2. PERFORMANCE
The accomplishment of a given task
measured against preset known standards
of accuracy, completeness, cost, and speed. In
a contract
performance is deemed to be the fulfillment of
an obligation, in a manner that releases the
performer from all liabilities under the contract.
3. APPRAISAL
1. It is an
Impartial analysis and evaluation conducted acc
ording to established criteria to determine the
acceptability, merit, or worthof an item
4. PERFORMANCE APPRAISAL
Performance appraisal is the process of
systematically evaluating the performance and
providing the feedback.
OR
Performance appraisal is the system of
reviewing and evaluating of an individual’s or
the team’s performance.
5. OR
Performance appraisal may be defined as an
integrative process involving, evaluation of
employee’s competence, contributions,
improvements, opportunities,and potential for
future growth with organizational objective…
6. OBJECTIVE
1. Increased motivation to perform effectively
2. Increased self-esteem of employees
3. Better clarity and definition of job fyunctions
and responsibility
4.Valuable communication developed among
appraisal participants
5.Reward distributed on fair and credible basis
6. Improve manpower planning
7. WHY PERFORMANCE
APPRAISAL
1. For development decisions
A* personal development
B* development of skills
C* self analysis
D* self development planning
8. 2. Administrative decisions
A* personal decisions
B* removal of deficiencies in performance
C* Job redesign
11. 360-Degree Appraisal
360-degree feedback, also known as multi-
rater feedback, or multisource assessment,
it is feedback that comes from all around an
employee. Feedback is provided by
subordinates, peers, and supervisors. It also
includes a self-assessment and, in some
cases, feedback from external sources such
as customers and suppliers or other interested
stakeholders
12. What is 360° feedback?
Behavioural: A tool which gives you insight
into the way others perceive you as a leader-
manager, based on your behaviours
Multidimensional: Opinions are gathered
from you, your manager, your peers and your
staff
Developmental: A critical supplement to
goal-based performance assessment for
leader-managers
15. History
The German Military first began gathering
feedback from multiple sources in order to
evaluate performance during World War II .
16. Merits
1. excellent employee development tool
2. Accurate and reliable
4. More objective being multi-rater system
17. A more balanced view of individual performance - everyone
who interacts with you
Powerful - more likely to prompt behaviour change, where
arequired
Reveals unique information not captured through day to day
interactions (reflection)
Source of relInformative - tells you what other people
want from you
Development focused - a self directed learning tool
reiable feedback for managers
18. Demerits
Time consuming and coastly
Sensitive to organization
May damage self-esteem of employees if the
feedback is brutal
Difficult to implement in cross-functional teams