HRD Perf Apraisal2 محاضرات

8/12/2019 HRD Perf Apraisal2

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Ch.(2)

(A)- GAP ANALYSIS


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Ch.(2)

(B) PERFORMANCE APPRAISAL

What is Perfora!"e A##raisa$%

A performance appraisal is a review and discussion of an employee's performance

of assigned duties and responsibilities. The appraisal is based on results obtained

by the employee in his/her job, not on the employee's personality characteristics.

The appraisal measures skills and accomplishments with reasonable accuracyand uniformity. It provides a way to help identify areas for performance

enhancement and to help promote professional growth. It should not, however, be

considered the supervisor's only communication tool. pen lines of

communication throughout the year help to make effective working relationships.


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!er"berg said # The human inclination to passjudgment can create a serious motivational ,

ethical , and legal problems in the workplace.

$ithout a structured Appraisal system, there is

little chance of ensuring a lawful, fair , defensible, and accurate judgment %


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&erformance Appraisal started by simply link

salary to production # material outcome%

o, if the employee meets his production targethe gets his wage in full.

And if the employee meets higher production

target, he gets a pay raise.(ut if the employee meets lower production

target, he gets a pay cut.

!owever simple , this system FAILE&

#$!)*%


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(cu" motivational theorists have empiricallyconfirmed in the early +s that even though

pay rates were important, they were not the

only element that had an impact on

employees performance. It was found that

other issues such as morale and self esteem

could also have a major influence.

As a result, the traditional emphasis on

reward outcomes was progressively

-ejected.


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efinition of The odern Appraisal

&erformance appraisal has been

recently defined as 0 a structured formal

interaction between a subordinate and asupervisor, that usually takes the form of

a periodic interview to e1amine and

discuss the subordinate2s performance

to identify both weaknesses and

strengths as well as opportunities for

improvement and skill development.3


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$!) &4-5-A674 A&&-AIA8**

The performance appraisal is part of a larger system known

as the performance management system. This system is the

approach to the management of people using #erfora!"e'

#$a!!e oa$s a! o*+e"ti,es' easree!t' fee*a"and re"o!itio!to motivate people to reali"e their ma1imum

potential. &erformance appraisal involves the setting of clear

9uantifiable goals and objectives and assessing individual

performance against these measures.


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T!4 5I-T AI :

Increasing Role Clarity &erformance appraisal is a tool for

communicating the skills, knowledge and

attitudes re9uired for the different jobroles. The appraisal criteria acts as a

guide to the attitudes and behaviors that

;)< 7&A6) would like their staff intheir various capacities to have.


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T!4 476 AI :

Training and Development

&erformance appraisals measure an individual2sperformance and can identify opportunities for improvement

or learning through training.

T!4 T!I-4 AI

Compensation and Reward

As ;)< 7&A6) bonuses and annual increments arelinked to performance, a system for measuring performance

in an e9uitable way is necessary. The performanceappraisal encourages the use of objective, 9uantifiable

criteria to measure performance which will be known to all

staff. This system improves fair judgment and the

perception of e9uity among staff.


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T!4 5=-T! AI:

Career Planning

&erformance appraisals will allow ;)< 7&A6) to assessthe skill set of their e1isting staff to ascertain the career path

for each individual.

T!4 5I5T! AI:

Enhance Corporate Values

;)< 7&A6)2s corporate value is the pursuit of innovative

9uality in the areas of Cstoers' E#$o/ees' So"iet/'

Pro"ts' 0e"h!o$o/' Ma!aee!t andFair!ess. These

values are translated to performance measures that are used inthe appraisal. This enhances awareness of corporate values

and promotes behaviors that are in line with ;)< 7&A6)2s

values


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. Co!"ti! the Perfora!"e A##raisa$

BEFORE 01E APPRAISAL

ee# oo re"ors

Both #raise a! "riti"is are ost ea!i!f$ 3he! s##orte */ fa"ta$ e4a#$es

Re,ie3 #re,ios oa$s

5se #re,ios oa$s to e,a$ate #roress

Get i!#t fro others

See fee*a" fro others 3ho 3or 3ith the a##raisee i! areas the/ 3i$$ ha,e o*+e"ti,e !o3$ee of

a! et e4a#$es 3here a,ai$a*$e

Pre#are "aref$$/

Pre#are i! a,a!"e so that /o "a! e$i,er the essae that /o i!te! to

Pre#are ai!istrati,e etai$s

aree o! a tie - set asie at $east o!e hor. A,oi #ost#o!i! the a##oi!te!t' a! i,e the e#$o/ee

f$$ atte!tio!.

se$e"t a $o"atio! - offi"e or "o!fere!"e roo is *est.

as e#$o/ee to #re#are - as the e#$o/ee to re,ie3 his6her oa$s' a! "oe #re#are 3ith 7estio!s.


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&5RING 01E APPRAISAL

E4#$ai! the eeti! ae!a

Ot$i!e 3hat is a*ot to ha##e! for the sessio!

E!"orae "o!i"atio!

$iste!

e!"orae t3o-3a/ "o!i"atio!

as for ieas o! ho3 the/ "a! i#ro,e their #erfora!"e

as for ho3 the/ fee$ /o "a! he$# the

as for fee*a" o! the a##raisa$ se"tio!

Sta/ fo"se

ee# the sessio! fo"se o! #ast a! ftre #erfora!"e' sari8e is"ssio! isses ofte! to

e!sre areee!t

Co!i"ati! short"oi!s

0he e#$o/ee e4#e"ts a! sho$ !o3 3hat he6she !ees to i#ro,e

Be o#e!

Be ,ersati$e a! o#e!-i!e if /o hear thi!s that "ase /o to "ha!e /or o#i!io!


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&5RING 01E APPRAISAL ( "o!t.)

E,a$atio! #ro"ess

(egin with the positive things that were well done

5ollow this with areas that need improvement and a plan on how to address them

7onclude with a reinforcement of your desire to help the person grow and improve

Mai! #roiseson2t make promises you do not have control over #e.g. salary increments,

promotions, transfers etc%

Re,ie3 oa$s

7oncentrate on a few areas> things that make a difference. Try to encouragecontinuation and growth in the areas of strength. et up 0smart3 goals that will build

strength in areas needing attention


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AF0ER 01E APPRAISAL

Ai!istratio!7omplete the paperwork re9uired for the results of the appraisal

ake sure the appraisee signs on the bottom line

ark the calendar on when your ne1t appraisal session with the

person will be

Fo$$o3-#

5ollow>up on agreements made during the appraisal

Lear!i!

-eview what you have learnt about the employee, your records and

systems, yourself, the appraisal process and your management style


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No3' Let9s ha,e a is"ssio!

after

$atching these videos


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Coo! Rati! Errors

, Whi$st "o#$eti! the a##raisa$ for' the a##raiser is a,ise to e4er"ise "atio!' as there a/

*e se,era$ #itfa$$s 3hi"h a/ se3 the assesse!t:

1-Halo Effect

A #erso! otsta!i! i! o!e area te!s to re"ei,e otsta!i! or *etter

tha! a,erae rati!s i! other areas as 3e$$' e,e! 3he! s"h a rati! is

!eser,e

2-Negative Effect

A $o3 rati! i! o!e area /ie$s $o3er tha! eser,e rati!s for other

a""o#$ishe!ts

3-Central Tendency

Assi!i! a! a,erae rati! for a$$ 7a$ities


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4-Confrontation voidance

iscomfort with giving negative feedback

!-Initial Performance

-ating an employee based solely on initial impressions ofperformance

"-Recency

-ating an employee based solely on most recent

performance which overshadows the entire year2s

performance


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4valuation

(a)0ota$ E,a$atio!

The final score is the average score, calculatedas follows

Total cores ; B

6umber of Cuestions Answered ; D


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(*) Grai!

0he a##raisee is the! rae a""ori! to the $e,e$ of his6her #erfora!"e

i! ea"h "ateor/ a""ori! to the fi!a$ s"ore:

Otsta!i!

Perfora!"e is e4"e#tio!a$ a! far e4"ees e4#e"tatio!s. Co!siste!t$/

eo!strates e4"e$$e!t sta!ars i! a$$ +o* re7iree!ts.

;er/ Goo

Perfora!"e is "o!siste!t' a! e4"ees e4#e"tatio!s i! a$$ sitatio!s.

Goo

Perfora!"e is "o!siste!t. C$ear$/ eets esse!tia$ re7iree!ts of +o* .


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Fair

Perfora!"e is satisfa"tor/. Meets re7iree!ts

of the +o*.

Nees I#ro,ee!t

Perfora!"e is i!"o!siste!t. Meets re7iree!ts

of the +o* o""asio!a$$/. S#er,isio! a! trai!i!

is re7ire for ost #ro*$e areas.

5!satisfa"tor/

Perfora!"e oes !ot eet the i!i

re7iree!ts of the +o*.


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Ste#s i! Writi! Perfora!"e 0arets a! Goa$s

Ste# !*er of 7a$ifie "$ie!ts 3ithi! Y o!ths

=I!"rease sa$es ,o$e */ >? */ @!e

=Re"e re+e"tio! rates */ ? */ the e! of the /ear

=Co#$ete the #$a!!i! #hase */ O"to*er


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tep E

If necessary, add any procedures or criteria that describethe action to be taken to achieve the target or goal

ource ; number of 9ualified clients within ) months by

actively advertising services to potential clients within the

electronics industry

tep F

-eview and refine the target or goal if necessary


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0o e!sre that the o*+e"ti,es are #ro#er$/ efi!e, each ofthe following 9uestions must be answered positively:>

#i% ?oes the statement of performance targets/goals limit the results toone specific area*

#ii%?Are the results well defined in terms of what is e1pected of the job

holder*

#iii% ?Are the objectives measurable and observable* $ere objectives

9uantified whenever possible*

#iv% ?$as a time frame specified*

#v% ?Are the performance targets/goals reasonable and within the

reach of the job holder*


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?$A IT A88 TI4 I6 T 7&A6)2 @A8

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The purpose of &erf. Apprsl. 5rom the employee viewpointis

four>fold:

#% Tell me what you want me to do*

#% Tell me how well I have done it*

#E% !elp me improve my performanceJ

#F% -eward me for doing wellJ

5rom the organi"ation's viewpoint, one of the most important

reasons for having a system of performance appraisal is to

establish and uphold theprinciple of accounta#ility. #why*%


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5or decades it has been known to researchers

that #one of the chief causes of organi"ational

failure is non>alignment of responsibility andaccountability.%

6on>alignment occurs where employees are

given responsibilities and duties, but are notheld accountable for the way in which those

responsibilities and duties are performed. $hat

typically happens is that several individuals orwork units appear to have overlapping roles.


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This 0overlap3 allows each individual or

business unit to Kpass the buckK to theothers. =ltimately, in the severely non>

aligned system, no one is accountable for

anything. In this event, the principle ofaccountability breaks down completely.

rgani"ational failure is the only possible

outcome.


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6o matter which method we choose, we must do the following F items:


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> Co!str"ti,e I!te!tio!

It is very important that employees recogni"e that

negative appraisal feedback is provided with a

constructive intention, #i.e., to help them overcomepresent difficulties and to improve their future

performance.% 4mployees will be less an1ious about

criticism, and more likely to find it useful, when the

believe that the appraiser's intentions are helpful andconstructive.

I! "o!trast, other studies have reported that Kdestructive

criticismK > which is vague, ill>informed, unfair or harshly

presented > will lead to problems such as anger,

resentment, tension and workplace conflict, as well as

increased resistance to improvement, denial of

problems, and poorer performance.


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E> Set Perfora!"e Goa$s

It has been shown in numerous studies that goal>

setting is an important element in employee

motivation. @oals can stimulate employee effort, focus

attention, increase persistence, and encourage

employees to find new and better ways to work.

The use of goals as a stimulus to human motivation isone of the best supported theories in management. It

is also 9uite clear that goals which are K...specific,

challenging, and accepted by employees will lead to

higher levels of performance than easy, vague goals#such as do your best% or no goals at all.K


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F> A##raiser Crei*i$it/

It is important that the appraiser #usually the

employee's supervisor% be well>informed andcredible. Appraisers should feel comfortable

with the techni9ues of appraisal, and should

be knowledgeable about the employee's joband performance.

$hen these conditions e1ist, employees are

more likely to view the appraisal process asaccurate and fair. They also e1press more

acceptance of the appraiser's feedback and a

greater willingness to change.


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01E (D) BENEFI0s OF PERF. APPRAISAL:


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> 0rai!i! a! &e,e$o#e!t

&erformance appraisal offers an e1cellent opportunity > perhaps the

best that will ever occur > for a supervisor and subordinate to

recogni"e and agree upon individual training and development needs. uring the discussion of an employee's work performance, the

presence or absence of work skills can become very obvious > even to

those who habitually reject the idea of training for themJ

&erformance appraisal can make the need for training more pressingand relevant by linking it clearly to performance outcomes and future

career aspirations.

5rom the point of view of the organi"ation as a whole, consolidated

appraisal data can form a picture of the overall demand for training.


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E>Re"rite!t a! I!"tio!

Appraisal data can be used to monitor the success of

the organi"ation's recruitment and induction practices.5or e1ample, how well are the employees performing

who were hired in the past two years*

Appraisal data can also be used to monitor the

effectiveness of changes in recruitment strategies.(y following the yearly data related to new hires #and

given sufficient numbers on which to base the

analysis% it is possible to assess whether the general

9uality of the workforce is improving, staying steady,

or declining


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D- EMPLOYEE E;AL5A0ION:

the need to evaluate #i.e., to judge% is also an ongoing source of

tension, since evaluative and developmental priorities appear to

fre9uently clash. )et at its most basic level, performance appraisalis the process of e1amining and evaluating the performance of an

individual.

Though organi"ations have a clear right > some would say a duty >

to conduct such evaluations of performance, many still recoil fromthe idea. To them, the e1plicit process of judgment can be

dehumani"ing and demorali"ing and a source of an1iety and

distress to employees.

It is been said by some that appraisal cannot serve the needs ofevaluation and development at the same timeL it must be one or the

other.

(ut there may be an acceptable middle ground, where the need to

evaluate employees objectively, and the need to encourage and

develop them, can be balanced


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() Coo! A##raisa$ Mistaes


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8ongenecker argues that accuracy in performance

appraisal is impossible to achieve, since people

play social and political games, and they protecttheir own interests.M K6o savvy manager...K, says

8ongenecker, K... is going to use the appraisal

process to shoot himself or herself in the foot.0N

5udging the results has many motives. ome can

be less admirable and some can be devious: the

appraiser may fudge toavoid the possibility of an

unpleasant confrontation, the appraiser may fudgetohide employee difficulties from senior managers,

the appraiser may fudge in order to punish or

reward employees.
http://www.performance-appraisal.com/long.htmhttp://www.performance-appraisal.com/long.htm


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> @e!t A,ersio!

any people have a natural reluctance to Kplay

judgeK and create a permanent record whichmay affect an employee's future career. This is

the case especially where there may be a need

to make negative appraisal remarks.

Training in the techni9ues of constructive

evaluation #such as self>auditing% may help.

Appraisers need to recogni"e that problems leftunchecked could ultimately cause more harm

to an employee's career than early detection

and correction


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This places the supervisor in a difficult bind. 4ither

the supervisor lied when giving the praise, or

least, misled the employee into thinking that theirperformance was acceptable #in fact, this is the

argument that feedback>seekers will often make%.

aking supervisors aware of the game isusually sufficient to stop it. They must learn to

say, when asked for casual praise, KI can't talk

about it now... but see me in my office later.K This puts the supervisor back in control of the

appraisal process


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F> A##raiser Pre#aratio!The bane of any performance appraisal system is the appraiser who

wants to Kplay it by earK. uch attitudes should be actively

discouraged by stressing the importance and technical challenge ofgood performance appraisal. &erhaps drawing their attention to the

contents of this web site, for e1ample, may help them to see the

critical issues that must be considered.

D>E#$o/ee Parti"i#atio!4mployees should participate with their supervisors in the

creation of their own performance goals and development

plans. utual agreement is a key to success. A plan wherein

the employee feels some degree of ownership is more likely tobe accepted than one that is imposed. This does not mean that

employees do not desire guidance from their supervisorL indeed

they very much do.


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+>Perfora!"e Ma!aee!tne of the most common mistakes in the practice of

performance appraisal is to perceive appraisal as an

isolated event rather than an on going process.

5re9uent mini>appraisals and feedback sessions will

help ensure that employees receive the ongoing

guidance, support and encouragement they need.f course many supervisors complain they don't have

the time to provide this sort of ongoing feedback. This is

hardly likely. $hat supervisors really mean when they

say this is that the supervision and development ofsubordinates is not as high a priority as certain other

tasks. In this case, the organi"ation may need to review

the priorities and values that it has instilled in its

supervisory ranks.


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NOW' LE0S 3at"h the

"$i# a! o the

E4"er"ise


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NOW ' LE0S RE;IEW W1A0 WE 1A;E

CO;ERE& SO FAR


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Wh/ A##raisa$s Are I#orta!t

-ecogni"e

accomplishments

@uideprogress

Improveperformance

-ecogni"e

accomplishments

@uideprogress

Improveperformance


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Why Appraisals Are Important

-eviewperformance

'etgoals

Identifyareas

forimprovement

.iscusscareer

advancement


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easure &erformance

easurement systems

need to be:

pecific

5air

7onsistent Clear

Useful


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easure &erformance #cont.%

ystems can be:

6umerical

Terms

anagement by

bjectives #(%

(ehavior oriented


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(e objective

Include allemployees

&rovide complete andaccurate information

ocument regularly

ocument &erformance


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4mployee Input

4mployees take an

active role:

etting goals

esigning action plans Identifying strengths and

weaknesses

4mployees

participate in theperformance

appraisal meeting


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&reparation

4mployees:

-eview

performance

Think about new

goals


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&reparation #cont.%

upervisors:

-eview

performance 7omplete written

appraisal

Think about

new goals

chedule time

and place


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tart the eeting

8ay out agenda

Talk about money

4ncourage input

@ive good news

first


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5ocus on the

professional

@ive objectivee1amples

Invite response

8isten actively 7reate 0we3

mentality

&resentation Tips


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uring the eeting

-eview performance:

(ased on previous

goals

6oting strengths

and

accomplishments

Identifying areas

for improvement


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An employee comes to an appraisalmeeting without having identified whether

past performance goals have been met.

An employee comes to an appraisalmeeting with a goal for the next period

that you do not agree with.

You have an appraisal meeting with anemployee without having completed your

written appraisal of the employee usingyour organizations form.

Is 0his A""e#ta*$e%Yesor No


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!uring an appraisal meeting" you try tolisten intently to what the employee is

saying.You professionally notify an employee

during an appraisal meeting that his orher performance is not up to par and

that it better improve #soon.$

Is This Acceptable?

Yesor No(cont.)


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Oey &oints to -emember

You must conduct ob%ective appraisalson a scheduled basis

Appraisals tell employees how theyredoing and how they can improve

Appraisals help create a system ofmotivation and rewards based on

performance

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HRD Perf Apraisal2 محاضرات