human resource development muhammad adnan sarwar n.
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human resource development muhammad adnan sarwar

To insert your company logo on this slide

  • From the Insert Menu
  • Select “Picture”
  • Locate your logo file
  • Click OK
  • To resize the logo
  • Click anywhere inside the logo. The boxes that appear outside the logo are known as “resize handles.”
  • Use these to resize the object.
  • If you hold down the shift key before using the resize handles, you will maintain the proportions of the object you wish to resize.

Human Resource Development

Muhammad AdnanSarwar

The Appraisal System. Concepts of Appraisal & Appraisal Methods

performance appraisal

Aims of Appraisal

Content of Appraisal

Implementation

Maintenance and Evaluation of Appraisal

Appraisal and Performance Management (PRP)

Performance Appraisal
perspectives on appraisal the organisation

‘to enable some kind of assessment to be made on an employee - either against pre-set objectives or job competencies… as a basis for…’

  • making equitable reward decisions
  • improving performance
  • motivating employees
  • succession planning and identifying potential
  • promoting manager-subordinate dialogue
  • formal assessment of unsatisfactory performance
Perspectives on Appraisal :The Organisation
perspectives on appraisal the appraisee employee

Want fair distribution of reward

  • Want performance feedback
  • Want constructive dialogue with ‘the organisation’

BUT, conditional on the extent to which -

  • the appraisal is perceived as fair
  • has a good working (social?) relationship with the appraiser
  • impact of the assessment on their rewards and well-being
Perspectives on Appraisal :The Appraisee (Employee)
identification of job related abilities assessment comparison techniques i

1. Committee Method

Personnel and Snr Mgr/Exec. determine by discussion of ‘key’ abilities.

2. Diary Method

Job-holder keeps an hour-by-hour record

3. Direct Observation

HR and/or Occupational Psychologist observes job holder at work

Identification of Job-Related Abilities (Assessment & Comparison) Techniques (I)
identification of job related abilities assessment comparison techniques ii

4. Questionnaire Methods (e.g. Position Analysis Questionnaire) : 187 items, 6 dimensions

  • Information Input
  • Mental Processes
  • Work Output
  • Relationships with Others
  • Job Context
  • Other Characteristics

5. Interviews with job holders & stakeholders (e.g.Critical Incident Technique) : Incidents of ‘very effective’ and ‘very ineffective’ performance.

Identification of Job-Related Abilities (Assessment & Comparison) Techniques (II)
rating scale format assessment and comparison

4 common formats for ratings scales :

1. Scales with verbally described intervals

2. Numerical/Alphabetical, with ‘low’-’high’ (intervals specified, but not described)

3. Graphic rating scales : extremes and mid-point specified, with detailed description of dimension of behaviour

4. Comparative scales : behaviour described relative to others.

Rating Scale Format(Assessment and Comparison)
why use rating scales

Advantages

  • easily understood
  • encourage an analytic view of behaviour
  • provide quantitative data, so facilitates comparison

Disadvantages

  • idiosyncratic rating errors (halo, restriction of range, leniency, central tendency, acquiesence)
Why Use Rating Scales ?
how to reduce idiosyncratic rating errors

Train appraisers

Use forced distributions

Increase the number of raters

Use behaviourally based rating scales (e.g. BOS and BARS)

How to reduce idiosyncratic rating errors
monitoring and maintenance of appraisals

Short-Term Criteria

  • completion rate
  • action generated
  • quality of appraisal reports
  • attitudes and perceived value of the appraisal
  • equity

Long-Term Criteria

  • organisational performance
  • quality of staff
  • retention of staff
  • levels of employee commitment
Monitoring and Maintenance of Appraisals
appraisal and performance management

‘a shared vision of the direction of the organisation, in which each individual employee recognises and accepts their contribution’

The Process of PM

  • develop org. mission statement and objectives
  • develop a business plan
  • enhance communication within the organisation
  • clarify individuals’ responsibilities
  • define and measure individual performance
  • implement appropriate reward strategies
  • develop staff to improve performance further
Appraisal and Performance Management