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Table of Contents
INTRODUCTION…………………………………………………………………………………………
…………………………………….2
PROCESS OF PERFORMANCE
APPRAISAL……………………………………………………………………………………….3
CHALLENGES OF PERFORMANCE
APPRAISAL………………………………………………………………………………….8
PURPOSE OF PERFORMANCE
APPRAISAL………………………………………………………………………………………..9
APPROACHES TO PERFORMANCE
APPRAISAL…………………………………………………………………………………14
PERFORMANCE APPRAISAL
INTRODUCTION:-
It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to
analyze his achievements and evaluate his contribution towards the achievements of the overall
organizational goals.
By focusing the attention on performance, performance appraisal goes to the heart of personnel
management and reflects the management's interest in the progress of the employees.
• To judge the gap between the actual and the desired performance.
• To diagnose the strengths and weaknesses of the individuals so as to identify the training
and development needs of the future.
• To judge the effectiveness of the other human resource functions of the organization such
as recruitment, selection, training and development.
will be used to as the base to compare the actual performance of the employees. This step
requires setting the criteria to judge the performance of the employees as successful or
unsuccessful and the degrees of their contribution to the organizational goals and objectives. The
standards set should be clear, easily understandable and in measurable terms. In case the
performance of the employee cannot be measured, great care should be taken to describe the
standards.
The employees should be informed and the standards should be clearly explained to the. This
will help them to understand their roles and to know what exactly is expected from them. The
standards should also be communicated to the appraisers or the evaluators and if required, the
standards can also be modified at this stage itself according to the relevant feedback from the
employees or the evaluators.
DISCUSSING RESULTS
The result of the appraisal is communicated and discussed with the employees on one-to-one
basis. The focus of this discussion is on communication and listening. The results, the problems
and the possible solutions are discussed with the aim of problem solving and reaching consensus.
The feedback should be given with a positive attitude as this can have an effect on the
employees’ future performance. The purpose of the meeting should be to solve the problems
faced and motivate the employees to perform better.
,
The last step of the process is to take decisions which can be taken either to improve the
performance of the employees, take the required corrective actions, or the related HR decisions
like rewards, promotions, demotions, transfers etc.
planning etc.
Therefore, the two things to be noted and evaluated for the purpose of appraisals are:
Performance as manager
The responsibilities of managers include a series of activities which are concerned with
planning, organizing, directing, leading, motivating and controlling. Managers can be rated on
the above parameters or characteristics
The criteria for measuring performance changes as the levels of the employees and their roles
and responsibilities change.
Documentation – means continuous noting and documenting the performance. It also helps
the evaluators to give a proof and the basis of their ratings.
Standards / Goals – the standards set should be clear, easy to understand, achievable,
Practical and simple format - The appraisal format should be simple, clear, fair and
objective. Long and complicated formats are time consuming, difficult to understand, and do not
elicit much useful information.
Feedback – The purpose of the feedback should be developmental rather than judgmental.
To maintain its utility, timely feedback should be provided to the employees and the manner of
giving feedback should be such that it should have a motivating effect on the employees’ future
performance.
Personal Bias – Interpersonal relationships can influence the evaluation and the decisions in
the performance appraisal process. Therefore, the evaluators should be trained to carry out the
processes of appraisals without personal bias and effectively.
Lack of competence
Top management should choose the raters or the evaluators carefully. They should have the
required expertise and the knowledge to decide the criteria accurately. They should have the
experience and the necessary training to carry out the appraisal process objectively.
Resistance
The appraisal process may face resistance from the employees and the trade unions for the fear of
negative ratings. Therefore, the employees should be communicated and clearly explained the
purpose as well the process of appraisal. The standards should be clearly communicated and
every employee should be made aware that what exactly is expected from him/her.
To judge the gap between the actual and the desired performance.
• To judge the effectiveness of the other human resource functions of the organization such
as recruitment, selection, training and development.
According to a recent survey, the percentage of organisations (out of the total organisations
surveyed i.e. 50) using performance appraisal for the various purposes are as shown in the
diagram below:
• Identifying the gaps in desired and actual performance and its cause – 76%
PERFORMANCE APPRAISAL Page 10
HUMAN RESOURCE MANAGEMENT
TYBBI
• Other purposes – 6% (including job analysis and providing superior support, assistance
and counseling)
The most common method of Performance appraisal that is used in most of the government
organisations is confidential report (popularly known as CR) written by the superior of the
employees.
The following are the major discrepancies found in the performance appraisal processes being
followed at the government organizations.
o Most of the indicators used for measuring the performance the employees are not
quantifiable in nature, making it difficult to measure the performance.
o Due to the lack of accountability and job security, most government employees have a
laisser faire attitude towards their work.
o Most of the objectives in government organisations are unchallenging, unrealistic and not
timely reviewed and updated.
o There is often a lot of bias and subjectivity involved in the ratings given by the superiors.
o Lack of complete information on appraisal forms due to expertise and relevant training;
often, the appraisals are not conducted on a regular basis.
o Other HR decisions like rewards, training or promotions are not directly linked to the
results of the performance appraisal process.
Performa
Business Process Outsourcing (BPO) is relatively a new sector in the
Indian industry, but has established itself well and is growing at a rapid rate.
BPO sector offers handsome initial salary, good growth and many other
benefits to its employees. Keeping in mind the attrition rates in the sector,
the performance measurement and appraisal processes are of extreme
importance in BPO’s. It is often used as one of the tools to retain the
employees.
• Accuracy and
•
Although the measuring parameters are different for employees at
different level, but the general classification of the above mentioned
parameters for "Customer care Executives" and "Team leaders" are
as follows:
• Average Call Value (the sales made or the revenue collected etc.)
• Average Handling Time (talk time and after call wrap up)
• Discipline
• Attendance
Potential appraisal, a part of Performance appraisal, helps to identify the hidden talents and
potential of the individuals. Identifying these potential talents can help in preparing the
individuals for higher responsibilities and positions in the future. The performance appraisal
process in itself is developmental in nature.
Performance appraisal is also closely linked to other HR processes like helps to identify the
training and development needs, promotions, demotions, changes in the compensation etc. A
feedback communicated in a positive manner goes a long way to motivate the employees and
helps to identify individual career developmental plans. Based on the evaluation, employees can
develop their career goals, achieve new levels of competencies and chart their career progression.
Performance appraisal encourages employees to reinforce their strengths and overcome their
weaknesses.
Traditionally, performance appraisal has been used as just a method for determining and
justifying the salaries of the employees. Than it began to be used a tool for determining rewards
(a rise in the pay) and punishments (a cut in the pay) for the past performance of the employees.
This approach was a past oriented approach which focused only on the past performance of the
employees i.e. during a past specified period of time. This approach did not consider the
developmental aspects of the employee performance i.e. his training and development needs or
career developmental possibilities. The primary concern of the traditional approach is to judge
the performance of the organization as a whole by the past performances of its employees
Therefore, this approach is also called as the overall approach. In 1950s the performance
appraisal was recognized as a complete system in itself and the Modern Approach to
performance appraisal was developed.
The modern approach to performance development has made the performance appraisal process
more formal and structured. Now, the performance appraisal is taken as a tool to identify better
performing employees from others, employees’ training needs, career development paths,
rewards and bonuses and their promotions to the next levels.
Appraisals have become a continuous and periodic activity in the organizations. The results of
performance appraisals are used to take various other HR decisions like promotions, demotions,
transfers, training and development, reward outcomes. The modern approach to performance
appraisals includes a feedback process that helps to strengthen the relationships between
superiors and subordinates and improve communication throughout the organization.
evaluator.
3. PAIRED COMPARISON
A better technique of comparison than the straight ranking method, this method compares each
employee with all others in the group, one at a time. After all the comparisons on the basis of the
overall comparisons, the employees are given the final rankings.
5. FIELD REVIEW
In this method, a senior member of the HR department or a training officer discusses and
interviews the supervisors to evaluate and rate their respective subordinates. A major drawback
of this method is that it is a very time consuming method. But this method helps to reduce the
superiors’ personal bias.
6. CHECKLIST METHOD
The rater is given a checklist of the descriptions of the behaviour of the employees on job. The
checklist contains a list of statements on the basis of which the rater describes the on the job
performance of the employees.
8. FORCED DISTRIBUTION
To eliminate the element of bias from the rater’s ratings, the evaluator is asked to distribute the
employees in some fixed categories of ratings like on a normal distribution curve. The rater
chooses the appropriate fit for the categories on his own discretion.
ASSESSMENT CENTRES -
An assessment centre typically involves the use of methods like social/informal events, tests and
exercises, assignments being given to a group of employees to assess their competencies to take
higher responsibilities in the future. Generally, employees are given an assignment similar to the
job they would be expected to perform if promoted. The trained evaluators observe and evaluate
employees as they perform the assigned jobs and are evaluated on job related characteristics.
The major competencies that are judged in assessment centres are interpersonal skills,
intellectual capability, planning and organizing capabilities, motivation, career orientation etc.
assessment centres are also an effective way to determine the training and development needs
of the targeted employees.
In this method, an employee’s actual job behaviour is judged against the desired behaviour by
recording and comparing the behaviour with BARS. Developing and practicing BARS requires
expert knowledge.
360 degree respondents for an employee can be his/her peers, managers (i.e. superior),
subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact
with the employee and can provide valuable insights and information or feedback regarding the
"on-the-job" performance of the employee.
1. Self appraisal
2. Superior’s appraisal
3. Subordinate’s appraisal
Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his
achievements, and judge his own performance.
Superior’s appraisal forms the traditional part of the 360 degree performance appraisal where
the employees’ responsibilities and actual performance is rated by the superior.
Subordinates appraisal gives a chance to judge the employee on the parameters like
communication and motivating abilities, superior’s ability to delegate the work, leadership
qualities etc. Also known as internal customers, the correct feedback given by peers can help to
find employees’ abilities to work in a team, co-operation and sensitivity towards others.
Self assessment is an indispensable part of 360 degree appraisals and therefore 360 degree
Performance appraisal have high employee involvement and also have the strongest impact on
behavior and performance. It provides a "360-degree review" of the employees’ performance and
is considered to be one of the most credible performance appraisal methods.
360 degree performance appraisal is also a powerful developmental tool because when
conducted at regular intervals (say yearly) it helps to keep a track of the changes others’
perceptions about the employees. A 360 degree appraisal is generally found more suitable for the
managers as it helps to assess their leadership and managing styles. This technique is being
effectively used across the globe for performance appraisals. Some of the organizations
following it are Wipro, Infosys, and Reliance Industries etc.
Despite the fact that 360 degree appraisals are being widely used throughout the world for
appraising the performance of the employees at all levels, many HR experts and professionals
argument against using the technique of 360 degree appraisals. The main arguments are:
360 performance rating system is not a validated or corroborated technique for Performance
appraisal.
With the increase in the number of raters from one to five (commonly), it become difficult to
separate, calculate and eliminate personal biasness and differences.
• The results can be manipulated by the employees towards their desired ratings with the
help of the raters.
• The 360 degree appraisal mechanism can have a adversely effect the motivation and the
performance of the employees.
• 360 degree feedback – as a process requires commitment of top management and the
HR, resources(time, financial resources etc), planned implementation and follow up.
• 360 degree feedback can be adversely affected by the customers perception of the
organisation and their incomplete knowledge about the process and the clarity of the
process.
• Often, the process suffers because of the lack of knowledge on the part of the participants
or the raters.
MANAGEMENT BY OBJECTIVES:-
The concept of ‘Management by Objectives’ (MBO) was first given by Peter Drucker in 1954.
It can be defined as a process whereby the employees and the superiors come together to identify
common goals, the employees set their goals to be achieved, the standards to be taken as the
criteria for measurement of their performance and contribution and deciding the course of action
to be followed.
The essence of MBO is participative goal setting, choosing course of actions and decision
making. An important part of the MBO is the measurement and the comparison of the
employee’s actual performance with the standards set. Ideally, when employees themselves have
been involved with the goal setting and the choosing the course of action to
be followed by them, they are more likely to fulfill their responsibilities.
The principle behind Management by Objectives (MBO) is to create empowered employees who
have clarity of the roles and responsibilities expected from them, understand their objectives to
be achieved and thus help in the achievement of organizational as well as personal goals.
Clarity of goals – With MBO, came the concept of SMART goals i.e. goals that are:
Specific
Measurable
Achievable
Realistic, and
Time bound.
The goals thus set are clear, motivating and there is a linkage between organizational
goals and performance targets of the employees.
The focus is on future rather than on past. Goals and standards are set for the performance
for the future with periodic reviews and feedback.
Motivation – Involving employees in the whole process of goal setting and increasing
employee empowerment increases employee job satisfaction and commitment.
According to Sashkin and Kiser, "Total Quality Management (TQM) may be defined as
creating an organisational culture committed to the continuous improvement of skills, teamwork,
processes, product and service quality and customer satisfaction." TQM refers to the continuous
improvement in the quality of work of all employees with the focus on satisfaction of the
customers.
Continuous improvement
Empowerment of employees.
Both TQM and Performance appraisal/ evaluation are focused on increasing the productivity of
the organisation through continuous improvement. They both facilitate the systematic
management of all the processes, actions and practices at all levels in the organisation.
Some of the benefits of both the performance appraisal and TQM are:
But there also exists a few other schools of thought which refute the compatibility of the TQM
and performance appraisal. According to them, both TQM and Performance appraisals differ
in their fundamental nature, characteristics and requirements making it impossible to combine
them.
• TQM is team – based whereas performance appraisals are designed for individuals i.e. it
undermines teamwork.
• Performance appraisal generally results in some rewards like increased pay etc. whereas
TQM may or may not yield visible results.
Performance appraisal can sometimes, encourage an employee to focus on his personal goals
(like his promotion) rather than the organisational goals. Therefore, the suitable practice should
be chosen carefully by the top management and the leaders of the organisation.
Other than the traditional goal of accessing the performance of the employees, Performance
appraisals and reviews can be used as a tool to reinforce the desired behaviour and competent
performance of the employees.
One of the most motivating factors for the employees, in the Performance appraisal processes is
to receive a fair an accurate assessment of their performance. Inaccurate evaluation is one reason
because of which most employees dread going through performance appraisals. An employee
always expects his appraiser to recognize and appreciate his achievements, support him to
overcome the problems and failures.
The discrepancies and the inaccuracies in the performance review can demotivate the employees,
even if there has been an increase in the salary. Such inaccuracies can kill the innovating and risk
taking enthusiasm and spirit in the employees. Similarly, inaccurate reviews with no hike in
compensation can increase the attrition rate in the organisation, forcing the employees to look
out for other options.
An employee prefers an accurate performance review with no increase in the salary over
inaccurate performance review with an increase in salary.
Employees, who receive both accuracy and a pay increase during their performance review, are
likely to be the most motivated. Therefore, performance appraisal (review and its consequence in
the form of compensation adjustments) has the potential of motivating employees and
increasing their job satisfaction.
For an organisation to be effective, the goals, the standards and the action plans need to be
Performance appraisal is the strength of performance management, which in turn effects the
organizational performance. It helps to identify and overcome the problems faced by the
employees in their work.
Performance appraisal is like a double edged sword for an organisation. Although it has many
benefits for the organisation, various studies have also revealed that performance appraisals have
the equal probability of having a bad impact on the organizational as well as the employee
performance.
Where the performance appraisal improves the work performance and employee satisfaction, it
can also demotivate employees and leaving a bad impression on the good employees. Most of the
employees do not approve of continuous performance monitoring and performance appraisals,
and also consider it as a burdensome activity. According to Professor Kuvaas "Performance
appraisals and other tools which involve feedback and target management should be adapted to
the employee’s individual needs and characteristics. Otherwise, there is a risk of harming the
good employees without being able to help the less good."
Performance appraisal processes can create a sense of insecurity in the working environment and
can become an obstacle in achieving the required changes in the attitudes and the performance of
the employees. The element of bias in the appraisals can also worsen the situation.
Therefore, performance appraisals can effect the organizational performance both positively and
negatively, and should be dealt with care and expert knowledge and experience.
THANK
U !!!!!