PERFORMANCE APPRAISAL

• - PERFORMANCE REVIEW/ ANNUALREVIEW OR

ANNUAL APPRAISAL

• - PROCESS OF EVALUATING THE PERFORMANCE

OF AN EMP

• - COMMUNICATION OF THE RESULTS OF

EVALUATION

• - PURPOSE IS TO REWARD OR DEVELOP THE EMP.

• P. A = REWARD SYSTEM + EMP DEVELOPMENT

SYSTEM
 OBJECTIVES OF P.A.
• - OPTIMISATION OF EMPLOYEE PERFORMANCE.
• - HELPS IN IDENTIFYING AREAS FOR
DEVELOPMENT.
• - USEFUL FOR TAKING ADMININSTRATIVE
DECISIONS RELATING TO INCENTIVES,
PROMOTION.
• - RECOGNITION OF EMP PERFORMANCE
• 1. SETTING TARGETS AND GOALS
• 2. EVALUATING EMP PERFORMANCE
• 3. IDENTIFYING TR. AND DEV NEEDS
• 4. REWARDING PERFORMANCE
• 5. IMPROVING PERFORMANCE.
 APPRAISAL PROCESS

- THE MGT HAS TO ENSURE THAT THE WHOLE

BUSINESS OF APPRAISAL IS TAKEN SERIOUSLY
AND THE RESULTS PUT TO EFFECTIVE USE.

• 1. DETERMINATION OF STANDARDS
• 2. MEASUREMENT OF PERFORMANCE AGAINST
PREDETERMINED STDS.
• 3. ACTUAL PROCESS OF MEASUREMENT
• 4. COMMUNICATING THE RESULTS
• 5. PUT TO EFFECTIVE USE
 THE APPRAISERS

• 1. SELF APPRAISAL
• 2. SUPERVISORS
• 3. PEERS
• 4. CUSTOMERS/ CLIENTS
• 5. SUBORDINATES
• 6. 360 DEGREE FEEDBACK SYS.
 P.A METHODS
• 1. MBO
• 2. GRAPHIC RATING METHOD
• 3. WORK STDS APPROACH
• 4. ESSAY APPRAISAL
• 5. CRITICAL INCIDENT METHOD
• 6. FORCED CHOICE RATING METHOD.
• 7. POINT ALLOCATION METHOD.
• 8. RANKING METHOD
• 9. CHECKLIST
• 10. BEHAVIORALLY ANCHORED RATING SCALE
(BARS)
• 11. 3600
• 12. TEAM APPRAISALS.
• 13. BALANCED SCORECARD
 CHALLENGES OF APPRAISAL
INTERVIEW
• 1. ORG CULTURE
• 2. RELATIONSHIP BET EMP AND BOSS
• 3. MATURITY LEVELS OF INDIVIDUAL
• 4. APPRENHENSIVE EMP
• 5. WARY APPRAISER
• 6. BIASED APPRAISER
• 7. INEXPERIENCE.
 OVERCOMING CHALLENGES.
• 1. DEV CULTURE OF VIEWING THE P.A AS
PRODUCTIVE AND CONSTRUCTIVE CONTRIBUTOR
TO THE GROWTH OF THE ORG.
• 2. SETTING SPECIFIC MEASURABLE GOALS.
• 3. TRAINING FOR CONDUCTING P.A. INTERVIEW.
• 4. RELATIONSHIP BETWEEN APPRAISER AND
APPRAISEE.
• 5. APPRAISAL SHOULD BE –
• - COMPETENCY APPRAISAL
• - SHOULD BE INTERLINKED.
 USES OF P.A.
• 1. DETERMINATION OF TR. AND DEV. NEEDS.
• 2. ORG EFFECTIVENESS CAN BE IMPROVED.
• 3. FORMS THE BASIS FOR COMPENSATION MGT.
• 4. BASIS FOR TRFR, PROMOTIONS AND OTHER
CAREER PL. ACTIVITIES.
• 5. HELPS IN SUCCESSION PL.
• 6. CROSS FUNCTIONAL TRFRS AND JOB
ENRICHMENT EXERCISES.
• 7. HR CAN BE EVALUATED
• 8. ASSESSMENT OF VALUE OF HR
• 9. EVALUATING AND AUDITING EXISTING PLANS,
PROCESS AND SYSTEM IN ORG
 PITFALLS IN P.A.
• 1. HALO EFFECT
• 2. LENIENCY EFFECT
• 3. STRINGENCY EFFECT
• 4. RECENCY EFFECT
• 5. PRIMACY EFFECT
• 6. CENTRAL TENDENCY EFFECT.
• 7. CULTURE
• 8. STEREOTYPING
• 9. PERCEPTUAL SET
• 10. FUNDAMENTAL ATTRIBUTION ERROR.
 SUCCESS OF P.A.
• 1. SUPPORT OF TOP MGT
• 2. ACCEPTANCE OF WORKFORCE
• 3. EMP CONVINCED ABOUT
EFFECTIVENESS AND IMP OF P.A. SYS
• 4. TRUST IN IMPLEMENTATION PROCESS
• 5. CONFIDENTIALITY OF APPRAISAL
• 6. ORG CULTURE TO BE OPEN AND
TRANSPARENT
• 7. SUPPORT THE EMP IN DELIVERING A
BETTER PERFORMANCE.