Documentos de Académico
Documentos de Profesional
Documentos de Cultura
work behavior by comparing it with preset standards, (2) documents the results of the
comparison, and (3) uses the results to provide feedback to the employee to show where
improvements are needed and why. Performance appraisals are employed to determine
who needs what training, and who will be promoted, demoted, retained, or fired.
Performance Appraisal
The history of performance appraisal is quite brief. Its roots in the early 20th century can
be traced back to Taylor’s pioneering @Time and Motion studies@. But this is not very
helpful, for the same may be said about almost everything in the field of modern human
resources management.
performance, appraisal really dates from the time of the Second World War – not more
Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things
historical, it might well lay claim to being the world’s second oldest profession!
There is, says Dulewicz (1989), ’’…. a basic human tendency to make judgments about
those one is working with as well as about oneself.’’ Appraisal, it seems, is both
people will tend to judge the work performance of others, including subordinates
problems in the workplace. Without a structured appraisal system, there is little chance of
ensuring that the judgments made will be lawful, fair, defensible and accurate.
appraisal was used to decide whether or not the salary or wage of an individual employee
was justified.
The process was firmly linked to material outcomes. If an employee’s performance was
found to be less than ideal, a cut in pay would follow. On the other hand, if their
performance was better than the supervisor expected, a pay rise was in order.
was felt that a cut in pay, or a rise, should provide the only required impetus for an
Sometimes this basic system succeeded in getting the results that were intended; but more
For example, early motivational researchers were aware that different people with
roughly equal work abilities could be paid the same amount of money and yet have quite
These observations were confirmed in empirical studies. Pay rates were important, yes;
but they were not the only element that had an impact on employee performance. It was
found that other issues, such as morale and self- esteem, could also have a major
influence.
As a result, the traditional emphasis on reward outcomes was progressively rejected. In
the 1950s in the United States, the potential usefulness of appraisal as tool for motivation
and development was gradually recognized. The general model of performance appraisal,
actions, etc.
• Validate selection techniques and human resource policies to meet federal Equal
manager, peers, subordinates and customers while also performing a self assessment.
Trait based systems, which rely on factors such as integrity and conscientiousness. Are
also commonly used by businesses. The scientific literature on the subject provides
evidence that assessing employees on factors such as these should be avoided. The
1) Because trait based systems are by definition based on personality traits. They make it
difficult for a manager to provide feedback that can cause positive change in employee
performance. This is caused by the fact that personality dimensions are for the most part
static, and while an employee can change a specific behaviour they cannot change their
personality. For example, a person who lacks integrity may stop lying to a manager
because they have been caught, but they still have low integrity and are likely to again
2) Trait based systems, because they are vague, are more easily influenced by office politics.
performance. The vagueness of these instruments allows managers to fill them out based
on who they want to/feel should get a raise, rather than basing scores on specific
behaviors employees should/should not be engaging in. These systems are also more
likely to leave a company open to discrimination claims because a manager can make
biased decisions without having to back them up with specific behavioural information.
people It is important not only for an enterprise but also for a nation to develop its human
resources. At the enterprise level, employees training and executive development are the
The quality of manpower required varies from job to job. Therefore, the quality of
employees required for a job can be determined only after determining the job
job. It is the process of analyzing a job so as to collect all pertinent facts about the job in
terms of duties and responsibilities involved in it and the qualifications needed for the
With the help of information obtained through job analysis, two statements
JOB DESCRIPTION contains details about the contents of a job whereas job
specification or man specification reveals the physical and other qualification and
experience required in an individual to perform the job satisfactorily.
1) JOB DESCRIPTION Plays a major role while the recruitment is done by the
organizations. It helps the employees to match the qualification which they have
with those which are needed to perform a particular job. Once the shortcomings
are identified the next step is to overcome them. The deficits are then met through
Realistic plans for the procurement or for the training of the employees or for their
development should be made after considering the macro and micro environment which
4) Availability of trainers.
5) Training period.
REWARD
• Individual Reorganisation
PERFORMANCE
IMPROVEMENT
• Building on Successes
• Skill Development
• Regular Counselling & Feedback
CAREER PLANING
MANAGEMENT
RESOURCE PLANING
• Input to Succession plans
• Company Resource
PP & A
PERSONAL DEVELOPMENT
The critical incidents for performance appraisal is a method in which the manager writes
performance period
2. Weighted checklist
This method describe a performance appraisal method where rater familiar with the jobs
being evaluated prepared a large list of descriptive statements about effective and
options.
A range of plausible options is listed. Each option is compared against each of the other
options. The results are tallied and the option with the highest score is the preferred
option.
The Rating Scale is a form on which the manager simply checks off the employee’s level
of performance.
This is the oldest and most widely method used for performance appraisal.
5. Essay Evaluation
This method usually use with the graphic rating scale method.
This method used to describe a performance rating that focused on specific behaviors or
performance evaluation.
Manager will compare an employee to another employee, rather than comparing each one
to a standard measurement.
8. Management By Objectives (MBO)
MBO is a process in which managers / employees set objectives for the employee,
MBO focuses attention on what must be accomplished (goals) rather than how it is to be
accomplished (methods)
forced distribution.
For example, the distribution requested with 10 or 20 percent in the top category, 70 or
Behavioral Observation Scales is frequency rating of critical incidents that worker has
performed.
360- DEGREE PERFORMANCE APPRAISAL
360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive
appraisal where the feedback about the employees’ performance comes from all the
360 degree respondents for an employee can be his/her peers, managers (i.e. superior),
subordinates, team members, customers, suppliers/ vendors - anyone who comes into
contact with the employee and can provide valuable insights and information or feedback
1. Self appraisal
2. Superior’s appraisal
3. Subordinate’s appraisal
4. Peer appraisal.
Self appraisal gives a chance to the employee to look at his/her strengths and
weaknesses, his achievements, and judge his own performance. Superior’s appraisal
forms the traditional part of the 360 degree performance appraisal where the
Subordinates appraisal gives a chance to judge the employee on the parameters like
leadership qualities etc. Also known as internal customers, the correct feedback given by
peers can help to find employees’ abilities to work in a team, co-operation and sensitivity
towards others.
Self assessment is an indispensable part of 360 degree appraisals and therefore 360
degree Performance appraisal have high employee involvement and also have the
360 degree performance appraisal is also a powerful developmental tool because when
conducted at regular intervals (say yearly) it helps to keep a track of the changes others’
perceptions about the employees. A 360 degree appraisal is generally found more suitable
for the managers as it helps to assess their leadership and managing styles.
Advantages
1. It provides a more comprehensive view of employee performance than other appraisal
method.
3. The feedback from the peers can help to enhance the staff’s self-development.
procedures.
Disadvantages
1. Time consuming and more complex on administration
2. May generate the environment of suspicion and cynicism
3. Risk of confidentiality.
PROCESS OF PERFORMANCE APPRAISAL
The first step in the process of performance appraisal is the setting up of the standards
which will be used to as the base to compare the actual performance of the employees.
This step requires setting the criteria to judge the performance of the employees as
goals and objectives. The standards set should be clear, easily understandable and in
measurable terms. In case the performance of the employee cannot be measured, great
Once set, it is the responsibility of the management to communicate the standards to all
the employees of the organization. The employees should be informed and the standards
should be clearly explained to the. This will help them to understand their roles and to
know what exactly is expected from them. The standards should also be communicated to
the appraisers or the evaluators and if required, the standards can also be modified at this
stage itself according to the relevant feedback from the employees or the evaluators.
The most difficult part of the performance appraisal process is measuring the actual
performance of the employees that is the work done by the employees during the
performance throughout the year. This stage requires the careful selection of the
appropriate techniques of measurement, taking care that personal bias does not affect the
outcome of the process and providing assistance rather than interfering in an employees
work.
COMPARING THE ACTUAL WITH THE DESIRED
PERFORMANCE
The actual performance is compared with the desired or the standard performance. The
comparison tells the deviations in the performance of the employees from the standards
set. The result can show the actual performance being more than the desired performance
or, the actual performance being less than the desired performance depicting a negative
DISCUSSING RESULTS
The result of the appraisal is communicated and discussed with the employees on one-to-
one basis. The focus of this discussion is on communication and listening. The results,
the problems and the possible solutions are discussed with the aim of problem solving
and reaching consensus. The feedback should be given with a positive attitude as this can
have an effect on the employees’ future performance. The purpose of the meeting should
be to solve the problems faced and motivate the employees to perform better.
DECISION MAKING
The last step of the process is to take decisions which can be taken either to improve the
performance of the employees, take the required corrective actions, or the related HR
Identification of the appraisal criteria is one of the biggest problems faced by the top
carefully selected. For the purpose of evaluation, the criteria selected should be in
The purpose of the performance appraisal process is to judge the performance of the
employees rather than the employee. The focus of the system should be on the
Lack of competence
Top management should choose the rates or the evaluators carefully. They should
have the required expertise and the knowledge to decide the criteria accurately. They
should have the experience and the necessary training to carry out the appraisal
process objectively.
Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait
influencing the evaluator’s rating for all other traits) etc. may creep in the appraisal
process. Therefore the ratter should exercise objectivity and fairness in evaluating and
Resistance
The appraisal process may face resistance from the employees and the trade
unions for the fear of negative ratings. Therefore, the employees should be
communicated and clearly explained the purpose as well the process of appraisal.
appraisal and potential appraisal also form a part of the performance appraisal processes.
To judge the gap between the actual and the desired performance.
PURPOSE:
OBJECTIVE:
To inform the appraisee of his/her relative performance in terms of targets and Key
Result Areas(KRA)
appraisee.
To identify the training need for development.
GUIDELINES:
The date and time for the appraisal interview has to be fixed well in advance by
mutual consent between the appraiser and the appraisee to allow for adequate
preparation.
contract prior to the appraisal interview and submitted to the appraiser. After the form
is filled, the appraiser should then proceed with the appraisal interview.
During the appraisal interview the appraisee first do a Target based review for the
appraise and he should appraise the appraisee on the important parameters that have
been identified.
The appraiser should explain to the appraisee why he/she has been given a particular
score against a particular parameter and point out the appraiser’s strength’s and
weaknesses.
The targets for the next year should be retained by the Department Head for mid-term
review.
category.
Highfliers/Outstanding.
Regularly Exceeds (4) Employee who exceeds the requirements of the
category.
Exceeding.
category.
requirements.
Occasionally Meets (2) Employee whose performance is adversely
Meeting occasionally.
Fails To Meet (1) This rating means totally unacceptable
needs have to be identified from the Performance Appraisal forms. The data has to be
collated by the Department Heads of the respective branch and given to the Branch Head
STEP 2: We have classified the training needs into 4 categories, title code and title type
is mentioned below:
Training needs identified should match with the job profile mentioned in the PA form. In
view of the above, please analyse whether the training needs identified are actually
required to increase the competence & skill of the individual and would continue towards
STEP 3: The Department Head to eliminate the training programmes which are not of
very important nature and prioritise the identified training needs as per the requirement of
STEP 4: Also classify the identified training programmes which can be conducted
internally and externally.
STEP 5: The training codes and sub-codes have to be identified after analysing the
descriptions mentioned in the “Training code chart”. For example: The training type
identified is ‘Information Technology’ and the training title name is ‘MS Office’.
Therefore, in training need identification under the column training code and sub-code
HR/Personnel Head in consultation with the Branch Head. Kindly note that under the
the following module for the rank of includes the following module for the
• Assertiveness Management
Management
(Sub Code-2003) Managing Business &
• Strategic Management
• Marketing Management
• Operations Research
• HR for Non-HR
1) Self-Assessment
All Appraises will make a Self-Assessment of their own performance and fill in the
following information in the Performance Assessment Worksheet:
Measure.
3. Performance Standard This is a specific goal corresponding to the
Achievement.
terms.
overcome them.
• Planning of KRAs, Measures and Performance Standards for the next year.
3) Assessment by Appraiser
Post discussion with the employees, the Appraiser will fill in the following
information:
4) Performance Review
The Appraiser will forward the Worksheet duly assessed and completed by him/her to
the Reviewer (the immediate supervisor of the Appraiser) for his/her review and
validation. Based on discussion with the Reviewer, the Assessed Level of Overall
Performance for the employee will be documented in the Worksheet (based on the
The reviewer and the appraiser shall document their overall comments relating to the
Directors. This process would aim at reviewing performance levels across the
functional area and apply necessary changes in line with structured guidelines, if any.
6) Feedback to Appraisee
communicated to the Appraisee by the Appraiser. The Appraisee writes down his
impressions and views (including those regarding the objectivity of the process),
signs off the worksheet and hands it over back to the Appraiser. The Appraiser then
The Appraisee should fill in the following information in consultation with the Appraiser
and HR Managers.
individual
2 Desired Level of Behavior This is the proficiency with which the Key Behavior is
Desired Level of Behavior) for each of the Key Behavior Areas. These Examples (may
their Proficiency Level (explained below) on the applicable Key Behavior Areas.
Post filling in the Examples of Demonstrated Behavior, the Appraisee and the
3. Training Needs of the Appraisee that need to be addressed within the next year.
Post discussion with the Appraisee, the Appraiser will fill in the following information in
the Worksheet:
The Appraiser signs off and forwards the documents to the Appraisee for his/her
comments and sign-off. Post this; the Appraisee forwards the Worksheet to the concerned
HR Manager. The Proficiency Level is communicated the Functional Director. This data