1. Team B3: Paula Urrego-Riveros David Ibagon Lydia Duro-Emanuel Sabrina Tsai Chi-Wen Shih Nazish Leghari

2. Agenda Definition and Purpose of PA Pros and cons (Behavior, motivation, teamwork) Find what PA lacks that leadership theory has Suggest how PA could be aligned to leadership theory Conclusion

3. Definition and Purpose Definition: Evaluation of performance Achieve individuals goals Organizational goals Period of time Purpose: Increase organizational performance Appraisal individual contribution Detect lack of skills of employees Set future plans or objectives (Training) Torrington, et al. (2005)

4. AspectsBehaviorMotivationTeamwork Work performance XXX Career PlanningXX Team buildingXXX Recognition and reward XXX Expectation of employees XXX Identify and validate Training needs XXX Positive Aspect about Performance Appraisal Ferris, et al. (1995)

5. AspectsBehaviorMotivationTeamwork FeedbackXXX Conflict (Boss – Employee) XXX Concern about self-image XXX Subjective Perception XXX ExpenseX Negative Aspect about Performance Appraisal Ferris, et al. (1995); Redman and Wilkinson (2001); Torrington et. al (2005)

6. What is PA lacking that Leadership theory has -Dependence & Demands on Supervisor (Decision making by Leadership) -Bias -Lack of communication -Emotional Issues -Hierarchal divide

7. What should be modified in order to align PA to Leadership theory -Engaging -Action Based -Being fair -The balancing act -360 Degree Appraisal Notes WMG, (2011)

8. Performance Appraisal (360 Feedback) Peers/Co- workers Other Boss Supervisor / Boss Internal Customers External Customers Subordinates/ Direct reports Suppliers Skip-Level Reports McCarthy and Garavan, 2001

9. Team suggestions Organization and employee objectives Training Frequency of appraisal Maintaining records Measurement system Conducting the appraisal Pay for Performance Legal Issues Boice and Kleiner, (1997)

10. Conclusion Creates a Learning experience. PA is a powerful tool that could be used to identify potential leaders in an organization.

11. References Boice and Kleiner., (1997). Designing Effective Performance Apprasial System. Volume 46,6 pp. 5 McCarthy A. & Garavan T. (2001) “360 feedback process : performance, improvement and employee career development” Journal of European Industrial Training V. 25 N. 1 pp5-32 Ferris, G. R., Rosen, S. D. and Barnum, D. T. (1995) Handbook of human resource management. Oxford: Blackwell. Lepsinger, R and Lucia, A (1997). 360 degree feedback and performance appraisal. The art of science of 360 Feedback. pp. 6 Notes WMG, (2011). [http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/le/sessions/ performance_management/how_to_improve_pa/]. [last updated 24 November 2006].[Accessed 15 February 2011] Prowse, P. and Prowse, J. (2010) The Dilemma of Performance Appraisal. In: Taticchi, P. eds. Redman, T. and Wilkinson, A. (2001) Contemporary human resource management : text and cases. Harlow: Financial Times Prentice Hall. Torrington, D., Hall, L. and Taylor, S. (2005) Human resource management. 6th. Harlow: Financial Times Prentice Hall. Towers, B. (1992) The Handbook of human resource management. Oxford: Blackwell.