2. *
Performance Appraisal
• Performance Appraisal (PA) refers to all those
procedures that are used to evaluate the
personality, performance and potential of its
employees.
• Performance Appraisals are half yearly or (as per
management discretion).
• They evaluate the needs of the employee and
supervisor.
• Performance Appraisal is the process by which
organizations evaluate employee job performance.
3. *
Uses of Performance Appraisal
▪ To increase professional
development, skill level and
performance of each employee.
▪ To strengthen working relationship
between Clinic head / superior and
each employee.
▪ To aid in promotion, retention and
salary decisions.
5. *
Objective of Performance
Appraisal
• To help better current performances
• To help in development of the employee.
• To determine training and development needs.
• To give employee feedback and counsel them
• To review performance for salary purposes.
• Identify staff with promotional
possibilities
• Assist in career planning decisions
6. Honestly tell the employee exactly how you see
the performance situation.
Ask for their feedback about what you've said
and listen to their response.
Partner with the employee to find the solution.
Persist until the change you've requested
happens.
Y Remember why you do performance reviews
(to help people learn and grow) and ask
yourself why they would want to improve.
9. *
Benefits of Performance AppraisalFor the
Appraisee
• Better understanding of his role in the organization – what is
expected and what needs to be done to meet those
expectation
• Clear Understanding of his strengths & weaknesses to
develop himself into a better performer in future
• Increased motivation, job satisfaction, and self – esteem
• Opportunity to discuss work problems and how they can be
overcome
• Opportunity to discuss aspirations and any guidance,
support or training needed to fulfill those aspirations
• Improved working relationships with supervisors
10. *
Benefits of Performance AppraisalFor the
Management
• Identification of performers and non-performers and their
development towards better performance
• Opportunity to prepare employees for assuming higher
responsibilities
• Opportunity to improve communication between the
employees and management
• Identification of training and development needs
• Generation of ideas for improvements
• Better identification of potential and formulation of career
plans
11. *
Benefits of Performance AppraisalFor the
Organization
• Improved performance throughout the organization
• Creation of a culture of continuous improvement and
success
• Conveying the message that people are valued
• Retention of the best employees
14. *
Methods of Performance Appraisal
Multiple Person Evaluation Methods
• Ranking
• Paired comparison
• Forced distribution
15. *
Methods of Performance Appraisal
Other Methods
• Group Appraisal
• Field review technique
• 3600
Appraisal System
16. *
Individual Evaluation Methods
Confidential Report
Descriptive report
• Prepared at the end of the year
• Prepared by the employee’s immediate supervisor
• The report highlights the strengths and weaknesses of
employees
• Prepared in Government organizations
• Does not offer any feedback to the employee
17. *
Individual Evaluation Methods
Essay Evaluation
▪ The rater is asked to express the strong as well as weak points of
employee’s behavior
▪ The rater considers the employee’s :
• Job knowledge and potential
• Understanding of company’s programs, policies, objectives etc
• Relation with co-workers and supervisors
• Planning, organizing and controlling ability
• Attitude and perception
18. *
Individual Evaluation Methods
Critical Incidence
• Manager prepares lists of statements of very effective and
ineffective behavior of an employee
• These critical incidents represent the outstanding or poor
behavior of the employees
• The manager periodically records critical incidents of
employee’s behavior
20. *
Checklist MethodSimple
Checklist Method
• Is employee regular Y/N
• Is employee respected by subordinate Y/N
• Is employee helpful Y/N
• Does he follow instruction Y/N
• Does he keep the equipment in order
Y/N
22. *
Checklist MethodForced
Choice Method
Criteria Rating
1.Regularity on the job Most Least
• Always regular
• Inform in advance for delay
• Never regular
• Remain absent
• Neither regular nor irregular
23. *
Individual Evaluation Methods
Graphic Rating Scale
• A form is used to evaluate the performance of the employees
• A variety of traits may be used in this device, the most
common being quality and quantity of work
• Easy to understand and use.
• Permits statistical tabulation of scores of employees
25. *
Individual Evaluation Methods
Forced Choice Method
• This method uses several sets of paired phrases, two of which
may be positive and two negative
• The rater is asked to indicate which of the four phrases is the
most and least descriptive of a particular worker
• Favorable qualities earn plus credit and unfavorable ones earn
the reverse
26. *
Individual Evaluation Methods
Management by objectives (MBO)
• MBO emphasizes collectively set goals that are tangible, verifiable,
and measurable
• Focuses attention on goals rather than on methods
• Concentrates on Key Result Areas (KRA)
• Systematic and rational technique that allows management to attain
maximum results from available resources by focusing on achievable
goals
27. *
Individual Evaluation Methods
Management by objectives (MBO) - Cont
▪ Key Element of MBO
• Arranging organizational goals in a means-ends chain
• Engaging in joint goal setting
■ This process has the following steps:
✓ Identify KRAs
✓ Define expected results
✓ Assign specific responsibilities to employees
✓ Define authority and responsibility relationship
• Conducting periodic progress review
• Conducting annual performance review
28. *
Multiple Person Evaluation Methods
Ranking method
• The evaluator rates the employee from highest to lowest on some
overall criteria
Paired comparison method
• Each worker is compared with all other employees in a group
• For several traits paired comparisons are made, tabulated and
then rank is assigned to each worker
• This method is not applicable when the group is large
Forced Distribution Methods
• The rater is asked to appraise the employee according to predetermined
distribution scale.
• The worker is placed between two extremes of “good” and “bad”
performance.
29. *
Other Methods
Group Appraisal
Employee is appraised by a group of appraisers.
■ The group consists of :
• Immediate supervisor of the employee
• Other supervisors who have close contact with the
employee’s work.
• Manager or head of the departments.
• Consultants or Clients
30. *
Other Methods
Field Review Technique
• The appraiser goes to the field and obtains the information about
work performance of the employee by way of questioning the said
individual, his peer group, and his superiors
31. *
Other Methods
3600
Appraisal System
360 Degree Performance : Combination of self, peer, supervisor, and
subordinate performance evaluation
• It is a systematic collection and feedback of performance data on an
individual or group, derived from a number of stakeholders
• Data is gathered and fed back to the individual participant in a clear way
designed to promote understanding, acceptance and ultimately behavior
32. What is 360 DF?
360 Degree Feedback is a multi - rater
feedback system where an individual is
assessed by a number of assessors including
his boss, direct reports, colleagues, internal
customers and external customers
33. *
Appraisal Interview and Feedback - Let
the Employee Know Where He Stands
• To help employees do a better job by clarifying what is
expected of them
• To plan opportunities for development and growth
• To strengthen the superior-subordinate working relationship by
developing mutual agreement of goals
• To provide an opportunity for employees to express
themselves on performance related issues
