1. Introduction to Performance Aappraisal and Management.ppt

Chapter 1 for the course Performace Apparisal & management

1. Performance Appraisal and Management
Resource Person:
Prof. Dr. Samia Jamshed
Head Of Department
Riphah School of Business &
 Management (RSBM)
Faculty of Management Sciences
Riphah International University
Lahore Campus

2. Dave Ulrich Model of HR
Roles/HR Ladder

3. Components of HRM

4. What is Performance?
Performance deals with the outcomes,
results and accomplishments achieved
by a person, group or organization
The act of performing; of doing
something successfully; using
knowledge as distinguished from
merely possessing it- Action oriented.
Actual Results Vs Desired Results

5. Why Manage Performance?
Encourage and reward behaviors that are aligned with
organizational mission and goals
People want to feel what they do adds value and
understand their contribution to the team
Curb or redirect non-productive activities

6. Performance Management
Performance Management is one of the key
processes that, when effectively carried out,
helps employees know that their contributions
are recognized and acknowledged.
Performance management is an ongoing process
of communication between a supervisor and an
employee that occurs throughout the year, in
support of accomplishing the strategic objectives
of the organization. The communication process
includes clarifying expectations, setting
objectives, identifying goals, providing feedback,
and evaluating results.

7. Definition of PM
1.Continuous process of …
•Identifying
•Measuring
•Developing
… the performance of individuals and
teams
2.Aligning performance with the strategic
goals of the organization

8. Performance management (PM) is NOT
performance appraisal (PA)
PM
Strategic business
considerations
Driven by line manager
Ongoing feedback
So employee can improve
performance
PA
Driven by HR
Assesses employee
•Strengths
•Weaknesses
Once a year
Lacks ongoing feedback

9. Performance Management
Contribution
FOR EMPLOYEES
Clarify definition of job and
success criteria
Increase motivation to perform
Increase self-esteem
Enhance self-insight and
development
Supervisors communicate
views of performance more
clearly
FOR MANAGERS
Managers gain insight
about subordinates
There is better, more
timely, identification of
good and poor
performance
Employee performance
improves
FOR ORGANIZATION/HR
FUNCTION
Clarify organizational goals
Facilitate organizational
change
Administrative actions are
fairer and more
appropriate
There is better protection
from lawsuits

10. Disadvantages of Poorly-implemented
PM Systems
FOR EMPLOYEES
Lowered self-esteem
Employee burnout and
job dissatisfaction
Damaged relationships
Use of misleading
information
FOR MANAGERS
Increased turnover
Decreased motivation
to perform
Unjustified demands on
managerial resources
Varying and unfair
standards and ratings.
FOR ORGANIZATION/HR
FUNCTION
Wasted time and money
Derivation of ratings is a
mystery.
Biases can replace
standards.
Risk of litigation
increases.

11. PP & PI
A performance problem is
any gap between desired
results and actual results.
Performance
Improvement is any effort
targeted at closing the
gap between actual
results and desired results

12. Performance Management Involves
Clarity of Vision
Setting Performance Standards
Measuring Performance
against standards
Feedback & Corrective actions

13. Y’s behind Success and failure
Types Internal (Personal)External (Environmental)
Good Performance • High Ability
• Hard Work
• Easy Job
• Cooperative coworkers
•Good Boss
•Good Luck
Poor Performance • Low Ability
• Low Effort
• Tough Job
• Bad Luck
•Un productive coworkers
•Un sympathetic Boss

14. Seven Pillars of Performance Management
1.Clarity about the organization's purpose and
direction
2.Clear understanding by individuals and Teams
3.Aspiration
4.Support
5.Feed Back
6.Recognition
7.Renewal

15. Purposes of PM Systems
•Strategic
•Administrative
•Informational
•Developmental
•Organizational maintenance
•Documentation

16. Uses of Performance Management
Data

17. So, the rabbit sat on the ground below the
crow, and rested.
CORPORATE LESSON
A crow was sitting on a tree, doing nothing all day.
A small rabbit saw the crow, and asked him,
"Can I also sit like you and do nothing all day
long?”
The crow answered: "Sure, why not.”
All of a sudden, a fox appeared,
Jumped on the rabbit... and ate it.

18. CORPORATE LESSON 1
Moral of the story is….
To be sitting and doing
nothing you must be sitting
very, very high up.

19. QUESTIONS