EDCE-112-APPRAISAL-AND-MANAGING-PERFORMANCE_-CHAVEZ-AND-MORALIDAD.pdf

APPRAISING AND MANAGEMENT PERFORMANCE Presented by Ivy Mae M. Chavez and Kaycy B. Moralidad LEARNING OBJECTIVES At the end of the lesson the students can able to : 1.Discuss accurately the purpose of performance appraisal and fundamental points to consider in creating criteria 2. Discuss a clear u...

APPRAISING AND MANAGEMENT PERFORMANCE Presented by Ivy Mae M. Chavez and Kaycy B. Moralidad LEARNING OBJECTIVES At the end of the lesson the students can able to : 1.Discuss accurately the purpose of performance appraisal and fundamental points to consider in creating criteria 2. Discuss a clear understanding of Performance Appraisal Methods through oral recitation 3.Summarize the positive and negative points of various appraisal method through essay P A K E K J W S L A B S P T E P L O Y E E E H G D E V E L O P M E N T F G A T J R L R R E L I A B L E N E S S J E F L R G Y S F F F B A F X D Y N C M T A V E S A K O T O Y D D M I A A P P R A I S A L R I R G R R A A H J E T T S H V N A A L T P T L M A M I H C B C A U X F S A X L U J Q S K Y T A L X S A X V H R J C G Z T A H D E E K E N U A R D F X W O Q S E D F T S H N Z K G C R I T E R I A P D E R R B E E I T R L I E E J Q F A A Z O D S N J K D D E W A M C EMPLOYEE PERFORMANCE APPRAISAL Systematic and periodic process of measuring an individual’s work performance Subjective evaluation of the employees’s strengths and weaknesses, relative worth to the organization, and future development potential Past and current job of an employee is reviewed, evaluated, and eventually kept on file as evidence PURPOSES OF PERFORMANCE APPRAISAL 1. As an administrative tool. Performance appraisal or performance review is relevant to other HR roles specifically in promotions, demotions, and re-assignments. 2. As a development-oriented tool. Performance review is seen helpful in feed backing performance evalutaion results, pinpointing employees’ strengths and weaknesses, and acknowledging their training needs. FUNADAMENTAL POINTS TO CONSIDER IN CREATING PERFORMANCE CRITERIA 1. Relevance to company strategic goals. This is the degree to which performance criteria relate to organizational goals. This means that if the developmental strategy of a certain company is set in a standard that 90% of training activities are accomplished in a year, then it is relevant for the training specialist to comply with the standard in response to the set criteria 2. Failure to include an important aspect of a performance standard. Another important point in setting performance standard is the degree to which these standards cover the entirety of an individual’s responsibilities. In the event that only a single criterion is measured and failed to include other measurable and relevant performance measures, then there is criterion deficiency. Hence, the more deficiencies there are, the more irrelevant the criterion becomes. 3. Inclusion of a “should have not been there” criterion. This means that the performance criteria to be reviewed have been manipulated; hence, performance results were wrongly influenced by a criterion measure “that should have not been there”. For example, a manager cannot include “ productivity output” as an indicator of good performance for production employees who handle old machines to others with modern ones. 4. Reliableness. This pertains to the stableness and uniformity of a standard or the degree to which employees sustain a given level of performance over a period of time. This can be measure by associating two sets of ratings done by only one rater or by two different raters. For insstance, two supervisors would evaluate the same employee and assess his or her fitness for a salary increase. their evaluation would then be subject to comparison to determine its reliability. EVALUATING EMPLOYEE PERFORMANCE 1. Managers and Department Heads. This has been the customary way of employee evaluation. In this approach, the managers or department heads rate the level of an employee’s performance bassed on certain traits that present the accomplishments and shortcomings of the employee. Then, the manager-rater communicates the results to the employee after which both discuss improvements. Providing feedback on results must be immediate. 2. Self-Appraisal. this method is otherwise referred to as self-evaluation. It is done by the employee himself who fills up an appraisal instrument to assess his or her own job performance. Then, a feedback session transpires between the manager and the employee, fucosing on performance goals and career development plans. 3. Subordinate Appraisal. This is a form of appraisal done by a subordinate to his supervisor. This is also reffered to as upward appraisal. This method has been practiced by most companies to provide managers an idea on how subordinates perceive their leadership style, as well as their interpersonal and conceptual skills. Nevertheless, to avoid possible complications, subordinate appraisal shall be handed in anonymously. 4. Peer Appraisal. This method is done by an employee to another employee. In peer appraisal, fellow workers complete the evaluation form then submit to the supervisor ass basis for final appraisal. Although this method is seen as an exact way of determining worker behavior, there is a risk that those receiving low ratings might retaliate against their peers. 5. 360-degree Assessment. This appraisal technique gathers feedback from peers, colleagues, and supervisors. It may also involve gathering different points of view from outside source such as the customers, investors, suppliers, and other stakeholders who are directly communicating and interacting with the employee. PERFORMANCE APPRAISAL METHODS CHARACTER TRAIT METHOD The Graphic Rating Scale method evaluates the extent to which an individual possess certain traits or behavior that are useful in achieving outstanding performance. Mixed Standard Rating Scale This method is a newer version of the graphic rating scale. In contrast with other rating scales, the evaluator is furnished with performance dimensions showing outstanding, average, and bad performance. Forced Choice Method This is a form of appraisal in which the evaluator is provided with questions in multiple choice format, from which he is required to choose a single option in rating the employees. The list of questions include only favorable or unfavorable behaviors to choose from. Written Report Method This is also known as the essay method. Here, the evaluator prepares a written report that details the employee's strengths and weaknesses in essay form and ultimately offers recommendations for improvement. Behavior Based Method Critical Incident Appraisal Method In this method, the manager keeps a record of exceptionally good and unacceptable employee behaviors. An example of exceptionally good behavior is when an employee is being courteous and respectful to his fellow employees, his manager and to the customers. An undesirable and unacceptable critical incident happens when an employee is habitually late for work and has too many excuses. Behavioral Checklist Method From old times, this method has been used by evaluators to rate behavioral aspects that are relevant to the employee's job. It is done by putting a check mark on the statement describing the employee's behavior, as shown in the appraisal form. Behaviorally Anchored Rating Scale This is a type of appraisal technique whose rating scales are behaviorally anchored on a sequence of statements that are descriptive of the employee's behavior. It is done by listing all areas of relevant performance behavior and recorded by the manager/evaluator. Output Based Method Production Based A performanced review and technique based on production is often a well liked option for those in outcome based functions.Evaluate the worker productivity based on the quantity of their outcome and the wastages rate they incur compared to company standard. Manage By Objectives Popularly known as MBO describe the particular purposed or objective of an organization that employers can convey to employees,then decide on how to achieve each objective.Planning and setting of organization goals flow from top to bottom,and are tranformed into personal goals. THANK YOU!