GOVT.

COLLEGE OF
NURSING,KANPUR

PRESENTATION ON:
PERFORMANCE APPRAISAL
PRESENTED BY:
Anjali
M.Sc(N) II YR
 INTRODUCTION
• Performance appraisal is a systematic
evaluation of employees' performance in
relation to the objectives of the
organization.
• It plays a vital role in understanding
employees' abilities and helping them
grow within the organization.
 DEFINITION
• Performance appraisal refers to the
regular review of an employee's job
performance and overall contribution to a
company.
• [OR]
• It is a systematic process of evaluating an
individual’s performance in terms of the
requirements of the job.
 CHARACTERISTICS
• Objectivity: The process should be
based on measurable criteria.
• Regularity: Should be conducted at
consistent intervals.
• Feedback: Provides constructive
feedback to the employee.
• Documentation: Should be
documented for future reference.
 PURPOSE
• Aligning individual performance with
organizational goals.
• Identifying training and development
needs.
• Facilitating communication between
employees and management.
• Basis for promotions, transfers, and salary
increments
 PRINCIPLES

• Fairness: Ensure that the appraisal

process is fair and unbiased.
• Transparency: The process should be
transparent to all employees.
• Consistency: Appraisal criteria
should be consistently applied.
• Documentation: Proper records
should be maintained.
 CRITERIA
• Quality of Work: Accuracy and neatness of
work.
• Productivity: Output in relation to
resources used.
• Job Knowledge: Understanding of the job
tasks and responsibilities.
• Teamwork: Ability to work effectively with
others.
 APPROACHES
• 360-Degree Feedback: Involves feedback
from all around the employee (peers,
subordinates, supervisors).
• Management by Objectives (MBO):
Performance is evaluated based on the
achievement of objectives.
• Rating Scales: Employees are rated on
various aspects of their job performance."
 PROCESS
• Planning: Set clear performance
expectations and criteria.
• Monitoring: Regularly observe and provide
feedback on performance.
• Reviewing: Conduct the formal appraisal
meeting.
• Feedback: Discuss performance and set
goals for improvement.
• Documentation: Record the results of the
appraisal.
 METHODS
• Ranking: Employees are ranked from best
to worst.
• Rating Scales: Employees are rated on a
scale (e.g., 1 to 5) on various performance
criteria.
• Critical Incident Method: Records of
particularly good or poor performance are
kept.
• Behavioral Anchored Rating Scales
(BARS): Combines elements of the critical
incident and rating scale methods.
 TOOLS
• Since the 1920s, many appraisal tools have
been developed, all of which have been
popular at different times.
• Since the early 1990s, The Joint
Commission has been advocating the use of
an employee's job description as the
standard for performance appraisal.
• Software tools for automating appraisals
(e.g., BambooHR, SAP SuccessFactors).
• Performance management systems
integrated with HR systems.
• Feedback tools like surveys and peer
review platforms.
Trait Rating Scales
• A trait rating scale is a method of rating a
person against a set standard, which may
be the job description, desired behaviors,
or personal traits.
• The trait rating scale has been one of the
most widely used of the many available
appraisal methods.
• Rating personal traits and behaviors is the
oldest type of rating scale.
Job Dimension Scales
• Job dimension scales require that a rating
scale be constructed for each job
classification. The rating factors are taken
from the context of the written job
description. Although job dimension scales
share some of the same weaknesses as
trait scales, they do focus on job
requirements rather than on ambiguous
terms such as "quantity of work."
Behaviorally Anchored Rating Scales
• BARS, sometimes called behavioral
expectation scales, overcome some of the
weaknesses inherent in other rating systems.
As in the job dimension method, the BARS
technique requires that a separate rating form
be developed for each job classification.
However, in BARS, many specific examples
are defined for each area of responsibility;
these examples are given various degrees of
importance by ranking them from 1 to 9.
Checklists
• There are several types of checklist
appraisal tools. The weighted scale, the
most frequently used checklist, is
composed of many behavioral statements
that represent desirable job behaviors.
• Another type of checklist is:
• Forced checklist
• Simple checklist
Essays
• The essay appraisal method is often
referred to as the free-form review. The
appraiser describes in narrative form an
employee's strengths and areas where
improvement or growth is needed.
Self-Appraisals
• Employees are increasingly being asked
to submit written summaries of their work-
related accomplishments and productivity
as part of the self-appraisal process.
• Management by Objectives
• MBO is an excellent tool for determining
an individual employee's progress
because it incorporates both the
employee's assessments and the
organization.
Peer Review
• When peers rather than supervisors carry
out monitoring and assessing work
performance, it is referred to as peer
review. Most likely, the manager's review
of the employee is not complete unless
some type of peer review data is gathered.
 STRATEGIES
• Develop self-awareness regarding own
biases and prejudices.
• Use appropriate consultation.
• Gather data adequately over time.
• Keep accurate anecdotal records for the
length of the appraisal period.
• Collect positive data and identify areas
where improvement is needed.
• Include employee's own appraisal of his or
her performance.
 GUIDELINE
• Be clear and specific about expectations
and feedback.
• Ensure the process is fair and unbiased.
• Provide constructive criticism and focus
on development.
• Document the process and outcomes
thoroughly.
 INFLUENCING FACTORS
• Appraisal should be based on a standard.
• The appraisal tool must adequately and accurately assess job
performance.
• Employee should have input into development of the
standard.
• Employee must know the standard in advance.
• Employee must know the sources of data gathered for the
appraisal.
• Appraiser should be someone who has observed the
employee's work.
• Appraiser should be someone who the employee trusts and
respects.
• Employer support and clarity of expectations are critical to the
employee perceiving the appraisal as fair.
 MERITS
• Provides structured feedback to
employees.
• Helps identify areas for training and
development.
• Aligns employee goals with organizational
objectives.
• Facilitates communication between
employees and management.
 DEMERITS

• Can be biased or subjective if not done

properly.
• Time-consuming for both managers and
employees.
• May create anxiety or stress among
employees.
• Can lead to conflicts if not handled with
care.
 CONCLUSION

• Performance appraisal is a critical tool for

managing and improving employee
performance.
• Effective appraisal systems align individual
goals with those of the organization,
fostering growth and development.
• It’s important to conduct appraisals in a
fair, transparent, and consistent manner.