Performance appraisal and performance management
- 1. Performance appraisal and performance management In this file, you can ref useful information about performance appraisal and performance management such as performance appraisal and performance management methods, performance appraisal and performance management tips, performance appraisal and performance management forms, performance appraisal and performance management phrases … If you need more assistant for performance appraisal and performance management, please leave your comment at the end of file. Other useful material for you: • performanceappraisal123.com/1125-free-performance-review-phrases • performanceappraisal123.com/free-28-performance-appraisal-forms • performanceappraisal123.com/free-ebook-11-methods-for-performance-appraisal I. Contents of getting performance appraisal and performance management ================== Performance management is so much more than the performance appraisal. It is now more vital than ever, with all councils needing to effectively implement the NSW Integrated Planning and Reporting framework (IPR), and all staff, managers, senior managers and councillors needing to work as a team to achieve the IPR related programs and plans. Unfortunately, far too many organisations are ineffective in making performance management a reality. Both managers and staff are often uncomfortable with performance appraisals – managers don’t like to judge, and staff don’t like to be judged. So they defer the process as long as they can, and then finally pay lip service to what it should be. The manager makes very generalised comments about the staff member’s performance, often failing to recognise good performance and not assertively confronting poor performance. It doesn’t have to be this way. If the manager practices ‘the art of no surprises’, staff members will have had effective coaching, support and constructive feedback throughout the review period, and will know what to expect from the annual review. Performance management starts with giving staff the bigger picture (showing how each person’s role fits in with their team and the Council’s programs/plans). It includes the setting of specific,
- 2. measurable, achievable goals and key performance indicators (KPIs), and ensuring that all team members understand and are committed to those goals/KPIs. It includes providing effective coaching, feedback and delegation, recognising good performance, effectively managing poor performance, and supporting staff with their learning and development needs. Furthermore, it involves having timely, effective performance reviews, which take into account each team member’s performance over the entire review period, and which are an honest two-way discussion. This session will highlight the critical success factors for performance management, and how to make performance management work for you, your team and the Council. ================== III. Performance appraisal methods 1.Ranking Method The ranking system requires the rater to rank his subordinates on overall performance. This consists in simply putting a man in a rank order. Under this method, the ranking of an employee in a work group is done against that of another employee. The relative position of each employee is tested in terms of his numerical rank. It may also be done by ranking a person on his job performance against another member of the competitive group. Advantages of Ranking Method i. Employees are ranked according to their performance levels. ii. It is easier to rank the best and the worst employee. Limitations of Ranking Method i. The “whole man” is compared with another “whole man” in this method. In practice, it is very difficult to compare individuals possessing various individual traits. ii. This method speaks only of the position where an employee stands in his group. It does not test anything about how much better or how much worse an employee is when compared to another employee. iii. When a large number of employees are working, ranking of individuals become a difficult issue. iv. There is no systematic procedure for ranking individuals
- 3. in the organization. The ranking system does not eliminate the possibility of snap judgements. 2. Rating Scale Rating scales consists of several numerical scales representing job related performance criterions such as dependability, initiative, output, attendance, attitude etc. Each scales ranges from excellent to poor. The total numerical scores are computed and final conclusions are derived. Advantages – Adaptability, easy to use, low cost, every type of job can be evaluated, large number of employees covered, no formal training required. Disadvantages – Rater’s biases 3. Checklist method Under this method, checklist of statements of traits of employee in the form of Yes or No based questions is prepared. Here the rater only does the reporting or checking and HR department does the actual evaluation. Advantages – economy, ease of administration, limited training required, standardization. Disadvantages – Raters biases, use of improper weighs by HR, does not allow rater to give relative ratings 4. Critical Incidents Method
- 4. The approach is focused on certain critical behaviors of employee that makes all the difference in the performance. Supervisors as and when they occur record such incidents. Advantages – Evaluations are based on actual job behaviors, ratings are supported by descriptions, feedback is easy, reduces recency biases, chances of subordinate improvement are high. Disadvantages – Negative incidents can be prioritized, forgetting incidents, overly close supervision; feedback may be too much and may appear to be punishment. 5. Essay Method In this method the rater writes down the employee description in detail within a number of broad categories like, overall impression of performance, promoteability of employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses and training needs of the employee. Advantage – It is extremely useful in filing information gaps about the employees that often occur in a better-structured checklist. Disadvantages – It its highly dependent upon the writing skills of rater and most of them are not good writers. They may get confused success depends on the memory power of raters. 6. Behaviorally Anchored Rating Scales statements of effective and ineffective behaviors determine the points. They are said to be behaviorally anchored. The rater is supposed to say, which behavior describes the employee performance. Advantages – helps overcome rating errors. Disadvantages – Suffers from distortions inherent in most rating techniques.
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