PERFORMANCE APPRAISAL
Dewi Hardiningtyas, ST, MT, MBA
1. Determine purpose
2. Identify limitations
3. Determine raters
6. Observe and documentation
5. Train raters
4. Select method
7. Evaluate performance
8. Communicate results
9. Make decision
Determining compensation
Training purpose
Improving employee performance
Determining salary increases
Providing Employee Training and Feedback
Determining Salary Increases
Making Promotion Decisions
Making Termination Decisions
Conducting Personnel Research
Supervisors
Supervisors only see the end results, not all behaviors Employees behave differently around spv or others. Peers often see actual behaviors. Itll better if the peers know well the employee. Also called upward-feedback. They may be fear if they unfavorably rate their spv. Customers provide feedback by filing complaints.
Peers
Subordinates Customer
Self-Appraisal
Further research is still needed to investigate potential cultural differences in self-ratings.
Focus of the Appraisal Performance Dimension
Trait-Focused PD CompetencyFocused PD Task-Focused PD Goal-Focused PD Contextual Performance
Should Dimensions Be Weighted?
Use of Employee Comparisons, Objective Measures, or Ratings
Employee Comparisons Objective Measures Ratings of Performance
n(n- 1) # of comparison s 2
n = the number of employees
Quantity of work
Quality (no of errors)
Attendance Safety
Only few organizations train raters properly (Hauenstein, 1998). The trained supervisors can :
Increase accuracy and reduce errors Increase validity of the tests Increase employee satisfaction with the appraisal
Example : frame-of-reference training
Observe employee behavior and document critical incidents (examples of excellent and poor performance). Using log book. Should be remembered by raters :
First impressions Recent behaviors Unusual or extreme behaviors Behavior consistent with the supervisors opinion
Reasons for documentation :
1. Focus on behaviors rather than traits 2. Provides examples to recall behaviors and review performance ratings. 3. Provide a physical proof when an employee refuse termination or promotion.
Leniency errors (4 -5 of five-point scale) Central tendency errors (3 of five-point scale) Strictness errors (1-2 of five-point scale)
A single attribute or an overall impression of an individual affects the ratings. Little knowledge of the job and less familiar with the object halo errors.
A rating made on one dimension affects the rating made on the dimension that immediately follows it on the rating scale.
The performance rating one person receives can be influenced by the performance of a previously evaluated person.
Distribution Errors
Halo Errors
Proximity Errors
Contrast Errors
Two people rating the same employee seldom agree with each other
Recency effect (only once or twice a year) Infrequent observations (raters are super busy)
Inconsistency recall / review behavior Emotional state or stress Bias or feeling influence
Low Reliability across Raters
Sampling Problems
Cognitive Processing
Prior to the Interview Allocating time At least an hour for prepare and an hour for interview Scheduling the interview More convenient time Neutral place (privacy) No communication barrier Preparing for the interview
During the Interview The role of PA How the PA was conducted How the evaluation process was accomplished The expectation that the appraisal interview will be interactive The goal of understanding and improving performance
Positive feedback generally should be given first followed by the negative feedback and finishing with more positive feedback.
.: Feedback should be candid, specific, and behavioral rather than personal :.
Employment-at-Will Doctrine
In the private sector, the employment-at-will doctrine in most states allows employers freedom to fire an employee without a reasonat will. In the public sector, an employee can be fired only for cause.
Legal Reasons for Terminating Employees
Probationary period Violation of company rules Inability to perform Reduction in force (layoff )
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