PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL

1. SEMINAR ON PERFORMANCE APPRAISAL PRESENTED BY MS. POOJA M.Sc. Nursing II Year NIMS NURSING COLLEGE

2. PERFORMANCE APPRAISAL

3. DEFINITION Performance appraisal is a systematic, periodic and so far as humanly possible, an impartial rating of an employee‘s excellence in matters pertaining to his present job and to his potentialities for a better job. - Edwin B Flippo

4. The performance appraisal process includes day-to-day manager-employee interactions (coaching, counseling, dealing with policy/procedure, written documentation (making notes about an employee's behavior, completing the performance appraisal form); the formal appraisal interview; and follow-up sessions that may involve coaching and/or discipline when needed.

5. OBJECTIVES WORK RELATED OBJECTIVES To provide a control for work done To improve efficiency To help in assigning work and plan future work assignment To carry out job evaluation

6. CONT… CAREER DEVELOPMENT OBJECTIVES To identify strong and weak points and encourage finding remedies for weak points through training To determine career potential To plan developmental (promotional or lateral) assignments To plan career goals To let employees assess where they stand within the organization in terms of their performance

7. CONT… ADMINISTRATIVE OBJECTIVES To serve as a basis for promotion or demotion To serve as a basis for allocating incentives To serve as a basis for determining transfers To serve as a basis for termination in case of reduction of staff

8. PRINCIPLES Single employee is rated by two ratters. Then, the comparison is made to get accurate rating. Continuous and personal observation of an employee is essential to make effective performance appraisal. The rating should be done by an immediate superior of any subordinate in an organization.

9. A separate department may be created for effective performance appraisal. The rating is conveyed to the concerned employee. The management should create confidence in the minds of employees. The standard for each job should be determined by the management.

10. KINDS/ TOOLS OF PERFORMANCE APPRAISAL Ranking Method Paired Comparison Method Forced Distribution Method Grading Checklist Forced Choice Method Critical Incident Method Field Review Method Essay Evaluation

11. Ranking method This method is very old and simple form of performance appraisal. An employee is ranked one against the other in the working group under this method. E.g. if there are 10 workers in the working group, the most efficient worker is ranked as number one and the least efficient worker is ranked as number 10.

12. CONT… Advantages a. Each employee or worker can be compared with the other person. b. A small organization can get maximum benefits through the ranking method. Disadvantages a. A big organization is not able to get sizable benefits from the ranking method. b. Ranking method does not evaluate the individuality of an employee.

13. 2.Paired Comparison Method This method is a part of ranking method. It is developed to be used in a big organization. Each employee is compared with other employees taking only one at a time. The evaluator compares two employees and puts a tick mark against an employee whom he considers a better employee. In the same way, an individual is compared with all other existing employees. Finally an employee who gets maximum ticks for being a better employee is considered the best employee.

14. CONT.. Advantages a. This method is suitable for big organizations. b. Individual traits are evaluated under this method.   Disadvantages a. The understanding of this method is difficult one. b. It involves considerable time.

15. 3. Forced distribution method A method which forces the rater to distribute the ratings of the overall performance of an employee is known as forced distribution method. Group wise rating is done under this method. This method is suitable to large organizations, but the individual traits could not be appraised under this method

16. 4. Grading Certain categories of abilities or performance of employees are defined well in advance to fall in certain grades under this method. Such grades are very good, good, average, poor and very poor. Here the individual traits and characteristics are identified

17. 5. Checklist The appraisal of the ability of an employee through getting answers for a number of questions is called the method of check list. These questions are related to the behavior of an employee. The evaluation is done by a separate department, but the duty of collection of checklist answers is given to a person who is designated as a rater. The rater indicates the answers of an employee against each question by putting a tick mark. There are two columns provided to each question as yes or no.

18. 6. Forced choice method A series of groups of statements are prepared positively or negatively under this method, both these statements describe the characteristics of an employee, but the rater is forced to tick any one of the statements either out of positive statements or out of negative statements. The degree of description of the characteristics of an employee varies from one statement to another. Criteria Rating 1.Regularity on the job Most Least •Always regular •Inform in advance for delay •Never regular •Remain absent •Neither regular nor irregular    

19. 7. Critical Incident method The performance appraisal of an employee is done on the basis of the incidents occurred really to the concerned employee. Some incidents occurred due to the inability of the employee, but the rating is done on all the events occurred in a particular period. Ex: A fire, sudden breakdown, accident Workers   Reaction   scale   A B C D E Informed the supervisor immediately Become anxious on loss of output Tried to repair the machine Complained for poor maintenance Was happy to forced test 1 2 3 4 5

20. CONT... Advantage The evaluator rates performance rather than personality traits. Disadvantage It requires the supervisors to write down incidents daily

21. 8. Field review method An employee‘s performance is appraised through an interview between the rater and the immediate superior or superior of a concerned employee. The rater asks the superiors questions about the performance of an employee; the personnel department prepares a detail report on the basis of this collected information. Performance subordinate peers superior Customers Leadership   Communication   Interpersonal skills   Decision making   Technical skills   Motivation ^   ^   ^     ^   ^   ^   ^ ^           ^   ^   ^ ^       ^   ^   ^

22. 9. Essay evaluation With easy evaluation technique the nurse manager is required to describe the employee‘s performance over the entire evaluation period by writing a narrative detailing the strength and weaknesses of the appraise. If done correctly this approach can provide a good deal of valuable data for discussion in the appraisal interview

23. CONT… Advantages Done essays have the advantage of providing an in-depth analysis of performance and are also especially suitable for identifying training and development needs and problem areas. Disadvantages Time consuming Tend to vary greatly in length and content Difficult to combine or compare since different essays cover different aspects of performance

24. OBSTACLES 1. Lack of support from top management. 2. Resistance on the part of evaluators 3. Evaluation biases and rating errors 4. Lack of clear, objective standards of performance. 5. Failure to communicate purposes and results of performance appraisal to employees. 6. Lack of a suitable appraisal tool. 7. Failure to police the appraisal procedure effectively.

25. APPRAISAL INTERVIEW Once the manager completes an accurate evaluation of performance, he/she should arrange an appraisal interview. The appraisal interview is the first step in employee development

26. CONT… Characteristics They provide feedback to an employee which enables him to improve his performance in future. They help management to ascertain and assess the training needs of individual employees. They enable management to know the problems and difficulties experienced by subordinates in discharging their responsibilities and also their suggestions for removing these difficulties.

27. TYPES OF APPRAISAL INTERVIEW 1. Tell and sell interview It is based on the assumption that employees have some deficiencies but they need to be convinced about these deficiencies. The purpose of this interview is :- a. To let the employee to know how well he is doing. b. To draw up a plan of improvement for him. c. To gain the employees acceptance of the evaluation.

28. CONT… 2. Tell and listen interview. The objective of this interview is to communicate the evaluation to the employee and then listen sympathetically to his reactions. It consists of two parts:- - The first part covers the strong and weak points of the employee‘s performance. - The second part is used to explore thoroughly the employee‘s feelings about the evaluation.

29. CONT… 3. Problem solving interview. In this interview the aim is not appraisal but development of an employee. Therefore, the interviewer takes himself out of his usual role as a judge and puts himself in the role of a helper. He does not communicate the evaluation to the employee. He does not point out the areas of improvement; rather he stimulates the employee into thinking about improving his own performance. He does not supply remedies or solutions but considers all ideas on job improvement suggested by the employee.

30. Provide a record of performance over a period of time. Provide an opportunity for a manager to meet and discuss performances. Provide the employee with feedback about their performance. Provide an opportunity for an employee to discuss issue and to clarity expectations Can be motivational with the support of a good reward and compensation.

31. DISADVANTAGES If not done appropriately, can be negatively experience. Very time consuming especially for a manager. Subject to rater errors and biases. If not done right can be a complete waste of time. Can be stressful for all involvement

32. The performance appraisal methods are unreliable. If an employee is well known to an employer, the performance appraisal may not be correct. The inability of supervision to appraise an employee does not bring out the accurate performance appraisal. Some qualities of an employee cannot be easily appraised through any performance appraisal method. A supervisor may appraise an employee to be good to avoid incurring his displeasure. Uniform standards are not followed by the supervisors in the performance appraisal

33. Conclusion A member in an organization expresses an opinion or views about others. The opinion may be about the way of mixing with others, way of working, character, etc. These opinions become a basis for the appraisal of an employee. A superior has some opinion about his sub-ordinates for determining many things like promotions, transfer, pay fixation, etc.