Controlling - Performance Appraisal PDF

Controlling  Content outlines Organizational control function De nition of pe ormance appraisal Causes of pe ormance problems (Poor pe ormance) Impo ance of pe ormance appraisal Principles of e ective pe ormance appraisal Process of pe ormance appraisal Pe ormance appraisal meth...

Controlling  Content outlines Organizational control function De nition of pe ormance appraisal Causes of pe ormance problems (Poor pe ormance) Impo ance of pe ormance appraisal Principles of e ective pe ormance appraisal Process of pe ormance appraisal Pe ormance appraisal methods/tools Types of rating errors of pe ormance Role of managers in pe ormance appraisal  Introduction Controlling is the nal step of management process. It can de ne as actions taken to ensure that actual outcome are consistent with those planned and anticipated. It is the measurement of pe ormance against standards, repo ing results and taking corrective actions. e aim of controlling is correction Because the management process like the nursing process is cyclic, controlling is not an end in itself  Pe ormance appraisal Pe ormance is doing present job at a ce ain level (high or low) as measured by a formal system. Pe ormance appraisal: Is a formal system that evaluates the quality of workers’ pe ormance is an evaluation done on an employees’ job pe ormance over a speci c period of time. Causes of pe ormance problems (Poor pe ormance) Ine ective leadership. Wrong people at wrong place. inadequate capabilities ( Individual). Poor peer relationships. Personal problems. Lack of: motivation, resources, time… Poor work ethics. Why we measure pe ormance Because what you cannot measure you cannot improve. If you cannot improve, you cannot grow. Objectively di erentiating between pe ormers and non-pe ormers.  Impo ance of pe ormance appraisal Encourages employees to pe orm better in the future. Improves communication between a supe isor and employee on a regular basis. Allows employees to identify what skills may be lacking and need to be acquired or improved upon. Holds employees accountable for their job pe ormance.  Provides the oppo unity for managers to explain organizational goals. Employees can discuss strengths and weaknesses with a supe isor. Documents corrective action to improve work pe ormance. Forms a basis for personnel sala increases, promotions & disciplina actions. Judges the gap between the actual and the desired pe ormance  Who evaluates pe ormance? Supe isor. Peers. Customers. Subordinates. Self Principles of e ective pe ormance appraisal Appraisal should be based on a standard. e appraisal tool must adequately and accurately assess job pe ormance. Employee should have input into development of the standard. Employee must know the standard in advance.  Employee must know the sources of data gathered for the appraisal. Appraiser should be someone who has obse ed the employee’s work. Appraiser should be someone who the employee trusts and respects Process of pe ormance appraisal 1- Establishment of pe ormance standard. e managers must determine what accomplishments and skills will be evaluated. ese standards should have evolved out of job analysis and job descriptions. ese pe ormance standards should also be clear and objective to be understood and measured Process of pe ormance appraisal cont., 2- Communicate pe ormance expectations to employees. It is necessa to communicate the pe ormance standard to employees. e feedback from the employees on the standards communicated to them must be obtained. If required, the standards may be modi ed or revised in the light of feedback obtained from the employees Process of pe ormance appraisal cont., 3- Measure actual pe ormance. In this stage, the actual pe ormance of the employee is measured (personal obse ation, oral repo s, and written repo s). e evaluator’s feelings should not in uence the pe ormance measurement of the employee. Measurement must be objective based on facts and ndings. Process of pe ormance appraisal cont., 4- Compare actual pe ormance with standard. In this stage, the actual pe ormance is compared with the predetermined standards. Such a comparison may reveal the deviation between standard pe ormance and actual pe ormance Process of pe ormance appraisal cont., 5- Discussing the appraisal with the employee. Communicating and discussing with the employees the results of the appraisal. It know their strengths and weaknesses. In turn, impact on their future pe ormance (positive or negative) depending upon how the appraisal is presented and discussed with the employees. Process of pe ormance appraisal cont., 6- Initiate corrective action. e areas needing improvement are identi ed and the measures to correct or improve the pe ormance are identi ed and initiated. Pe ormance appraisal methods/tools Peer Reviews Checklists Patient Su eys Anecdotal Records Skill Testing Ranking Employees Types of Rating Errors of Pe ormance 1. Halo e ect: Manager assigns ratings based on overall impression.  Types of Rating Errors of Pe ormance cont., 2- Horns e ect: occurs when the appraiser allows some negative aspects of the employee’s pe ormance to in uence the assessment to such an extent that other levels of job pe ormance are not accurately recorded. Di erence between Halo and Horn e ect Types of Rating Errors of Pe ormance cont., 3. Recency e ect: Pe ormance rating re ects what sta demonstrated lately rather than over entire evaluation period. e appraiser tends to forget more distant events. e more recently heard 4- Leniency or Strictness Errors: e appraiser tends to give employees either unusually high or unusually low ratings. Leniency e ect: All employees in this case are given high scores. Strictness e ect occurs when some appraisers may be reluctant to give high ratings 5. Central Tendency: Managers reluctant to give high/low which all employees are rated around average. 6. Similar-To- me Error: e appraiser in ates the evaluation of an employee because of a mutual personal connection. 7.Guessing error: “Guesstimates” by the rater about a pa icular pe ormance she did not really obse e 8. Status: Rater judges the person according to position, education, or other criteria rather than on actual pe ormance Role of managers in pe ormance appraisal De ning and communicating clear pe ormance objectives and standards. Providing each new employee with a copy of his speci c job description. Providing employees with constructive feedback on a regular basis. Role of managers in pe ormance appraisal Reviewing pe ormance and delivering incentives in a fair and consistent manner Providing relevant learning and development oppo unities Recognizing and rewarding strong individual and team pe ormance Identifying clear career progress routes for employees `