Performance%20Management

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Performance Management
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WHAT IS APPRAISAL?

• Performance appraisal may be defined as a
  structured formal interaction between a
  subordinate and supervisor, that usually takes
  the form of a periodic interview (annual,
  semi-annual), in which the work performance of
  the subordinate is examined and discussed, with a
  view to identifying weaknesses and strengths as
  well as opportunities for improvement and skills
  development.

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WHAT IS APPRAISAL?

• Effective performance appraisal systems contains
  two basic systems operating in conjunction
• an evaluation system and
• a feedback system
• The aim of the evaluation system is to identify
  the performance gap (if any).
• The aim of the feedback system is to inform the
  employee about the quality of his or her
  performance.

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Comparing Performance Appraisal and Performance
Management

• Performance appraisal
• Evaluating an employees past performance
  relative to his or her performance standards.
• Performance management
• The process employers use to facilitate that
  employees are working toward organizational goals.

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WHY APPRAISAL?

• Performance Appraisal can be viewed from two
  different point of views viz
• Employee Viewpoint From the employee viewpoint,
  the purpose of performance appraisal is
  four-fold
• (1) Tell me what you want me to do
• (2) Tell me how well I have done it
• (3) Help me improve my performance
• (4) Reward me for doing well.

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WHY APPRAISAL?

• Organizational Viewpoint
• One of the most important point for an
  organization to have performance appraisal is to
  establish the principle of accountability. The
  objective is to align responsibility and
  accountability at every organizational level.
• It provides an opportunity for one-on-one
  discussion of the employee and the supervisor on
  important work related topics that may not have
  been discussed otherwise.
• Performance appraisal can have a profound effect
  on levels of employee motivation and satisfaction.

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PROCESS OF PERFORMANCE APPRAISAL
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OBJECTIVES OF APPRAISAL( Advanced)

• Correlate with the organization's philosophies
  and mission
• Cover assessment of performance as well as
  potential for development
• Look after the needs of both the individual and
  the organization

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OBJECTIVES OF APPRAISAL

• Help create a clean environment
• Link rewards to achievements
• Generate information for personnel development
  and career planning
• Suggesting appropriate person-task matching

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JOB EXPECTATIONS

• Here, the job expectations we are talking about
  are not just about what an employee wants from
  the company but also what exactly in terms does
  the company wants from the employee.

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DESIGNING APPRAISAL

• A program to monitor the performance of the
  organizations employees is carefully designed
  keeping in mind the following
• Formal Vs Informal Appraisal?
• Who is to be appraised?
• Who are the raters?
• Evaluation Criteria?

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THE APPRAISAL

• This is the step where actually the performance
  of the employee is measures and marked.
• The role of the counselor is of prime importance
  at this step as his observations are closely
  linked to the appraisal of the employee.

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THE APPRAISAL

• Some of the points kept in mind while appraisal
  are
• Quantity of output
• Quality of output
• Punctuality of output
• Presence at work
• Cooperativeness

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• METHODS OF PERFORMANCE APPRAISAL

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WRITTEN ESSAY

• In the essay method approach, the appraiser
  prepares a written statement about the employee
  being appraised.
• Describes specific strengths and weaknesses in
  job performance.
• Suggest remedy as well.
• It is the simplest method of appraisal as it is a
  narrative describing employees strengths,
  weaknesses, past performances, potential and
  suggestions for improvement.

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GRAPHIC RATING SCALE

• It is the oldest and most popular methods of
  evaluation.
• In this method a set of performance factors like
  quantity and quality of work,
• depth of knowledge, cooperation, loyalty,
  attendance, honesty and initiative are listed.
• The appraiser has to mark them each on a scale of
  1 to 5 where 1 is poorly informed and 5 shows
  complete mastery of all phases of work.

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RESULT METHOD

• MBO (management by objectives) methods of
  performance appraisal are results-oriented. That
  is, they seek to measure employee performance by
  examining the extent to which predetermined work
  objectives have been met.
• Once an objective is agreed, the employee is
  usually expected to self-audit that is, to
  identify the skills needed to achieve the
  objective. After that They are expected to
  monitor their own development and progress

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BEHAVIOURALLY ANCHORED RATING SCALE

• BARS combine elements from critical incident and
  graphic rating scale approaches.
• The appraiser rates the employees based on items
  along a continuum, but the points are the
  examples of actual behavior rather than general
  traits or descriptions.

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Graphic rating scalesBARS improvement

• Behaviorally Anchored Rating Scales (BARS)
• Use critical incidents as anchors
• Involves multiple groups of employees in
  development
• Identify important job elements
• Describe critical incidents at various levels of
  performance.

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• Behaviorally Anchored Rating Scales (BARS) Has
  behavior anchors
• 1. List critical incidents
• 2.Critical incidents retranslated to
• dimensions.
• 3.Cluster Dimensions
• 4. Critical incidents rated on 5,7, 9 (?)
  point scale

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The Balanced Scorecard
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IMPROVING APPRAISAL

• Emphasize Behavior Rather Than Traits
• Recording Performance Behavior Periodically
• Using Multiple Evaluators
• Provide employees with Due process information
  and details
• Appraiser Credibility
• 360 Degree Feedback.

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PERFORMANCE INTERVIEW

• In performance interview, the raters meet the
  concerned employee and discuss and review his
  performance so that they will receive feedback
  about where they stand in the eyes of their
  superiors and will give feedback on the
  facilitating and inhibiting factors.

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PERFORMANCE INTERVIEW

• Performance interview has 3 main goals-
• To change behavior that does not meet
  organizational requirements or employees
  personal goals.
• To maintain the behavior of employees who has
  performed in an acceptable manner.
• To recognize superior performance behaviors so
  that they will be continued.

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APPRAISAL DATA

• Remuneration administration
• Validation of selection programs
• Employee training and development programs
• Promotion, transfer and lay-off decisions
• Grievance and discipline programs
• HR planning

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CASE

• Mr. Jackie Shroff is a new recruit in a
  factory,
• Shroffs given confirmation letter,
• He has filled out the necessary forms
• Taken to the Personnel Manager for a formal
  welcome.
• HR tells Jackie Shroff that in case he ever has a
  problem, he can come to the former.
• Monthly review meetings Jackie Shroffs
  progress.
• The production team feels he is very responsible
  and a committed workman
• Takes initiative in leading teams and coming up
  with good Kaizens.
• He is proving to be a good sportsman too, proved
  in a match.

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CASE

• 2 months later
• Production officers say that Jackie Shroff has
  started lessening his involvement
• While he is still doing an excellent job on the
  shop-floor, somehow his motivation seems to have
  decreased.
• Weekly review meeting
• Personnel Manager delegates this job to you.
• HR manager calls Mr. Jackie Shroff and ask him
  what is wrong. His answer was nothing.
• You speak to a few informers on the shop-floor
  and find out that some workmen have been telling
  Jackie to behave like the rest of them and not
  show-off to the management as being extra smart.
• Being new, he feels scared to take initiative and
  has decided to be like the rest of them. You
  decide to counsel him, explain the steps and
  approach you will follow.

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Problem
Need
Drive
Barrier
Goal
Co workers pressure
Self esteem, Social needs
Needs to perform well
Frustration
Defense Mech.

• Withdrawal
• from motivation
• Compromise

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SOLUTION
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• SOLUTION

Counseling of Mr. Jackie
Acts as a role model
Leads to better performance Of other team members
Counseling of other Team members
Appraisal of other Team members