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AILEENH. BANAGUAS
(Presenter)
AILEENH. BANAGUAS
(Presenter)
Objectives
Performane evaluation and employee retention my report
Performane evaluation and employee retention my report
Performane evaluation and employee retention my report
PERFORMANCE
APPRAISAL
Importance of Performance
Evaluations
 Identify strengths and weaknesses
 Clarify expectations
 Define areas for improvement
 Maintain and improve communication
 Promote growth and development
Methods of Performance Appraisal
can be Divided into Two
Categories
•Past Oriented Methods
•Future Oriented Methods
•Past Oriented Methods
1. Rating Scales
2. Checklist
3. Forced Choice Method
4. Forced Distribution Method
5. Critical Incidents Method
6. Behaviorally Anchored Rating Scales
7. Field Review Method
8. Performance Tests & Observations
9. Confidential Records
10. Essay Method
11. Cost Accounting Method
12. Comparative Evaluation Method (Ranking & Paired
Comparisons
•Ranking Methods:
•Paired Comparison Methods
Future Oriented Methods
1. Management By Objectives
2. Psychological Appraisals
3. Assessment Centers
4. 360-Degree Feedback

Employee retention refers to the ability of an organization to retain its
employees. Employee retention can be represented by a simple statistic.
However, many consider employee retention as relating to the efforts by
which employers attempt to retain employees in their workforce. ...
 http://en.wikipedia.org/wiki/Employee_retention
9/28/2015 12
Employee Retention
Performane evaluation and employee retention my report
Employee Retention Strategies
1.Communicate, communicate, communicate
2. Coach rather than manage
3. Establish clear performance metrics and
make employees accountable for delivering
4. Leverage performance reviews to gain insights
into employee’ goals and aspirations
5. Create growth opportunities
6. Underscore positive feedback with something
tangible

END…
9/28/2015 15
1. Rating Scales
Each scales ranges from excellent to poor.
Back
2. Checklist
statements of traits of employee in the form of Yes or No.
Back
3. Forced Choice Method
Statements arranged in the blocks of two or more are given and the rater
indicates which statement is true or false.
Back
4. Forced Distribution Method
Employees are clustered around a high point on a rating
scale.
Back
5. Critical Incidents Method
Evaluations are based on actual job
behaviors, ratings are supported by descriptions.
Back
6. Behaviorally Anchored Rating Scales
Statements of effective and ineffective behaviors determine the
points. They are said to be behaviorally anchored.
Back
7. Field Review Method
done by someone outside employees’
own department usually from corporate or HR
department.
Back
8. Performance Tests & Observations
based on the test of knowledge or skills. The
tests may be written or an actual presentation of
skills.
Back
9. Confidential Records:
Mostly used by government departments,
however its application in industry is not ruled out.
Back
10.Essay Method
the rater writes down the employee description in
detail within a number of broad categories like, overall
impression of performance, ability of employee, existing
capabilities and qualifications of performing jobs, strengths
and weaknesses and training needs of the employee.
Back
11.Cost Accounting Method
performance is evaluated from the monetary
returns yields to his or her organization.
Back
12. Comparative Evaluation Method (Ranking & Paired
Comparisons
The usual techniques used may be ranking methods and
paired comparison method.
•Ranking Methods: Superior ranks his worker based on
merit, from best to worst.
•Paired Comparison Methods: In this method each employee
is rated with another employee in the form of pairs.
Back
Back
1. Management By Objectives
It means management by objectives
and the performance is rated against the
achievement of objectives stated by the
management.
Back
2. Psychological Appraisals
These appraisals are more directed to
assess employees potential for future
performance rather than the past one. It is done
in the form of in-depth interviews, psychological
tests, and discussion with supervisors and
review of other evaluations. It is more focused on
employees emotional, intellectual, and
motivational and other personal characteristics
affecting his performance.
Back
3. Assessment Centers
An assessment center is a central location
where managers may come together to have
their participation in job related exercises
evaluated by trained observers. It is more
focused on observation of behaviors across a
series of select exercises or work samples.
Back
4. 360-Degree Feedback
It is a technique which is systematic
collection of performance data on an individual
group, derived from a number of stakeholders like
immediate supervisors, team members, customers,
peers and self.
Back
Back
Back
PAS FORM B-2
PERFORMANCE APPRAISAL SYSTEM FOR TEACHERS (PAST)
Name: AILEEN H. BANAGUAS School: BALAYAN NATIONAL HIGH SCHOOL
District/Division: BALAYAN EAST/ BATANGAS Region: IV- A CALABARZON
Rating Period: _/__ 1st Sem. ___ 2nd Sem School Year: ___2013-2014_______
PERFORMANCE INDICATOR 10 8 6 4 2 RATING
I. INSTRUCTIONAL COMPETENCE (70%)
A. Lesson Planning and Delivery (45% for Teachers, 40% for Master Teachers
1. Formulates/adopts objectives of lesson plan 8
2. Selects content and prepares appropriate instructional materials/teaching aids 8
3. Selects teaching methods/strategies 6
4. Relates new lesson with previous knowledge/skills 6
5. Provides appropriate motivation 8
6. Presents and develops lessons 8
7. Conveys ideas clearly 6
8. Utilizes the art of questioning to develop higher level of thinking 6
9. Ensures pupils student participation 8
10. Addresses individual differences 8
11. Shows mastery of the subject matter 6
Assessment
12. Diagnoses learner's needs 6
13. Evaluates learning outcomes 8
14. Assesses lesson to determine desired outcomes within allotted time 6
Management of time and learning environment
15. Maintains clean and orderly classroom 8
16. Maintains classroom conducive to learning 8
Total Score 114
Sub-Rating [Total Score/16) x 45% or 40%] 3.21
B. Technical Assistance (for Master Teachers only - 15%)
1. Provides assistance to teachers in improving their teaching competence
2. Prepares prototype instructional materials for use
3. Assists in the conduct of in-service trainings/conferences
4. Serves as demonstration teacher on innovative teachings techniques,
classroom management, materials development
Total Score
Sub-Rating [(Total Score/4) x 15%]
C. Learner's Achievement (20% for Teachers, 10% for Master Teachers)
1. Improves learners achievement level pretest 6
Total Score 6
Sub-Rating [(Total Score x 20% or 10%] 1.20
D. School, Home and Community Involvement (5%)
1. Organizes and maintains functional homeroom/PTA 8
2. Conducts homeroom/PTA meeting to report learner's progress 8
3. Disseminate school policies/plans/programs accomplishments to the schools' clientele 8
4. Participates in community projects and in civic organizations 6
5. Encourage involvement of parents in school programs and activities 6
Total Score 36
Sub-Rating [(Total Score /5 ) x 5%] 0.36
Total Rating (A+B+C+D) 4.77
II. PROFESSIONAL AND PERSONAL CHARACTERISTICS (20%)
1. Decisiveness 6
2. Honesty/Integrity 8
3. Dedication/Commitment 8
4. Initiative/Resourcefulness 8
5. Courtesy 8
6. Human Relations 8
7. Leadership 6
8. Stress Tolerance 8
9. Fairness/Justice 8
10. Proper Attire/Good Grooming 8
Total Score 76
Total Rating [(Total Score/10) x 20%] 1.52
III. PUNCTUALITY/ATTENDANCE (10%) (Including Meeting and required School Activities)
Punctuality - number of times tardy during the rating period 8
Attendance - number of days absent during the rating period 8
Total Score 16
Total Rating [(Total Score/2) x 10%] 0.80
GRAND TOTAL 7.09
PLUS FACTOR
(.5 for each indicator but not to exceed 2 points for the total)
1. Rendered the following technical assistance
1.1 provided assistance to co-teachers in improving their technical competence
8

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Performane evaluation and employee retention my report

  • 8. Importance of Performance Evaluations  Identify strengths and weaknesses  Clarify expectations  Define areas for improvement  Maintain and improve communication  Promote growth and development
  • 9. Methods of Performance Appraisal can be Divided into Two Categories •Past Oriented Methods •Future Oriented Methods
  • 10. •Past Oriented Methods 1. Rating Scales 2. Checklist 3. Forced Choice Method 4. Forced Distribution Method 5. Critical Incidents Method 6. Behaviorally Anchored Rating Scales 7. Field Review Method 8. Performance Tests & Observations 9. Confidential Records 10. Essay Method 11. Cost Accounting Method 12. Comparative Evaluation Method (Ranking & Paired Comparisons •Ranking Methods: •Paired Comparison Methods
  • 11. Future Oriented Methods 1. Management By Objectives 2. Psychological Appraisals 3. Assessment Centers 4. 360-Degree Feedback
  • 12.  Employee retention refers to the ability of an organization to retain its employees. Employee retention can be represented by a simple statistic. However, many consider employee retention as relating to the efforts by which employers attempt to retain employees in their workforce. ...  http://en.wikipedia.org/wiki/Employee_retention 9/28/2015 12 Employee Retention
  • 14. Employee Retention Strategies 1.Communicate, communicate, communicate 2. Coach rather than manage 3. Establish clear performance metrics and make employees accountable for delivering 4. Leverage performance reviews to gain insights into employee’ goals and aspirations 5. Create growth opportunities 6. Underscore positive feedback with something tangible
  • 16. 1. Rating Scales Each scales ranges from excellent to poor. Back
  • 17. 2. Checklist statements of traits of employee in the form of Yes or No. Back
  • 18. 3. Forced Choice Method Statements arranged in the blocks of two or more are given and the rater indicates which statement is true or false. Back
  • 19. 4. Forced Distribution Method Employees are clustered around a high point on a rating scale. Back
  • 20. 5. Critical Incidents Method Evaluations are based on actual job behaviors, ratings are supported by descriptions. Back
  • 21. 6. Behaviorally Anchored Rating Scales Statements of effective and ineffective behaviors determine the points. They are said to be behaviorally anchored. Back
  • 22. 7. Field Review Method done by someone outside employees’ own department usually from corporate or HR department. Back
  • 23. 8. Performance Tests & Observations based on the test of knowledge or skills. The tests may be written or an actual presentation of skills. Back
  • 24. 9. Confidential Records: Mostly used by government departments, however its application in industry is not ruled out. Back
  • 25. 10.Essay Method the rater writes down the employee description in detail within a number of broad categories like, overall impression of performance, ability of employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses and training needs of the employee. Back
  • 26. 11.Cost Accounting Method performance is evaluated from the monetary returns yields to his or her organization. Back
  • 27. 12. Comparative Evaluation Method (Ranking & Paired Comparisons The usual techniques used may be ranking methods and paired comparison method. •Ranking Methods: Superior ranks his worker based on merit, from best to worst. •Paired Comparison Methods: In this method each employee is rated with another employee in the form of pairs. Back Back
  • 28. 1. Management By Objectives It means management by objectives and the performance is rated against the achievement of objectives stated by the management. Back
  • 29. 2. Psychological Appraisals These appraisals are more directed to assess employees potential for future performance rather than the past one. It is done in the form of in-depth interviews, psychological tests, and discussion with supervisors and review of other evaluations. It is more focused on employees emotional, intellectual, and motivational and other personal characteristics affecting his performance. Back
  • 30. 3. Assessment Centers An assessment center is a central location where managers may come together to have their participation in job related exercises evaluated by trained observers. It is more focused on observation of behaviors across a series of select exercises or work samples. Back
  • 31. 4. 360-Degree Feedback It is a technique which is systematic collection of performance data on an individual group, derived from a number of stakeholders like immediate supervisors, team members, customers, peers and self. Back
  • 32. Back
  • 33. Back PAS FORM B-2 PERFORMANCE APPRAISAL SYSTEM FOR TEACHERS (PAST) Name: AILEEN H. BANAGUAS School: BALAYAN NATIONAL HIGH SCHOOL District/Division: BALAYAN EAST/ BATANGAS Region: IV- A CALABARZON Rating Period: _/__ 1st Sem. ___ 2nd Sem School Year: ___2013-2014_______ PERFORMANCE INDICATOR 10 8 6 4 2 RATING I. INSTRUCTIONAL COMPETENCE (70%) A. Lesson Planning and Delivery (45% for Teachers, 40% for Master Teachers 1. Formulates/adopts objectives of lesson plan 8 2. Selects content and prepares appropriate instructional materials/teaching aids 8 3. Selects teaching methods/strategies 6 4. Relates new lesson with previous knowledge/skills 6 5. Provides appropriate motivation 8 6. Presents and develops lessons 8 7. Conveys ideas clearly 6 8. Utilizes the art of questioning to develop higher level of thinking 6 9. Ensures pupils student participation 8 10. Addresses individual differences 8 11. Shows mastery of the subject matter 6 Assessment 12. Diagnoses learner's needs 6 13. Evaluates learning outcomes 8 14. Assesses lesson to determine desired outcomes within allotted time 6 Management of time and learning environment 15. Maintains clean and orderly classroom 8 16. Maintains classroom conducive to learning 8 Total Score 114 Sub-Rating [Total Score/16) x 45% or 40%] 3.21 B. Technical Assistance (for Master Teachers only - 15%) 1. Provides assistance to teachers in improving their teaching competence 2. Prepares prototype instructional materials for use 3. Assists in the conduct of in-service trainings/conferences 4. Serves as demonstration teacher on innovative teachings techniques, classroom management, materials development Total Score Sub-Rating [(Total Score/4) x 15%] C. Learner's Achievement (20% for Teachers, 10% for Master Teachers) 1. Improves learners achievement level pretest 6 Total Score 6 Sub-Rating [(Total Score x 20% or 10%] 1.20 D. School, Home and Community Involvement (5%) 1. Organizes and maintains functional homeroom/PTA 8 2. Conducts homeroom/PTA meeting to report learner's progress 8 3. Disseminate school policies/plans/programs accomplishments to the schools' clientele 8 4. Participates in community projects and in civic organizations 6 5. Encourage involvement of parents in school programs and activities 6 Total Score 36 Sub-Rating [(Total Score /5 ) x 5%] 0.36 Total Rating (A+B+C+D) 4.77 II. PROFESSIONAL AND PERSONAL CHARACTERISTICS (20%) 1. Decisiveness 6 2. Honesty/Integrity 8 3. Dedication/Commitment 8 4. Initiative/Resourcefulness 8 5. Courtesy 8 6. Human Relations 8 7. Leadership 6 8. Stress Tolerance 8 9. Fairness/Justice 8 10. Proper Attire/Good Grooming 8 Total Score 76 Total Rating [(Total Score/10) x 20%] 1.52 III. PUNCTUALITY/ATTENDANCE (10%) (Including Meeting and required School Activities) Punctuality - number of times tardy during the rating period 8 Attendance - number of days absent during the rating period 8 Total Score 16 Total Rating [(Total Score/2) x 10%] 0.80 GRAND TOTAL 7.09 PLUS FACTOR (.5 for each indicator but not to exceed 2 points for the total) 1. Rendered the following technical assistance 1.1 provided assistance to co-teachers in improving their technical competence 8

Notes de l'éditeur

  1. The purpose of an employee evaluation is to measure job performance. When written effectively, employee performance evaluations are very helpful to the productivity of a certain organization. They provide with the tools to gather information and communicate company and individual goals to all employees. They also provide a structure for a pay-for-performance system that rewards employees for successfully achieving those goals. These evaluations are tools that have the ability to make everyone more productive and engaged in their jobs and therefore make the company more successful.
  2. The purpose of an employee evaluation is to measure job performance. When written effectively, employee performance evaluations are very helpful to the productivity of a certain organization. They provide with the tools to gather information and communicate company and individual goals to all employees. They also provide a structure for a pay-for-performance system that rewards employees for successfully achieving those goals. These evaluations are tools that have the ability to make everyone more productive and engaged in their jobs and therefore make the company more successful.
  3. Performance Appraisals is the assessment of individual’s performance in a systematic way. It is a developmental tool used for all round development of the employee and the organization. The performance is measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility and health. Assessment should be confined to past as well as potential performance also. The second definition is more focused on behaviors as a part of assessment because behaviors do affect job results.
  4. The purpose of an employee evaluation is to measure job performance. Performance evaluation is not a one day task. Monitoring performance at periodic intervals will help every employee to 1. Organizations must continually assess their employees' strengths and weaknesses. By doing so, employers are better able to match employee qualification to job assignments. Employee evaluations provide an assessment of the strengths and weaknesses for individual employees as well as the collective talents of employees by department or team. For example, an employee evaluation reveal whether your employees have strong proficiency in computer software applications for finance use, yet weaknesses in applications used for presenting finance-related information in multimedia format. The importance of employee evaluations to assess workers' skills is particularly significant in work force planning processes. 2. Both manager and employees are clear about the employee’s goals, required outcomes or outputs, and how the success of the contributions will be assessed. Let’s face it. Employees want face-to-face communication time with both their supervisors and executive management. This communication helps them feel recognized and importanT. Define areas for improvement Documented performance evaluations are communication tools that ensure the supervisor and her reporting staff members are clear about the requirements of each employee’s job. The evaluation also communicates the desired outcomes or outputs needed from each employee’s job and defines how they will be measured. Maintain and improve communication. Promote growth and development