1 Presented by ; Prof. DR. Eka Afnan Troena PERFORMANCE APPRAISAL
Jan 13, 2016
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Presented by ;Prof. DR. Eka Afnan Troena
PERFORMANCE APPRAISAL
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PERFORMANCE APRAISAL The process by which organizations
evaluate individual job performance OBJECTIVE : - is develop the capability and potential
of the subordinate in realizing his/her performance
- through Performance Appraisal, a supervisor can help his/her to develop career in the organization
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3 Key’s Significant Factors Performance objective must be
communicated and acceptable Performance monitored must be
documented comprehensively There must be feedback that can
be discussed fairly
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Performane Appraisal Procedure Collect performance data of the
subordinate and compare it to the predefined and communicated performance standard in order to know which performance must be improved
Review the subordinate’s performance with your manager in order to get his/her opinion. This will be more objective
Appraisal interview with subordinate is the core activity of the Performane Appraisal
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4 Key Factor for Effective Appraisal Interview Well-prepared condition (pre-
conditioning) Appropiate time frame and
duration for interview Conducive or favorable and
supporting venue Supervisor’s objectively in
appraising performance
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Appraisal Cycles
Appraisal PlanningProduction report candidate
preparation
Feedback appraisal
results
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Appraisal Interview Procedure Create constructive condition before
strating interview e.g. by shaking hand Try to get self-evaluation from
subordinate. Let him/her to elaborate Tell the subordinate his/her strengths and
weaknesses Create conducive situation to encaourage
the subordinate to convey opinion Specify improvement plan that will be
done and plan the next objective
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Providing Performance Feedback Performance feedback is all information
related to the performance submitted by a subordinate,e.g. productivity, behaviour
In ordr to appraise the subordinate’s performance properly and more productively, a supervisor has to possess a good communication capability
The most important part of the performance apparaisal interviews is providing feedback to the subordinate especially for the negative feedback
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Procedure of Providing Feedback A supervisor has to make his/her
subordinate understand on what he/she submit
The subordinate has to be able to accept it
Specifying realistic improvement action plan (SMART)
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Benefits We Get From Performance Feedback Create subordinate’s anthusiasm to clarify
problems as soon as possible A supervisor has the willingness to discuss
about performance problems The subordinate’s has the willingness to
understand and change his/her working behaviour to improve performance
Working condition is better and better, and it is stimulating motivation
Subordinate’s self-confidance is better to solve problem without assistance of the Supervisor
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Characteristics of Beneficial Feedeback Feedback must be descriptive Feedback must be observable Feedback must be qualified (clear) Feedback must not be evaluative It is submitted by using
sympathetic statements Provided as soon as possible after
being observed
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Performer Classification High performers : always achieves
the target what-ever the condition Satisfactory performers : in nirmal
condition, the target is realized Low performers : never achieves
the target
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The Key Steps For High Performers Provide a positive support for
instance : personal appreciation Provide supports to eliminate
problems and abstacles Give insight to the subordinate to
develop his/her future career Assist the subordinate to appreciate
him/herself as an informal leader
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The Key Steps For Satisfactory Performers Clarify each problem & obstacle
related to his/her performance Focus your attention to specific
matters that must be improved Find out solution to solve the
problem and give positive support
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The Key Steps For Low Performers Focus and direct subordinate attention to
his/her main tasks and responsibility Encourage the subordinate to introspect
and accept his/her low performance Evaluate the causes of such performance
together with the subordinate Give your attention to the improvement
efforts that will be carried-out Convince the subordinate that he/she can
realize better performance
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USES OF PERFORMANCE
APPRAISAL- performance improvement- compensation adjustment- placement decesion- training & development needs- career planning & development
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- staffing process deficiencies- international inaccuracies- job-design-errors- equal emplyment opportunity- external challenges- feedback to human resources
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ELEMENTS OF PERFORMANCE APPRAISAL SYSTEMS PERFORMANCE STANDARDS PERFORMANCE MEASURES
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PERFORMANCE APPRAISAL CHALLENGES LEGAL CONSTRAIN RATER BIASES
- halo effect- error of central tendency- leniency and stricness bias- cross-cultural biases- personal prajudice- the recency effect – reducing rater bias
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PAST ORIENTED APPRAISAL METHOD
RATING SCALES CHECKLIST FORCED CHOICE METHOD CRITICAL INCIDENT METHOD ACCOMPLISHMENT RECORDS BEHAVIORALLY ANCHORED RATING
SCALES FIELD REVIEW METHOD PERFORMANCE TEST AND REVIEW COMPARATIVE EVALUATION APPROACH
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FUTURE ORIENTED APPRAISALS SELF-APPRAISAL MBO PSYCOLOGICAL APPRAISAL ASSESSMENT CENTERSIMPLICATION APPRAISAL PROCESS :
- training raters and evaluators - evaluation interviews
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COMPENSATION AND PROTECTION
WAGES AND SALARIES INCENTIVES AND GAINSHARING BENEFITS AND SERVICES SECURITY, SAFETY AND HEALTH
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WAGES AND SALARIES
OBJECTIVE OF COMPENSATION MANAGEMENT- acquire qualified personnel- retain current employment- ensure quality - facilitate understanding- reward desire behaviour- control costs - further adm efficiency- comply with legal regulaions