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Performance Appraisal systems. Team B3: Paula Urrego-Riveros David Ibagon Lydia Duro-Emanuel Sabrina Tsai Chi-Wen Shih Nazish Leghari. Agenda. Definition and Purpose of PA Pros and cons (Behavior, motivation, teamwork) Find what PA lacks that leadership theory has

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performance appraisal systems

PerformanceAppraisal systems

Team B3:

Paula Urrego-Riveros

David Ibagon

Lydia Duro-Emanuel

Sabrina Tsai

Chi-Wen Shih

Nazish Leghari

agenda
Agenda
  • Definition and Purpose of PA
  • Pros and cons (Behavior, motivation, teamwork)
  • Find what PA lacks that leadership theory has
  • Suggest how PA could be aligned to leadership theory
  • Conclusion
definition and purpose
Definition and Purpose

Definition:

  • Evaluation of performance
  • Achieve individuals goals
  • Organizational goals
  • Period of time

Purpose:

    • Increase organizational performance
    • Appraisal individual contribution
    • Detect lack of skills of employees
    • Set future plans or objectives (Training)

Torrington, et al. (2005)

slide5

Negative Aspect about Performance Appraisal

Ferris, et al. (1995); Redman and Wilkinson (2001); Torrington et. al (2005)

what is pa lacking that leadership theory has
What is PA lacking that Leadership theory has
  • Dependence & Demands on Supervisor (Decision making by Leadership)
  • Bias
  • Lack of communication
  • Emotional Issues
  • Hierarchal divide
what should be modified in order to align pa to leadership theory
What should be modified in order to align PA to Leadership theory
  • Engaging
  • Action Based
  • Being fair
  • The balancing act
  • 360 Degree Appraisal

Notes WMG, (2011)

performance appraisal 360 feedback
Performance Appraisal (360 Feedback)

Supervisor / Boss

Other Boss

Internal Customers

Peers/Co-workers

External Customers

Skip-Level Reports

Subordinates/Direct reports

Suppliers

McCarthy and Garavan, 2001

team suggestions
Team suggestions
  • Organization and employee objectives
  • Training
  • Frequency of appraisal
  • Maintaining records
  • Measurement system
  • Conducting the appraisal
  • Pay for Performance
  • Legal Issues

Boice and Kleiner, (1997)

conclusion
Conclusion
  • Creates a Learning experience.
  • PA is a powerful tool that could be used to identify potential leaders in an organization.
references
References
  • Boice and Kleiner., (1997). Designing Effective Performance Apprasial System. Volume 46,6 pp. 5
  • McCarthy A. & Garavan T. (2001) “360 feedback process : performance, improvement and employee career development” Journal of European Industrial Training V. 25 N. 1 pp5-32
  • Ferris, G. R., Rosen, S. D. and Barnum, D. T. (1995) Handbook of human resource management. Oxford: Blackwell.
  • Lepsinger, R and Lucia, A (1997). 360 degree feedback and performance appraisal. The art of science of 360 Feedback. pp. 6
  • Notes WMG, (2011). [http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/le/sessions/performance_management/how_to_improve_pa/]. [last updated 24 November 2006].[Accessed 15 February 2011]
  • Prowse, P. and Prowse, J. (2010) The Dilemma of Performance Appraisal. In: Taticchi, P. eds.
  • Redman, T. and Wilkinson, A. (2001) Contemporary human resource management : text and cases. Harlow: Financial Times Prentice Hall.
  • Torrington, D., Hall, L. and Taylor, S. (2005) Human resource management. 6th. Harlow: Financial Times Prentice Hall.
  • Towers, B. (1992) The Handbook of human resource management. Oxford: Blackwell.