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See all Premium member Presentation Transcript Slide 1: 24 June 2009 Goodmorning PERFORMANCE APPRAISAL : PERFORMANCE APPRAISAL Powered By :- Jyoti Prasad & Manoj Singh Meaning & Definition : 24 June 2009 email@example.com Meaning & Definition It is a process of evaluating the performance & qualification of the employees in terms of the requirements of the job for which he is employed, for the purpose of administration including placement, selection for promotion, providing financial rewards. Performance here refers to degree of accomplishment of the tasks that make up an individual’s job. Objectives Of Performance Appraisal : 24 June 2009 firstname.lastname@example.org Objectives Of Performance Appraisal Salary Increase Promotion Training & Development Feedback Pressure on Employees. Performance Appraisal -Process : 24 June 2009 email@example.com Performance Appraisal -Process Benefits of Performance Appraisal : 24 June 2009 firstname.lastname@example.org Benefits of Performance Appraisal For the Organization Improved performance throughout the organization. Creation of a culture of continuous improvement. Conveying the message that people are valued. Benefits of Performance Appraisal : 24 June 2009 email@example.com Benefits of Performance Appraisal For the Management Identification of performers and non-performers and their development towards better performance. Opportunity to prepare employees for assuming higher responsibilities. Continued…. : 24 June 2009 firstname.lastname@example.org Continued…. Opportunity to improve communication between the employees and management. Identification of training and development needs. Generation of ideas for improvements. Better identification of potential and formulation of career plans. Benefits of Performance Appraisal : 24 June 2009 email@example.com Benefits of Performance Appraisal For the appraisee Better understanding of his role in the organization—what is expected and what needs to be done to meet those expectations. Clear understanding of his strengths and weaknesses to develop himself into a better performer in future. Continued…. : 24 June 2009 firstname.lastname@example.org Continued…. Increased motivation, job satisfaction, and self-esteem. Opportunity to discuss work problems and how they can be overcome. Opportunity to discuss aspirations and any guidance, support or training needed to fulfill those aspirations. Improved working relationships with supervisors. Methods Of Performance Appraisal : 24 June 2009 Methods Of Performance Appraisal Traditional Evaluation Method Ranking Method Paired Comparison Forced distribution Method Force choice Method Checklist Method Critical incidents Method Essay Method Field Review Method Self-Appraisal Confidential Report Method Methods Of Performance Appraisal : 24 June 2009 email@example.com Methods Of Performance Appraisal Modern Evaluation Method Appraisal by results Behaviorally anchored rating scales Assessment centers 360-degree Appraisal MBO Behaviourally Anchored Rating Scales : Behaviourally Anchored Rating Scales Steps: Identification of Performance Measure. Identification of Critical Behaviour. Retranslation of Critical Behaviour. Scaling of Critical Behaviour. Development of BARS Instrument. 24 June 2009 firstname.lastname@example.org Assessment Centre : Assessment Centre 24 June 2009 Establishing goals for programmes Detailed Job Analysis Defining Dimensions Designing Physical Facilities Selecting exercise & Participants Training & assessors Conducting of Programmes Evaluating Participants Feedback & follow-up actions Management By Objectives : 24 June 2009 email@example.com Management By Objectives Given by Peter F.Drucker in 1954. STEPS: Establish the Goals each subordinate to attain. Setting the Performance Standard for the subordinate. The actual level of goal attainment is compared with the goal agreed upon. Establishing new goals &,possibly new strategies for goals not previously attained. Barriers To Effective Performance Appraisal : 24 June 2009 firstname.lastname@example.org Barriers To Effective Performance Appraisal Faulty Assumption Psychological blocks Technical Pitfalls 1) Criterion Problem 2) Distortions a) Haloeffect b) Central Tendency c) Constant Errors d) Rater’s Liking & Disliking 360 Degree Appraisal System : 24 June 2009 email@example.com 360 Degree Appraisal System 360-degree Appraisal is an assessment process used to improve managerial effectiveness by providing the manager with a more complete assessment of their effectiveness, and their performance and development needs. It is a systematic collection & feedback of performance data on an individual or group, derived from a number of stakeholder. Data is gathered & feedback to the individual participant in a clear way designed to promote understanding, acceptance & ultimately behaviour. What the Process Involves : 24 June 2009 firstname.lastname@example.org What the Process Involves Obtaining feedback from the manager's key contacts. These would involves: The manager him/herself Subordinates (employees who work for the manager) Peers (fellow managers) Managers (senior management) Customers Suppliers Implementation Of 360 Degree : 24 June 2009 email@example.com Implementation Of 360 Degree 360 Degree Feedback Implementation Feedback Review Piloting Planning How Is Feedback Obtained : 24 June 2009 firstname.lastname@example.org How Is Feedback Obtained By using a questionnaire which asks participants to rate the individual according to observed behaviour- usually managerial or business-specific competencies. This process will not suit all companies. One should assess how well it would fit with the current culture before launching a scheme and a pilot scheme is worth building into the programme. Job Evaluation & Performance Appraisal : 24 June 2009 Job Evaluation & Performance Appraisal Appraisal Interview & Feedback : 24 June 2009 Appraisal Interview & Feedback Let the Employee Know Where He Stands To help employees do a better job by clarifying what is expected of them. To plan opportunities for development an Growth. To strengthen the superior-subordinate working relationship by developing mutual agreement of goals. To provide an opportunity for employees to express themselves on performance related issues. Slide 23: 24 June 2009 email@example.com Thankyou You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.