Professional Documents
Culture Documents
erformance
ppraisal
2. Developmental Purpose :
3. The Appraiser
Articulation of responsibility to the person who is going to conduct
appraisal
Mostly the appraiser is the immediate supervisor
Advantage of such a choice is first-hand knowledge
Enables feedback and coaching, provided throughout the review
period
360 or Multisource Feedback
Several sources of information (Suppliers, Peers, Supervisor,
Employee him/herself, Clients/Customers, Subordinates, Others)
Expectation from multisource evaluation
Problem with Multisource Feedback
a. Different sources, different aspects
b. Useful for developmental purpose rather than administrative
decisions
4. Evaluating Performance
Untrained individuals, a recipe for disaster
Trained individuals are needed to make PMSs effective
Training should include:
a. Organizations philosophy regarding PMSs
b. Primary purpose of appraisal (Developmental or Administrative)
c. Organizations performance appraisal process
d. Performance standards established by the organization
e. Appraisal forms
f. Feedback process
g. Impact of the evaluation on subordinates compensation and
career with the organization
Appraiser should be trained to avoid biases such as
a. Central Tendency Error
b. Severity/Leniency Error
c. Recency Error
d. Halo/Horn Error
Error
b. Severity/Leniency
Error
c. Recency Error
d. Halo/Horn Error
5. What will
Outcomes)?
be
explanations
Rating lower/higher and not objectively in
order to project an image of being
tough/easy
Making
evaluations
keeping
current
performance in mind rather than past
performance
Rating outstanding/poor performance on all
dimensions
because
outstanding/poor
performance on one dimension was figured
out
evaluated
(Traits,
Behaviors,
or
istributing/Allocating
(Rewards/Punishment)
Outcomes