Performance Appraisal Defined

Formal system of review and evaluation of individual or team task performance

Often negative, disliked activity that seems to elude mastery

WHAT IS THE PURPOSE OF THE APPRAISAL?

JUDGMENTAL To make administrative decisions (To justify rewards given for performance) DEVELOPMENTAL To improve performance (To provide feedback for learning and work improvement) You cannot accomplish both purposes equally well with a single appraisal system. Some appraisal tools are better at generating good feedback than providing a consistent rationale for a judgment. Similarly, negative feedback generated by judgmental appraisals is unlikely to motivate the employee to work harder to improve performance. If both appraisal objectives are important, separate assessment systems should be created.

HOW OFTEN SHOULD APPRAISALS BE DONE?

ANNUALLY (Once a year) SEMI-ANNUALLY (every 6 months) QUARTERLY (every 3 months) MONTHLY CONTINUOUSLY

WHEN SHOULD APPRAISALS BE DONE?

DO ALL THE APPRAISALS AT ONE TIME A lot of work to do at one time..overworks the supervisor All appraisals cover the same time period DO EACH ONE ON THE EMPLOYEES ANNIVERSARY The appraisal process is spread over the whole year Appraisals are not comparablethey dont cover the same time period

Training:
An organizations planned effort to facilitate employees learning of job-related competencies.

Development:
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.

Link between Performance and Training & Development Appraisals, regardless of its type and methodology, are supposed to assess/ evaluate the performance of an incumbent on the role/ responsibility given to him/ her. The final outcome of the assessment will show both the strong and weak points of the incumbent, esp. if there are standards or metrics being used as a reference for an oustanding and/ or poor performance. This matter is supposed to be used by HR as a primary source of information for their TNA or Gap Analysis. Generally, HR's training & development group looks at these weak points/ areas identified in appraisals where improvement interventions are urgently needed for the incumbent to succeed in the organization. When completed, these interventions are expected to yield a better (or improved) performance for the incumbent in the succeeding appraisal.