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PERFORMANCE APPRAISAL. Presented by ; Prof. DR. Eka Afnan Troena. PERFORMANCE APRAISAL. The process by which organizations evaluate individual job performance OBJECTIVE : - is develop the capability and potential of the subordinate in realizing his/her performance

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performance appraisal

PERFORMANCE APPRAISAL

Presented by ;

Prof. DR. Eka Afnan Troena

performance apraisal
PERFORMANCE APRAISAL
  • The process by which organizations evaluate individual job performance
  • OBJECTIVE :

- is develop the capability and potential of the subordinate in realizing his/her performance

- through Performance Appraisal, a supervisor can help his/her to develop career in the organization

3 key s significant factors
3 Key’s Significant Factors
  • Performance objective must be communicated and acceptable
  • Performance monitored must be documented comprehensively
  • There must be feedback that can be discussed fairly
performane appraisal procedure
Performane Appraisal Procedure
  • Collect performance data of the subordinate and compare it to the predefined and communicated performance standard in order to know which performance must be improved
  • Review the subordinate’s performance with your manager in order to get his/her opinion. This will be more objective
  • Appraisal interview with subordinate is the core activity of the Performane Appraisal
4 key factor for effective appraisal interview
4 Key Factor for Effective Appraisal Interview
  • Well-prepared condition (pre-conditioning)
  • Appropiate time frame and duration for interview
  • Conducive or favorable and supporting venue
  • Supervisor’s objectively in appraising performance
appraisal cycles
Appraisal Cycles

Appraisal Planning

Production report candidate preparation

Feedback appraisal results

appraisal interview procedure
Appraisal Interview Procedure
  • Create constructive condition before strating interview e.g. by shaking hand
  • Try to get self-evaluation from subordinate. Let him/her to elaborate
  • Tell the subordinate his/her strengths and weaknesses
  • Create conducive situation to encaourage the subordinate to convey opinion
  • Specify improvement plan that will be done and plan the next objective
providing performance feedback
Providing Performance Feedback
  • Performance feedback is all information related to the performance submitted by a subordinate,e.g. productivity, behaviour
  • In ordr to appraise the subordinate’s performance properly and more productively, a supervisor has to possess a good communication capability
  • The most important part of the performance apparaisal interviews is providing feedback to the subordinate especially for the negative feedback
procedure of providing feedback
Procedure of Providing Feedback
  • A supervisor has to make his/her subordinate understand on what he/she submit
  • The subordinate has to be able to accept it
  • Specifying realistic improvement action plan (SMART)
benefits we get from performance feedback
Benefits We Get From Performance Feedback
  • Create subordinate’s anthusiasm to clarify problems as soon as possible
  • A supervisor has the willingness to discuss about performance problems
  • The subordinate’s has the willingness to understand and change his/her working behaviour to improve performance
  • Working condition is better and better, and it is stimulating motivation
  • Subordinate’s self-confidance is better to solve problem without assistance of the Supervisor
characteristics of beneficial feedeback
Characteristics of Beneficial Feedeback
  • Feedback must be descriptive
  • Feedback must be observable
  • Feedback must be qualified (clear)
  • Feedback must not be evaluative
  • It is submitted by using sympathetic statements
  • Provided as soon as possible after being observed
performer classification
Performer Classification
  • High performers : always achieves the target what-ever the condition
  • Satisfactory performers : in nirmal condition, the target is realized
  • Low performers : never achieves the target
the key steps for high performers
The Key Steps For High Performers
  • Provide a positive support for instance : personal appreciation
  • Provide supports to eliminate problems and abstacles
  • Give insight to the subordinate to develop his/her future career
  • Assist the subordinate to appreciate him/herself as an informal leader
the key steps for satisfactory performers
The Key Steps For Satisfactory Performers
  • Clarify each problem & obstacle related to his/her performance
  • Focus your attention to specific matters that must be improved
  • Find out solution to solve the problem and give positive support
the key steps for low performers
The Key Steps For Low Performers
  • Focus and direct subordinate attention to his/her main tasks and responsibility
  • Encourage the subordinate to introspect and accept his/her low performance
  • Evaluate the causes of such performance together with the subordinate
  • Give your attention to the improvement efforts that will be carried-out
  • Convince the subordinate that he/she can realize better performance
slide16
USES OF PERFORMANCE APPRAISAL

- performance improvement

- compensation adjustment

- placement decesion

- training & development needs

- career planning & development

slide17
- staffing process deficiencies

- international inaccuracies

- job-design-errors

- equal emplyment opportunity

- external challenges

- feedback to human resources

elements of performance appraisal systems
ELEMENTS OF PERFORMANCE APPRAISAL SYSTEMS
  • PERFORMANCE STANDARDS
  • PERFORMANCE MEASURES
performance appraisal challenges
PERFORMANCE APPRAISAL CHALLENGES
  • LEGAL CONSTRAIN
  • RATER BIASES

- halo effect

- error of central tendency

- leniency and stricness bias

- cross-cultural biases

- personal prajudice

- the recency effect – reducing rater bias

past oriented appraisal method
PAST ORIENTED APPRAISAL METHOD
  • RATING SCALES
  • CHECKLIST
  • FORCED CHOICE METHOD
  • CRITICAL INCIDENT METHOD
  • ACCOMPLISHMENT RECORDS
  • BEHAVIORALLY ANCHORED RATING SCALES
  • FIELD REVIEW METHOD
  • PERFORMANCE TEST AND REVIEW
  • COMPARATIVE EVALUATION APPROACH
future oriented appraisals
FUTURE ORIENTED APPRAISALS
  • SELF-APPRAISAL
  • MBO
  • PSYCOLOGICAL APPRAISAL
  • ASSESSMENT CENTERS

IMPLICATION APPRAISAL PROCESS :

- training raters and evaluators

- evaluation interviews

compensation and protection
COMPENSATION AND PROTECTION
  • WAGES AND SALARIES
  • INCENTIVES AND GAINSHARING
  • BENEFITS AND SERVICES
  • SECURITY, SAFETY AND HEALTH
wages and salaries
WAGES AND SALARIES
  • OBJECTIVE OF COMPENSATION MANAGEMENT

- acquire qualified personnel

- retain current employment

- ensure quality

- facilitate understanding

- reward desire behaviour

- control costs

- further adm efficiency

- comply with legal regulaions