1. HUMAN RESOURCE MANAGEMENT PERFORMANCE MANAGEMENT AND APPRAISAL

2. Performance Management Goal- oriented process directed toward ensuring organizational processes are in place to maximize productivity of employees, teams, and organization Training and performance appraisal play significant role in process With PM, training appraisal and rewards is integrated and linked for the purpose of continuous organizational effectiveness

3. Performance Appraisal Defined A formal system of review and evaluation of individual or team task performance

4. Uses Of Performance Appraisal Human resource planning- data must be available to identify those who have potential to be promoted Recruitment and selection- may be helpful in predicting the performance of job applicants Training & development- essential in assessing and employee’s strengths & weaknesses and determining the person’s potential

5. Use Of Performance Appraisal (Cont.) Compensation programs- provide a basis for rational decisions regarding pay adjustments Internal employee relations- used for decisions in several areas of internal employee relations, including promotion, demotion, termination, layoff and transfer Assessment employee potential- some organizations attempt to assess employee potential as they appraise their job performance

6. Performance Appraisal Environmental Factors External -Legislation requiring nondiscriminatory appraisal system -Labor unions Internal environment, such as type of corporate culture

7. Labor Unions And Performance Appraisal Have traditionally stressed seniority as the basis for promotions and pay increases

8. Performance appraisal process Identify Specific Performance Appraisal Goals Establish Performance Criteria (Standards) & Communicate Them To Employee Examine Work Performed Discuss Appraisal With Employee Appraise The Results

9. Establish performance criteria(Standards)  Traits  Behaviors  Competencies  Goal achievement  Improvement potential

10. Traits Certain employee traits such as attitude, appearance, and initiative are the basis for some evaluations May be either unrelated to job performance or difficult to define Certain traits may relate to job performance and, if this connection is establish, using them may be appropriate

11. Behaviors Organization may be evaluate person’s task related behavior or competencies Examples; leadership style, developing others teamwork and cooperation If certain behaviors result in desired outcomes, there is merit in using them in the evaluation process

12. Competencies Broad range of knowledge, skills, traits and behaviors that may be technical in nature, relate to interpersonal skills or be business oriented In leadership jobs, relevant competencies might include developing talent, delegating authority and people management skills Competencies selected should be those that are closely associated with job success

13. Goal Achievements Use if organizations consider ends more important than means.

14. Improvement Potential Firms should emphasize future, including behaviors and outcomes needed to develop the employee and in the process, achieve firm’s goals

15. Responsibility For Appraisal  Immediate supervisor  Subordinates  Peers and team members  Self-appraisal  Customer appraisal

16. Immediate Supervisor Traditionally been most common choice Supervisor is usually in excellent position to observe employee’s job performance Supervisor has responsibility for managing a particular unit

17. Subordinates Our culture has viewed evaluation by subordinates negatively Some firms conclude that evaluation of managers by subordinates is both feasible and needed Will do a better job of managing

18. Peers And Team Members Work closely with evaluated employee and probably have an undistorted perspective on typical performance Problems include reluctance of some people who work closely together, especially on teams, to criticize each other

19. Self-Appraisal If employees understand their objectives and criteria used for evaluation, they are in good position to appraise their own performance Employee development is self-development Employees who appraise their own performance may become more highly motivated

20. Customer Appraisal Customer behavior determines a firm’s degree of success Organizations used this approach because it demonstrates a commitment to customer, holds employees accountable and fosters change

21. The Appraisal Method Prepared at specific intervals Usually annually or semi-annually Period may begin with employee’s date of hire All employees may be evaluated at the same time

22. Performance Appraisal Method 360-Degree Evaluation Rating Scales Critical incidents Essay Work standards Ranking Paired Comparison Forced Distribution Behaviorally Anchored Rating Scales (BARS) Result Based system

23. 360-Degree Evaluation Multi rater evaluation Input from multiple levels within firm and external sources Focuses on skills needed across organizational boundaries More objective measure of performance Process more legally defensible

24. Rating Scales Rates according to defined factors Judgments are recorded on a scale Many employees are evaluated quickly

25. Critical Incidents Written records of highly favorable and unfavorable work actions Appraisal more likely to cover entire evaluation period Does not focus on last few weeks or month

26. Essay Brief narrative describing performance Tends to focus on extreme behavior Depends heavily on evaluator’s writing ability Comparing essay evaluations might be difficult

27. Work Standards Compares performance to predetermined standards Standards- normal output of average worker operating at normal pace Time study and work sampling used Workers need to know how standards were set

28. Ranking All employees from group ranked in order of overall performance Comparison is based on single criterion such as overall performance

29. Paired Comparison Variation of raking method Compares performance of each employee with every other employee in the group

30. Forced Distribution Rater assigns individual in work group to limited number of categories similar to normal distribution Assume all groups of employees have some distribution

31. Behaviorally Anchored Rating Scales(BARS) Combines traditional rating scales and critical incidents methods Job behaviors derived from critical incidents described more objectively

32. Result- Based System Manager and subordinate agree on objectives for next appraisal Evaluation based on how well objectives accomplished

33. HANDLING LOW PERFORMERS

34. How to deal with it??? Diagnosing Poor Performance Enhancing Ability Improving Motivation

35. Diagnosing Poor Performance  Find out why their performance is low??? Over-difficult tasks. Low individual aptitude, skill, and knowledge. Evidence of strong effort, despite poor performance. Lack of improvement over time.

36. Enhancing Ability There are five main ways to overcome performance problems associated with a lack of ability. Consider using them in this sequence, which starts with the least intrusive: Resupply Retrain Refit Reassign Release

37. Resupply  Focus on the resources provided to do the job. Do employees have what they need to perform well and meet expectations? Ask them about additional resources they think they need. Listen for points of frustration. Note where employees report that support is inadequate. Verify the claims with your own investigation. People will often blame external sources for their poor performance before admitting their own fault.

38. Retrain  Provide additional training to team members. Explore with them whether they have the actual skills required to do what's expected. Given the pace of change of technology, it's easy for people's skills to become obsolete. This option recognizes the need to retain employees and keep their skills current. There are various types of retraining you can provide: Training seminars with in-house or external providers. Computer-based training (CBT). Simulation exercises.

39. Refit When these first two measures aren't sufficient, consider refitting the job to the person. Are there parts of the job that can be reassigned? Analyze the individual components of the work, and try out different combinations of tasks and abilities. This may involve rearranging the jobs of other people as well. Your goal is to retain the employee, meet operational needs, and provide meaningful and rewarding work to everyone involved.

40. Reassign When revising or refitting the job doesn't turn the situation around, look at reassigning the poor performer. Typical job reassignments may decrease the demands of the role by reducing the need for the following: Responsibility Technical knowledge Interpersonal skills If you use this option, make sure the reassigned job is still challenging and stimulating. To ensure that this strategy is successful, never use demotion as a punishment tactic within your organization.

41. Release As a final option for lack of ability, you may need to let the employee go. Sometimes there are no opportunities for reassignment, and refitting isn't appropriate for the organization. In these cases, the best solution for everyone involved is for the employee to find other work. You may need to consider contractual terms and restrictions; however, in the long run, this may be the best decision for your whole team.

42. Improving Motivation Sometimes poor performance has its roots in low motivation. When this is the case, you need to work closely with the employee to create a motivating environment in which to work.