Presented by: Abhishek Kumar(H401) Basumitra Chakraborty(H406) Gopesh Brijwasi(H410) Ruchi Lamba(H428) Seetal Keshri(H429)

Performance

Appraisal: For evaluating

employee.

Performance

Management: For evaluating organization as a whole.

 For

long term success evaluate the performance according to strategic objective. Communicate to employees about expectation. Employees and supervisor work together to set performance expectation. Performance appraisal do not show clear path.

 Show

strategic objective of organization to its employees. Less formal to promote open communication. More responsibility due to less hierarchy model so it play crucial role as burden is more. Organization cannot afford not productive employee. Past performance helps to do better in future.

Strategic

choices in PMS Purpose of system and how to use. Who evaluate. What to evaluate. How to evaluate. Means or method of evaluation.

training and development need by assessing deficiencies. Determine compensation and benefit. Enhance motivation level. Push to do better otherwise termination. Deficiencies in overall level helps to find right skilled employee to fulfill future need.
Determine

 Traditionally

supervisor evaluates performance.

Drawback
observing daily so less information. Little training and administrative pressure resist feedback. It lead to many types of errors. Supervisor blame on employees and employees on external facotrs.
Not

 Feedback

by Peer, Customer, Subordinate,

Self. Peer feedback must be administered otherwise it is political and self serving. Subordinate feedback reflect leadership and interpersonal style but again politics. Customer feedback unbiased helps to get reward and promotion for employees. Self appraisal self serving but motivating.

Abilities and characteristics (loyalty). Behavior: Working in team, punctuality, initiative and to meet deadline. Outcome: Best way measure objectively and include units sold, profitability, cost reduction. Direct correlation between and organizational strategy.
Trait:

 For

future strategy result are less importance like forecasting and planning. Sometime result can be achieved in expense of avoiding other matter. Teamwork, initiative and openness to change is more important.

 Absolute:

Evaluating strictly according to requirement or standard.

Relative:

Involves slotting of employees in category and then comparing with each other. Relative measure distort actual performance.

Traditional Methods Past Oriented

Essay Graphic Rating Scale Field Review Forced Choice Rating Critical Incident

Modern Methods Future Oriented

Balanced Scorecard 360- Degree BARS Assessment Centre MBO

Essay

appraisal is a qualitative approach

Factors:
knowledge and skills Employees relationship Employees personality traits and attitude Employees understanding and commitment Employees potential
Job

It

is also known as conventional rating method Performance of employee are shown in graph continuum Employees strength and weakness

Member

of

HR

department

interviews

line

managers Obtain Opinions of line managers Repeats the process for each managerial units Group judgment technique

How would you rate this employee with respect to the quality of work he turns out, the neatness and accuracy evident in the job he does ? Careless worker Employee is unsatisfactory Work is of highest quality

General duty
Ensure procurement of all materials for nonstop production.

Targets
Minimize procurement cost and delivery time

Critical incident
Reduced cost of procurement by 5% and brought down lead time by 2 days. OR Cost of procurement increased by 5 % and lead time went up by 2 days

BSC

is a way of measuring organisational,business unit or departmental success. Perspectives of BSC are

Financial Customer
Internal processes

Learning and Growth

BARS

evaluates the performance in terms of critical employee behavious.

Merits
Job

behaviour describe employee performance in better

way More objective Provide opportunity of improving performance

Demerits
May

not be valid /reliable Time consuming

An

assessment centre consist of standardized evaluation of behaviour based on multiple inputs. Multiple training techniques are used It comprises of multiple exercise or simulations

Introduced

by Drucker(1961) The management jointly with the employee determines specific measurable goals to the employee. It is essentially a participative and problem solving approach

Halo

Effect Horn Effect Central Tendency Lenient Effect Contrast Effect

It is an organization, wide management program that provides a structured approach to: Communicate business strategy  Establish a shared understanding of what is to be achieved and how it is to be achieved  Facilitate management of self and others  Measure and motivate performance (organizational and individual)


Performance Management A process, ensuring employees are focus their work efforts that contribute to achieve the organizational mission.

It consists of three phases:  setting expectations for employee performance  maintaining dialogue between supervisor and employee to keep performance on track  measuring actual performance relative to performance expectations.

 Goal

congruence: ---matching individual goal with organizational goal. ---leading to win-win situation. ---mismatch leads to conflict and confrontation. KPI & KRAs- Key performance Index & key result areas. KPI>KRA

PEOPLE SHOULD PERFORM BETTER

(Goal Congruence)

BUSINESS GOALS AND PERSONAL GOALS

Attributed to PEOPLE MAY NOT PERFORM BETTER

FAULTY WORK SYSTEM/ INADEQEACY S,K,A,A Operation/personal

FOR IMPROVEMENT/BETTERMENT OF PERFORMANCE

DEVELOPING SYSTEM

TOP MANAGEMENT, LINE MANAGEMENT INVOLVEMENT, PERFORMANCE APPRAISAL POLICY

SETTING STANDARD Absolute standard, Relative Standard

P.A.S. Methods/ Appraisal Methods

PAS DESIGN Documentation Format Develop

PERIODICITY Frequency

DATA PROCESSING Computer/Manual

STEP 1

PAS FEED BACK

REWARD/AWARD

PAS COUNSELLING

if negative
(SENDING INFORMATION TO REDESIGN/REFORMATION OF PAS)

 Balance

Score card. HR score card.

 PAS:
Emphasis

 PMS:
Emphasis

is on relative evaluation of individuals Annual exercise Rewards & recognition of good performance Designed & monitored by HR department Ownership is mostly with the HR dept.

is on performance of individuals, team & orgn. Continuous process Performance rewarding may or may not be integral part Designed by HR dept. but monitored by respective dept. Ownership is with the line managers, HR facilitates its implementation

 Ratee

and rater reaction to the program Response rate Grievance rates Customer satisfaction Employee satisfaction Absenteeism/turnover Recruiting success Work behaviors Work performance Positive image with clients

Process

is too complicated No impact on job performance Possible legal challenges Lack of control over process No connection with rewards Complexity and length of forms

Involve

managers in the design of the

system Hold managers accountable for the performance and development of their subordinates Set clear expectations for performance

Set

specific objectives for the system Tie performance measures to rewards Gain commitment from senior management

Feedback

provided

should

be

specific Feedback should be provided from trustworthy sources Feedback should be provided as soon as possible

Performance

measures should be based on clear, measurable goals Process should involve communication between employee and manager

The conventional definition of management is getting work done through people, but real management is developing people through work.