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y Understanding Performance Appraisal System y Types of Performance Appraisal Systems y Potential Appraisal
Section 1
y What gets measured, gets performed. y Part of the Performance Management Process y Evaluating an employee s current or past performance
relative to his or her performance standards and also against that of other employees. y Requirements of effective Appraisal systems:
y y y y y
y Setting Goals:
y SMART goals y Challenging but doable goals y Encourage participation
y Appraisal Interview
y Types: Satisfactory-Promotable, Satisfactory-Not
Promotable, Unsatisfactory-Correctable, UnsatisfactoryUncorrectable y How to conduct- Objective, Impersonal, Encourage to talk, Direct y Handling Defensive subordinates y Criticizing a subordinate
y What?- Factors Appraised y Who?- Who appraises y Why?- Objectives of PA system y When?- Frequency y How?- Methods
y Role in PMS y Satisfactory performance level y Developmental plan y Career planning y Raise and promotion y Validation for hiring practices y Diagnose organizational problems
y Formal appraisal- traditionally- once or twice a year y Far too infrequent y Formal plu7s regular informal conversations y New employees- more frequent- confirmation
y Unclear standards y Halo Error y Contrast Error y Recency Error y Central Tndency y Leniency/strictness y Bias
Section 2
Traditional Methods
y Ranking y Paired comparison y Grading y Graphic or linear rating y y y y
Modern Methods
y Assessment Centre y BARS y MBO y 360 degree
scales Forced Distribution Method Checklist system Free form essay method Critical Incidents
employee in pairs. Results for each employee are tallied and this yields the rank order for the entire group No. of comparisons given by [N(N-1)]/2, where N is the number of employees. Advantages-? Disadvantages-?
traits or as the whole person Either Straight or Alternate Straight- From Best employee downwards to worst Alternate- Best employee, then worst, then secondbest, etc. Advantages-? Disadvantages-?
them according to a scale. y Attributes are established and carefully defined on a scale, with attached grades. y Advantages-? y Disadvantages-?
each trait, with numerical values assigned to each performance level. y Assigned values are then totalled. y Advantages-? y Disadvantages-?
evaluates- rater provides report Yes/No options for behaviours displayed Values of questions- equal or weighted Use of Likert scale or descriptive options Advantages-? Disadvantages-?
y Free-form, open ended appraisal y Descriptive, qualitative y Detailed feedback y Advantages-? y Disadvantages-?
y Not a place y Battery of tests to evaluate competencies y Multiple assessors, multiple tests y Advantages-? y Disadvantages-?
y Behaviourally Anchored Rating Scales y Combines Critical Inicdent and Graphic Rating Scales
methods y Scales with aligned critical incidents for distinct performance dimensions y Advantgaes-? y Disadvantages-?
and then periodically reviewing the progress made y Measure of each employee s contribution to organization s performance y Advantages-? y Disadvantages-?
y All round collection of performance data y Appraisal by superiors, subordinates, peers and
Section 3
y Potential is different from performance y Promote for potential y Problems of promoting for performance y Future organizational needs y Potential- latent qualities that manifest in concrete
y Feedback
y y y y
y y y y y
Analytical power Creative imagination Sense of reality Capability of taking holistic view from a detached position Effective leadership Conceptual skills Technical skills Commercial skills Communication skills
ability Willingness to take additional responsibility Initiative Result orientation Teamwork and team building Subordinate development Negotiation skills Problem solving and decision making Process orientation
y Managing Human Resources- Wayne F. Cascio y Human Resource Management- Gary Dessler y A Textbook of Human Resource Management-
C.
Questions?