Professional Documents
Culture Documents
Topic Outline
Defining performance management & appraisal Performance appraisal objectives Benefits of performance appraisal Pitfalls & Problems with performance reviews Styles of appraisal interviewing Guidelines for conducting PA interview: Before, during & after Summary of performance management and appraisal issues
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Performance Management
Performance management involves: The establishment of performance standards (organisational, group and individual) Monitoring of actual performance & The construction of action plans to review standards, deal with problem areas and take appropriate steps to improve performance.
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Opportunity to receive feedback about his/her ability as a manager and the employees concerns, ideas etc. about the job
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Recent Behaviour
Spill over effect Status Effect Same as me Different from me Personal bias/ prejudice
Rating an employee lower than deserved because of dissimilar personality characteristics from the rater.
Rating affected by national origin, age, sex, race, religion, physical characteristics, manner of speech, etc.
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Joint problem-solving Appraiser is participative, facilitating two-way discussion, jointly tackles problems and jointly agrees remedial action.
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Conducting performance appraisal interviews The following section outlines the key issues which result in effective performance appraisal interviews: Before During After
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Clear note-taking
Self-reflection synopsis
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Individualized
Measurable Results Timeliness
Efforts
Overall rating
Once the evaluation form is completed, it is recommended that you review it with your immediate higher-up before meeting with the employee to ensure both levels of management are in agreement regarding the employees performance.
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Definition
Process of assessing Managerial potential of the employee, Deals with the question of Whether or not they have the ability to Higher Positions in the future & More responsibility
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Low Performance
High Performance
Low Potential
High Potential
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To summarise
PA = The evaluation of actual job performance against
previously set and agreed performance goals should take place at agreed time intervals.
It requires careful preparation by the appraiser which should facilitate a constructive dialogue between appraiser and appraisee. Actual performance is evaluated in terms of targets set, strengths and weaknesses and action plans.
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To summarise (contd)
The communication flow should be two-way. Interviewee/appraisee should have plenty opportunity to discuss issues The approach should be participative, with praise and criticism given as appropriate. Performance targets for the future should be agreed.
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