Sei sulla pagina 1di 18

PERFORMANCE APPRAISAL MANAGEMENT SYSTEM

PRESENTED BY: DIVYA SHARMA (MBA SOMG)

TOPICS INCLUDED:
INTRODUCTION. NEED OF PERFORMANCE APRRAISAL. PERFORMANCE MANAGEMENT. MODEL. PROCESS. APRRAISAL Vs PERFORMANCE

METHODS OF APRRAISALS.
DIFFERENCE BETWEEN MORDERN APRRAISAL. TRADITIONAL APRRAISAL &

LIMITATIONS.

INTRDUCTION
Performance appraisal, also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is a part of career development. According to CIPD(U.K.)-The 21st century organisation is one in which people really are the greatest asset, and people management needs to go beyond lip service to become a core competence of every organisation.

NEED OF PERFORMANCE APPRAISAL


Give feedback employees. on performance to

Identify employee training needs. Document criteria used organizational rewards. to allocate

Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, etc.

Provide the opportunity for organizational diagnosis and development.


.

Facilitate communication employee and administraton

between

Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements

DIFFERENCE BETWEEN
PERFORMANCE APPRAISAL
Top down assessment. Annual appraisal meeting. Use of rating. Monolithic system. Focus on quantified objectives. Often linked to pay. Bureaucratic- complex paperwork. Owed by the HR department. PERFORMANCE MANAGEMENT Joint process through dialogue. Continuous review with one or more formal reviews. Rating less common. Flexible process. Focus on value and behaviors as well as objectives. Less likely to be direct link to pay. Documentation kept to be minimum. Owed by line managers.

MODEL OF PERFORMANCE APPRAISAL

Process of performance appraisal

SETTING PERFORMANCE STANDARDS

MEASURING ACTUAL PERFORMANCE

COMPARING WITH STANDARDS

Methods of performance appraisals


Essay appraisal :

Narrative description of the employee ,weakness, past performance and suggestions for improvement in raters own words.
Critical incident appraisal :
Key

strength

behavior of an employee like aggressive or imaginative or relaxed" but does not tell anything about how well the job has been done.
Checklist :

uses a list of behavioral description", goes down the list and give yes or no responses. he checks and ticks the items.
Graphic rating scale :

Evaluator

The assessor goes down the list of factors and notes that point along the scale that best describe the employee.

Cont
Forced choice: Among the mentioned statements the rater have to make choice
which statement is most descriptive of the individual being evaluated.

Behaviorally anchored rating scale ( BARS) : These scales are descriptions of various degrees of behavior
relating to an aspect of performance dimension.

Ranking method : Under this method a man is compared with all the other employees without any specific factors.

Cont
Confidential report: It is a descriptive appraisal involves a lot of subjectivity because it based on impressions rather than on data.no feedback is provided to the employee being appraised. Group appraisal method:
A group of evaluators assesses the employee. Personal bias is minimized due to multiple evaluators, but it is consuming method.

Field review method: Under this method ,the line manager do not themselves fill up the rating form .instead representatives from the personnel departement come to the shop floor and interview the supervisors to obtain information about their employees.

Cont
Assessment centre method: A group of employees is drawn from different work units. They work together on an assignment . The employees are evaluated both individually and collectively, under this method ,job related characteristics are evaluated to determine employee potential for promotion.

Human resource accounting method: Competent and well trained employees are a valuable asset of an organization. Performance is judged in terms of costs and financial gains. Appraisal by objectives: Employees are evaluated by how well they accomplish a specific set of objectives that have been determined for their job. This method is also known as management by objectives(MBO).

Difference between traditional and modern performance appraisal methods


CATEGORIES TRDITIONAL APPRAISAL SYSTEMATIC MORDERN APPRAISAL

Guiding values

Individualistic, control Systematic, oriented,documentory Developmental, problem solving. Directional, evaluative Occasional. High Facilitative, coaching. Frequent. Low

Leadership styles Frequencies Formalities

Reward

Individualistic.

Grouped, organizational.

LIMITATIONS /PROBLEMS OF PERFORMANCE APPRAISAL


Clarity of standards. Problems of bias.

Excessive leniency or strictness.


Halo error. Influence of a mans job.

Cont
Recency error. Similarity error.

Stereotyping.
Central tendency. Discrimination.

CONT..
Incompetence. Negative approach. Resistance. Mere formality.

Varying standards.
Contrast error.