Performance Appraisal Performance Appraisal : Performance Appraisal (PA)

Скачать презентацию Performance Appraisal Performance Appraisal : Performance Appraisal (PA) Скачать презентацию Performance Appraisal Performance Appraisal : Performance Appraisal (PA)

33944-pa.ppt

  • Количество слайдов: 33

>Performance  Appraisal Performance Appraisal

>Performance Appraisal :     Performance Appraisal (PA) refers to all those Performance Appraisal : Performance Appraisal (PA) refers to all those procedures that are used to evaluate the personality, performance, potential, of its group members

>Relationship between job analysis and performance appraisal: Job analysis  performance  performance Relationship between job analysis and performance appraisal: Job analysis performance performance standards appraisal Describes work & Personnel Requirement Of a particular job Translate job Into levels of acceptable Or unacceptable performance Describes the Jobs relevant strengths and weakness of Each individual

>Characteristics It is a step by step process It examine the employee strengths and Characteristics It is a step by step process It examine the employee strengths and weaknesses Scientific and objective study Ongoing and continuous process Secure information for making correct decisions on employees

>Needs and Objectives: Provide feedback about employees Provide database Diagnose the S & W Needs and Objectives: Provide feedback about employees Provide database Diagnose the S & W of individuals Provide coaching, counseling, career planning to subordinates Develop positive relation and reduce grievance Facilitates research in personnel management

>Appraisal Benefits  Appraisals offer employees: Direction Feedback Motivation Appraisal Benefits Appraisals offer employees: Direction Feedback Motivation

>Appraisal Benefits Appraisals offer the company: Documentation Employee Development Feedback Legal protection Motivation system Appraisal Benefits Appraisals offer the company: Documentation Employee Development Feedback Legal protection Motivation system

>Why Appraisals Are Important Recognize accomplishments Guide progress Improve performance Why Appraisals Are Important Recognize accomplishments Guide progress Improve performance

>Why Important (cont.) Review performance Set goals Identify problems Discuss career advancement Why Important (cont.) Review performance Set goals Identify problems Discuss career advancement

>Steps in performance appraisal Establishing job standards  Designing an appraisal programme  Appraise Steps in performance appraisal Establishing job standards Designing an appraisal programme Appraise performance Performance interview Use appraisal data For appropriate purpose

>Process of PA Setting  performance standards Taking corrective standards Discussing results Comparing Process of PA Setting performance standards Taking corrective standards Discussing results Comparing standards Measuring standards Communicating standards

>Issues in appraisal system Appraisal Design? Formal and informal Whose performance? Who are the Issues in appraisal system Appraisal Design? Formal and informal Whose performance? Who are the raters? What problems? How to solve? What to evaluate? When to evaluate? What methods?

>How PA contribute to firm’s competitive advantages       How PA contribute to firm’s competitive advantages Improving performance Making correct decision Ensuring legal competence Minimizing dissatisfaction And turnover Values and behavior Competitive advantage

>Problems in performance appraisal Errors In rating       Problems in performance appraisal Errors In rating effects Stereotyping Central tendency Personal bias Halo

>Set Goals…. Based on job requirements Realistic Measurable Observable Challenging Set Goals…. Based on job requirements Realistic Measurable Observable Challenging

>During the Meeting Review performance: Based on previous goals Noting strengths and accomplishments Identifying During the Meeting Review performance: Based on previous goals Noting strengths and accomplishments Identifying areas for improvement

>End the Meeting Encourage good performance Lay out action plan Communicate outcome of goals End the Meeting Encourage good performance Lay out action plan Communicate outcome of goals not met Confirm understanding

>Continuous Feedback Formal appraisals Informal appraisals Open communication Continuous Feedback Formal appraisals Informal appraisals Open communication

>Recognize Good Performance Verbal Public Tangible Monetary Recognize Good Performance Verbal Public Tangible Monetary

>Performance Appraisal Methods Individual Evaluation Methods  Confidential report   Critical incidents Performance Appraisal Methods Individual Evaluation Methods Confidential report Critical incidents Checklists Graphic rating scale Behaviorally anchored rating scale

>Critical Incident method Ex: A fire, sudden breakdown, accident  Workers reaction  Critical Incident method Ex: A fire, sudden breakdown, accident Workers reaction scale A informed the supervisor immediately 5 B Become anxious on loss of output 4 C tried to repair the machine 3 D Complained for poor maintenance 2 E was happy to forced test 1

>Checklist method Simple checklist method Forced choice method Simple checklist method: Is employee regular Checklist method Simple checklist method Forced choice method Simple checklist method: Is employee regular Y/N Is employee respected by subordinate Y/N Is employee helpful Y/N Does he follow instruction Y/N Does he keep the equipment in order Y/N

>Forced choice method Criteria     Rating  1.Regularity on the job Forced choice method Criteria Rating 1.Regularity on the job Most Least Always regular Inform in advance for delay Never regular Remain absent Neither regular nor irregular

>Graphic Rating Scale Continuous Rating Scale      Employee name_________ Graphic Rating Scale Continuous Rating Scale Employee name_________ Deptt_______ Rater’s name ___________ Date________ ------------------------------------------------------------------------ Exc. Good Acceptable Fair Poor 5 4 3 2 1 _ Dependability Initiative Overall output Attendance Attitude Cooperation Total score Continuous Rating Scale

>BARS( behaviorally Anchored rating scale) Step 1.  Identify critical incidents  Step 2. BARS( behaviorally Anchored rating scale) Step 1. Identify critical incidents Step 2. Select performance dimension Step 3. Retranslate the incidents Step 4. Assign scales to incidents Step 5. Develop final instrument

>Group Appraisal Ranking  Paired comparison  Performance tests Field review technique  Group Appraisal Ranking Paired comparison Performance tests Field review technique Performance Appraisal Methods

>Ranking method Employee Rank  A  2  B  1  C Ranking method Employee Rank A 2 B 1 C 3 D 5 E 4

>Paired comparison method Appraiser  compares each employee with every other employee , one Paired comparison method Appraiser compares each employee with every other employee , one at a time. For ex: there are 5 employees A,B,C,D,E So the performance of a will A compared with B & decision will be taken on whose performance is better…then A is compared with rest all one by one.

>Field review method Performance  subordinate peers   superior customer Dimension  Field review method Performance subordinate peers superior customer Dimension Leadership ^ ^ Communication ^ ^ Interpersonal skills ^ ^ Decision making ^ ^ ^ Technical skills ^ ^ ^ Motivation ^ ^ ^

>Performance criteria for executives For top managers Return on capital employed Contribution to companies Performance criteria for executives For top managers Return on capital employed Contribution to companies development Degree of growth and expansion of employees

>For middle level managers Departmental performance Coordination among employees Degree of clarity about corporate For middle level managers Departmental performance Coordination among employees Degree of clarity about corporate goals and policies Achievement of standards

>For supervisors Quality and quantity of output in a given period  Labor cost For supervisors Quality and quantity of output in a given period Labor cost per unit of output in a given period Material cost per unit in a given period Rate of absenteeism and turnover of employees No of accidents in a given period

>