![Welcome
to
Techniques
for
Appraising
Performance
Dyah Pramanik,
MM
HUMAN
RESOURCES
DEVELOPMENT
Techniques
for
Appraising
Performance
Dyah Pramanik,
MM
[ ]
Copyright © 2011 PearsonEducation, Inc.
publishing as Prentice Hall](https://image.slidesharecdn.com/topic53atechniquesforappraisingperformance-rev-161121061828/85/Topic5-3-a_techniquesfor_appraisingperformance-rev-1-320.jpg)
Topic5 3 a_techniquesfor_appraisingperformance-rev
- 1. Welcome to Techniques for Appraising Performance Dyah Pramanik, MM HUMAN RESOURCES DEVELOPMENT Techniques for Appraising Performance Dyah Pramanik, MM [ ] Copyright © 2011 PearsonEducation, Inc. publishing as Prentice Hall
- 2. 8–2 PPT 5_2_a HUMAN RESOURCES DEVELOPMENT: Techniques for Appraising Performance
- 3. 8–3 LEARNING OUTCOMES 1. Define performance management and discuss how it differs from performance appraisal. 2. Set effective performance appraisal standards. 3. Describe the appraisal process. 4. Develop, evaluate, and administer at least four performance appraisal tools. 1. Define performance management and discuss how it differs from performance appraisal. 2. Set effective performance appraisal standards. 3. Describe the appraisal process. 4. Develop, evaluate, and administer at least four performance appraisal tools.
- 4. 9–4 Basic Concepts in Performance Management and Appraisal Performance Appraisal Setting work standards, assessing performance, and providing feedback to employees to motivate, correct, and continue their performance. Performance Management An integrated approach to ensuring that an employee’s performance supports and contributes to the organization’s strategic aims.
- 6. 9–6 Defining the Employee’s Goals and Work Standards Set SMART goals Assign challenging/ doable goals Assign specific goals Assign measurable goals Encourage participation Guidelines for Effective Goal Setting
- 7. 9–7 Setting SMART Goals S M A R T pecific, and clearly state the desired results. easurable in answering “how much.” ttainable, and not too tough or too easy. elevant to what’s to be achieved. imely in reflecting deadlines and milestones.
- 8. 9–8 An Introduction to Appraising Performance 1 Is useful in career planning. Plays an integral role in performance management. Why Appraise Performance? Is basis for pay and promotion decisions. Helps in correcting deficiencies and reinforcing good performance. 2 3 4
- 9. 9–9 (Un)Realistic Appraisals • Motivations for Soft Appraisals • The fear of having to hire and train someone new. • The unpleasant reaction of the appraisee. • An appraisal process that’s not conducive to candor. • Hazards of Soft Appraisals • Employee loses the chance to improve before being discharged or forced to change jobs. • Lawsuits arising from dismissals involving inaccurate performance appraisals.
- 11. 9–11 The Supervisor’s Role • Usually do the actual appraising • Must be familiar with basic appraisal techniques • Must understand and avoid problems that can cripple appraisals • Must know how to conduct appraisals fairly
- 12. 9–12 The HR Department’s Role • Serves a policy-making and advisory role. • Provides advice and assistance regarding the appraisal tool to use. • Trains supervisors to improve their appraisal skills. • Monitors the appraisal system effectiveness and compliance with EEO laws.
- 13. 9–13 Effectively Appraising Performance 1 Appraising performance Steps in Appraising Performance Defining the job and performance criteria Providing feedback session 2 3
- 14. 9–14 Designing the Appraisal Tool What to Measure? • Work output (quality and quantity) • Personal competencies • Goal (objective) achievement How to Measure? • Generic dimensions • Actual job duties • Behavioral competencies
- 15. 9–15 Performance Appraisal Methods 1 2 3 4 5 Alternation ranking Graphic rating scale Paired comparison Forced distribution Critical incident 6 7 8 9 10 Behaviorally anchored rating scales (BARS) Narrative forms Management by objectives (MBO) Computerized and Web-based performance appraisal Merged methods Appraisal Methodologies
- 16. 9–16 FIGURE 9–2 Sample Graphic Rating Performance Rating Form
- 17. 9–17 FIGURE 9–3 One Item from an Appraisal Form Assessing Employee Performance on Specific Job-Related Duties
- 18. FIGURE 9–4 Appraisal Form for Assessing Both Competencies and Specific Objectives
- 19. FIGURE 9–4 Appraisal Form for Assessing Both Competencies and Specific Objectives (cont’d)
- 20. FIGURE 9–5 Scale for Alternate Ranking of Appraisee
- 21. 9–21 FIGURE 9–6 Ranking Employees by the Paired Comparison Method Note: + means “better than.” - means “worse than.” For each chart, add up the number of +’s in each column to get the highest ranked employee.
- 22. Copyright © 2011 Pearson Education, Inc. publishing as Prentice 9–22 TABLE 9–1 Examples of Critical Incidents for Assistant Plant Manager Continuing Duties Targets Critical Incidents Schedule production for plant 90% utilization of personnel and machinery in plant; orders delivered on time Instituted new production scheduling system; decreased late orders by 10% last month; increased machine utilization in plant by 20% last month Supervise procurement of raw materials and on inventory control Minimize inventory costs while keeping adequate supplies on hand Let inventory storage costs rise 15% last month; over-ordered parts “A” and “B” by 20%; under-ordered part “C” by 30% Supervise machinery maintenance No shutdowns due to faulty machinery Instituted new preventative maintenance system for plant; prevented a machine breakdown by discovering faulty part
- 24. 9–24 Behaviorally Anchored Rating Scale (BARS) Developing a BARS 1. Write critical incidents 2. Develop performance dimensions 3. Reallocate incidents 4. Scale the incidents 5. Develop a final instrument Advantages of BARS • A more accurate gauge • Clearer standards • Feedback • Independent dimensions • Consistency
- 25. Copyright © 2011 Pearson Education, Inc. publishing as Prentice 9–25 FIGURE 9–8 Example of a Behaviorally Anchored Rating Scale for the Dimension Salesmanship Skills
- 26. 9–26 Management by Objectives (MBO) 1. Setting of organization’s goals 2. Setting of departmental goals 3. Discussion of departmental goals 4. Defining expected results (setting individual goals) 5. Conducting periodic performance reviews 6. Providing performance feedback A comprehensive and formal organization wide goal-setting and appraisal program requiring:
- 27. Copyright © 2011 Pearson Education, Inc. publishing as Prentice 9–27 Using MBO Setting unclear objective Conflict with subordinates over objectives Time-consuming appraisal process Potential Problems with MBO
- 28. 9–28 Computerized and Web-Based Performance Appraisal Systems § Allow managers to keep notes on subordinates. § Notes can be merged with employee ratings. § Software generates written text to support appraisals. § Allows for employee self-monitoring and self- evaluation. § Electronic Performance Monitoring (EPM) Systems • Use computer network technology to allow managers access to their employees’ computers and telephones. • Managers can monitor the employees’ rate, accuracy, and time spent working online.
- 30. 8–30 K E Y T E R M S § performance appraisal § graphic rating scale § alternation ranking method § paired comparison method § forced distribution method § critical incident method § behaviorally anchored rating scale (BARS) § electronic performance monitoring (EPM) § unclear standards § halo effect § central tendency § strictness/leniency § bias § appraisal interview § performance management --------------------------------------------------------------------------------------
- 31. 8–31 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2011 PearsonEducation, Inc. publishing as Prentice Hall