Aggarwal
Sukriti MBA (HR) 2008055
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System of review and
evaluation of job performance Assesses accomplishments and evolves plans for development 2
Process that significantly affects
organizational success Managers and employees work together to set expectations, review results and reward performance.
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Performance
appraisal process cuts into manager’s time Experience can be unpleasant when employee has not performed well 4
Human resource planning Recruitment and selection Training and development Career planning and development Compensation programs Internal employee relations Assessment of employee potential
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External:
Legislation requiring
nondiscriminatory appraisal systems Labor unions Factors within the internal
environment, such as type of corporate culture
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Traits Behaviors Competencies Goal Achievement Improvement
Potential 8
Immediate supervisor Subordinates Peers Rationale for evaluations conducted by
team members Self-appraisal Customer appraisal
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360-Degree
Forced Distribution
Valuation Rating Scales Critical Incidents Essay Work Standards Ranking Paired Comparisons
Behaviorally
Anchored Rating Scales (BARS) Result-Based Systems Assessment Centers
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Multi-rater evaluation Input from multiple levels with firm and
external sources Focuses on skills needed across organizational boundaries More objective measure of performance Process more legally defensible
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Rates according to
defined factors Judgments are recorded on a scale Many employees are evaluated quickly 12
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 13
Brief narrative describing
performance Tends to focus on behavior Depends heavily on evaluator's writing ability Comparing essay evaluations might be difficult
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Compares performance to
predetermined standard Standards - normal output of average worker operating at normal pace Time study and work sampling used Workers need to know how standards were set
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All employees from group
ranked in order of overall performance Comparison is based on single criterion, such as overall performance
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Variation of ranking
method Compares performance of each employee with every other employee in the group 17
Rater assigns individual in
work group to a limited number of categories similar to a normal distribution Assumes all groups of employees have the same distribution 18
Combines traditional rating
scales and critical incidents methods Job behaviors derived from critical incidents described more objectively
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Manager and
subordinate agree on objectives for next appraisal Evaluation based on how well objectives accomplished 20
Adjunct to appraisal
system Predict employee potential for advancement
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Available in
recording appraisal data Reduces required paperwork
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Lack of objectivity Halo error Leniency/strictness Central tendency Recent behavior bias Personal bias Manipulating the evaluation
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Job-related criteria Performance expectations Standardization Trained appraisers Continuous open communication Performance reviews
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Create a culture of excellence that
inspires every employee to improve Align organizational objectives to individual aspirations Clear growth paths for talented individuals Provide new challenges Empower employees to make decisions without the fear of failing Embed teamwork in all operational process 25
Thanks
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