Professional Documents
Culture Documents
Appraisal
Mamun Muztaba
AMC, BIM
Manage Irretrievable
resource
Do you know how a 70-year life is generally
spent?
On an average, 25 years in sleep, 8 years in study
and education,
6 years in rest and illness,
7 years in holidays and recreation,
5 years in commuting,
4 years in eating and
3 years in transition
i.e. getting ready to do all the Above activities.
Manage Irretrievable
resource
That leaves only 12 years for effective years.
Charles Schwab, an American millionaire, paid a
consultant US$25,000.00 in 1936 to advise him how
to best use this precious, irretrievable resource.
His advice, Start your day with a To Do list and
prioritize the vital few after picking them from the
trivial many.
Performance appraisal
Performance appraisal.
A
Functions of Performance
Appraisal
Define the specific job criteria against which
Objectives of Performance
Appraisal
According to:
Employee
Organization
Main Purposes of
Performance Management
Individual Rewards (Base and Incentive)
Feedback for Sub-Ordinate (Plus and Minus)
Recognition of Superior Performance
Documentation of Weak Performance
Personnel Decision-Making
Future Goal Commitments (Planned
Achievements)
Primary Uses of
Performance Appraisals
Small
Organizations
Large
Organizations
All
Organizations
Compensation
80.2%
66.7%
74.9%
Performance
improvement
46.3%
53.3%
48.4%
Feedback
40.3%
40.6%
40.4%
Documentation
29.0%
32.2%
30.2%
Promotion
26.1%
22.8%
24.8%
Training
5.1%
9.4%
7.3%
Transfer
8.1%
6.1%
7.3%
Discharge
4.9%
6.7%
5.6%
Layoff
2.1%
2.8%
2.4%
Personnel research
1.8%
2.8%
2.2%
Manpower planning
0.7%
2.8%
1.5%
Peers
Rating
Committee
Self-Rating
Potential
Appraisers
Subordinates
360-Degree
Feedback
Appraising
Performance Process
Three steps in performance appraisal process
1. Defining the job: making sure that supervisor and
the subordinate agree on his/her duties and job
standards;
2. Appraising performance: comparing subordinates
actual performance to the standards that have been
set; and
3. Feedback sessions: discuss subordinates
performance and progress and make plans for any
development required.
Taking corrective
standards
Setting
performance
standards
Discussing
results
Communicating
standards
Measuring
standards
Comparing
standards
What to Measure?
Employees performance may be measured in
terms of generic dimensions such as
Quality,
Quantity, and
Timeliness of work.
Or, employees performance may be
measured with respect to developing
Competencies, or
achieving his/her goals.
Methods of
Performance Appraisal
Traditional Methods
1. Paired comparison
2. Graphic Rating scales
3. Forced choice Description
method
4. Forced Distribution
Method
5. Checks lists
6. Free essay method
7. Critical Incidents
8. Field Review Method
9. Confidential Report
10. Ranking
Modern Methods
1. Assessment
Center
2. Appraisal by
Results or
Management by
Objectives
3. Human Asset
Accounting
4. Behaviorally
Anchored Rating
scales
Paired Comparison
Method
Paired Comparison Method:
Ranking employee by making a chart of all possible
pairs of the employees for each trait and indicating
which is the better employee of the pair.
In paired comparison the supervisor compares each
employee with every other employee in the group and
rates each as either superior or weaker of the pair.
After all comparisons are made, each employee is
assigned a summary or ranking based on the number
of superior scores received.
Paired Comparison
Method
No interest
In work:
consistent
complainer
5
Careless:
In-different
Instructions
Decisivenes
s
0
20
Slow to
take
decisions
20
Take
decisions
after careful
consideration
10
Interested
in work:
Accepts
opinions &
advice of
others
5
Takes
decisions
promptly
Enthusiasti
c about job
&
fellowworkers
10
Take decisions
in
consultation
with others
whose views
he values
Enthusiasti
c opinions
& advice
sought by
others
15
Take
decisions
without
consultation
Forced Choice
Method
Forced Choice Method: in this, the rater is given a
series of statements about an employee. These
statements are arranged in blocks of two or more,
and the rater indicates which statement is most or
least descriptive of the employee.
This approach is known as the forced choice method
because the rater is forced to select statements
which are readymade.
Forced Choice
Method
Criteria
1.Regularity on the job
Always regular
Inform in advance for delay
Never regular
Remain absent
Neither regular nor irregular
Rating
Most
Least
Forced Distribution
Method
Forced Distribution Method: Similar to
grading
on
a
curve;
predetermined
percentages of ratees are placed in various
categories.
It is grading on a curve; predetermined
percentages of rates (top 10%, middle 80%
and bottom 10%)
are placed in various
performance categories. The proportions in
each category need not to be symmetrical.
Forced Distribution
Method
No.
of
employees
10% 20%
poor
40%
Below average
average
20%
10%
good
Excellent
Critical Incident
Method
Critical Incident Method: keeping a record of
unusually good or bad examples of an
employees work-related behavior and review
with the employee.
Critical Incidents. The supervisor's attention
is focused on specific or critical behaviors that
separate effective from ineffective
performance.
Critical Incident
Method
Ex: A fire, sudden breakdown, accident
Workers
A
B
Reaction
Informed the supervisor immediately
Become anxious on loss of output
scale
5
4
Essay Method
A trait approach to performance appraisal that
requires the rater to compose a statement
describing employee behavior.
Write a Behavioral Statement
Strengths versus Weaknesses
Describe Selected Traits
Evaluate Performance
Name . . . . . . .
Job Title . . . . . . .
Department . . . . . . . . . . . . Date of Review . . . . . . .
Age . . . . . .. . Years in present job
Section I
Appraisal Of Performance
Note to Appraiser
1.Appraisal must cover the period of the preceding 12 months
2.Consideration to every function & responsibility of the job
3.An objective factual assessment of an employees improvement or deterioration
Section II
Promotability & Potential
Promotability
1.Promotion now
2.Within 2 years
3.Within 5 years
4.Unlikely to qualify for promotion
Section III
Career Development
Section IV
Section V
subordinate
peers superior
Leadership
Communication
Interpersonal skills
customer
^
Decision making
Technical skills
Motivation
Behaviorally Anchored
Rating Scale Method (BARS)
Behaviorally anchored rating scale method (BARS):
It aims at combining the benefits of narrative critical
incidents and quantified ratings by anchoring a
quantified scale with specific narrative examples of
good and poor performance. It requires five steps:
1.
2.
3.
4.
5.
Behaviorally Anchored
Rating Scale Method (BARS)
Performance
Extremely good
Points
Behavior
Good
sales.
Can expect to keep in touch with the customers
time.
Can expect to unload the trucks when asked by
Poor
the supervisor.
Can expect to inform only a part of the customers.
Extremely poor
Above average
Average
Below average
around purposelessly.
MBO (Management by
Objectives) Method
It was Peter F. Drucker who first gave the concept of MBO to the
world way back in 1954 when his The Practice of Management was
first published. Application of MBO in performance appraisal is a
recent thinking.
MBO (Management by Objectives) method: it involves setting specific
measurable organization-wide goals with each employee and then
periodically reviewing the progress made. It involves six steps:
1. Set the organizations goals
2. Set departmental goals
3. Discuss departmental goals
4. Define expected results
5. Performance reviews
6. Provide feedback
MBO (Management by
Objectives) Method
Evaluating the performance of managers and
professionals is management by objectives
1. Employee meets with his/her superior and agrees on a
set of goals to achieve during a specific period of time.
2. Throughout this period, progress toward the goal is
monitored, though the employee is left generally free
to determine how to go about meeting them.
3. At the end of the period, the employee and superior
again meet to evaluate whether the goals were
achieved and to decide together on a new set of goals.
Assessment Centre
Method
An assessment Centre is a central location
where managers may come together to have
their participation in job related exercises
evaluated by trained observers.
Mostly used for executive hiring, assessment
centers are now being used for evaluating
executives or supervisory potential.
Appraising Performance:
Problems and Solutions
Potential Rating
Scale Appraisal
Problems
Unclear
Standards
Halo
Effect
Central
Tendency
Leniency or
Strictness
Bias
Appraising Performance:
Problems and Solutions
Potential rating scale appraisal problems:
Unclear standards: graphic rating scale could result in unfair
appraisals, as the traits and degrees of merit are ambiguous.
Halo effect: the influence of a raters general impression on
rating of specific qualities.
Central tendency: a tendency to rate all employees the same
way, such as rating all average.
Leniency or strictness: when a supervisor has a tendency to
rate all subordinate either high or low.
Bias: tendency to allow individual differences to affect the
appraisal rating.
Appraising Performance:
Problems and Solutions (cont.)
How to Avoid
Appraisal Problems
Know
Problems
Use the
Right Tool
Train
Supervisors
Control
Outside
Influences
Keep
a Diary
Appraising Performance:
Problems and Solutions (cont.)
SatisfactoryPromotable
SatisfactoryNot Promotable
Types of Appraisal
Interviews
UnsatisfactoryCorrectable
UnsatisfactoryUncorrectable
Guidelines for
Conducting an Interview
Talk in terms
of objective
work data.
Dont get
personal.
Encourage
the person
to talk.
Dont tiptoe
around.
End of Session
Thank You