1. PERFORMANCE APPRAISAL WHAT IS PERFORMANCE APPRAISAL PERFORMANCE APPRAISAL IS LIKE A REGULAR HEALTH CHECK UP. AS REGULAR HEALTH CHECK UP IS A GOOD THING BUT THAT DOES NOT STOP US FROM HAVING REGULAR MEDICAL TREATMENT IF REQUIRED. THUS PERFORMANCE APPRAISAL IS A PROCESS OF SIMPLY MAKING AN ASSESSMENT OF THE HEALTH OF ORGANISATION, ITS UNITS AND INDIVIDUALS.

2. PERFORMANCE APPRAISAL PA DOES NOT STAND IN ISOLATION OF OTHER PROCESSES AND ALSO DOES NOT REPLACE OTHER PROCESSES. INSTEAD PA PROCESS LINKS TO, USES AND FEEDS OTHER REGULAR FORMAL AND INFORMAL COMMUNICATION PROCESSES. IT IS THE HOLISTIC ASSESSMENT OF CORPORATE, DEPARTMENTAL AND INDIVIDUAL, DEVELOPMENTAL PROGRESS AND NEEDS.

3. PERFORMANCE APPRAISAL HISTORY APPRAISAL MEANS DIFFERENT THINS TO DIFFERENT PEOPLE. IN BROADER SENSE, APPRAISAL MEANS JUDGEMENT. THERE IS A BASIC HUMAN TENDENCY TO MAKE JUDGEMENTS ABOUT THOSE ONE IS WORKING WITH, AS WELL AS ABOUT ONESELF. IT MEANS PA IS INEVITABLE AND UNIVERSAL AND IS ALSO AN ANCIENT ART

4. PERFORMANCE APPRAISAL PEOPLE WILL TEND TO JUDGE THE WORK PERFORMANCE OF OTHERS, INCLUDING SUBORDINATES, NATURALLY, INFORMALLY AND ARBITRARILY. THE HUMAN INCLINATION TO JUDGE INFORMALLY AND ARBITRARILY MAY CREATE SERIOUS MOTIVATIONAL, ETHICAL AND LEGAL PROBLEMS IN THE WORKPLACE. WITHOUT A STRUCTURED APPRAISAL SYSTEM, THERE IS VERY LITTLE CHANCE THAT JUDGEMENTS MADE WILL BE LAWFUL, FAIR, DEFENSIBLE AND ACCURATE.

5. PERFORMANCE APPRAISAL A DISTINCT AND FORMAL MANAGEMENT PROCEDURE USED IN THE EVALUATION OF WORK PERFORMANCE, APPRAISAL REALLY DATES FROM THE TIME OF SEOND WORLD WAR – i.e. ABOUT 60 YEARS AGO.

6. PERFORMANCE APPRAISAL APPROACHES -TRADITIONAL APPROACH - TRADITIONAL APPROACH OF PA WAS CONTROL. THESE WERE VIEWED AS AN OPPORTUNITY TO CRITICISE RATHER THAN GIVE RECOGNITION OR MEANINGFUL SUPPORT FOR PERFORMANCE IMPROVEMENT - MODERN APPOACH

7. PERFORMANCE APPRAISAL LIMITATIONS OF TRADITIONAL APPROACH A. METHODS – I. MANAGERS’ REPORT – WIDELY USED BY THE ARMED FORCES – MANAGER WOULD COMMENT ON EMPLOYEES’ PERFORMANCE. IT WAS NOT QUANTIFIABLE AND HENCE DIFFICULT TO DIFFERENCE BETWEEN INDIVIDUALS, SO QUANTIFIABLE MEASURES WERE SOUGHT. 2. BASED ON TWO FACTORS MONITOR OF RECORDS – MAY BE OBSERVED AND MEASURED – E.G. ATTENDANCE RECORDS, PRODUCTIVITY ETC. ASSESSMENT OF EMPLOYEES’ TRAITS – COMMITMENT, EXPERTISE, ATTITUDE ETC. – TO QUANTIFY THESE TRAITS – RATING SCALES WERE DEVISED. BOTH METHODS REQUIRED APPRAISERS TO FORM A JUDGEMENT – CHANCES OF BECOMING ACCUSED OF DISCRIMINATION - MANAGERS OPTED FOR “PLAY IT SAFE”

8. PERFORMANCE APPRAISAL B. LINKED TO PAY GOOD PERFORMER WILL GET HIGHER PAY-TEND TO WORK HARD C. FREQUENCY AND PARTICIPATION GENERALLY ANNUAL- THROUGH A DESIGNED FORM – PREPARED AND ISSUED BY PERSONNEL DEPARTMENT.- WITH OR WITHOUT IN THE PRESENCE OF A THIRD PARTY – ALSO INVOLVED A LOT OF PAPER WORK. D. SCOPE SOME ORGANISATIONS STARTED DIFFERENT PA SYSTEM FOR DIFFERENT LEVELS E. FOCUS ON THE PAST F. NOT PRACTICAL – MANAGERS COULDN’T SET SMART OBJECTIVES

9. PERFORMANCE APPRAISAL MODERN APPROACH A. FROM CONTROL TO DEVELOPMENT – THROUGH MOTIVATION AND TRAINING B. TRANSPARENCY : BOTH APPRAISER AND APPRAISEE ARE ENCOURAGED TO DEVELOP MUTUALLY AGREED TARGETS – CONSIDERING COPRPORATE AND FUNCTIONAL OBJECTIVES – INTRODUCTION OF FEEDBACK SYSTEM C. REPLACING TRAITS TO COMPETENCE – WHICH ARE OBSERVABLE AND MEASURABLE. – MAY BE SUPPORTED BY EVIDENCE D. 360 DEGREE FEEDBACK AND SELF APPRAISAL – THE CONFIDENTIAL INPUTS FROM BOSS AND SUBORDINATES- SELF APPRAISAL SYSTEM E. FORMS NOT DESIGNED BY PERSONNEL DEPTT. BUT BY MANAGER FOR DEVELOPING AND IMPROVING THE PERFORMANCE OF THEIR PEOPLE – LESS PAPER WORK

10. PERFORMANCE APPRAISAL F. NO INTERVENTION OF HRM PEOPLE – LINE MANAGERS BECOME RESPONSIBLE FOR DEVELOPMENT OF PERFORMANCE – NOW NO THREATENING INTRUSION FROM UNSYMPATHETIC OUTSIDERS BUT AN INTERNAL PROCESS TO DEAL WITH REAL DEPARTMENTAL ISSUES. G. AS A TOOL FOR VALUE ADDITION - BY WAY OF CORRECTING DEFECIENCIES AND DEVELOPING POTENTIAL H. FREQUENCY - HALF YEARLY/ QUARTERLY

11. PERFORMANCE APPRAISAL PERFORMANCE APPRAISAL MODEL (3 DIMENSIONAL).CONCERNED WITH RESULTS MANAGEMENT.RESULTS BECOME THE DRIVING FORCE FOR DEVELOPMENT MANAGEMENT.RESULTS BECAME DRIVEN BY CHANGE MANAGEMENT RESULT MANAGEMENT CHANGE MANAGEMENT PERFORMANCE APPRAISAL DEVELOPMENT MANAGEMENT

12. PERFORMANCE APPRAISAL ADVANTAGES OF PERFORMANCE APPRAISAL SYSTEM 1. ALIGNMENT OF INDIVIDUAL AND ORGANISATIONAL INTERESTS (STRATEGIES, BUSINESS PLANS, TARGETS ETC.) 2. EMPLOYEES GET THEIR WORK OBJECTIVES – ORGANISATIONAL OBJECTIVE IS DYNAMIC, SO GOAL REMAINS CHANGING – EMPLOYEES SET THEIR OBJECTIVE – MANAGERS HELP BY RETRAINING AND REGRADING. 3. PEOPLE FIND OUT WHAT IS EXPECTED OF THEM 4. A FEEDBACK SYSTEM FOR EMPLOYEES – DEVELOPMENT AND FEEDBACK ARE MUTUALLY INTERDEPENDANT 5. PEOPLE ARE RECOGNISED AND REWARDED 6. EMPLOYEES TRAINING AND NEEDS MAY BE DETERMINED 7. EFEECTIVENESS OF TRAINING MAY BE ASSESSEED