as

1. PERFORMANCE
APPRAISAL

2. A process by which organization
evaluate individual job performance
“The appraisal of each employee‟s performance
should be based on actual performance of the
critical elements identified through job analysis”

3. Specific, Timely, Accurate,
Identify impact to team or Dep’t
Relevant, based upon observable
behavior, compare actual behavior to
expected behavior
“STAIR”
Each of these components must be considered when
analyzing performance issues!

4. Uses of Performance Appraisal
 Performance of responsibilities of the
job.
 Behavior in the workplace.
 Professional Development.
 Organizational support and
encouragement of good performance.
 Correct poor performance and/or
behavior and reestablish expectations
of employer and employee.

5. Key elements of PA system
Employee Performance
performance appraisal Feedback
Performance
measures
Performance-related
standards
HR Employee
decisions records

6. PA process
SKILL
ABILITIES PERFORMANCE
APPRAISAL
EFFORTS (Standard vs
BEHAVIOR Accomplishment)
IMPROVEMENT
(+)/(-)
(-)
(+)
RECOQNITION

7. Appraisal Methods
Past Oriented Appraisal, Employees can get feedback that my lead to
renewed efforts at improved performance
 Rating Scales
 Checklists
 Forced Choice Method
 Critical Incident method
 Accomplishment Records
Future Oriented Appraisal, Focus on future performance by evaluating
an employee‟s potential or setting future performance goals
 Self Appraisals
 Management by Objectives
 Psychological Appraisals
 Assessment Centers

8.  Rating Scales, requires the rater to provide a
subjective evaluation of an individual‟s performance along a
scale from low to high.
No. Uraian Sangat Baik Baik Cukup Kurang Sangat Kurang
1. Inisiatif √
2. Kerjasama √
3. Kehadiran √ Gand Total
Total 5 4 2 11
 Checklists, requires the rater to select words or
statements that describe the employee‟s performance and
characteristics.
No. Uraian Bobot
Memiliki kemampuan dan kemauan untuk
menyusun perencanaan, mengorganisir
1. 35
dan berinisiatif menindak lanjuti secara
kongkrit
Menunjukkan kesiapan untuk selalu
2. 45
membantu orang lain yang membutuhkan
Jumlah hari kehadiran ditempat kerja
3. sesuai dengan yang ditetapkan oleh 20
ketentuan perusahaan
100

9.  Forced Choice Method, requires the rater to
choose the most descriptive statement in each pair of
statements about the employee being rated.
No. Uraian
1. Inspirator Pekerja Keras
2. Team player Individual performer
3. Hadir tepat waktu Sering terlambat
 Critical Incident method, requires the rater to
record statements that describe extremely good or bad
behavior related to the job performance. Recorded incidents
include a brief explanation of what happened.
 Accomplishment Records, these are employee-
produced listings of accomplishments such as publications,
speeches, leadership roles, and other professionally related
activities

10.  Self Appraisals, give the employees an authority to
appraise themselves. It can be a useful evaluation technique if
the goal of evaluation is to further self-development.
 Management by Objectives, consists of
goals that are objectively measurable and mutually agreed
on by the employee and manager.
 Psychological Appraisals, psychologists are
used for evaluations of the individual employee‟s future
potential.
 Assessment Centers, are a form of standardized
employee appraisal that relies on multiple types of evaluation
and multiple raters

11. Rater biases
 Halo effect (to )
 Error of central tendency
 Leniency and strictness bias
 Cross cultural biases
 Stereotyping (to   )
 The recency events effect

12. Reducing rater bias
 Training
 Biases and their causes should be explained
 The role of PA in employee decisions should be
explained to stress the need for impartiality and
objectivity
 Raters should apply subjective measures as a
part of their training
 Feedback
Raters should get feedback about their previous
rating
 Careful selection of PA techniques

13. HR
management
Based on the Provide an accurate picture
job-related PA of past and/or future employee
criteria performance
Through an evaluation interview
Feedback to get realistic view
HR department „Quality control check‟
performance of HR function

14. The Evaluation Interview
The tell-and-sell method
Communicates to employees their performance as
accurately and directly as possible with little
return feedback, but can lead to defensiveness
The tell-and-listen interview
Communicates to employees their strengths and
weaknesses, but also allows for return feedback
This creates an environment that is less defensive and
stressful to the employee

15. The Evaluation Interview (continued):
The problem-solving interview
Playing the role of helper more so than judge, the
manager creates an environment through which the
employee can discover his or her own developmental
needs
The mixed-model interview
Allows for the problem solving interview in the
beginning, where the subordinate leads off, and
finishes with the tell-and-sell or tell-and-listen
approaches if the subordinate has missed some
important areas of his or her performance