Performance Appraisal

PGP
Prof. Surya Prakash Pati
Human Resource Management Group
IIM Kozhikode
Email: spp@iimk.ac.in
(22.02.2016)

 Activity
The purpose of this exercise is to give you practice in developing and
using a performance appraisal form. You are going to develop a
performance appraisal form for an instructor, specifically answering
the following questions:
Which method of appraisal do you think is the most appropriate?
What shall be the content of the appraisal form?
Who should evaluate?

 What are you trying to measure

Performance Appraisals are very expensive and complex systems for
making people unhappy - Kevin Murphy (Colorado State University)
Outcomes
E.g. how many cars an employee sold? How much profit the employee brought into
the organization during the month?

Behaviour/Adherence to process
Traits

What is the reference for appropriate outcomes?

Organizations mission statement
IIMKs mission statement
The Institute seeks to inculcate the spirit of lifelong learning. It aspires to
strengthen the capabilities of integrating concepts with application and
values. It aims to contribute towards development of communities of
dependable, capable, caring, and fair minded people.

Job description of Prof.

The teaching responsibilities are the most visible: learning the material (this can take years,
especially for some upper level courses), keeping up to date with current advances in both
research and pedagogy, choosing an appropriate textbook, preparing lectures, supervising
teaching assistants, grading, etc.
Research activities involve solving problems that were previously unsolved. These activities
are more difficult to describe. Most professors have one or more areas in which they are
experts. Part of the job is to keep up with current research activities in their areas of
expertise. This includes reading journal articles, attending conferences, and staying in touch
with other researchers in their field. It is sometimes as hard - and as important - to find the
right questions to ask as it is to answer them. Problems that have been solved are written
up in the form of an article and submitted to an academic journal for publication. The editors
of the journal send the submission to experts (referees) for their opinion about whether the
article deserves to be published. If published, the authors get a pat on the back.
Service activities involve serving on various committees at the Department (e.g., the
undergraduate program committee which evaluates the courses we require for majors and
minors), College, Campus (e.g., the Liberal Education Committee, which evaluates the
courses students must take in order to gain sufficient "breadth" in their education), and the
University of Minnesota system. They also perform service activities to the "academic
community," such as organizing conferences, editing and refereeing for journals,

[Borrowed from University of Minnesota]

Question: Note notable performance parameters for Prof.

 Which method should be used?

Individual methods

Confidential report
Essay evaluation
Critical incident technique
Graphic rating scale
Behaviourally anchored rating scale (BARS)
MBO

Group method

Ranking method
Paired comparison method
Forced distribution method
360 degree feedback

Question: Which method to be used in this case?

Depends on purpose and the appraiser

Question: Who can be appraiser?

 Construct the appraisal instrument

Appraisal Interviews and Feedback
Feedback consists of two dimensions
Job performance
Job related behaviour

Feedback etiquettes

Act not attitude

Future oriented
Goal oriented
Listen to the recipients
Descriptive, not evaluative
Data based feedback
Suggestive
Reinforcements
Continuous
Need based and solicited

 In-class assignment 4
From the data (JD and Mission Statement of IIMK),
please design a performance appraisal form for
the faculty members.
Do indicate the type of form you ought to design
Do indicate the rater/reviewer
For both the questions listed above, indicate sufficient
reason for your choice.

 Contemporary Events
IBM: 10 year system called Personal Business Commitments was
replaced this year with Checkpoint (Shorter term goals on five
different criteria, i.e. Business results, Impact on client success,
Innovation, Personal Responsibility to Others, & Skills). Idea was to
stay in tune with actual performance than intended performance. Idea
was to provide a more enriched performance measure.
Accenture, Google, KPMG (Generally the consulting and technological
sectors) are doing away with Bell Curve. They intend to measure
absolute performance than relative performance. Thus there are
no caps in the number of people in each category of employees (for
e.g. High performers). For Accenture, it is performance achievement
process, than performance management. It involves real-time
forward looking conversations about setting priorities, growing
strengths, and creating rewarding career opportunities.
Compensation discussion and Performance discussion are being kept
as separate events (former is emotional event, and everyone is not
promotable despite good performance) E.g. Mahindra & Mahindra,
MasterCard, Seimens

THANK YOU