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Performance  Appraisal
Performance Appraisal : ,[object Object]
Relationship between jab analysis and performance appraisal: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Translate job  Into levels of  To acceptable Or unacceptable performance Describes the  Job relevant  strengths and  weakness of Each individual
Question arises? ,[object Object],[object Object],[object Object]
Characteristics ,[object Object],[object Object],[object Object],[object Object],[object Object]
Needs and Objectives: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Appraisal Benefits (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Appraisal Benefits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why Appraisals Are Important ,[object Object],[object Object],[object Object]
Why Important (cont.) ,[object Object],[object Object],[object Object],[object Object]
Steps in performance appraisal Establishing job standards Designing an appraisal programme Appraise performance Performance interview Use appraisal data For appropriate purpose
Process of PA Setting  performance standards Taking corrective standards Discussing results Comparing  standards Measuring standards Communicating standards
Issues in appraisal system Appraisal Design? Formal and informal Whose performance? Who are the raters? What problems? How to solve? What to evaluate? When to evaluate? What methods?
What to evaluate? (Philip Model) Problem  children Planned separation stars Social citizen H L H L Potential Performance
How PA contribute to firm’s competitive advantages Improving  performance Making correct decision Ensuring legal competence Minimizing dissatisfaction And turnover Values and behavior Competitive  advantage
Problems in performance appraisal ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Problems in performance appraisal (Cont’d)
Essentials of an effective appraisal system ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Appraisals and Discrimination ,[object Object],[object Object],[object Object],[object Object]
Discrimination (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Appraisal Forms ,[object Object],[object Object],[object Object],[object Object],[object Object]
Measure Performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Measure Performance (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Document Performance ,[object Object],[object Object],[object Object],[object Object]
Set Goals…. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Employee Input ,[object Object],[object Object],[object Object],[object Object],[object Object]
Preparation ,[object Object],[object Object],[object Object]
Preparation (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Start the Meeting ,[object Object],[object Object],[object Object],[object Object]
During the Meeting ,[object Object],[object Object],[object Object],[object Object]
Presentation Tips ,[object Object],[object Object],[object Object],[object Object],[object Object]
During the Meeting (cont.) ,[object Object],[object Object]
End the Meeting ,[object Object],[object Object],[object Object],[object Object]
Continuous Feedback ,[object Object],[object Object],[object Object]
Recognize Good Performance ,[object Object],[object Object],[object Object],[object Object]
Identify Poor Performance ,[object Object],[object Object],[object Object],[object Object]
Discipline Poor Performance ,[object Object],[object Object],[object Object]
Handle Hard Cases ,[object Object],[object Object]
Key Points to Remember ,[object Object],[object Object],[object Object]
Performance Appraisal Methods ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Critical Incident method Ex: A fire, sudden breakdown, accident Workers reaction scale A informed the supervisor immediately   5 B Become anxious on loss of output   4 C tried to repair the machine   3 D Complained for poor maintenance   2 E was happy to forced test   1
Checklist method ,[object Object],[object Object],[object Object],Simple 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
Weighted checklist method weights performance rating (scale 1 to 5 ) Regularity 0.5 Loyalty 1.5 Willing to help 1.5 Quality of work 1.5 Relationship 2.0
Forced choice method ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Graphic Rating Scale ,[object Object],[object Object],Employee name_________ Deptt_______ Rater’s name ___________ Date________ ------------------------------------------------------------------------ Exc. Good Acceptable Fair Poor   5   4   3   2   1  _  Dependability Initiative Overall output Attendance Attitude Cooperation Total score   Continuous Rating Scale
Discontinuous Rating Scale Attitude No Interest Indifferent Interested Enthusiastic Very enthusiastic
BARS( behaviorally Anchored rating scale) Step 1. Identify critical incidents Step 2. Select performance dimension Step 3. Retranslate the incidents Step 4. Assign scales to incidents Step 5. Develop final instrument
MBO Process ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Performance Appraisal Methods
Ranking method Employee Rank A 2 B 1 C 3 D 5 E 4
Paired comparison method A B C D E  Final Rank A - - - + + 3 B + - - + + 2 C + + - + + 1 D - - - - + 4 E - - - - - 5 No of Positive evaluation  Total no. of evaluation  * 100 = employee superior evaluation
Forced Distribution method 10% 20% 40% 20% 10% poor Below average average good Excellent No.  of  employees Force distribution curve
Field review method Performance subordinate peers   superior customer Dimension Leadership   ^   ^ Communication   ^ ^ Interpersonal skills   ^ ^ Decision making ^   ^   ^ Technical skills ^   ^   ^ Motivation ^   ^   ^
Performance criteria for executives ,[object Object],[object Object],[object Object],[object Object],[object Object]
For middle level managers ,[object Object],[object Object],[object Object],[object Object]
For supervisors ,[object Object],[object Object],[object Object],[object Object],[object Object]

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Pa3

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  • 11. Steps in performance appraisal Establishing job standards Designing an appraisal programme Appraise performance Performance interview Use appraisal data For appropriate purpose
  • 12. Process of PA Setting performance standards Taking corrective standards Discussing results Comparing standards Measuring standards Communicating standards
  • 13. Issues in appraisal system Appraisal Design? Formal and informal Whose performance? Who are the raters? What problems? How to solve? What to evaluate? When to evaluate? What methods?
  • 14. What to evaluate? (Philip Model) Problem children Planned separation stars Social citizen H L H L Potential Performance
  • 15. How PA contribute to firm’s competitive advantages Improving performance Making correct decision Ensuring legal competence Minimizing dissatisfaction And turnover Values and behavior Competitive advantage
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
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  • 40.
  • 41. Critical Incident method Ex: A fire, sudden breakdown, accident Workers reaction scale A informed the supervisor immediately 5 B Become anxious on loss of output 4 C tried to repair the machine 3 D Complained for poor maintenance 2 E was happy to forced test 1
  • 42.
  • 43. Weighted checklist method weights performance rating (scale 1 to 5 ) Regularity 0.5 Loyalty 1.5 Willing to help 1.5 Quality of work 1.5 Relationship 2.0
  • 44.
  • 45.
  • 46. Discontinuous Rating Scale Attitude No Interest Indifferent Interested Enthusiastic Very enthusiastic
  • 47. BARS( behaviorally Anchored rating scale) Step 1. Identify critical incidents Step 2. Select performance dimension Step 3. Retranslate the incidents Step 4. Assign scales to incidents Step 5. Develop final instrument
  • 48.
  • 49.
  • 50. Ranking method Employee Rank A 2 B 1 C 3 D 5 E 4
  • 51. Paired comparison method A B C D E Final Rank A - - - + + 3 B + - - + + 2 C + + - + + 1 D - - - - + 4 E - - - - - 5 No of Positive evaluation Total no. of evaluation * 100 = employee superior evaluation
  • 52. Forced Distribution method 10% 20% 40% 20% 10% poor Below average average good Excellent No. of employees Force distribution curve
  • 53. Field review method Performance subordinate peers superior customer Dimension Leadership ^ ^ Communication ^ ^ Interpersonal skills ^ ^ Decision making ^ ^ ^ Technical skills ^ ^ ^ Motivation ^ ^ ^
  • 54.
  • 55.
  • 56.