Performance pp tnew
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The document discusses performance appraisal, which is defined as the process of evaluating how well employees perform their jobs and communicating that information to employees. It aims to determine and communicate an employee's job performance and establish improvement plans. Several methods of performance appraisal are described, including graphic rating scales, forced distribution, narratives, behavioral anchors, and 360 feedback. The objectives, benefits, factors, process, and problems associated with performance appraisal are also outlined over the course of the presentation.
![Performance
Appraisal
Presentation By,
V.Gayathri
I MBA[GA]](https://image.slidesharecdn.com/performancepptnew-130325072644-phpapp02/85/Performance-pp-tnew-1-320.jpg)
Performance pp tnew
- 2. What is Performance Appraisal • It is the process by which organization evaluate employee job performance. • It is a process that involves determining and communicating to an employee how he or she is performing the job and ideally establishing a plan of improvement. • It is a systematic and objective way of evaluating both work-related behaviour and potential of employees. 03/25/13 2
- 3. Difference between PM and PA Processes used to identify, Processes used to identify, encourage, encourage, measure,evaluate, measure,evaluate, improve, and reward improve, and reward employee performance. employee performance. The process of evaluatinghow The process of evaluatinghow well employees perform their well employees perform their jobs and then communicating jobs and then communicating that information to the that information to the employees. employees. 03/25/13
- 4. Objectives 03/25/13 4
- 5. Benefits of Performance Appraisal 03/25/13 5
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- 8. Appraisal Factors used in A.C.C. ltd • Ability to take • Organising ability decisions • Loyalty • Leadership • Initiative • Employee relation • Ability to -ship communicate • Delegation • Judgement • Ability to run meetings 03/25/13 8
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- 13. Category Rating Method(contd..) • Checklists – A performance appraisal tool that uses a list of statements or work behaviors that are checked by raters. • Can be quantified by applying weights to individual checklist items. – Drawbacks • Interpretation of item meanings by raters • Weighting creates problems in appraisal interpretation 03/25/13 13
- 14. Comparative methods • Ranking – A listing of all employees from highest to lowest in performance. – Drawbacks • Does not show size of differences in performance between employees • Implies that lowest-ranked employees are unsatisfactory performers. • Becomes an unwieldy process if the group to be ranked is large. 03/25/13 14
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- 16. Comparative methods(contd) • Forced Distribution – Performance appraisal method in which ratings of employees are distributed along a bell-shaped curve. – Drawbacks • Assumes a normal distribution of performance. • Providing explanation for placement in a higher or lower grouping can be difficult. • Is not readily applicable to small groups of employees. 03/25/13 16
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- 18. Narrative Methods • Critical Incident – Manager keeps a written record of highly favorable and unfavorable employee actions. – Drawbacks • Variations in how managers define a “critical incident” • Time involved in documenting employee actions • Most employee actions are not observed and may become different 03/25/13 18 if observed
- 19. Narrative Methods(contd..) • Essay – Manager writes a short essay describing an employee’s performance. – Drawback • Depends on the managers’ writing skills and their ability to express themselves. 03/25/13 19
- 20. Behavioral /Objective methods • Behavioral Rating Approach – Assesses employees’ behaviors instead of other characteristics – Consists of a series of scales created by: • Identifying important job dimensions • Creating statements describing a range of desired and undesirable behaviors (anchors) – Type of behavioral scale • Behaviorally anchored rating scales (BARS) 03/25/13 20
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- 22. Behavioral /Objective methods • Management by Objectives – Specifying the performance goals that an individual and his or her manager agree the employee will to try to attain within an appropriate length of time. • Key MBO Ideas – Employee involvement creates higher levels of commitment and performance. – Encourages employees to work effectively toward achieving desired results. – Performance measures should be measurable 03/25/13 22 and should define results.
- 23. 360 Feed Back System • A system of collecting performance information from multiple parties. • Multiple parties include one’s subordinates peers,supervisors and customers • It is also used to design promotion and reward. 03/25/13 23
- 24. Problems with Performance Appraisal • First impressions • Halo • Horn Effect • Leniency • Stereotyping • Recent Effect 03/25/13 24
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