Steps In Appraisal Performance The performance appraisal process contains three steps. 1.Define the job. 2.Appraise performance. 3.Provide feedback.

Define the job means making sure that you and your subordinates agree on his or her duties and job standards. APPRAISE PERFORMANCE Appraising performance means comparing your subordinates actual performance to the standards that have been set, this usually involves some type of rating. DEFINE THE JOB

Performance appraisal usually requires one or more feedback session. Here the two of you discuss the subordinates performance and progress and make plans for any development required. PROVIDE FEEDBACK

The two basic consideration in designing the actual appraisal tool are 1.What to measure? 2.How to measure? WHAT TO MEASURE? “In term of what to measure we may measure the employees performance in terms of generic dimensions such as quality, quantity and timeliness of work.” APPRAISAL METHODS

Or it,may measure performance with respect to developing ones competencies or achieving ones goals. HOW TO MEASURE? “ In term of how to measure there are many methodologies.” These methodologies includes …

1.Graphic Rating Scale Method. 2.Alternation Ranking Method. 3.Paired Comparison Method. 4.Forced Distribution Method. 5.Critical Incident Method. 6.Narrative Forms. 7.Behaviorally Anchored Rating Scales (BARS). 8.MBO. METHODOLOGIES

A scale that lists traits (quantity and reliability) and a range of performance values for each trait. The supervisor rates each subordinates by circling or checking the score that best describe his or her performance for each trait. The assigned values for the traits are then totaled. GRAPHIC RATING SCALE METHOD

Employer must decide exactly what aspects of the job performance to measure. There are three basic options, 1.Manager may have option for generic dimensions such as communication, teamwork, know- how, and quantity. 2.Appraise performance based on the jobs actual duties. 3.Competency based appraisals are WHAT TO MEASURE?

another option. Here the idea is to focus on the extent to which employee exhibits the behaviorally recognizable competencies essential for the job. Performance management system focus more on the competencies. This is because of behavioral competencies such as “builds a culture that is open and receptive to improved clinical care” connect in a more clear and meaningful way to achieving company strategic goals.

Ranking employees from best to worst on a particular trait, choosing highest and lowest until all are ranked. It is most popular method. In this method list all subordinates to be rated and then cross out the names of any not known well and enough to rank. ALTERNATION RANKING METHOD

From this we find the highest and lowest and then next and until all ranked

Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which is the better employee of the pair. We compare them on the basis of traits like quality quantity of work. And you can pair and compare every subordinate with them. PAIRED COMPARISON METHOD

Note: + means “better than.” − means “worse than.” For each chart, add up the number of 1’s in each column to get the highest-ranked employee.

This method is similar to grading on a curve, predetermined percentage of ratees are placed in various performance categories. As a student forced distribution grading system are more unforgiving.From this either you are on the top 5% or 10% you got “A” or from bottom 5% or 10% you got “F”. FORCED DISTRIBUTION METHOD

Performance appraisal method in which ratings of employees are distributed along a bell-shaped curve.

Advantages Makes manages identify high, average, and low performers. Ensures that compensation increases reflect performance differences among individuals. Disadvantages Explanation for placement can be difficult. Performance may not follow normal distribution. Managers may make false distinctions between employees.

Keeping a record of uncommonly good or undesirable examples of an employees work related behavior and reviewing it with the employee at predetermined times. With this method the supervisor keeps a log of positive and negative (critical incident) of a subordinate work related behavior. CRITICAL INCIDENT METHOD

DISADVANTES Variations in how managers define a “critical incident”. Time involved in documenting employee actions. ADVANTAGES Its provide example of good and poor performance. Supervisor use to explain persons rating. Its provide list that what subordinate do for eliminate deficiencies.

All or part of the written appraisal may be in narrative form. This narrative assessment aids the employee in understanding where his or her performance was good or bad and how to improve that performance. NARRATIVE FORMS

“An appraisal method that aims at combining the benefits of narrative critical incidents and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance.” A rating scale composed of job dimensions (specific descriptions of important job behaviors) that “anchor” performance levels on the scale. BEHAVIORALLY ANCHORED RATING SCALE

GENERATE CRITICAL INCIDENTS. DEVELOP PERFORMANCE DIMENSIONS. REALLOCATE INCIDENTS. SCALE THE INCIDENTS. DEVELOP THE FINAL INSTRUMENTS. STEPS FOR DEVELOPING BARS

Some advantages of BARS are 1.A more accurate gauge. 2.Clearer standards. 3.Feedback. 4.Independent dimensions. ADVANTAGES

People who know and do the job and its requirements better than anyone develop the BARS. This should produce a good gauge of job performance. The critical incidents along the scale make clear what to look for terms of superior performance average performance and so forth. A MORE ACCURATE GAUGE. CLEARER STANDARDS.

The critical incidents make it easier to explain the ratings to appraises. Systematically clustering the critical incidents into five or six performance dimensions should help to make the performance dimensions more independent of one another. FEEDBACK INDEPENDENT DIMENSION

The term "management by objectives" was first popularized by Peter Ducker in his 1954 book 'The Practice of Management' MBO requires the manager to set specific measurable goals with each employee and then periodically discuss the progress made. MANAGEMENT BY OBJECTIVES

KEY MBO IDEAS Employee involvement creates higher levels of commitment and performance. Employees are encouraged to work effectively toward achieving desired results. Performance measures should be measurable and should define results.

Biggest problem with MBO is when they are setting unclear objectives. MBO is time consuming. PROBLEM USING MBO STEPS OF MBO. 1.Set the organizations goals. 2.Set departmental goals. 3.Discuss departmental goals. 4.Define expected results. 5.Performance reviews 6.Provide feedback..