Professional Documents
Culture Documents
1.Traditional Performance Appraisal 2. BSC : Balanced Scorecard 3. EFQM : European Foundation for Quality Management 4. Individual Scorecard 5. HR Scorecard
Chapter Objectives
Define performance appraisal. Identify the uses of performance appraisal. Describe the performance appraisal process. Explain performance appraisal environmental factors.
What to Evaluate
Supervisor
The supervisor is usually in the best position to observe and evaluate subordinates performance and is also responsible for that persons performance
Self-Ratings
Problem with self-ratings is that employees usually rate themselves higher than their supervisors or peers would rate them
open communication task motivation social loafing group viability Cohesion Satisfaction
Rating committee
Usually composed of the employees immediate supervisor and three or four other supervisors 3-4 Can help cancel out problems such as bias on the part of individual raters.
Rating committee
It can also provide a way to include the different facets of an employees performance observed by different appraisers
Appraisal by Subordinates
Upward feedback Can help top managers diagnose management styles, identify potential people problems, and take corrective action with individual managers
360-Degree Evaluation
Multi-rater evaluation Input from multiple levels with firm and external sources Focuses on skills needed across organizational boundaries
360-Degree Feedback
Performance information is collected from supervisors, subordinates, peers, and internal/external customers With multiple ratees and multiple raters, can be paperwork nightmares
Traditional , Systematic
Ranking Person-to-person Comparison Grading Graphic Scale Checklist Force-choice Description BARS (Behaviorally Anchored Rating Scale) Essay Work standard Critical Incidents
Ranking Method
Ranking employees from best to worst on a trait Alternates between highest and lowest until all employees to be rated have been addressed
Ranking
All employees from group ranked in order of overall performance Paired comparison is a variation Comparison is based on single criterion, such as overall performance
Rating Scales
Rates according to defined factors Judgments are recorded on a scale Many employees are evaluated quickly
Checklists
Checklists
Forced-choice Description
Forced-choice Description
Critical Incidents
Written records of highly favorable and unfavorable work actions
Appraisal more likely to cover entire evaluation period Does not focus on last few weeks or months
Recent error
Essay
Brief narrative describing performance Tends to focus on extreme behavior Depends heavily on evaluator's writing ability Comparing essay evaluations might be difficult
Work Standards
Compares performance to predetermined standard Standards - normal output of average worker operating at normal pace Time study and work sampling used Objective Workers need to know how standards were set
Result-Based Systems
Manager and subordinate agree on objectives for next appraisal Evaluation based on how well objectives are accomplished May not be too helpful in employee development
Management by Objectives
(Judgment)
MBO. control
(Low Reliability)
Self
Management by Objectives
(Goals)
Management by Objectives
Goals
Specificity Challenge Acceptance Quantitative Innovative Time frame Participative
Management by Objectives
Goal
Volume Cost Frequency Ratio Percent Degree Phases Calendar dates
Management by Objectives
Position Director of Finance 3 2549 Marketing Manager 31 Personnel Manager 1 100 % 2549 31 . 20 2549 Objective 5
Management by Objectives
MBO.
Personal objective Group objective apply Non managerial positions
Assessment Centers
Identify and select employment for higher level positions Part of a management system that focuses on employee development Predict employee potential for advancement
3) Performance appraisal becomes much easier anxiety 4) Helping to proactive identify barriers to performance Early warning system Proactive
The meeting Job description Action planning and follow-up Indicators , Progress indicators, Timeline Action steps
8. 9.
10. Goals
Health
2
Formal Learning
1
Informal Learning
(Coaching)
Communication
Interpersonal / Team
Management
Customers
Media Relations
3
Performance Dimensions
Output or Result Dimension Input Dimension Time Dimension Focus Dimension Quality Dimension Cost Dimension
Output or Result
KRA : Key Result Area Most acceptable Visible Consequence Inputs Final or Semi-final Product Financial Target / Customer Number / Production Target / Completion of Task
Input
Deal with activities or task to be accomplished Quantity of Inputs , Ability or competence to perform task , Motivation , Effort , Organization Support
Time
Time period Day , Week , Month , Quarter , Year , 2-3 Years Short term / Long Term Performance Work Standard
Focus
Sale Executive Focus Market Share , Profit New Area Cover
Quality
Defected Articles / Reject / QC. Passed / Customer Complaint / Customer Satisfaction
Cost
Relationship Input-Output Cost/ Benefit Input
Performance Planning
First step of performance management Simple way of ensuring that the employee gives quality inputs that will ensure the output expected from him
Performance Planning
A systematic outlining of activities
Organizational Plan
Organization goals Corporate plans Mission statements Annual operating plans Budget statements Performance guideline
How did we perform last year? What influenced our performance ? How can we improve ? What new challenges can we undertake ? How do we intend to improve our quality and quality of outputs ? What new process, technology and systems do we want to introduce this year ?
KPA.
Important or critical categories of functions to be performed by any role incumbent , over a given period of time
Example of KPA.
Sales Officers
Contacting potential customers Market survey for new products Attending to customer complaints
Example of KPA.
R&D Manager
Identifying product improvements Development of new products Testing samples