Professional Documents
Culture Documents
ON
Submitted By:
Isha Bajpai
Guided by
Professor
Dr. Pradeep Kulshreshtha
This Project has been made possible through the direct and
indirect Co-operation of various persons, who have inspired
me at every step of my work. It is a matter of pride for me to
acknowledge my profound gratitude to all those persons.
Isha
Bajpai
PREFACE
Isha
Bajpai
PERFORMANCE APPRAISAL
A formal system of review and evaluation of individual or team task
performance.
The history of performance appraisal is quite brief. Its roots in the early 20th
century can be traced to Taylor's pioneering Time and Motion studies. But this is
not very helpful, for the same may be said about almost everything in the field of
modern human resources management.The focus of performance appraisal in
most firms remain on the individual employee.Regardless of the emphasis, an
effective appraisal system evaluates accomplishments and initiates plans for
development, goals and objectives.
Performance appraisals are essential for the effective management and
evaluation of staff.Appraisals help develop individuals, improve organizational
performance , and feed into business planning. Formal performance appraisals
are generally conducted annually for all staff in the organization.Each staff
member is appraised by their line manager.Directors are appraised by the CEO,
who is appraised by the chairman or company owners ,depending on the size
and structure of the organization.
PERFORMANCE MANAGEMENT
• To judge the gap between the actual and the desired performance.
Appraisal system should provide consistent, reliable and valid information and
data, which can be used to defend the organization – even in legal challenges. If
two appraisers are equally qualified and competent to appraise an employee with
the help of same appraisal technique, their ratings should agree with each other.
Then the technique satisfies the conditions of inter-rater reliability. Appraisals
must also satisfy the condition of validity by measuring what they are supposed
to measure. For example, if appraisal is made for potential of an employee for
promotion, it should supply the information and data relating to potentialities of
the employee to take up higher responsibilities and carry on activities at higher
level.
JOB RELATEDNESS:
STANDARDIZATION:
PRACTICAL VIABILITY:
LEGAL SANCTION:
Appraisals must meet the laws of the land. They must comply with provisions of
various acts relating to labor.
TRAINING TO APPRAISERS:
OPEN COMMUNICATION:
Most employees want to know how well they are performing the job. A good
appraisal system provides the needed feedback on a continuing basis. The
appraisal interviews should permit both parties to learn about the gaps and
prepare themselves for future. To this end, managers should clearly explain their
performance expectations to their subordinates in advance of the appraisals
period. Once this is known, it becomes easy for employees to learn about the
yardsticks and, if possible, try to improve their performance in future.
Employees should know the rules of the game. They should receive adequate
feedback on their performance. If performance appraisals are meant for
improving employee performance, then withholding appraisal result would not
serve any purpose. Employees simply cannot perform better without having
access to this information. Permitting employees to review the results of their
appraisal allows them to detect any errors that may have been made. If they
disagree with the evaluation, they can even challenge the same through formal
channels.
DUE PROCESS:
CRITICAL INCIDENTS:
A performance appraisal technique that requires a written record of
highly favourable and highly unfavourable employee work behaviour.
When such an action –a critical incident-affects the department significantly,
either positively or negatively, the manager writes it down .With this method , the
appraisal is more likely to cover the entire evaluation period and not focus on the
last few weeks or months.
ESSAY METHOD:
A performance appraisal method in which the rater writes a brief
narrative describing an employee’s performance.
Ratings of this type depend heavily on the evaluator’s ability. Supervisors with
excellent writing skills, if so inclined, can make a marginal worker sound like a
top performer. However, some managers believe that the essay method is not
only themost simple but also an acceptable approach to employee evaluation.
WORK STANDARDS:
A performance appraisal method that compares each employee’s
performance to a predetermined standard or expected level of output.
Several methods are available to determine work standards, including time study
and work sampling. An obvious advantage of using standards as appraisal
criteria is objectivity. However, in order for employees to perceive that the
standards are objective, they should understand clearly how the standards were
set. Management must also explain the rationale for any changes to the
standards.
RANKING:
A performance appraisal method in which the rater simply places
employees from a group in rank order of overall performance.
A difficulty occurs when individuals have performed at comparable levels (as
perceived by the evaluator). Paired comparison is a variation of the ranking
method in which the performance of each employee is compared with every
other employee in the group. Overall performance, is often the basis for the
comparison. The employee who receives the greatest number of favourable
comparisons receives the highest ranking.
FORCED DISTRIBUTION:
A performance appraisal method which requires the rater to assign
individuals in a work group to a limited number of categories similar to
a normal frequency distribution.
Because of slowing economy and an increased focus on pay for performance,
many firms have instituted some rankings or gotten tougher with their existing
systems. Proponents of forced distribution believe they facilitate budgeting and
guard against weak managers who are too timid to get rid of the poor performers.
They think that forced rankings require managers to be honest with workers
about how they are doing.
Communicates
Builds management skills Finds out how they’re doing
corporate goals
Provides management
with decision-making Develops and improves Provides recognition for
information on human rapport with employees accomplishments
resources
Provides objective
basis for raises, Allows for two-way
Identifies and rewards high
promotions, training, communication on goals and
performers
and other personnel performance
actions