Techniques applied for performance evaluation for organizational management

1. Dr. Asif Mohammad
Senior Scientist
ICAR-National Dairy Research Institute
Kalynai-741235, West Bengal

2.  Performance assessment is required to assess
employee including extension functionaries
and organizational performance in order to
track progress
 Employees are now being paid based on their
contribution to the system
 If the performance appraisal process is formal
and well-structured, employees will have a
better understanding of their duties and
responsibilities
 Individual innovation emerges as a key
competence required from workers

3. Performance Appraisal Process

4. Creating performance benchmarks
Communicating standards to the employee
Actual performance evaluation
Comparison of actual vs. desired performance
Discussion on the Result
Making a Decision

5.  Creating performance benchmarks
 The criteria that will be used as a yardstick to
compare the actual performance of the
employees.
 This phase entails determining the criteria for
determining whether an employee's
performance was successful or unsuccessful.
 The standards established should be explicit,
intelligible, and measurable.

6.  Communicating standards to the employee
 It is the obligation of management to convey
the standards to all of the organization's
personnel.
 Employees should be informed and the
standards should be explained to them in
detail.
 The appraisers or evaluators and the set
standards can be amended at this stage based
on the relevant input from the workers or
evaluators if necessary.

7.  Actual performance evaluation
 The most challenging component of the
performance assessment process is measuring
actual performance.
 It's an ongoing procedure that entails tracking
performance throughout the year.
 This stage necessitates the careful selection of
acceptable measurement methodologies,
ensuring that personal bias does not influence
the process' outcome

8.  Comparison of actual vs. desired performance
 The actual performance is compared to what is
desired or expected.
 The comparison shows how far the employees'
performance deviates from the established
benchmarks.
 The actual performance can either be higher than
the anticipated performance or lower than the
expected performance, indicating a negative
variance in organizational performance.

9.  Discussion on the Result
 The appraisal results are communicated and
discussed with staff on a one-on-one basis.
 This discussion focuses on communication and
listening.
 The findings, issues and potential solutions are
addressed in order to solve difficulties and to
reach an agreement.
 The meeting's goal should be to resolve issues and
motivate staff to improve their performance.

10.  Making a Decision
 The final phase in the process is to make
decisions, which can be used to improve
 Employee performance
 Implement necessary corrective actions
 Make relevant decisions such as incentives,
promotions, demotions, transfers and so on

11. Performance evaluation methods

12.  Confidential report:
 This type of report is commonly utilized in
government agencies including extension
organization.
 It is a descriptive report written by the employee's
immediate superior at the completion of each year.
 The report outlines the subordinate's strengths and
flaws. It usually does not provide any feedback to the
employee.
 The employee is unsure why his ratings have dropped
despite his best efforts, why others are rated higher
when compared to him, how to correct any mistakes
he may have made and on what basis he will be
evaluated next year, among other things.

13.  Essay evaluation:
 The rater is required to convey both the positive and
negative aspects of the employee's performance.
 The rater considers the following aspects when writing the
employee essay:
(i) The employee's job knowledge and potential;
(ii) The employee's understanding of the organization's
programmes, policies and objectives;
(iii) The employee's relationships with coworkers and superiors;
(iv) The employee's general planning, organizing and controlling
ability;
(v) The employee's general attitudes and perceptions. Essay
assessment is a non-quantitative method.

14. Essay evaluation approach has the following drawbacks
 It is extremely subjective
 Some evaluators may struggle to write effective essays
on employee performance. Others may be superficial
in their explanations and use flowery language.
 The appraiser must allocate enough time to write the
essay. A hurried appraiser may compose the essay
without thoroughly assessing the worker's actual
performance.
 The appraiser, on the other hand, takes a long time;
this becomes uneconomical from the perspective of
the organization because the evaluator's (supervisor's)
time is expensive.

15.  Critical incident technique
 The supervisor compiles a collection of remarks
describing an employee's very effective and ineffective
actions.
 These key incidences are used in the evaluation of the
workers' performance
 However, this strategy has the following drawbacks:
 Negative incidents may be more visible than positive incidents.
 Supervisors have a tendency to unleash a series of complaints
regarding incidents.
 It leads to intense supervision, which the employee may not
appreciate.

16. Weighted checklists and checklists
 A checklist is a series of objective or descriptive statements concerning an
employee's performance.
 Each question's value may be equally weighted or select questions may be
weighted more
 Is the individual genuinely enthusiastic about the task at hand? Yes/No
 Is he well-liked by his co-workers? Yes/No
 Is he respectful of his superiors? Yes/No
 Is he a good follower of instructions? Yes/No
 Is he prone to making mistakes? Yes/No
 The rater's ability to discern between positive and negative questions may be
skewed.

17.  Graphic rating scale
 These types of grading systems can use a
range of attributes, the most frequent of
which are the quantity and quality of work.
Parameters Rating
Unsatisfacto
ry
Fair Satisfacto
ry
Good Outstand
ing
Work quantity: The amount of
work completed under regular
working conditions
Work quality includes neatness,
thoroughness and accuracy of
Job-related knowledge
A thorough awareness of the
issues affecting the job
On-the-job attitude: Exhibits
excitement and cooperation.
Dependability
Cooperation: The willingness and
ability to collaborate with others
in order to achieve a common
goal.

18.  Behaviorally anchored rating scales
 Also known as the behavioral expectations scale,
this method is the most recent advancement in
performance evaluation.
 It's a hybrid of the rating scale and critical incident
procedures for evaluating employee performance.
 The key occurrences serve as anchor statements on
a scale and the rating form typically includes six to
eight performance characteristics that are clearly
specified.

19.  Forced choice technique
 The major goal of the forced choice method
is to correct a rater's inclination to
consistently give all employees high or bad
evaluations.
1. Least Most
1. Does not foresee problems A
2. Easily and swiftly grasps explanations B
3. Does not squander time C
4. A very easy person to chat to D
2. Least Most
1. Can act as a leader A
2. Spends time on items that aren't productive B
3. Keep a cool and collected demeanor at all times C
4. Smart worker D

20.  Management by Objectives (MBO)
 Nowadays, there is a rising belief that it is
preferable for superiors to collaborate with
subordinates in achieving objectives.
 Subordinates would be able to exercise self-control
over their performance behaviors as a result of this.
 The concept of management by objectives is the
result of Peter Drucker's, McGregor's, and
Odiorne's pioneering work in management science.