Performance Appraisal Systems

1. Performance Appraisal Systems

2. LEARNING OBJECTIVES 1. Discuss the rationale behind the implementation of a systematic performance appraisal system. 2. Discuss the difficulties in implementing a performance appraisal system within a pharmacy organization. 3. Identify various types of performance appraisal processes and evaluate the strengths and weaknesses of each type. 4. Discuss issues of validity and reliability within the context of evaluating a performance appraisal system. 5. Describe how to conduct a performance appraisal interview and how to handle disagreements that may arise during or subsequent to the interview. 6. Discuss the linkage of performance appraisal results with the proper allocation of organizational rewards.

3. performance appraisal is a formal assessment of how well employees are performing their jobs. • Performance appraisals are necessary to document employees’ progress toward achieving goals and heeding the advice of management on how to improve performance • Documentation is necessary to demonstrate fairness in promotion and termination

4. RATIONALE FOR A FORMAL PERFORMANCE APPRAISAL SYSTEM

5. The dialogue from the appraisal process provides data for managers as well as data to employees from managers. • Role stress typically is viewed as having two components: A:role ambiguity and B: role conflict. • Role ambiguity exists when an employee is unsure about his or her responsibilities • Role conflict is the simultaneous occurrence of two or more role expectations

6. TYPES OF PERFORMANCEAPPRAISALS • Performance appraisal methods typically are categorized into three broad types: • Absolute • Relative • Outcome oriented

8. Absolute Systems • Absolute systems require the rater to indicate whether or not the employee is meeting a set of predetermined criteria for performance • Absolute systems are the most commonly employed • The main advantage that absolute systems have over other types of appraisal methods is the feedback that is derived inherently from the process

9. Relative Systems • relative systems require the manager to make comparisons among employees. • Relative systems have an advantage over absolute systems in that central tendency and leniency effects are minimized • They are not conducive to generating substantive feedback to employees

10. Outcome-Oriented Systems • Where absolute and relative systems focus on behaviors outcome-oriented systems are concerned with evaluating end results

12. SPECIAL CONSIDERATIONS FOR APPRAISAL SYSTEMS IN PHARMACY • A community pharmacy is typically a for-profit organization that must be concerned with its financial position to remain over the long term • Community pharmacies must also conduct their business in an ethical manner. • A pharmacy will be more likely to achieve its goals when its employees derive gratification from performing their jobs

13. Determine whether a similar performance appraisal should exist among technicians and pharmacists working within the same organization • There are certainvalues (e.g., dependability, dedication, and altruism)that the organization may want to assess in all its employeesregardless of their position or status. • It may be fruitful to gather information from customers, or patients, when evaluating pharmacists for the services they provide

14. THE PERFORMANCEAPPRAISAL INTERVIEW • Regardless of the type of system selected appraisal should be accompanied by a formal interview of the employee. • During the interview the results of the written appraisal are discussed. • Some preparations may help in making the interview more fruitful like:

15. A:Preparing the Employee for the Interview • An appointment should be made with the employee well in advance, at least 3 to 4 weeks. • The employee should be provided with • A copy of the position description and corresponding performance standards. • A copy of the evaluation form used in the appraisal process. • A copy of the report of the previous formal review, departmental/organizational objectives for the current and subsequent year, • Instructions on how to prepare for the meeting.

16. The employee may be instructed to prepare comments on how well objectives set during the last review were met and to prepare a list of new objectives. • Employees may be asked to complete a self-evaluation on an instrument similar to the one used by the employer.

17. B: Planning for the Interview • The manager should enter the interview well informed of prior appraisals • The manager should also have appropriate documentation and evidence to support claims of the employee’s performance, in areas of deficiency & in areas of strength

18. the manager should have answered the following questions 1. What results should the interview achieve? 2. What good contributions is the employee making? 3. Is the employee working up to his or her potential? 4. Is the employee clear about the manager’s performance expectations? 5. What strengths does the employee have that can be built on or improved? 6. Is there any additional training available that can help the employee improve?

19. C: Conducting the Interview • Interview sequence (1) Review and update the position description and performance standards. (2) Discuss the performance ratings assigned to the employee using the prescribed appraisal form. (3) Highlight strengths and accomplishments since the previous appraisal. (4) Discuss objectives that were not reached since the previous review. (5) Discuss future performance and assist with career planning.

20. Some suggestions for addressing performance deficiencies • Limit criticism to one or two major problems. Do not search for significant problem areas when none exist. • Reserve critical remarks until after some of the positives have been accentuated. • Maintain open dialogue with the employee. Offer the employee a chance for self-criticism. Allow the employee to offer reasons why performance was below standard. Allow the employee to suggest ways and an appropriate time frame to expect significant improvement. • Avoid the use of terms that potentially could be misconstrued, such as attitude, work ethic, professionalism, and weakness

21. ENSURING VALID RESULTS FROM THE PERFORMANCE APPRAISAL SYSTEM • Implementing the System • how frequently to conduct the formal appraisal ? Annually – more frequent is better • Everyone in the organization should be well informed about the role each person plays in the appraisal process and how the appraisal results are used

22. Monitoring the System • effectiveness of the appraisal system itself should be monitored. • Quality of performance standards refers to the standards being specific, challenging, realistic, dynamic, understandable, and consistent with organizational goals • Use of performance appraisal results refers to how well these results are tied with rewards and recognition and to what extent the appraisal process has contributed to improved performance among all employees • Tracking the raters consists of reviewing the ratings awarded by individual raters and giving them feedback concerning the quality of their ratings

23. PERFORMANCE AND ORGANIZATIONAL REWARDS • Rewards • intrinsic rewards (those internal to the individual and derived from involvement in the job, such as achievement, feelings of accomplishment, informal recognition, satisfaction, and status) • extrinsic rewards (those controlled and distributed by the organization, such as formal recognition, incentive pay, fringe benefits, and promotions)

24. Managers must consider internal, external, and individual equity • suggestions for allocating rewards • Consider the presence of performance constraints • Provide a clear distinction between cost-of-living, seniority, and merit pay increases. • Enlist trust among employees • Make merit pay substantial • Be flexible in scheduling rewards • Effectively communicate merit and total pay policy to employees.

25. Pharmacy managers may consider the use of other strategies to recognize and reward good performers: • Offer to pay for attendance at a local continuing education program. • Provide funding for attendance at a national conference. • Offer to offset the cost of professional recognition and certification processes for pharmacists and technicians. • Fund membership in a professional association. • Buy lunch. • Allow someone to represent you at an important meeting. • Assign tasks with greater levels of responsibility if the employee is ready to handle them.

26. Does everyone with similar jobs in a pharmacy deserve the same level of pay raises, or should they be based more on performance? • What types of skills do you think are necessary for selecting and implementing a performance appraisal system? What about for conducting an appraisal interview? • How would you feel about having responsibility for determining whether or not an employee will receive merit pay?

27. In class practice What is a performance appraisal system? And are the types and the main advantage of each type? Discuss the need for performance appraisal system. Construct a performance appraisal interview.