Performance appraisal system
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Performance management systems measure both behaviors and results, with a focus on employee behaviors rather than outcomes alone. Behaviors can be evaluated on dimensions like contribution to coworker effectiveness. Factors like knowledge, skills, and motivation determine performance levels. Managers should understand the sources of any performance problems by analyzing an employee's knowledge and motivation levels in order to address deficiencies properly. Both task performance and contextual performance are important for organizational effectiveness.
Performance appraisal system
- 2. Performance Management system include measures of both BEHAVIOURS and RESULTS . The definition of the performance does not include the results of an employee’s behaviors, but only the behavior themselves. Performance is about behavior or what employees do, not about what employees produce or the outcomes of their work. Characteristics of the Behaviors : - Evaluative ( Can be judged as Negative, neutral and positive) Multidimensional ( have the capacity to advance the organizational goals) Consider set of behaviors that can be grouped under the general label “ Contribution to effectiveness of others in the work unit” (What this means) Works within and outside the unit and helps to improve their effectiveness; shares information and resources; develops effective working relationships; builds consensus; constructively manages conflict.
- 3. Anchors -It’s a scale to measure demonstrating various levels of competence. Anchors could be words and phrases such as – Outstanding Significantly exceeds standards Fully meets standards Unacceptable
- 4. What factors cause an employee to perform at a certain level ? Why do certain individuals perform better than others? Below combination of three factors allows some people to perform at higher levels than others. Declarative knowledge Procedural Knowledge Motivation •Facts •Principles •Goals •Cognitive skill •Psychomotor skill •Physical skill •Interpersonal skill •Choice to perform • Level of efforts • Persistence of efforts Performance = Declarative knowledge X Procedural Knowledge X Motivation If any of the determinants has a value of 0, then performance also has value of 0.
- 5. Deliberation practice involves 5 steps : Approach performance with goal of getting better and better As you performing focus on what's happening and why you are doing things the way you do Once your task is finished , seek performance feedback from expert sources, the more sources the better Build and psychological models of your job, your situation, your organization Repeat steps 1-4 continuously and on an on going basis
- 6. In order to address performance problems properly, managers must take following measures: 1. Find out information that allow you to understand the source of problem (Declarative knowledge) 2. Analyse the level of motivation an employee has. (If motivation is low, send him to a sponsored training programs) By doing this, it will help the manager not only in measuring performance but also provides information about the source of any performance deficiencies. Some of the Factors influencing determinants of performance are: Employee (their ability & past experience) HR practices Work environment Training
- 7. Performance is multidimensional To understand performance, one has to understand different types of behavior an employee exhibits in due course of work. In the broader sense, there are two types of behavior or performance facet: 1. Task performance 2. Contextual performance
- 8. Activities that transform raw materials into goods and services that are produced by an organisation. Activities that help with the transformation process by replenishing the supply of raw materials, distributing finished goods etc
- 9. All those behaviors that contribute to the organisation’s effectiveness by providing a good environment in which task performance can occur. It includes behaviors such as 1. Persisting with enthusiasm and exerting extra effort as necessary to complete one’s own task successfully 2. Volunteering to carry out task that are not a part of job 3. Helping & cooperating with others 4. Following organisation rules & procedures 5. Endorsing, supporting & defending organisational objectives
- 10. Task performance 1. Varies across jobs 2. Likely to be role prescribed 3. Background : abilities & skills Contextual performance 1. Fairly similar across jobs 2. Not likely to be role prescribed 3. Background: personality
- 11. Many org now realise that there is a need to focus on both types of performance behaviors. Organizations cannot perform effectively with minimum dose of any one of types. Global competition is raising the levels of effort required of employees. Many organizations are forming employees into teams. The need to offer outstanding customer service. Employee level of satisfaction will be high.
- 12. There are 3 approaches that can be used to measure performance.They are: 1. Trait approach 2. Behavior approach 3. Results approach
- 13. The trait approach emphasizes the individual performer and ignores the specific situation , behavior and results Emphasis on individual • Evaluate stable traits ▪ Cognitive abilities ▪ Personality • Based on relationship between traits & performance Appropriate if • Structural changes planned for organization Disadvantages • Improvement not under individual’s control • Trait may not lead to ▪ Desired behaviors or ▪ Desired results
- 14. Appropriate if • Employees take a long time to achieve desired outcomes • Link between behaviors and results is not obvious • Outcomes occur in the distant future • Poor results are due to causes beyond the performer’s control Not appropriate if above conditions are not present
- 15. Advantages: • Less time • Lower cost • Data appear objective Most appropriate when: • Workers skilled in necessary behaviors • Behaviors and results obviously related • Consistent improvement in results over time • Many ways to do the job right