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Performance Management and Appraisal Guide

The document discusses performance management and appraisal. It describes performance appraisal as setting work standards, assessing performance, and providing feedback to motivate, correct, and continue employee performance. It outlines the roles of supervisors and HR in appraisals and lists common appraisal methods like graphic rating scales, ranking, and management by objectives. The steps of appraising performance are defined as job criteria, appraising performance, and feedback sessions.

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Tamanna Akter
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137 views16 pages

Performance Management and Appraisal Guide

The document discusses performance management and appraisal. It describes performance appraisal as setting work standards, assessing performance, and providing feedback to motivate, correct, and continue employee performance. It outlines the roles of supervisors and HR in appraisals and lists common appraisal methods like graphic rating scales, ranking, and management by objectives. The steps of appraising performance are defined as job criteria, appraising performance, and feedback sessions.

Uploaded by

Tamanna Akter
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd

Chapter 9

PERFORMANCE
MANAGEMENT
AND APPRAISAL
9–1
WHERE WE ARE NOW…

9–2
Performance Appraisal

Performance Appraisal

Setting work standards, assessing


performance, and providing feedback
to employees to motivate, correct, and
continue their performance.

9–3
An Introduction to Appraising Performance

Why Appraise Performance?

1 Is basis for pay and promotion decisions.

2 Plays an integral role in performance management.

3 Helps in correcting deficiencies and reinforcing good performance.

4 Is useful in career planning.

9–4
Performance Appraisal Roles
• The Supervisor’s Role
 Usually do the actual appraising

 Must be familiar with basic


appraisal techniques
 Must understand and avoid
problems that can cripple
appraisals
 Must know how to conduct
appraisals fairly

9–5
Performance Appraisal Roles (cont’d)
• The HR Department’s Role
 Serves a policy-making and advisory role.

 Provides advice and assistance regarding the appraisal


tool to use.
 Trains supervisors to improve their appraisal skills.

 Monitors the appraisal system effectiveness and


compliance with EEO laws.

9–6
Effectively Appraising Performance

Steps in Appraising Performance

1 Defining the job and performance criteria

2 Appraising performance

3 Providing feedback session

9–7
Performance Appraisal Methods

Appraisal Methodologies

1 Graphic rating scale 6 Narrative forms

2 Alternation ranking 7 Behaviorally anchored rating scales (BARS)

3 Paired comparison 8 Management by objectives (MBO)

4 Forced distribution 9 Computerized and Web-based performance appraisal

5 Critical incident 10 Merged methods

9–8
FIGURE 9–2
Sample Graphic
Rating Performance
Rating Form

9–9
FIGURE 9–5 Scale for Alternate Ranking of Appraisee

9–10
FIGURE 9–6 Ranking Employees by the Paired Comparison Method

Note: + means “better than.” - means “worse than.” For each chart, add up
the number of +’s in each column to get the highest ranked employee.

9–11
FIGURE 9–8
Example of a
Behaviorally
Anchored Rating
Scale for the
Dimension
Salesmanship Skills

9–12
Management by Objectives (MBO)
• A comprehensive and formal organizationwide
goal-setting and appraisal program requiring:
1. Setting of organization’s goals

2. Setting of departmental goals

3. Discussion of departmental goals

4. Defining expected results (setting individual goals)

5. Conducting periodic performance reviews

6. Providing performance feedback

9–13
Computerized and Web-Based
Performance Appraisal Systems
• Allow managers to keep notes on subordinates.
• Notes can be merged with employee ratings.
• Software generates written text to support appraisals.
• Allows for employee self-monitoring and self-evaluation.

• Electronic Performance Monitoring (EPM) Systems


 Use computer network technology to allow managers access to
their employees’ computers and telephones.
 Managers can monitor the employees’ rate, accuracy, and time
spent working online.

9–14
Who Should Do the Appraising?

Immediate
Self-rating
supervisor

Peers
Potential Subordinates
Appraisers

Rating 360-degree
committee feedback

9–15
The Appraisal Interview

Satisfactory—Promotable

Satisfactory—Not Promotable
Types of Appraisal
Interviews Unsatisfactory—Correctable

Unsatisfactory—Uncorrectable

9–16

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