Performance Appraisal Measures
By means
of HRD activities, the manager develops the technical, managerial, behavioral
knowledge, skill ability and values, which are necessary to perform present and
future role.
The
process of performance appraisals helps the manager and management to know the
actual performance level of manager when compared to standard level.
Performance
appraisal is the basis of HRD, based on which promotions ,demotion, salary
fixing etc. can be decided. It is the basis for the individual development
Definitions
It is a
method of evaluating the behaviour of the manager in work spot, both
qualitative and quantitative aspect.
It is the
degree of accomplishment of the task that makes up an individual job.
The
performance of an employee is his resultant behavior on task which can be
observed & evaluated
Performance
is measured in degree of the result achieved.
Performance
Appraisal :
Performance
Appraisal (PA) refers to all those procedures that are used to evaluate the
personality, performance, potential, of its group members
Purpose
of PA-Remedial, maintenance, development
Characteristic
feature of performance appraisal
Performance
appraisal is the systematic description of the manager job relevant strength
and weakness.
Basic
purpose is to find out how well the manager is performing the job.
Appraisals
are arranged periodically.
Performance
appraisal is a continuous process.
Secure
information for making correct decisions on employees
Performance
appraisal is followed by corrective measures
NEED FOR
PERFORMANCE APPRAISAL
ü Provides
information about the performance rank.
ü Provide
feedback information about the level of achievements and behaviours of
subordinate.
ü Prevent grievances and maintains discipline
ü Creates
and maintain satisfactory level of performance.
ü Contributes
to manager growth and development through training programs.
ü Helps the
superior to have proper understanding about their subordinates.
ü Helps to
adopt job changes with the help of continuous ranking.
ü Facilitates
fair and equitable compensation, based on performance.
ü Facilitates
in testing and validating selection tests, interview techniques, by comparing
their scores with performance standards.
ü Provides
information for making decisions regarding layoff, retrenchment etc.
The
Appraisal Model
The
appraisal model consists of three kinds of appraisals:
Comprehensive
review
Progress
or periodic review
Continuous
monitoring Formal Comprehensive Review
It is
conducted at least once a year.
Performance
is reviewed for the period.
Progress
or Periodic review
Identifies
the problems or barrier that hinder effective performance at regular intervals.
Open
communication between superior and subordinate
Priorities
can be rearranged and objectives can be reorganized
Continuous
monitoring
If the
system deviates from the plan , one does not have to wait for the next periodic
review to correct it. The superior and the subordinate discuss the situation
such that corrective action can be taken immediately in order to prevent further
deviation.
Process of PA
Performance
appraisal methods
With the
evolution and development of the appraisal system a number of methods or
techniques of performance appraisal have been developed. They can be classified
as
Traditional
method
Graphic
rating scales
Ranking
method
Paired
Comparison Method
Forced
Distribution Method
Check
List Method
Critical
Incident Method
Essay
Appraisal Form
Modern
method
BARS
(Behaviourally Anchored Rating Scales)
Assessment
centres
Management
By Objective
Psychological
Appraisal
360-Degree
Feedback
Problems
of Performance Appraisal
Halo
effect- one trait
The Error
of Central tendency
Rating
all in the middle – avoid both extremes of scale
The
leniency and strictness – liberal rating
Personal
prejudices - dislikes
Recent
effect
Recent
action
Negative
rating
Less
reliability and validity
How to
minimize the problems
The
problems of performance appraisal can be minimized through the following means:
By
covering an open meeting with the appraisers and discussing the performance of
the manager before an after performance review discussions.
By
encouraging every one to comment on each other‘s achievements and area
requiring improvement.
The
appraiser should be objective and speak the truth.
By
conducting counselling meeting with the managers to appraise them of their
performance and consequences.
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