Professional Documents
Culture Documents
MANAGEMENT
MODULE 2
Contents
• Performance Appraisal Introduction
• Performance Appraisal Methods – Traditional and Modern
• Potential Appraisal
• Documentation
• Appraisal communication - appraisal interview, feedback
• Performance Coaching
• Meaning
• Objectives
• Benefits
• Characteristics
• Uses
• Process
• Limitations and Barriers
• Performance Appraisal is the systematic, periodic and an
important rating of an employee’s excellence in matters
pertaining to his present job and his potential for a better
job.
- EDWIN B FLIPPO
Objectives
• Assessing the performance and progress of an
employee on a given job and for future job.
feedback
evaluations
• External challenges
Comparing
Discussing
the actual Measuring
the
with the Performance
appraisal
standards
Taking
Corrective
Action
GENERAL LIMITATIONS
• Errors in Rating
• Lack of reliability
• Negative approach
• Multiple objectives
• Lack of knowledge
Typical Barriers
1. Faulty Assumptions
• No Fair And Accurate Appraisals
• Particular Appraisal System Forever
• Personal Opinion Is Better Than Formal Appraisal
• Employees Want To Know Frankly
2. Psychological Blocks
• Feeling Of Insecurity,
• Appraisal As An Extra Burden
• Disliking Of Communicating Poor Performance
3. Technical Pitfalls
• Criterion Problem
• The Standard Of Performance Used To Compare
The Actual Performance
• Distortions
• Occurs In The Form Of Biases And Errors In
Making The Evaluation
• Halo Effect
• Central Tendency
• Constant Errors
• Rater's Liking And Disliking
Approaches to performance
Measurement
• Traits approach
• Result approach
• Behavior approach
Trait Approach
• Emphasizes the individual performer rather situation,
behavior and results
• Include abilities or personality
• Limitations
• Traits are beyond the control of an individual
• Presence of traits does not give 100% performance
Behavior approach
• Emphasis on how and what employee will do on the job
• Process oriented approach
• Appropriate where
• The link between behavior and results is not obvious
• Outcome occur in the distant future
• Poor results are due to causes beyond the performers control
Results approach
• Bottom line approach
• Less time to define measuring criteria
• cost effective
• Results of this approach are objective
• Appropriate where
• Workers are skilled in the needed behavior
• Behaviors and results are related
• Results show consistent improvement over time
• There are many ways to do the job right
Different classification heads
• Traditional
• Modern
• Past oriented
• Future oriented
• Result oriented
• Traits oriented
• Behavior oriented
Types of PA
Traditional Modern
• Management by objective
• Essay appraisal method
• 360 degree appraisal
• Straight ranking methods
• Assessment centers
• Paired comparison • Behaviorally Anchored Rating
• critical incident method scale (BARS)
• Behavior observation scale
• Field review
(BOS)
• Check list method • Human resource accounting
• Graphical rating scale • Competency models
• Forced distribution • PCMM
• BSC
• HR Score Card
Past Oriented vs Future oriented
Trait vs Behaviour vs Result based
Methods
Behavior observation scale (BOS)
• Similar to BARS
• Based on critical incidents
• Measure how frequently behavior has been observed
• Appraiser as an observer than a Judge
• Constructive feedback
BSC – Balance Scorecard
• In 1992, Drs. David P. Norton and Robert S. Kaplan started a working
group to examine the challenge of reporting only on financial
measures.