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PERFORMANCE APPRAISAL

OF EXECUTIVES

Zeta, Marielle R.
-Presenter
The Assessment Center Technique
• managers participate in a variety of simulated tasks such as
management games, group problem solving, leaderless
discussion groups, the in-basket test and interviews.

• do not assess actual behavior on the job but rather in a variety of


activities that are similar to those encountered on the job.

• the reliability of assessment among raters is high, as is the


validity of the assessments.
Evaluation by Superiors
• most frequently used means of executive appraisal

• the assessment by the immediate superior is often supplemented


by the judgment of higher level superiors.

• distance between the executive and the superior becomes a


problem

• the executive's superior writes a description of the individual's


levels of job performance
Peer Rating
• developed during World War II (known as buddy rating)

• all executives at the same level rate or assess each other in terms
of general ability to perform the jobs or on specific traits or
characteristics

• extensively used in the evaluation of officers in the military and


is also on the increase in industry and business, thus identify
those who have potentials for promotion to higher levels

• high inter rater agreement and only a slight error from the halo
effect

• bias may occur


Self-evaluation
• unusual approach and little has been established about the
predictive validity of this technique

• it tends to be higher or more favorable than those given by


superiors and to show greater leniency effects and less halo
effects

• tends to stress different aspects of job performance


Combined Ratings

• reduce potential bias from self-ratings and peer ratings

• provide useful information to both the organization and the


individual
THE POST APPRAISAL
INTERVIEW
Two Purpose

1. Supplying information to management for personnel


decisions
2. Diagnosing strengths and weaknesses of employees

Function

1. To enable them to improve their specific job


performance
2. To provide them with sufficient motivation for doing so
• During the post appraisal interview, a discrepancy
between the person's self-appraisal and his/her
superior's appraisal often occurred.

• The expectation of behavioral improvement may be


naive on the part of the management. ( some
workers react adversely when criticized)

• Supervisors must equipped with special trainings to


properly make judgments necessary to the success
of a performance appraisal program
• Reward or praise workers for better than average job
performance

• Criticizing a subordinate must be undertaken with the utmost


tact and understanding.

• More frequent and informal interview may make the post


appraisal meeting more constructive

• Appraising workers of their job progress and general level of


effectiveness should be done more than once or twice a year

• Post appraisal interviews, improperly conducted, can easily


turn workers and supervisors into adversaries
PERFORMANCE APPRAISAL:
A POOR RATING?
• One of the least popular programs that are currently in use in the
world

• May cause a decrease in performance and motivation and lead to


employee defensiveness

• A bad joke

• Work appraisal systems demand much time and conscientious


effort from supervisors

• A supervisor must spend many hours observing subordinates to


develop sufficient knowledge of their capabilities to be able to
assess them fairly
• Supervisors may be reluctant to give their subordinates
low ratings, even for poor performance.

• Employees do not seem to like the idea of performance


appraisals.

• Performance appraisals are not used in its intended


purpose: to make decisions about promotions and pay
increments or to counsel employees, this simply
increases the negative attitudes toward the whole idea
of performance appraisal.

• Practiced today is unsatisfactory.


Key Concept/s:
Performance appraisal programs are vital to employer and employee for several
reasons. They are used to validate selection criteria; to determine the need for, and
success of, training programs; to improve individual employee behavior; to determine
promotions, wages, transfers, and reductions in force; and to identify workers with
promotion potential.

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