middlemiddle ofof thethescalescale.. AttitudeAttitude ofof raterrater isis toto playplay safesafe resultingresulting inin mostmostratersraters givinggiving satisfactorysatisfactory oror averageaverage inin theirtheir ratingsratings..

HaloHalo ErrorError::

ThisThis takestakes placeplace whenwhen oneone aspectaspect ofof ananindividualsindividuals performanceperformance influencesinfluences thethe evaluationevaluation ofof thetheentireentire performanceperformance ofof thethe individualindividual.. EE..gg.. employeeemployeeworkingworking latelate labelledlabelled asas hardworkinghardworking..

RaterRater EffectEffect:: IncludesIncludes favouritism,favouritism, stereotypingstereotyping &&hostilityhostility..

PrimacyPrimacy && RecencyRecency EffectsEffects:: RatingsRatings influencedinfluenced eithereitherbyby behaviourbehaviour exhibitedexhibited byby thethe rateeratee duringduring earlyearly stagesstagesofof thethe reviewreview periodperiod (primacy)(primacy) oror byby rateeratee nearnear thethe endendofof thethe reviewreview periodperiod (recency)(recency)..

PerceptualPerceptual setset:: RatersRaters assessmentassessment isis influencedinfluenced bybypreviouslypreviously heldheld beliefsbeliefs..

SpillSpill overover EffectEffect:: AllowingAllowing pastpast performanceperformance ratingsratings totounjustifiablyunjustifiably influenceinfluence currentcurrent ratingsratings..

StatusStatus EffectEffect:: OverratingOverrating ofof employeesemployees inin higherhigher levelleveljobs jobs oror jobs jobs heldheld inin highhigh esteemesteem && underunder ratingratingem lo eesem lo ees inin lowerlower--levellevel obsobs..

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Design Appraisal ProgrammeDesign Appraisal Programme

4.4. SolvingSolving RatersRaters ProblemsProblems ProvideProvide TrainingTraining toto RatersRaters

5.5. WhatWhat ShouldShould bebe RatedRated::1.1. QualityQuality

2.2. QuantityQuantity3.3. TimelinessTimeliness

4.4. CostCost EffectivenessEffectiveness

5.5. NeedNeed forfor SupervisionSupervision

6.6. InterpersonalInterpersonal ImpactImpact

6.6. TimingTiming ofof EvaluationEvaluation:: GeneralGeneral TrendTrend Quarterly,Quarterly,HalfHalf yearly,yearly, AnnuallyAnnually..

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Design Appraisal ProgrammeDesign Appraisal Programme

8.8. MethodsMethods ofof AppraisalAppraisal::

PastPast OrientedOriented MethodsMethods::

FutureFuture OrientedOriented MethodsMethods::

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Methods of Appraisal

Appraisal

Methods

Rating Scales

ChecklistsCost Accounting

Essay Forced Choice

BARS

Field Review Critical Incident

Forced

DistributionTests &

Observations

ACRS

Psychological Appraisals

Assessment

Centres 360Appraisal

MBO Future Oriented

Past Oriented

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Management by ObjectivesManagement by Objectives

Step 1. Establish goals eachStep 1. Establish goals eachsubordinate is to attainsubordinate is to attain

Step 2. Setting the performanceStep 2. Setting the performancestandard for the subordinates in astandard for the subordinates in apreviously arranged time periodpreviously arranged time period

Step 3. Actual level of goalStep 3. Actual level of goalattainment is compared with theattainment is compared with thegoals agreed upongoals agreed upon

Step 4. Establishing new goals andStep 4. Establishing new goals andnew strategies for goals previouslynew strategies for goals previouslyattainedattained

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Appraise the PerformanceAppraise the Performance

EmployeeEmployee PerformancePerformance commoncommon toto

mostmost jobs jobs includeinclude followingfollowing

elementselements::

QuantityQuantity ofof outputoutput

QualityQuality ofof outputoutput

TimelinessTimeliness ofof outputoutput

PresencePresence atat workwork CoCo--operativenessoperativeness

JobJob knowledgeknowledge

LeadershipLeadership abilitiesabilities etcetc

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Things to remember in aThings to remember in a

Performance InterviewPerformance Interview

AfterAfter appraisalappraisal isis donedone onon paper,paper, ratersraters shouldshould discussdiscussandand reviewreview performanceperformance withwith rateesratees forfor feedbackfeedback..

SomeSome guidelinesguidelines toto rememberremember forfor aa successfulsuccessfulinterviewinterview:: SelectSelect aa GoodGood timetime MinimiseMinimise interruptionsinterruptions

Welcome,Welcome, setset atat easeease

StartStart withwith somethingsomething positivepositive

AskAsk openopen--endedended questionsquestions toto encourageencourage discussiondiscussion

ListenListen

ManageManage eyeeye contactcontact && bodybody languagelanguage BeBe specificspecific

RateRate behaviour,behaviour, notnot personalitypersonality

EncourageEncourage subordinatesubordinate participationparticipation

EndEnd inin aa positivepositive encouragingencouraging notenote

SetSet timetime forfor anyany followfollow--upup meetingmeeting

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Use of Appraisal DataUse of Appraisal Data

1.1. Remuneration administrationRemuneration administration

2.2. Validation of selection programmesValidation of selection programmes

3.3. Employee training & developmentEmployee training & development

programmesprogrammes

4.4. Promotion, transfer & layPromotion, transfer & lay--offoff

decisionsdecisions

5.5. Grievance & disciplineGrievance & disciplineprogrammesprogrammes

6.6. HR planningHR planning