1. Engaging people : appraising Performance Narayan Gopal malego Uttam Acharya

2. Objectives At the end of the session the participants will be able to:
Analyze the issues and challenges of performance appraisal in civil service
Use performance appraisal tools

3. Content Performance management : revisit
Performance appraisal definition
Performance appraisal in organization
Process
Tools and techniques
Issues and challenges of performance appraisal

4. Human Resource Management Practices

5. HRM component AQUISITION HR Planning Recruitment
Employee socialization
MAINTENANCE
Safety and Health
Employee/Labor Relations
DEVELOPMENT
Employee Training
Management Development
Career Development
EXTERNAL INFLUENCES
Utilization Job Design Performance Evaluation Rewards/Job evaluation Compensation/Benefits Discipline

8. Performance and Appraisal
artistic presentation
manner of functioning
working effectiveness
thing accomplished
accomplishment of something
display of behavior
Appraisal
Valuation
Evaluation

9. What is performance appraisal?
Discussions

10. Performance Appraisal Defined
It communicates to employees how well they are performing the job and what they can do to improve
It has three main purposes:
Improve employee performance in the present job
Prepare employees for future opportunities in the organization
Provide a record of employee performance to be used as a basis for future management decisions

11. What is Performance Appraisal
What is Performance Appraisal? (employee value) “concerned with the process of valuing a person’s worth to an organization with a view to increasing it”
Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee.
The focus of the performance appraisal is measuring and improving the actual performance of the employee, and
Also the future potential of the employee.
Its aim is to measure what an employee does.

12. Performance appraisal-periodic rating
Systematic, Periodic, and Impartial rating of an employee’s excellence:
“in the matters pertaining to his/her present job and potential for a better job”.
Systematic way of reviewing and assessing the performance of an employee : during a given period of time and planning for his future
Employees’ Performance: Time and Plan

13. Use of performance appraisal
Group Discussion

14. Use of Performance Appraisal
Administrative purposes
Working conditions
Promotions
Termination
Rewards
Developmental purposes
Improving Performance
Strengthening job skills
Providing feedback
Counseling
Training

15. Performance Appraisal in Organization
To review the performance of the employees over a given period of time.
To judge the gap between the actual and the desired performance.
 To help the management in exercising organizational control.
 Helps to strengthen the relationship and communication between superior – subordinates and management – employees.
 To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. 

16. Performance Appraisal in organization
To provide feedback to the employees regarding their past performance.
Provide information to assist in the other decisions in the organization.
Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.
To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development.
To reduce the grievances of the employees.

17. Primary uses of Performance Appraisal www.performanceappraisal.com
Small Organizations
Large Organizations
All Organizations
Compensation
80.2%
66.7%
74.9%
Performance improvement
46.3%
53.3%
48.4%
Feedback
40.3%
40.6%
40.4%
Documentation
29.0%
32.2%
30.2%
Promotion
26.1%
22.8%
24.8%
Training
5.1%
9.4%
7.3%
Transfer
8.1%
6.1%
Discharge
4.9%
6.7%
5.6%
Layoff
2.1%
2.8%
2.4%
Personnel research
1.8%
2.2%
Manpower planning
0.7%
1.5%

18. Process of performance appraisal?

19. Process Of Performance Appraisal
ESTABLISHING PERFORMANCE STANDARDS
COMMUNICATING THE STANDARDS
MEASURING THE ACTUAL PERFORMANCE
COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE
DISCUSSING RESULTS
DECISION MAKING
ways to know degrees of an employee’s contribution to the organizational goals and objectives.

20. Tools and techniques

21. Techniques and tools Ranking method Paired Comparison
Confidential Report
Essay Evaluation
Critical Incident
Checklists (listing effective and ineffective behavior)
Graphic Rating Scale
BARS
Forced Choice Method (choose one activity among alternatives)
MBO (how well accomplish the org objectives)
Field Review Technique
Performance Test

22. Measurement Tools – Trait Appraisal Instruments/ graphic rating scale
Focuses on the person rather than on the performance
Employee is rated on factors such as initiative, dependability, cooperativeness, quality of work etc.
Supervisors tend to evaluate everyone
Method provides same information on all employees ( inexpensive to develop)

23. Graphic Rating Scale- example
How courteous is this front desk representative towards the customers?
Very Discourteous Neither Courteous Courteous Very
Discourteous nor Discourteous Courteous

24. Behaviorally Anchored Rating Scale (BARS)1 2 3 4 5 6 7
Ignores customer who needs help
Keeps customer waiting unnecessarily
Fails to thank customer for purchases
Answers customers questions promptly
Completes transactions in a timely manner
Greets customers pleasantly and offers assistance
Always tries to sincerely help customers locate items to suit their needs

25. Practices in civil service
Discussion and sharing

26. Who appraises performance?
Group Discussion

27. Who Appraises Performance?
Supervisors
Self-appraisals
Peer appraisals
Subordinate appraisals
Customer/client appraisals
Multiple raters
360-degree appraisal

28. Issues and challenges

29. Issues and challenges Lack of objectivity Stereotype
Halo error (Rate employees the same on every trait)
Stereotype
Leniency/strictness
Central tendency
Recency effect (Focus on recent behavior and impression)
Similarity (similar values and interest to the reviewer)
Personal bias
Manipulating the evaluation

30. Conflict between merit base versus seniority
Which one is better?
Can be ignored seniority base?
Can be merit should get low weightage?

31. Tips for Better Performance Reviews
Start with the raw data
Make sure you are evaluating performance on appropriate dimensions
Beware of rating biases
Support ratings with written comments
Evaluate several or all of your people at one time, if possible
Stick with performance and stay away from inferences about cause
Be consistent across employees

32. Thank you for your
Attentive Participation