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Unit #1 perfromance appraisal

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Appraisal interview
Appraisal interview
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Unit #1 perfromance appraisal

  1. 1. Saima Victor RN RNM Post RN BScN
  2. 2. By the end of the presentation, you will be able to  1- Define performance appraisal  2- Discuss methods of performance appraisal  3- Discuss method of Appraisal interview  4- Learn Documentation
  3. 3. Performance : the action or process of performing a task or function. Appraisal: an act of assessing something or someone. Performance Appraisal 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.
  4. 4.  To measure performance against factors such as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co- operation, judgment, versatility and health.  Assessment is confined to past as well as potential performance also. It is also focused on behaviors as a part of assessment because behaviors do affect job results.
  5. 5.  1. Promotions  2. Confirmations  3. Training and Development  4. Compensation reviews  5. Competency building  6. Improve communication  7. Evaluation of HR Programs  8. Feedback & Grievances
  6. 6. General goals  Developmental Use  Administrative Decisions Uses  Organizational Maintenance  Documentation
  7. 7. 1-Individual needs 14- Goal Identification 2- Performance feedback 15- HR Systems Evaluation 3- Transfers and Placements 16- Reinforcement of 4-Strengths and Development needs -organizational needs 5- Salary 17- Validation Research 6- Promotion 18- For HR decision 7-Retention / Termination 19- Legal Requirements 8- Recognition 9-Lay offs 10-Poor Performers identification 11- HR Planning 12- Training Needs 13-Organizational Goal achievements
  8. 8. Numerous methods have been devised to measure the quantity and quality of performance appraisals. Each of the methods is effective for some purposes for some organizations only. None should be dismissed or accepted as appropriate except as they relate to the particular needs of the organization or an employee.  Broadly all methods of appraisals can be divided into two different categories. 1-Past Oriented Methods 2-Future Oriented Methods
  9. 9.  1-Anecdotal Records  2- Checklist  3- Rating Scale  4- Management by objectives  5- Observation behavior
  10. 10. 1. Anecdotal Records :An anecdotal record is an observation that is written like a short story. They are descriptions of incidents or events that are important to the person observing.
  11. 11.  Checklist: Under this method, checklist of statements of traits of employee in the form of Yes or No based questions is prepared. Here the rater only does the reporting or checking and HR department does the actual evaluation.
  12. 12. Advantages – economy, ease of administration, limited training required, standardization. Disadvantages – Raters biases, use of improper weighs by HR, does not allow rater to give relative ratings.
  13. 13. 3- Rating Scales: Rating scales consists of several numerical scales representing job related performance criterions such as dependability, initiative, output, attendance, attitude etc. Each scales ranges from excellent to poor. The total numerical scores are computed and final conclusions are derived.
  14. 14.  Advantages – Adaptability, easy to use, low cost, every type of job can be evaluated, large number of employees covered, no formal training required.  Disadvantages – Rater’s biases
  15. 15.  Behavioral competency is any skill, knowledge, ability or other attribute that an employee needs in order to perform an element of their job effectively. Behavioral competencies must be observable skills or behaviors. This means they can be used during the appraisal process to identify good performance and also areas for personal development.
  16. 16.  If employees are to succeed in achieving their personal objectives (and ultimately your organization's objectives), it’s essential they possess relevant skill sets in order to do their job effectively. It certainly helps to know if a staff member lacks a certain skill. Having a competency framework linked to your performance management process makes this possible.
  17. 17. Management By Objectives: It means management by objectives and the performance is rated against the achievement of objectives stated by the management. MBO process goes as under.  Establish goals and desired outcomes for each subordinate  Setting performance standards  Comparison of actual goals with goals attained by the employee  Establish new goals and new strategies for goals not achieved in previous year.  Advantage – It is more useful for managerial positions.
  18. 18.  An appraisal interview is an exchange between a manager and an employee that is designed to evaluate the employee and create a career development plan.  A performance appraisal interview is the first stage of the performance appraisal process and involves the employee and his or her manager sitting face to face to discuss threadbare all aspects of the employee's performance and thrash out any differences in perception or evaluation.
  19. 19.  An appraisal interview gives the employee the chance to shield himself/herself from poor evaluation by the manager. It also gives the manager an opportunity to spell out his/her reviews. It helps the employees to determine whether there is a need for training if they lack in any particular skill and who will be promoted, demoted, retained or fired.
  20. 20.  1. Satisfactory-Promotable: The employee’s performance is satisfactory and there is a promotion ahead. This interview’s objective is to develop is to discuss the employee’s career plans and to develop a specific action plan for the professional development that he/she needs to move up.  2. Satisfactory-Not promotable: The employee’s performance is satisfactory but there is no possibility for promotion. This interview’s objective is to motivate the employee enough so that the performance satisfactory.
  21. 21.  3. Unsatisfactory-Correctable: The interview’s objective is to find a way to correct the unsatisfactory performance.  4. Unsatisfactory-Uncorrectable: This interview is usually to warn the employee about his/her performance. The worst case would be that the employee is fired.
  22. 22.  The following things should be kept in minds while conducting appraisal interviews:  1. Use of work data: Use of actual numbers like productivity reports, leaves, orders and so on.  2. Don’t get personal: Try and avoid negative sentences that directly affects the employee. Compare the employee’s performance with a standard not with other people.
  23. 23.  3. Value employee’s opinion: Encourage the employee to talk. Ask his/her opinion to improve the situation.  4. Don’t tiptoe around: Make sure the employee gets to know what he/she is doing correctly or incorrectly. Advise the employee on how to improve things.
  24. 24.  Allocate interview times for all employees. Employees need to know well in advance the date and time for their performance appraisal interview. ...  Encourage the employee to prepare for the session. ...  Prepare yourself for the session.
  25. 25.  Record specific observations of individual (employee)behaviors, skills and attitudes as they relate to the outcomes in their service in an organization Such notes provide cumulative information on employee’s service and direction for further instruction.  Write down three to four short anecdotal records from an observation

Notes de l'éditeur

  • Grievances: a cause of distress ( unsatisfactory working condition)
  • Threadbare:

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